Paul Reilly
The Q and A Sales PodcastEpisodes
Episodes of The Q and A Sales Podcast
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Have you ever wondered why customers or prospects won’t change? You might have a better solution, but the decision maker is still reluctant. In this episode, Paul discusses some of the psychological forces that impact your customer’s or prospec
Too often, buyers will focus on price before you’ve had a chance to prove your value. In this episode, Paul shares some ideas on how to proactively take control of the sales conversation. Show Notes Buyers often focus on price early in the con
Are customers giving you all the credit you deserve? Paul shares three examples to reinforce and validate the value you deliver. Show Notes: “Nobody gets the credit they deserve; you only get the credit you ask for.” Therefore, its… “As most p
Paul shares his #1 sales tip that will help you be more successful T-O-D-A-Y. Show Notes SPOILER ALERT: Stretch the buyer’s time horizon into the future…and the past. Listen to learn why and how. When you’re trying to improve in any way, focus
Paul shares four ideas on how to build and sustain the value-added movement, but also some insight on why movements can fail. Show Notes Clarity-Communication-Commitment-Courage As a leader, you must articulate your vision and purpose as a valu
Imagine spending six – nine months trying to close a deal. The customer is ready to buy, but they tell you, “Your price is double the competition!” On this show, Paul answers Jeff’s question: “We consistently compete on price because our prod
Paul had the pleasure of interviewing Jon Alwinson, author of Relentless Sales. Show Notes The relentless mentality is peace in who you are, and living from that identity, not for that identity. When one’s faith is solid and can’t be shaken, J
Has this happened to you? You work with the customer and develop the perfect solution, then they go with a cheaper competitor? Paul provides insights and ideas to help prevent this but to also resurrect that sale. Show Notes Set the expectation
Paul provides great tips to convince those naysayers, those guardians of the status quo, that your solution is worth the change. Show Notes First things first. Analyze why this individual is hesitant to change. Were they part of the discovery,
Paul provides insight into a more effective follow-up strategy. Show Notes You must create value at every interaction with the customer. In your follow-up, ask the customer questions that will call attention to your strengths vis-à-vis your com
Paul helps you stand out from the sea of choices your customers have by highlighting your key differences. Show Notes Never discount a differentiator. “It’s better to lose a deal than discount a differentiator.” When the customer compares your
Paul debunks some of the myths surrounding high-level decision makers (HLDMs). Show Notes FE FI FO FUM. I SMELL THE BLOOD OF A…Salesperson. High-level decision makers get a bum rap! Many HLDMs started out as salespeople. Salespeople generate re
Paul provides valuable tips for conducting a productive annual review with your existing customers. Show Notes Your customers are busy with other priorities. So, it’s critical that you remind them of the value you provided over the past year. P
Paul gives you a few things to think about regarding your relationship with e-commerce. Show Notes Is online ordering a threat to your livelihood? Then perhaps you’re just an order taker, not a value creator. If an organization provides a digi
Price increase fatigue? Paul offers multiple tips to help you and your customer through those inevitable price-increase conversations. Show Notes Your attitude is absolutely critical when presenting price increases. Your company is for profit.
Paul offers valuable tips that will keep you filling your pipeline, even during a slowdown. Show Notes Be sure you have a healthy list of opportunities: no less than 10 to pursue over the next 3 – 6 months. In tough times, more people will be i
During this winter holiday season, we are revisiting Paul's interview with speaker and author of The Go-Giver, Bob Burg. Always give value to others. "Be a go-getter (a person of action) and a go-giver (someone who is absolutely laser-focused
Paul offers ten principles to help you navigate price objections in this changing economic tide. Show Notes Someone else’s opinion does not make your price too high. It’s simply their opinion. “My competition is making me cut our price.” Wrong!
Paul helps you find that strength to get through the struggle of tough times. Show Notes Look back on those struggles in your life and reflect on how you made it through. Think about how far you’ve come since your last really tough time. Do you
Paul provides seven things you must do to ensure that your next training initiative sticks. Show Notes Focus on the leaders among your sales team, those folks that others look to for advice. Get them onboard with your training initiative and th
Paul had the pleasure of interviewing Anthony Iannarino about his new book, The Negativity Fast, and is excited to share Anthony’s practical advice to salespeople facing tough times. Show Notes “…get rid of the negative part by doing something
Paul shares five sure-fire ways to craft your presentation into a unique customer experience. Show Notes Use analogies relevant to the decision maker and their business. Incorporate industry-specific terms in your presentation: buzz words of va
Paul gives some tips and ideas to get your sales team firing on all cylinders and performing consistently at their peak. Show Notes The underlying issue for inconsistent sales performers is a failure to manage their pipeline. Make sure your tea
Paul shares ideas on how to have better conversations with your customers—conversations on value rather than price. Show Notes Anytime you discuss price before you can communicate value, your price is going to be too high (so says the customer)
Paul shares tips on handling price pushback in those service-based industries. Show Notes What does the movie Tommy Boy, T-bone steaks, McDonald’s, and Panera have to do with price objections? Point out the dissonance between the outcome they w
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