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When Todd called me, he was worried. His company was growing. Over the past few years, they'd steadily acquired their toughest competitors. 

They were now the dominant player in a fragmented market, setting the benchmark against which all other vendors are compared. 

So what could possibly be going wrong? It turns out, a lot!

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After going through a difficult period in my personal life, my work habits had deteriorated pretty badly. I knew it was time to turn things around again, but darn, it was so freaking hard. 
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I was psyched. My goal? To set up a meeting with the SVP of sales at a targeted software company. I’d researched his company, knew their objectives and strategic initiatives and uncovered some game-changing trigger events.

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It was my last day at the Sundance Film Festival. After waiting for way too long, Shari Levitin and I finally entered the virtual reality experience that people were raving about.

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How do you get a targeted account if all your previous attempts have failed? If you want to catch a big fish, perhaps the sports fishermen of New Zealand can give you some ideas. After all, they face a very difficult, if not insurmountable, challenge that would stop most fisherman entirely.

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I never wanted to be in sales. I only entered the profession because I had an idea for a business. When I shared it with a consultant , he said it was a good plan and timely.

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One person who always gets me thinking is Donal Daly. Last week I interviewed him about his new book, Digital Sales Transformation in a Customer First World.

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People are always shocked when I share this one statistic that I highlight in More Sales, Less Time. And they should be. 

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I'm not typically an eavesdropper. Normally I mind my own business when I'm out to eat. But Friday morning, while having a veggie omelet for breakfast at George's Restaurant, my ears suddenly perked up when the guy at the table next to me said, "I'm seriously slammed."

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Yesterday, Dianna Geairn (The Irreverent Sales Girl) and I were musing about some of our big sales wins. As we talked, we realized that our underlying assumptions—about prospects, our roles and factors that could hinder success—were crucial to our performance. 

In very short order, we identified 17 sales assumptions and why making them helps you win more deals. Faster. With less competition.

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