Sách How to Master the Art of Selling – Tom Hopkins PDF

This volume exists because thousands of the people who attended my sales seminars went on to become Champions of Selling. Their success after learning this material convinced me that it should be published in book form and kept current to the times. Hundreds of people have contributed to my knowledge of selling. I’ll be able to single out only a few here, but my gratitude goes to them all. To begin with, the Edwards family—Doug, Jerry, and their son, Jay—have been an unfailing source of encouragement and support.

Danielle Kennedy, herself one of the nation’s great sales trainers, proved to me that any price is worth paying to make your dreams come true. I am indebted to Art Mortell for much of the basis for chapters 5 and 6. And for countless well-dones, my thanks go to every member of my staff. Their energy, competence, and loyalty have made our company’s growth and this book possible. This book is written to show you how to make money in sales and to get more out of life. I encourage you to do more than just read this book. Take notes.

Use a highlighter pen to mark the book in any manner you see fit, or do anything else that makes this book a more effective tool for increasing your income. AUDIO PROGRAMS It is imperative that you try as rapidly as possible to get my techniques into your subconscious mind so they become part of you and come out automatically in your own words. In today’s hectic world, many of us don’t have the time to read as often as we would like. Because of this, many of the top salespeople we train absorb the material easier by listening to audio recordings while doing other activities.

If you have a challenge with making time to read, I heartily suggest you consider one of our audio or video training programs. They are available in CD or DVD formats from our home office in Scottsdale, Arizona, or on our web site at http://www.tomhopkins.com. These programs were all recorded in broadcast quality, many with live audiences so you’ll feel like you’re right there at a seminar with us. They cover all the basics of the profession of selling. Some of the DVDs include role play scenarios so you can see and hear how the strategies work, what body language to use, and how to deliver the words with proper voice inflection.

James Buchanan Brady could borrow millions on the strength of his name. Before he was thirty, he was creating a legend. Brady hobnobbed with the leading industrialists and financiers of the day. Lillian Russell, the most glamorous actress of the Gay Nineties, was his great friend and frequent companion. You know this man by his trademark. Diamond Jim walked around wearing more wealth than most banks held in their vaults. His cufflinks, watch, cane, and every finger glittered with diamonds.

Why am I telling you about this man? Because Diamond Jim Brady was a salesman. He made more money selling railroad equipment than he could get rid of as Broadway’s biggest spender. Brady was a superpro. Selling itself goes far back beyond that. We know that Stone Age men traveled great distances to trade for goods they couldn’t get where they hunted and gathered food. There’s reason to believe that barter is older than war, that we’re all descended from peaceful traders—salespeople, because barter requires salesmanship—rather than from violent marauders who lived on plunder.

The next development in selling was the open-air marketplace. But before history dawned, the exposed marketplace was pretty much obsolete. Merchants were moving inside and selling from permanent stores. Wandering traders were now carrying less merchandise on their backs and more on animals and ships. Then development stopped except for details, and this ancient system for distributing goods came over to the New World.

During this period, the first railroads were being built. The new way of getting around suited the new way of selling perfectly. Traveling salesmen with their bulky sample cases became a familiar sight wherever the rails ran. But they weren’t called salesmen yet. Everyone called them drummers, after the old-time peddlers who beat drums to attract an audience as they drove their wagons into small country towns. The man who was to become the first superpro of sales was born in 1844. John H.

Patterson was still a young man when the railroads connected our two coasts, but by that time his career had already been meteoric. Patterson created the first national sales force. He was the first man to organize sales training, the first man to have a fully organized sales staff with regional and district managers throughout the nation. He set the first sales quotas. And he was the first to guarantee exclusive territory to his salesmen. Before Patterson, many companies pitted two salesmen against each other in the same territory and let them fight it out selling the same products to the same customers. This practice died out after Patterson revealed its folly.

In 1895, a young man joined Patterson’s company. This man, Thomas J. Watson, was destined to become another superpro of sales. After he worked his way up to become one of Patterson’s top assistants, they parted ways. Watson went on to become the driving force behind one of the most dynamic companies the world has ever seen—IBM.