Detailing multiple strategies
“Finally, a definitive approach on what it means to differentiate yourself and what you sell. Lee Salz has done a masterful job of detailing multiple strategies you can use now to genuinely set yourself apart in the eyes of your customers. The value in the book is in his examples, which allow you to understand what you need to do to create a sales differential your customers will notice and, more importantly, pay for! This isn’t a book to simply read. It’s a book to read and apply. You won’t regret it!”
— Mark Hunter, CSP, “The Sales Hunter,” author of “High-Profit Prospecting”
“Finally a book that addresses differentiation in a step by step manner that allows salespeople to apply what they learn, immediately. The practical easy to read format and examples to drive the point home are exceptional. Get this book in the hands of every salesperson you know.”
— Alice Heiman, Founder and CSO at Alice Heiman, LLC
“Sales Differentiation is filled with great examples that are perfect for both beginning salespeople looking to develop their skills and experienced salespeople seeking to take their sales results to the next level!”
— Dawn Deeter, Ph.D., director, Kansas State University National Strategic Selling Institute
“Salespeople know that differentiation is a best practice but have been left to their own devices to figure out how to do it… until now. Sales Differentiation presents strategies that salespeople can quickly put into practice.”
— Verne Harnish, founder Entrepreneurs’ Organization (EO) and author of Scaling Up (Rockefeller Habits 2.0)
“I find many salespeople forget that they have an opportunity to stand-out from the competition in the way they sell so instead they fight to win sales on price. Lee’s book will help ensure that doesn’t happen to you.”
— Brandon Steiner, CEO and founder of Steiner Sports Marketing
“As I’ve traveled around the world over the past several years working with companies and their salespeople, I’ve been amazed to find that they do not know, and cannot articulate, their competitive advantage! How can a company or salesperson expect prospects and customers to give their time and attention if they do not understand,clearly and concisely, what that company can do for them that no one else can do? So, how can you demonstrate your competitive advantage? Buy Sales Differentiation by Lee Salz, read it page by page, implement its 19 strategies and you will then be able to set yourself apart from your competition and clearly show your customers what your company can do for them that no one else can do.”
— Dr. Tony Alessandra, author of "Collaborative Selling: How to Gain the Competitive Advantage in Sales"
“Lee Salz has written a different sales book about how YOU can be a different sales professional to help you sell more. It’s a common trap that a lot of salespeople fall into, all saying the same things, trying the same strategies and selling in the same way. The problem is that doesn’t often work and it’s usually those who do it differently that win. This book is brilliantly written and talks you through how you make WHAT you sell different and the WAY you sell different to win more deals. I’ve read a lot of sales books over the years, but none have given such a great process that I know I’ll be able to use straight away.”
— Daniel Disney, Founder of The Daily Sales and Leading Social Selling Trainer
“A treasure chest of practical, tactical, and doable ways to differentiate yourself from the competition! Read it… Use it!”
— Anthony Parinello, author of "Selling to VITO, The Very Important Top Officer"
Refer my clients
“Lee Salz is the E. F. Hutton of customer acquisition. When Lee speaks, you should listen. In an over-crowded, over supplied world, Lee’s insights into differentiating yourself by how you sell ring fresh and true. I regularly refer my clients to Lee and wait for the accolades to come streaming in – which they always do. Lee Salz’s methods are practical and they work!”
— Bill Mills, CEO, Executive Group, Inc.
Actionable and easy
“In a sales world with so much noise, Lee’s book stands out just like his teachings. It’s actionable and easy to read, made for any level of sales professional.”
— Max Altschuler, Max Altschuler, CEO Sales Hacker & Author of "Hacking Sales"
Fantastic and strategic
“In a sea of businesses and salespeople competing in the same spaces for the same dollars, being different is the only way to get an edge on your competition. Lee Salz has penned a fantastic and strategic book that gives salespeople the formula to do just that. Simply put, this book is not only incredibly useful, it’s different.”
— Ken Kupchik, author of The Sales Survival Handbook and creator of Sales Humor
Opening doors to winning
“Sales Differentiation shows how salespeople are more important than ever in terms of adding value and differentiating their product or service from the competition. The concepts presented by Lee Salz will help you in every phase of the sales process – from opening doors to winning deals at the prices you want. Make sure you have a pen, paper, and highlighter in hand when you read this book.”
— Paul Nolan, Editor, Sales & Marketing Management magazine
Comprehensive and compelling
“Everyone agrees that sales differentiation is a good thing, but no one has ever explained exactly what, why and how to truly become differentiated. Until now. Sales Differentiation is a comprehensive and compelling look at an often-overlooked strategy for sales success.”
— Deb Calvert, author, Stop Selling & Start Leading and DISCOVER Questions®
Simple and effective
“Sales Differentiation is full of ideas that will immediately help you win more business. For example, Lee’s Sales Crime Theory – do your investigating before you make the sales call – is so simple and effective yet a large majority of sales executives think that doing one’s homework is finding a phone number or at best, visiting a prospect’s website. Lee gives you easy-to-implement ideas that will ensure you are relevant, that give you permission to ask challenging questions, that give you an edge in negotiations, and that separate you from just about every salesperson in every sales call, every time.”
— Sam Richter, World’s Leading Expert on Sales Intelligence and CEO SBR Worldwide / Know More
“When I was creating the Rainforest Café, I sought to create a differentiated diner experience. In Sales Differentiation, Lee Salz provides you with the strategies to create a differentiated experience for your clientele. I highly recommend it for anyone in sales.”
— Steven Schussler, creator and founder of Rainforest Cafe, T-REX, Yak & Yeti and The Boathouse all featured at Walt Disney World in Orlando, FL
Compel your dream
“If you want to compel your dream clients to change, you have to be different in a way that makes a difference. Lee Salz has written a comprehensive guide to differentiating your offering in a crowded, me-too marketplace. More importantly, this book will help you do the critical work of differentiating yourself!”
— Anthony Iannarino, Author of "Eat Their Lunch: Winning Clients Away from Your Competitors"
“In Sales Differentiation, Lee delivers a fine addition to his line of outstanding sales reference tools. It’s straight forward, packed full of real world examples, and presented in a fresh unique way as only Lee can. He not only addresses many common sales myths and barriers but provides examples and detailed processes to help you differentiate your products and services in a way that will catch a buyer’s attention.”
— Larry Reeves, CEO, American Association of Inside Sales Professionals (“AA-ISP”)
Entertaining writing style
“In today’s sales environment where buyers are subjected to more sales ‘noise’ than ever, Sales Differentiation is a must-read (and must-implement) for any salesperson who wants to stand out and excel. With Lee’s engaging, entertaining writing style, peppered with numerous stories and examples, you’ll find yourself reading the book quickly. But, you’ll want to go through it again several times to absorb, highlight, and write down the many valuable how-to’s to use on your own calls.”
— Art Sobczak, Author of “Smart Calling”
Implementing the concepts
“I. Love. Everything. About. This. Book. Lee Salz not only powerfully describes why DIFFERENTIATION is so critical, but he shows you exactly how to differentiate yourself, your sales approach, and your messaging. Implementing the concepts in Sales Differentiation will get you more meetings with the right buyers, elevate how they view you and your solution, and help you close more business.”
— Mike Weinberg - author of the "New Sales. Simplified." and "Sales Management. Simplified."
“Lee Salz says it’s not just what you sell, but how you sell it. His 19 sales differentiation strategies are a surefire way to drive profitable sales.”
— Harvey Mackay, author of the #1 New York Times bestseller 'Swim with The Sharks Without Being Eaten Alive'
Deals at the prices
“Lee Salz’s sales differentiation strategies are just what you need to stand out in a crowded market, create more meaningful conversations, and close more deals at the prices you want.”
— Jill Konrath, author of "More Sales Less Time" and "SNAP Selling"
World sales success
“Here’s the path to no longer hear the price objection ever again, as well as rendering your competitors as irrelevant. Lee Salz, in Sales Differentiation, shares his decades of real world sales success so all can now reap the rewards. Don’t read this book – DEVOUR it!”
— Jack Daly, CEO / Entrepreneur / Coach and Best Selling Business Author
Filled with dozens
“Filled with dozens of proven concepts as well as highly-relatable stories, this book shows that salespeople who differentiate themselves not only win more deals, but they also win at higher margins. It is a brilliant and practical how-to guide for salespeople at every level. If you want to escape the high penalty that comes from the buyer’s perception of sameness, this book is your key to success.”
— Gerhard Gschwandtner, CEO, Selling Power magazine
Phil walks into his favorite retailer to apply for a job. He sits down at the kiosk and begins to fill out the employment application. He fumbles through the online form and realizes that he forgot to enter his apartment number. He clicks the browser to go back to the prior page. In doing so, all of the information he already entered is wiped out. Darn it! He begins completing the application again. Name, address, social security number, etc.
Once done, the manager waves him into his office as if he is flagging down a cab in Midtown Manhattan during rush hour. Phil makes his way down to the office. He is shocked and disgusted by what he sees in the office. It is a mess and that is putting it mildly. Scattered papers are one thing, but leftover crumbs from lunch are another. Phil begins to wonder if he might need a tetanus shot after this experience.
John, the manager, tells Phil to sit down. Phil looks at the chair and notices that it is so badly ripped that it is beyond repair. The pattern of the rip looks like the path the Mississippi River travels as it heads from North to South. Phil looks at John and notices that his shirt flap isn’t tucked in. Better yet, John has a sauce stain on his left pocket. Phil begins to wonder if he is being “Punk’d.” Where are those cameras?
The interview begins with John asking Phil why he wants to work there. Phil wasn’t expecting a question like that right off the bat and stammers in his response. The truth is that Phil simply wanted a job so he could pay the bills. John didn’t look impressed. A couple of more questions with mediocre answers and the interview ends. John tells Phil that they will call him in a day or two to update him on his candidacy. The call never comes.
So if you are Phil, when do you think you will shop at that store again? Do I hear NEVER? How many people is Phil going to tell about his experience? 10? 20? 50? How many of those people will look at that store differently? And to how many people will they tell Phil’s story?
To be clear, John wasn’t wrong for not hiring Phil. As the manager, he is responsible for selecting the talent to work in his store. However, the manager is also tasked with protecting the corporate brand. And that, he failed to do. Phil left that store with such a negative impression of the experience that all the marketing and advertising in the world would not bring him back in.
Granted, this story is exaggerated. At least, I hope it is. Yet, there are things that recruiters and hiring managers do every day that damage the brand of the company. It doesn’t take much to create a miserable experience. Things like, interviewers being late, offices being dirty, and interviewers being rude are just a few. The top of the list from the candidate perspective is when things go dark, meaning that no communication is ever received from the company informing them that they are no longer being considered for employment. When I talk to candidates, the lack of notification that they are no longer being considered is at the top of their list of company conduct that leaves a negative impression. They feel disrespected.
Some of you are probably reading this and thinking that you aren’t in the retail space so this issue doesn’t affect you. Care to wager on that? Consider this. You interview a sales candidate and for whatever reason elect not to hire them. The candidate has a less than favorable experience with your company during the interview process leaving a bad taste in his mouth. He lands with a competitor of yours and proceeds to share his experiences with your company. Stories of your firm’s unprofessionalism spread like wildfire throughout not just this competitor’s organization, but with other competitors in your industry. Don’t think this can happen? Keep in mind your frog is someone else’s prince.
Maybe you don’t care what the competition thinks of your company. But do you care if this is a strategic partner instead? Better yet, it is one of your clients that hires this candidate. Now your client gets to hear the “great experiences” this candidate had while interviewing with your company. When these stories reach your CEO from your client, who will get the call in your company about this matter?
Look, hiring managers and recruiters don’t intentionally create bad candidate experiences. Sometimes they simply get tunnel-vision. “I have to fill the seat. I have to fill the seat. I have to fill the seat.” It almost sounds like the repetition of “Time to make the donuts.” from the old Dunkin Donuts commercial. True, every day that seat is open, it costs the company x number of dollars, not to mention some manager or recruiter’s bonus. Thus, when it is determined that a candidate is not a fit for the role, it is all too easy to forget about them and move on to the next one. However, the same level of care that was used to recruit the candidate to visit the organization should match the level of care when exiting. Why create enemies? If your company hires 100 people per year and it takes 11 candidates to fill one seat, 1,000 people were not hired by your company. Thus, a lot of people were touched by your process. How did they walk away feeling about their experiences with your company? Try this math with your company’s hiring metrics.
Companies spend hundreds of thousands, or is it millions, of dollars building a brand image. Managers and recruiters are responsible for protecting it. When I say recruiters, I mean both internal and external ones. While internal ones seem obvious to you, the external ones may not be. Yet, they are acting as an agent for your company when they are the intermediary between you and the candidate. As far as the candidate is concerned, the recruiter is your company.
In an earlier article, I talked about the importance of a company mapping out their sales talent screening program. I should have mentioned, for all candidate recruits, that a program should be put in place that addresses the candidate exit process as well. It’s not a lot of work to do this. It takes a little thought. That little thought could save your company thousands.