If you’re like most sellers, you envision finding the perfect way to position your products/services. You want ONE perfect phrase that’s so attractive to prospects that they immediately respond to your voicemail or email—literally begging you to meet with them as soon as humanly possible. 

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Knowing the business impact of what you sell makes a huge difference. It's how your prospects decide whether or not your products or services are a match. Yet so many companies fail to quantify the business value of their products/services. And sometimes, it’s just not possible.

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How can you tell if you have a weak value proposition? One telltale sign is that virtually no one responds to your emails or gets back to you on the phone.

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Today’s overwhelmed buyers don't care about what you're selling. They only care about what it does for them. That's why value propositions are so important today.

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I was eating lunch with the new president of a large manufacturing company. She was well aware of the work I’d done with their sales organization. So when I asked about her biggest challenge, I assumed we’d be talking sales. Instead, she answered, “Waste.”

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Recently I interviewed Luke Goetting, Director of Puffingston Presentations for an Engaging Presentations video series I did with Prezi. His expertise is in "transforming stale business presentations into visually engaging stories." That's why I asked him to share his thinking with you.... here's what said.

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The first time I heard the call-in radio interview with the "deer crossing lady," I couldn't believe it. Tears of laughter were streaming down my face. The more she talked, the worse (or perhaps better) it got.

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I was standing on a ledge, facing a rock wall. The path at Water Canyon ended there; we couldn't go any higher. Looking down over my right shoulder, I saw a bottomless pit. One that I was supposed to descend. My stomach was churning, my head was spinning. Fear owned my body and I was at its mercy.

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I trudged into the coffee shop, ordered a large mocha and sat down in the corner. I was dripping professional discouragement. It's been five months since I published my weekly newsletter—something I've done religiously for over a decade.

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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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