Jonathan Farrington’s Blog

Unless the person you are influencing offers an unconditional “Yes” to your proposals you will need to do or say something that will generate a positive decision.

Here are two steps you can take towards achieving a decision:

Step One:
Ask yourself ‘How does this person normally go about making decisions?’ Most people usually have a preferred way of making up their mind. Some people take their time to decide, others are happy to make snap decisions. You can sometimes push the latter, but you will need to tread more carefully with the former.

Step Two:
Have a variety of ways in which you can stimulate a decision.

Spot The Signals – Verbal And Non-Verbal:

Knowing when to ask for a decision can be critical. Ask too soon and you may frighten the other person off. Ask too late and you may miss your best chance.

Watch for signals that suggest the other person is ready to decide:
• Leaning forward, seeming more interested and involved
• Head up, good eye contact
• Stroking chin thoughtfully
• Nodding or smiling in agreement with you
• Upward infection in voice tone
• Requesting more information
• Asking you to repeat some points you made earlier
• Making notes
• Asking ‘What if …’ or ‘Suppose …’ questions
• Checking guarantees, support, follow-up plans
• Picking up your written proposal and double checking aspects
• Discussing implementation details.

Dealing With Ditherers:

A good way of avoiding a decision is to say: ‘I want to think about it.’

Sometimes people do want time to think things through, but, very often, this can be an excuse or a put-off.

Ask:
• ‘What exactly do you want to think through? (Whatever you do – don’t pause here!) Is it the implementation schedule? Is the bottom line? Is it the timing?’
Once you have isolated the real reason, you are much better placed to respond to the objection.

Going For “Yes”:

• ‘If you agree, shall we go ahead right away?’

Its very directness appeals to the Driver or Expressive personalities.

If the answer is “no”, ask : ‘What’s preventing you from going ahead?’

The Alternative Choice Question:

This is less direct because you enable people to make a choice between two possible options.
• ‘When would you like to start – Friday, or shall we wait until Monday?’
• ‘Which of these two do you prefer?’
• ‘Which support contract is most appropriate for you – this one, or that one?’

The Minor Decision:

Here, you ask people to make a decision about a relatively unimportant aspect of the proposal. If they give the go-ahead, the assumption is that they agree to the whole idea.
• ‘Where do you want your logo to appear – at the top of the form or do you think it would look better in the bottom right hand corner?’
• ‘By the way, how do you intend to resource the project?’
• ‘How should we deal with the Southern branches?’

The Assumptive Question/Statement:

This question/statement works well with Amiables and Expressives, both of whom need a continuous nudge towards decisions. (Be careful with Analyticals who dislikes presumption.)
• ‘After we start, I assume you’ll want a monthly update?’
• ‘You’ll notice significant improvements immediately after we start.’

And Finally: The Benefit Summary:

Some people like to hear a review of the benefits they will receive if they agree to your ideas. A quick list followed by a decision question often does the trick.
• ‘Ok – let’s summarise. After we’ve made the alterations you will notice that you have extra time available for other things, you’ll start to save on budget and you’ll have a happier work force. So, shall we go ahead?’

You know, one of the things I like about working with the Top Sales Experts Team is that everyone does everything they can to promote the other members of the team. Today, is no exception: My colleague Colleen Francis is in conversation with Clayton Shold over at Salesopedia

I quote:

“She speaks of the advantages of referred leads versus cold calling, supporting her position with hard numbers. Addressing topics of why sales reps don’t ask for referrals, when and how to ask for a referrals. Colleen shares some specific tips on asking for referrals that actually works, why the concept of reciprocity is so valuable and professional ways to acknowledge the referral. Hear about her ‘Advocacy Program’ to manage your referral network more efficiently”

You can listen to the entire interview here

Wherever you are - have a great weekend!

When we agree to an idea or proposal, it’s because there’s something in it for us. It’s hard to influence people who can’t see what’s in it for them. Sounds one-sided, but it is true. Call it self-interest, selfishness or whatever. It is only human nature to ask, ‘What am I getting from this?’

People will say yes to your ideas if they meet their needs or match their view of life in the following areas:
• Principles and values
• Beliefs and opinions
• Needs and wants

So Give People What They Want & Need:

People agree to ideas and suggestions that match their needs or views of life. Underpinning all our lives are certain principles and values that we hold to be true. These become guidance for how we conduct our lives. They influence and mould our behaviour. They can differ greatly from person to person and successful influencers always take principles and values into account.

But how?
• Notice what principles and values drive other people
• Ask questions and invite comment and reaction
• Check with those who know them well

Some examples of principles:

‘Integrity and fairness are an integral part of business dealings.’
‘I think that older people deserve courtesy and consideration.’
‘Moral behaviour is part of the fabric of daily life.’

It would be unproductive to spend time attempting to dislodge these deep-seated principles. Instead, harness them to add leverage to your suggestions.

Beliefs & Opinions:

Beliefs and opinions can be transient or short-term. Remember when you used to believe in Father Christmas, the Tooth Fairy, giants and witches? Proof can easily dislodge a belief. So too can time.

An early step on the road to influencing others may include having to change lingering beliefs or convictions before you can proceed further.

‘I think that BubbleClean washing machines break down more often than the Tumblingsystem range.’
‘I think that all politicians are corrupt.’
‘I never make decisions on the 13th.’

Each of these beliefs can be dealt with by logical questioning or providing proof or data.

Needs & Necessities:

These are fundamental requirements – they have to be met if you are to influence others. Typical needs include: reliability, security, achieving a deadline, meeting a budget, keeping up to date.

‘Because of increasing competition, it is essential that we maintain an image and at the same time keep up to date.’
‘My team members are under great pressure, so it important to maintain their morale.’
‘The system must not only be reliable but secure, as well.’

Having uncovered needs, you may have to mould or reshape your ideas to dovetail with the requirements of others. Often, people have a hierarchy of needs, so it may be important to discover and use this:

‘Which is most important to you – reliability or security?’

Wants & Wishes:

Wants and wishes are not essentials, just a wish list: ‘Wouldn’t it be lovely … if only’. But their fulfilment can be the cherry on your influencing trifle, placed on top with a flourish, after the other person has agreed to your proposal.

Depends What’s On Offer:

Question: How will your suggestions benefit the other person?

The person or people you are influencing will interpret the benefits of your suggestions in different ways. Some will be interested in the features – the fine details, the nitty gritty of ideas. Others will say ‘How will I benefit?’ Others will seek out the advantages of proposals – how the benefits are different.

Features, Benefits & Advantages:

No doubt you are familiar with the differences between features, benefits and advantages, but it is worth re-iterating.

Features:

These are built-in aspects of your idea or suggestion – timing, costs, resources etc. They will remain locked up in your idea whether the other person agrees or not.

Benefits:

These are far more important than the features of your proposal. They translate boring old features into exciting statements which show clearly how others will gain.

‘This new hardware is made in Germany (feature) which means that we will save time and money on spare parts (benefit).’

Advantages:

These are comparative benefits e.g. – increased revenue, greater savings, and faster turn-around.

In Summary: The Benefit Balance Sheet

Most people do not agree whole-heartedly to an idea. There is usually something that niggles, however well you’ve addressed their concerns.

In the end, when we finally say yes to a proposal, it is because the benefits outweigh any disadvantages.
As you plan and prepare your influencing case, list all the benefits and advantages of your suggestions.

Use them to tip the balance in favour of yes.

Tomorrow:

On The JF Guest Author Spot, Kim Duke - The Sales Diva asks “Are You A Spoiled Brat Negotiator”?

As I promised last week, today I want to share with you categories of buyer resistance - just why do potential buyers resist your proposals?

It is not enough to know whether people are for or against you and your ideas and proposals. The people you want to influence can be divided into nine categories.

Those who:

• Covertly disagree
• Openly disagree
• Comply – reluctantly
• Remain undecided
• Have insufficient information
• Are not able to see a need
• Need to think it over
• Consider it the wrong time
• Have to refer the decision to others

You will need a different strategy depending on what stage the person to be influenced is at. Be realistic about your chances – it is unlikely that others will move from open disagreement to active support. The best you may achieve is to move them to neutral. But that’s victory!

Covert Disagreement:

‘Well, Ok, if that’s what you want.’
Thinks to self: ‘What a load of nonsense – I’m not doing that.’

These people are actively working against you. Gently transform their energy into a willingness to talk openly about their concerns. Once you have done this, you can then:

• Work to build rapport and a positive relationship
• Stress areas of agreement before moving onto areas of disagreement
• Use humour and positive anecdotes
• Meet regularly to develop a working relationship
• Respect their position, promote your own

Open Disagreement:

‘Hmm – it might be possible, but I doubt it…’

People who disagree need time to come around to your way of thinking.

• Support your statements with proof and evidence
• Use statistics and numbers accurately and appropriately; avoid trickery
• Be clear about areas of agreement and disagreement
• Ask little and get it, rather than a lot and be turned down
• Demonstrate ways in which you understand their viewpoint
• Show that you seek a win-win outcome

Reluctant Compliance:

‘Well, if that’s what you want, that’s what we’ll have to do.’

Link your point of view to the compliant person’s feelings, values and concerns to move him or her towards actively supporting your ideas.

• Stress connections between your proposal or position and the person’s interests
• Avoid complex arguments
• Focus on simple and vivid points and benefits
• Be prepared to repeat these in many different forms
• Stress mutual benefits
• Point out mutual losses, if your ideas aren’t accepted

Undecided:

‘I’m just not sure it will work.’

Work to tip the scales in your favour.

• Focus on your side of the issue
• Re-state mutual benefits
• Minimise/solve problem issues
• Support your case with expert evidence
• Cite cases when similar proposals or ideas have been successful
• Break your proposal down into small, more acceptable action items
• Follow up (in writing?) to avoid the person slipping back into indecision

No Information/Insufficient Information:

‘I need more background information before I can make a decision.’

Find out what information is missing or needed.

• Back it with proof and evidence
• Avoid swamping the other person with too much info
• Invite questions and requests for clarification
• Get the person to agree that the information is sufficient and acceptable
• Make your information lively and attractive

Not Able To See A Need:

‘I just don’t think we have a need for that right now.’

Acknowledge need is the bedrock of acceptance.

• Conduct more detailed fact-finding
• Get agreement along the way that needs exist
• Ask what may happen if these needs remain unfulfilled
• Illustrate how similar needs have been met for others
• Create a summary of the specific benefits of your suggestion

Need To Think It Over:

‘Hmm – I must give this some thought. Can you come back next month?’

Some people do need time to think things through. Establish aspects of the idea they need to think about:

“What exactly is that you want to think over … (Don’t pause here) … is it x, or y, or z?’

• Reiterate the main benefits of your proposals
• Clarify any misunderstandings
• Solve any remaining problems or issues
• Make positive use of any delay
• Provide a written summary of your ideas and the benefits

Wrong Time:

‘It’s a bad time for us to be making decisions like this.’

Assuming this is a genuine and not a delaying tactic, you can use the waiting time to your mutual advantage.

• Ask when would be an appropriate time
• Use the time delay to road test your ideas, organise a dry run, double check your plans

And Finally: Referring The Decision To Others:

‘I’ll need to have a word with my partner and come back to you.’

You should already have established that the person you are attempting to influence has the authority to say yes.

In which case, ask ‘Are you happy with what I am suggesting?’ If the person is happy, suggest that you both take the issue to the higher authority and work as a team to get final agreement.

Today, over at the Turn I am discussing one of my heroes - Steven Covey

Tomorrow, my good friend, Steve Martinez is in the JF Guest Author Slot

The JF Guest Author Spot 

“4 Tips - Defending Price & Selling More In Competitive Markets” by Gavin Ingham    
  
 Once upon a time, in a far off land there lived a happy salesperson that had products and services that were new and fresh. He had no competition and he could easily stay ahead of the marketplace. The clients loved his visits because he could educate and entertain them and they were always enthralled by his amazing new solutions to their problems and challenges…

Did this mythical, unicorn of a salesperson ever exist? I doubt it!

I agree that the marketplace is maybe quicker and faster than it ever was but sales is all about competition.

If you have a good idea, someone will nick it!

You are very lucky that you may have had some time in that mythical, fantasy land of being the only magazine in the marketplace but it was never going to last… The aim of the game now is to help your clients to understand that you are bigger, better and more relevant for their needs than your competitors.

Here are some tips to sell more…

1. Stop trying to convince them and start “knowing” that you’re the best.

Sit down and think about all of the services that you have to offer that are better than those of your competitors. Clients don’t like desperate salespeople. You need to “act as if” you are the only company worth dealing with in the marketplace. Do not be arrogant and remember… perception is projection.

2. Remember that your clients probably don’t really think that you are all the same.

But they know by telling you this they put you on the back foot. Most clients think that they have the upper hand and that we are all desperate to do business with them at any cost. Don’t be so eager, take your time and plan your responses to start to redress this balance.

3. Plan and learn objection handles for common objections.

Preparation is key to sales. The only way you will get better is by thinking through situations and asking yourself the question, “How can I deal with that better next time?”

With your specific objection…

“We already advertise in ABC magazine and it is distributed in the same way as yours.”

What about something like…

“That’s fine I’m not asking you to change now, merely have a look at our services to see how they might complement your existing services.”

Or…

“That’s fine, business is built on relationships. At this stage, all I want to do is find out a little more about you and your business and see how we might be able to benefit you in the future.”

Or even…

“That’s great. I’m pleased you realise the importance to your business of advertising in this medium however our distribution is not the same as theirs. I’m not asking you to change now, merely have a look at our services and see how they might complement your business objectives in the future. Tell me, how often do you advertise with…?”

Remember - the objective is to get them talking, find out why they are using the service, discover their objectives, understand how successfully they are meeting those objectives and then offer something better and more relevant to them.

For more on objection handling have a look at my book Objections! Objections! Objections! available on www.amazon.co.uk, ISBN 1-905225-05-9.

4. Perception is everything.

Even if your services are exactly the same as your clients (or indeed are not as good!) it is whether the client thinks they are or aren’t that matters. This means that you can ALWAYS create the perception that your services are more relevant to them.

On your second point, you are right in your strategy. There is no-one more destined for failure than a one-trick-salesman. You need to be approaching both new customers to the service and customers of your clients. As you have rightly pointed out, these two groups of customers will often require different sales strategies.

For the potential clients who don’t advertise at present make sure that you keep the pressure off to start with. They will more than likely have been “sold” to before so when they object that they “have looked before and it’s not for them” objection handle with a gentle reframe…

“That’s fine. I’m not asking you to buy now merely have a look at how our services might complement your existing advertising strategies. Tell me, how do you currently…?”

Then get interested in their current situation, how they advertise, what their objectives are and how you might be able to help them now or in the future.

Let’s face it - until you ask and listen you’re not going to know whether you can help them or not.

Best of luck and remember to sell with passion.

For the last 10 years, Gavin Ingham has been helping sales people to explode their sales performance by turning self-doubt, fear and lack of motivation into self-belief, confidence and action. Visit http://www.gaviningham.net  now to join Gavin’s free monthly newsletter packed full of sales secrets, strategies and tactics.

The Wall Street Journal calls my very good friend, Andrea Nierenberg “a networking success story.” She is a master at helping individuals and companies build their businesses by improving relationships. Critical to sales success are well-honed communication skills. Andrea shares her list of eight essential communication skills. She suggests they are common sense but not common practice. Andrea shares what she feels is THE most important communication skill with my buddy Clayton Shold of Salesopedia. You might be surprised at her suggestions on how you can stand out from your competitors. All this in less than ten minutes! You can catch it here

Resistance can be very frustrating. You are anxious to get on with things and it is hard to see why others are stonewalling. This is the moment to back off and take stock.

• Listen carefully to what they are saying to you.
• Watch their body language – does it contain any hidden messages?
• Step into their shoes; try to see things from their point of view.
• Consider what would have to happen for you to be convinced?
• Plan your responses carefully.
• Take time to construct carefully thought through responses.
• Check that you have provided acceptable responses to doubts and fears.
• Seek areas of agreement and stress them, minimise areas of disagreement.

In Summary:

It is not enough to know whether people are for or against you and your ideas and proposals. The people you want to influence can be divided into nine categories and on Monday in the second part of this post ”Categories Of Buyer Resistance“, I identify them.

This week’s “Featured Expert” on Top 10 Sales Articles is Colleen Francis of Engage Selling Solutions

I regularly receive her excellent sales tips and last week her topic was voice mail - yes, that piece of incredibly frustrating technology, that has caused most of us to pull our hair out at some time or another.

Exceptionally, I am going to reproduce her advice in it’s entirety, because it really is superb advice.

“Voice mail. We love it because it lets us ignore calls we don’t want to take, or prepare for calls we’d rather not take right now.We hate it because it also lets our prospects do the exact same thing - including ignoring calls from us!

This week, we focus on what you can do to better navigate your way through voice mail, and into closing more business.

Consider two voice mail fundamentals:

1. Never leave a voice mail for someone who doesn’t know you. To the prospect, you’re an anonymous sales person, and the chances of this stranger ever returning your call are between 1-2% at best.
The only time you should ever leave a voice mail for a new prospect is when you have been referred to them (more on that below).

2. Only use voice mail as a last resort. Too often I see sales reps giving up as soon as the voice mail kicks in, and either leaving a voice mail (bad) or simply hanging up (better but not great). The reality is, even if you’ve gotten someone’s voice mail, there are 2 or 3 other options you can exercise while still on that call.

What do I mean by only using voice mail as a last resort?

Before leaving a voice mail message for someone who doesn’t know you, I believe you owe it to yourself to try everything you can to find them, or at least find out something about them. For example, when you get
someone’s voice mail, instead of leaving them a message, hit zero. You will likely get bounced to one of: a) reception, b) a personal or Executive assistant, or c) a co-worker in their department. If you’re prepared to ask them the right questions, all of these people can actually help you reach your prospect.

First, try asking them the following question:

I was hoping you could help me. I’m trying to reach Jane Smith, and her voice mail picked up. Do you happen to know if she’s in a meeting, or out for the entire day?

Depending on their response, you can then try one of the following three approaches:

Scenario One:

Them: She’s in a meeting.
You: Thanks for your help. Do you happen to know when she will be available?
Then follow with, Maybe it’s best to call back then?

Scenario Two:

Them: She’s away today.
You: Thanks for your help. Do you know if she will be back tomorrow?

Scenario Three:

If you speak to your prospect’s personal assistant, ask if it’s better to schedule a call in advance, and then have them set an appointment for you for 15 minutes or less of their time. Make sure to mark this date and time in your calendar, and whatever else happens that day, don’t forget to actually make the call. (Sounds obvious, I know, but the majority of sales people fail to live up to this promise).

If you have received a referral to your prospect, however, leaving a voice mail is okay, because there has already been a common bond created between you and your prospect. This bond is a relationship,and this relationship is the reason a prospect will want to call  you back.

Three steps to voice mail success:

If you do reach the point of leaving a voice mail, try this three-step process to dramatically increase your chances of hearing back from your prospect, and obtaining a positive response:

1. The first call.

Jane, this is Colleen Francis from Engage. We haven’t yet had the chance to meet, but I was talking to (Paul Smith in Marketing or Deb Young at ABC Corporation) yesterday, and he/she asked that I call you. Sorry I missed you today, but I’ll try to reach you again on DATE and TIME. HINT: Make sure your tone is soft, non-threatening and friendly - you don’t want to sound like a radio ad for a furniture liquidator. Plus, it’s critical that you do call back exactly on the date and time that you say.

2. The follow-up.

Hi Jane, this is Colleen Francis from Engage. I promised to call you back today, and I’m sorry we missed each other. As I mentioned before, (person at company or department ABC) was really hoping that we would be able to connect. I’ll try you again on DATE and TIME.

HINT: Again, it’s critical that you call back exactly when you said you would. Anything else would result in your being less than honest, and risk losing your prospect’s confidence.

3. One last try at bat.

Hi Jane, this is Colleen at Engage Selling calling, because I promised to reach you today. I noticed that you are often away from your desk and I suspect it’s because you’re either swamped at work, I’ve been wrong at guessing the times you might be available - or (humorous tone) you just really don’t want to talk to me! Whatever the reason, if you wouldn’t mind letting me know how to proceed, that would be great. I promised (Paul) I would be in touch with you, and get back to him on our conversation.

This three-step approach works because it’s non-threatening, honest and friendly - attributes all sales people should develop if they want to be successful. It also works because it means you have shifted
your focus from trying to make a sale, to trying to start a conversation. In doing so, you give your prospect the expectation that you can be trusted to keep your word, and you begin to build the rapport that is so imperative to winning new business.

Since I started using this approach, our clients report an 80% increase in call backs and an increase in sales. By adopting this technique, before you know it, voice mail can switch from being your impenetrable Great Wall, to being just one more signpost on your road to success.

This success is one of the reasons why we created our coaching membership program, Lead-Up. Your program begins with a special welcome gift:Colleen Francis’ Honesty Sells e-book which gives you real life tactics to create open honest relationships with your clients.

As a participant, you’ll receive special Engagement action plans from Colleen once per week via e-mail. These lessons will challenge your thinking about why customers buy and how you should be selling, so you can develop the thoughts, behaviors and actions necessary for sales success. In addition you get to participate in quarterly tele-conferences to ask me questions, as well have access to an exclusive website just for coaching members that is full of tools, worksheets and audio tips. http://www.Lead-Up.com

If you would like to receive a 1 month trial of the membership and everything that comes with it, including the welcome gift please visit http://www.Lead-Up.com and take our membership program for a test drive.”

My advice? Take the test drive - it is excellent value for money.

Don’t forget, I am on the Turn every day!! 

Have a great week and I will see you back here on Friday - JF

Yes, I know, this week’s blog is terribly late, but unfortunately, my webmasters have been moving offices and everyone is behind - my apologies!

Everyone seems keen to remind me of the importance of personalising one’s blog and this week I have an excellent opportunity!

So, to my beautiful daughter Alice, “Happy sixteenth birthday my darling”

Ok, back to business. I have read a number of articles this week, all giving advice on how to overcome objections, but not one of them really pinpointed why objections arise in the first place, so here are my views on the subject:

Why People Resist And Object:

To handle resistance to your ideas and influence, you will first need to pinpoint exactly why there is an objection. Typically, people object or resist because they:

• Don’t fully understand your proposal
• Misunderstand it
• Don’t feel a need to go ahead
• Don’t recognise the benefits and advantages
• Don’t believe your claims
• Are happy to remain as they are
• Genuinely need time to think things through
• Don’t trust you
• Display general inertia

What Type Of Resistance?

Objections and resistance usually come in three identifiable forms:

A condition is a genuine, non-negotiable reason why someone can’t go ahead or agree to your proposal (eg: company policy, legal reasons, a contractual obligation).

An excuse or a put-off, is usually made because people are not convinced of the benefits of your ideas. Excuses cannot be answered – conviction is the only solution.

A real objection can include lack of money or resources, time constraints, happiness with the status quo.

Strategies & Tactics

Resistance can be very frustrating. You are anxious to get on with things and it is hard to see why others are stonewalling. This is the moment to back off and take stock.

• Listen carefully to what they are saying to you.
• Watch their body language – does it contain any hidden messages?
• Step into their shoes; try to see things from their point of view.
• Consider what would have to happen for you to be convinced?
• Plan your responses carefully.
• Take time to construct carefully thought through responses.
• Check that you have provided acceptable responses to doubts and fears.
• Seek areas of agreement and stress them, minimise areas of disagreement.

Categories Of Resistance

It is not enough to know whether people are for or against you and your ideas and proposals. The people you want to influence can be divided into nine categories and you can learn more about each category in next week’s blog.

This week’s article on my personal site is: “Recognising The Different Influencing Styles” and on the Group site, the feature is: “What Gets Buyers To Yes?” both highly readable, I am bound to say!

One of the sites that I contribute to regularly, is Michael A. Chwastiak’s The Sideroad(www.sideroad.com) Michael’s site does not merely publish articles on business or sales, but the fact that it is a “by invitation only” enterprise, means that the quality of the articles is very high – and I say that with genuine modesty - so do check it out.

If you have read my article, “Ten Suggestions For More Dynamic Sales Meetings”, you will know that I suggest at least 50% of a sales meeting should be devoted to training and skills development. With this in mind, I rediscovered an excellent product this week called, The Sales Activator®

I quote, because they describe it very accurately:

“The Sales Activator® is a groundbreaking new sales management training and development system designed and developed specifically for sales managers to use to provide ongoing sales management training, development and coaching of their sales team during sales meetings to create a sustainable increase in sales results.”

It contains more than seventy hours of development sessions, which can be delivered to meet specific needs and offers incredible flexibility.

The Sales Activator® was designed and developed by Trainique Limited, a UK based company with their HQ in Sevenoaks, Kent. The founder and MD is Nikki Owen, a very switched on lady, who has inspired a number of my articles.

Nikki is currently working on both a sequel to The Sales Activator® and with Simon Woodroffe, founder of YO! Sushi, on a range of YO! How learning products.

If you are not familiar with this excellent and innovative product, I really do recommend you to have a look here: (www.salesactivator.com)

And finally, my good friend David Bain, yes, he of buildyourownbusiness, has launched another new enterprise: www.websitepromotionmarketing.biz

WPM reviews the top free and paid for ways of successfully marketing your website online and I have no doubt it is going to be of enormous benefit to the thousands, if not millions of website owners and developers who are looking for an edge. David has a huge amount of knowledge to share and as ever, he imparts it in a way that makes sense, even to the “technically challenged” like me! My site administrators and webmaster are really impressed with it, so good luck David!

As ever, have a great week, what’s left of it – good selling and do look out for my latest newsletter, which will be published at the end of next week. - JF