192 pages · 2024
The Sales Multiplier Formula
Simple Strategies to Multiply Your Sales by 4.68X
By Shawn Casemore
- Published
- December 20, 2024
- Imprint
- Productivity Press
- Edition
- 1st Edition
- ISBN
- 9781003463962
Overview
About this book
Why do some companies close deals worth three times more than their competitors?
They're not working harder. They're not making more calls. They've discovered something different.
Companies like Northwestern Mutual Life, Nokia, and Zapier don't treat sales as a department function. They treat it as an organizational process that everyone supports.
Sale values double, triple, or sometimes quadruple as a result.
Meanwhile, selling keeps getting harder. Over one million sales positions sit vacant in the United States, according to the Bureau of Labor Statistics. Work-from-home schedules make prospects unreachable. Anti-spam laws block emails. Visitor policies keep reps out.
Your sales team battles just to have conversations.
Then, when they close the business, the rest of your company resists. Operations complains about delivery dates. Finance questions terms. Sales becomes isolated from everyone else.
This creates turnover. It erodes revenue. It will continue unless something changes.
Shawn Casemore has coached thousands of sales professionals. He's identified the exact formula that separates companies multiplying their results from those barely surviving. This book gives you that formula.
Here's what this formula does for your business:
● Your sales team closes larger deals without burning out
● Operations and finance support deals instead of resisting them
● Your top performers stay because their job becomes rewarding instead of frustrating
● Your entire organization contributes to revenue, not just one department
● You build an advantage that competitors can't easily copy
This book is for:
Business owners watching sales plateau. Sales leaders frustrated by constant obstacles. CEOs seeing the damage from internal division. Revenue executives dealing with turnover.
Anyone who knows the old approach isn't working.
When you shift from departmental function to organizational process, everything changes. Deals get bigger. Teams get stronger. Growth becomes sustainable.
Subjects
Economics, Finance, Business & Industry
Inside the book
Table of contents
Select a chapter to read its abstract.
Part 1Selling Is an Inside Job
Pages: 58
No chapter abstract available.
Chapter 1How Your Customers' Buy Has Changed
Pages: 14
Take a moment to consider how you purchase products for your life today. Most likely you spend much of it researching online, speaking to colleagues and peers for their opinion or referral, and looking for options that best suit your intended outcomes. Well, these simple shifts are also impacting how companies buy your products and services.
Chapter 2Your Secret Ingredient to Multiply Sales
Pages: 14
In Grade 3, I had a teacher named Ms. Taylor. She was known in our school to be very strict and didn’t tolerate any of her students stepping out of line. My experience of her classroom was memorable, however, not for the reasons you might think. Ms. Taylor had little patience for any student she believed wasn’t listening or paying attention. I recall being placed in the corner (facing the corner) on one occasion, being sent to the principal’s office at least once for disrupting the classroom, and my parents receiving several notes throughout the year advising of my unacceptable behavior.
Chapter 3Selling Isn't Just for Sales
Pages: 15
We need to recognize that the initial sale is a gateway to multiplying your sales (read that twice). Once your customers or clients have been exposed to your company and purchased your products or services, it is other employees, those who typically don’t reside in the sales department, whom they will build relationships with. Some examples of these employees can include engineering, administration, production, and customer service.
Chapter 4Selling Today Is a Team Sport
Pages: 13
Think of the last time you made a relatively significant purchase. Be it a car, appliance, or a home. Although your primary interaction was likely with a salesperson, other factors influenced your buying decision. For example, if you purchased a new vehicle, you are likely to have either spoken with someone in service or asked friends or colleagues about the “reputation” of the service team at the dealership you were considering. If you purchased a home, you interacted with a realtor, lawyer, home inspector, and possibly new neighbors before deciding.
Part 2Your 4.68X Selling Opportunity
Pages: 58
No chapter abstract available.
Chapter 5The Initial Sale Is Small Potatoes
Pages: 12
When I was younger, my first venture into selling was going door to door, introducing myself, and offering my services. The services I provided changed depending on the season. However, the most popular tended to include lawn mowing, deck and fence staining, gardening, and, in the winter, snow shoveling.
Chapter 6Good
Pages: 15
Whether you are a sales professional, a sales executive or leader, or an entrepreneur, you can (and should) multiply your sales using what I refer to as the “Good, Better, Best” Approach to Selling. This approach is a formula for multiplying your sales’ size and frequency.
Chapter 7Better
Pages: 15
Recently, my youngest son and I visited a new fast-food restaurant in our local area. It’s a privately owned restaurant operated from its original location, about an hour from our home, for nearly twenty years. Fortunately for us, they decided to open a second location only twenty minutes from our house. Since I had to drive my oldest son to a hockey practice in the same town around dinner time, it was the perfect opportunity for us to try the new location out.
Chapter 8Best
Pages: 14
According to a study conducted by the Brevet group, 1 91% of customers say they’d give referrals. However, only 11% of sales professionals ask for a referral. Let that sink in for a minute. In other words, most of your customers, or at least those who have had a positive experience working with your company, would be willing to provide a referral, yet they need to be asked. That’s leaving money on the table 89% of the time, and that’s not the way to multiply your sales.
Part 3Building Momentum with Your Sales Multiplier Formula
Pages: 56
No chapter abstract available.
Chapter 9The Foundation
Pages: 13
As you can tell from the earlier discussions in this book, building a culture focused on sales can only multiply your sales. Sales professionals can influence it on a one-to-one relationship basis, but they often need everyone who is customer-facing on board. That’s where you come in. In this chapter, we’ll walk through the steps you can take to build a more sales-centric culture in your company.
Chapter 10Foundation
Pages: 18
In the world of Formula 1 racing, the launch off the starting line is often the determining factor as to whether you’ll win the race or not. Even if you’ve qualified first and start in the pole position, if the drivers in second, third, or even fifth have a better launch than you, there’s a good chance you won’t maintain your first-place position.
Chapter 11Testing
Pages: 12
Some of you, eager to jump right into multiplying your sales, have likely skipped this chapter. If this sounds like you, then I’ve got some great news! In this chapter, we’ll dive right into implementation.
Chapter 12Winning the Race for New Customers
Pages: 11
When it comes to obtaining ongoing value from your sales multiplier formula over the long term, there are several factors we need to consider. First, what are the possible shifts in how buyers prefer to buy and interact with sales? How is technology influencing both buyers and sellers? How can you evolve your SMF if you want to continue increasing selling opportunities? In this chapter, we’ll address all three of these points, and I’ll share some final thoughts.