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Management article
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Reference no. 90305
Published by: Harvard Business Publishing
Published in: "Harvard Business Review", 1990

Abstract

A study of 25 auto-parts salespeople comparing behavior with performance indicates that: top performers focus the conversation on the catalog and sample boards, weak performers allow customers to control the talk; strong performers waste little time waiting for the customer''s attention, weak performers are willing to wait for the customer. Most important, strong performers do not take refuge in the notion that some days are good and some are bad and nothing can be done about the bad. They shrug off a string of unsuccessful calls and continue calling. Sales managers should not try to hire only those who will become top performers, rather they must nurture their salespeople with potential.

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Abstract

A study of 25 auto-parts salespeople comparing behavior with performance indicates that: top performers focus the conversation on the catalog and sample boards, weak performers allow customers to control the talk; strong performers waste little time waiting for the customer''s attention, weak performers are willing to wait for the customer. Most important, strong performers do not take refuge in the notion that some days are good and some are bad and nothing can be done about the bad. They shrug off a string of unsuccessful calls and continue calling. Sales managers should not try to hire only those who will become top performers, rather they must nurture their salespeople with potential.

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