There are a number of different ways to obtain finance for your business. When deciding which route to take you should consider the use to which the money is to be put, who carries the risk and the overall cost.

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As people realize we like them and respect their opinions, they share information about themselves that can be helpful in analyzing whether they can use our products or services.

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On a cloudless summer day in suburban Chicago, a woman put her two children in the car and drove to the shopping mall. There she met one of her best girlfriends, who also came to the mall with her kids.

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Recently I spoke at a large conference on the subject of how to maintain your price and avoid discounting.  After the presentation, a businessperson approached me and asked what my strategy would be if his company needed to discount price to create cash flow.  This is not an easy question to answer.

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When is the best time to sell a price increase?  I get asked this question a lot and my response is "right now." After I say this and see the expression on the person's face, I then have to back up my response with my rationale.

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A term the larger marketing automation firms are trying to promote is dubbed ‘revenue performance management.’ What does this mean? Who’s performance are they hoping to monetize?

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As Prince William and Kate Middleton's royal wedding drew closer, I found myself to become increasingly interested. Yes, I must admit that they made a very beautiful royal couple. But what really got me hooked is the brouhaha surrounding the event. Even the emotions and opinions it elicited from the masses are stupendous. 

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We've all heard it before -  "if it we haven't thought of it then it isn't worth doing."  "No one knows our business better than we do."  This attitude is referred to as the "not invented here" syndrome. Consultants have seen it for years. Department managers and employees use it to fend off outside influence from other departments or intervention from consultants or advisors.  Regardless of where the invasion is coming from, protectionism is the defense.

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Because choosing a solution is the last thing a buyer does, the vendor isn’t an active partner at the point the most important decisions get made.  We  like to think that because we gather good data, deeply understand pain, and have a relevant solution, we’ll be considered an ‘active partner.’

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When you think about your numbers (closing percentages, total calls, etc.), and consider the objections, the price issues, the delayed sales cycles, the excuses, and those who just, well, disappear, don’t you realize these same problems have been cropping up, um, forever? And that whatever you seem to be doing to ‘correct’ the issue doesn’t seem to work?

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It's not my intention to do a sales pitch here, it's just that I already have a blog running from my website, it can be found at:  http://www.sallyfoleylewis.com/category/blog/ 

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Are your contact sheets giving you the sort of data that helps you discover – and close – the right leads? Are you depending on the data from your contact sheet/lead scoring to find your prospects?

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