Draw four vertical lines on a piece a paper and create a matrix that includes these columns: Why Buy, Business Issue and Stakeholder. Take some time to complete 10 reasons your customers buy from you, their business issues as your understand them and link each line to a stakeholder.

Finally, have marketing, support and your executive team complete the same exercise.

Compare the results.

Alignment with the buyer’s process is critical to a successful sale. It’s simple: If you are at the proposal stage and the buyer is at the vendor evaluation stage, you lose. Be sure to align your sales process with the buyer’s expectations, needs and — most importantly — their process for buying. Don’t be afraid to ask what process they will be using to buy.

Michael Nick is the President and Founder of ROI4Sales, Inc. A company that specializes in designing, building and deploying custom sales tools. Visit ROI4Sales for more information at www.roi4sales.com.

Michael is also the author of three best selling books: ROI Selling, Why Johnny can’t Sell and The Key to the C-Suite. Get your copies today

Ugh! How frustrating is it to call a company (that no doubt took your money for some product or service)  for help and end up stuck in the automated voice response system? I want to scream sometimes. In fact I do.

What I have a hard time understanding is that our unemployment in the US is above 8%. We have literally millions of people out of work. They can answer a phone for you. In fact a few months ago we published a survey that said in the worst of times what would you give up last to put food on the table? Across the board people chose their cell phone. So see, our society likes to talk on the phone.

Help me here, when I am stuck and need help, I call the company that produced the product. Airlines…(by far some of the worst in customer service – United is at the bottom of all my you stink lists). You see when they have you on hold they are actually making money on you. They are charging companies like Home Depot to run ads on the phone while you are waiting to talk to someone. I have waited as long as 15 minutes. In fact, I put it on speaker phone and go about my business until someone (likely 15,000 miles away named Bruce) answers my call.

Oh yea, don’t let me forget how important I am when you interrupt the ad with, “Please stay on the line, your call is very important to us…”. Puke! If I were that important to you, I think you would have picked up the phone on the first ring.

I am told the way you surpass these automated systems is to say something like, “operator” or “Agent” or even swear at it. Some of the more sophisticated systems have something called “emotion detection” technology. This is where they sense your are not a happy camper and it alerts the operator of this fact prior to picking up the call. I strongly advise you to be polite and nice to the person once they do answer. After all your fate is really in there hands.

I read somewhere that the ROI on these systems is amazing. The companies that use IVR, or Integrated Voice Response Systems save a bundle on labor cost in their call centers. I disagree with this premise, I think you have to look at these and say what is the lifetime value of my customer worth to me? In the long run unhappy customers will find an alternative to your service.

**The Answer**

I found a couple of websites you might be interested in. These sites help you connect to customer service quicker.

**Gethuman.com** [link name](http://gethuman.com)- This site has over 8,000 companies in 45 countries that they provide contact information for. We tried it for Amazon.com and they gave the directions to get to a human. Average wait time was 1 minute. Awesome job get human.

**Dialahuman.com** [link name](http://www.dialahuman.com)- We were not sure how many companies they have in their database, but they are organized alphabetically with short descriptions on how to reach a human. We randomly tried some numbers. Some worked some didn’t. It was fun trying though.

Give it a try next time you are frustrated and want to talk to a human.

Michael Nick is the President of ROI4Sales, Inc. and Author of several books on ROI, Sales Process and Sales Training. You can reach Michael at 262.338.1824 or email him at mnick@roi4sales.com

Recently we stopped at a Rain Forrest Cafe with our four year old for dinner. As we were ordering, we spotted a fancy cup with a parrot head on it. He turned to his Mom and said, “I really want that parrot cup over there.” She asked the waitress how much it costs? The waitress said, “Nine dollars and it comes filled with a drink.”

His Mom turned and said, “no it is too expensive.”

He then turned to me and said, “will you get it for me? I really want that cup.”

I repeated his Moms statement, “No, it is too expensive.”

He then turned to his Grandmother, she is always an easy mark and said, “Now Grandma, I know you love me, I really want that cup, will you get if for me?” No doubt she would have except we both told him no and so, she too repeated our logic. “No, it really is too expensive for a cup.”

This could have gone a couple of different ways, he could have said, well it comes with a drink, so you are getting more value for it. Any good salesman knows you need to sell value. He didn’t. He is much smarter than you average sales professional.

Our four year old turned to all of us and said, “How about this, each of you pay three dollars, and that way it won’t be too expensive for anyone.”

Wow, I was floored. I couldn’t believe this kid at this age figured out how to finance something. How can we use the argument that it is too expensive when it is only $3. 00?

He got us, and he got the cup.

For more on ROI Selling visit our website at www.roi4sales.com or call us at 262.338.1851.

For more information on Michael Nick please visit us at http://www.roi4sales.com

The question is real, what has happened to great customer service? There are a handful of companies that provide superior service…Electrolux for example, they get it. Verizon on the other hand…well they don’t. Airlines they pretty much suck and has anyone had a great experience with Direct TV lately? These corporate monsters now own us. We are addicted to their products or we simply have to use their service (Airlines for example) and we just sit there and take it.

The old phrase, **”the customer is always right” has truly gone by the wayside.**

I bought a pool the other day and paid a local guy several thousand dollars to install it. Of course it leaked after we filled it with 14,000 gallons of water. You know what the guy said to me? “What about my labor cost to reinstall a new liner? Can you believe this? “WHAT ABOUT ME PAL? I spent thousands of dollars on you, the pool, the electrical the chemicals, the yard repair, blah, blah, blah. So I thought to myself-”really you are screwing me and you are worried about the labor cost to do the right thing?”.

In this scenario and many of yours we tell our friends, our colleagues, our readers and anyone who will listen what a crappy job the guy did. And even though he doesn’t realize it he will lose revenue down the road. In addition it tells us a lot about the character of the person. Who looks you in the eye and lies to you? Ah let’s see, airlines, utility companies, Verizon, Direct TV, Sears – What kind of a person knowingly takes advantage of you? I am so distraught that great men with integrity like Zig Ziglar are fading away. What happened to integrity in business? I am certain we all come across people like this in our everyday lives.

Look at your local car dealer. Who has a good reputation and who doesn’t? Why is it tarnished? I am guessing someone, or several people have felt they were not treated fairly. This gets out…don’t kid yourself business walks to another dealer.

**America has sold out to the Chinese to build our products and to India to take our service calls. What do we have left?**

Don’t get me wrong, I am all for free enterprise. I just want companies to stand behind their products and services and do the right thing. Be human, put yourself in your customers shoes for a change. **High demand for maximizing corporate profit is driving great service out the door…Just ask Verizon.** How did that stupid charge you tried to sneak in on the American Consumer work out for you? Talk about a ass running a company, can you believe this guy?

Here is the bottom line, if you are bottom line kind of person.

1. Look at your customers and ask yourself, are they happy with you? Would they refer you to a friend?
2. Put someone in charge that has a heart. Yes a heart. Someone that has compassion and will fight for the customer. Use some empathy when making decisions.
3. Adopt a, “I will do whatever it takes” to make this customer happy – even at a cost…(because it is like a good deed, it will come back to you ten times)
4. Don’t be a schmuck! (Are you listening Verizon? Sears? DirectTV?)

To book Michael Nick for you next sales meeting call us or email us at info@roi4sales.com or visit our website at www.roi4sales.com/keynote.html

Get your copy of Michael’s latest book, The Key to the C-Suite. Buy Now!

Background Research

We performed ROI Selling workshops with companies throughout North America. We began our research with a workshop that required each organization to participate and complete a Value Inventory matrix with at least thirty-five entries:

Why Buy is the emotional reason people buy products and services like yours. This is the baseline “gut instinct” your staff has as to why your prospects are investing in you and your company. Each company that participated gave us at least thirty five reasons and some exceeded eighty reasons. Some of the common reasons we received were:

o We need to reduce our exposure & risk of fraud
o We need to eliminate manual error processes
o We need to improve audit quality
o We need more control over our customer experience
o We need to create more up-sell and cross-sell opportunities

Business Issue is a more logical approach to the reasons their customers buy their solutions. This column breaks down the why buy response into something more tangible and measurable. Each Business Issue stated must explain the why buy response and the reason it was given. For example:

o We need to reduce our exposure & risk of fraud…because?
o We need to protect our business from information and financial losses
o We need to eliminate manual error processes…because?
o It takes too long to do it manually and exposes us to unnecessary risk
o We need to improve audit quality…because?
o Our auditor’s fees are increasingly more expensive & our internal effort is extended before and after each audit.
o We need more control over our customer experience…because?
o Customer support costs are too high and rising.
o We need to create more up-sell and cross-sell opportunities…because?
o We want to increase value / profitability of existing customers and increase revenue?

When using a Value Inventory to collect the baseline information, we were able to gather hundreds of reasons companies invest in their business. We covered topics spanning from front office, back office, infrastructure, global expansion, attrition, marketing, storage, consolidation, acquisition, and many others.

Stakeholder is the third piece of data we collected. Each line item we collected from our baseline group needed to include not only whose issue, pain or goal we identified, but the chain of pain that it affected. In other words, when a decision is made at one level to invest in the infrastructure it (the decision) has an affect on other positions within an organization that in turn affect (influence) the decision to buy or more importantly, not buy from you or anyone else. This chain of pain is critical to understanding any decision making process. The added benefit of collecting this information is that you now have problems attached to people and positions. When dealing with a Stakeholder, the Value Inventory Matrix will identify not only the reasons people buy, but the stakeholder that experiences a particular issue pain or goal.

Desired Outcome is the fourth column of the Value Inventory Matrix. Desired outcome is simply the, “real reason” people buy. For example:

“We need to improve efficiency.” Because?

“Our cost of sale continues to rise.”

By identifying the business issue, we have narrowed efficiency down to, “cost of sale.” Next we would ask:

“Therefore what are you trying to accomplish…?”

And the response might be:

“Therefore we want to reduce the time to revenue.”

Notice the transition from “efficiency” in the Why Buy statement, to “reducing time to revenue” in the Desired Outcome statement. This type of transition will occur about 20% of the time in the Value Inventory. The reason to buy is emotional, and typically not measurable. The business issue, pain or goal is sometimes not clearly defined. That leaves us asking, “what is the real desire of this stakeholder?” Desired Outcome simply better defines the business issue.

Each line item in the Value Inventory included a Why Buy statement, Business Issue, Stakeholder and Desired Outcome. We also collected the solution this vendor offered as long as it reduced a cost, avoided a cost, or increased revenue. If we were unable to clearly collect current cost of status quo from a particular line item, it was removed. Finally, each line was then analyzed for uniqueness, relevance, and accuracy. In the end we found many commonalities between vendor views of the marketplace.

Our Findings

Each Workshop we conducted and Value Inventory we created enabled us to collect data from our baseline group that could be analyzed for similarities, consistencies, and potential trends. We collected 545 Why Buy Statements or lines in all of the Value Inventories created. We categorized the participant’s solutions into the following:

o Cost reductions
o Cost avoidances
o Revenue increases

Of the 545 line items, 61.1% of the lines were cost reductions, 22.4% were revenue increases and the 16.5% remaining were cost avoidances.

The “Reduce a Cost” category consisted of collecting solution based information that helped companies lower their cost in four categories:

o Human capital
o IT Infrastructure
o Operating expense
o Training

ROI4Sales did not create the categories as part of the exercise. In each of the workshops, the categories were created by the participants. There were 333 cost reduction lines and all but 7.8% fell into one of the above categories. The human capital sub-category led with 63.6%. What this means is that of the over 300 lines of cost reductions in the Value Inventory, over 63% are labor cost issues and consequently resolutions offered by our participants. Lower operating cost made up 18.9% followed by IT infrastructure at 8.3% of the cost reductions.

The “Avoid a Cost” category consisted of collecting solution based information that helped companies avoid costs in seven categories:

o Fines and penalties
o Hiring additional personnel
o Scaling operations
o Losing additional revenue
o Disaster recovery and business continuity
o Cost to replace a lost customer
o Error correction

There were 90 cost avoidance line items in the Value Inventory. Twenty-nine and one- half percent (29.5%) were focused on avoiding fines and penalties from government regulatory agencies. Although this seems like a high percentage of the total, when we interviewed our participant’s customers, fines and penalties ranked very low in the overall scheme of things. Avoiding the need to hire additional personnel came in at 19.7% and avoiding the cost to replace lost customers (through non-planned attrition) came in at 11.5%.

Doing more with the current staff seemed to be a recurring theme in our workshops and interviews. This is more obvious when looking at such high numbers on reducing human capital costs. If you add the avoid hiring numbers with the human capital cost reductions, combined they make up over half of all the line items in all of the Value Inventory combined.

The final category, Revenue Increases garnered 82 line items in only three primary sub-categories:
o Additional Sales
o Increased revenue per sale
o Recapturing lost revenue

Additional sales included not only selling more of your existing products to your current customer base in your existing market, but also increasing your market share beyond your current situation. Increasing market share included introducing new products to the market, marketing your existing products better, and being able to up-sell and cross-sell more products per customer (increase products sold per customer). Recapturing lost revenue dealt primarily with customer attrition. If a financial services company loses a dozen high value customers a year there is a measurable loss in revenue. By reducing the attrition rate, a portion of that revenue is returned to the organization. Most of our participants felt this was an important factor financial services companies are facing.

However, additional sales made up 84.1% of the total revenue increase category and recapturing lost revenue only 12.2%.

Summary

Our results are not uncommon in almost any b2b industry. We focused on software companies of all sizes. The interesting fact that came from the research is that no matter the size of organization the issues were pretty much the same. When selling in today’s market focus your effort on cost reductions, cost avoidances and potential revenue increases your prospect will receive from your products and services.

For more information on Michael Nick, Author of ROI Selling, Why Johnny can’t Sell, and The Key to the C-Suite, visit www.roi4Sales.com/keynotes.

Visit www.roi4Sales for more information on hiring ROI4Sales to help you develop sales tools, and improve your sales process

ROI4Sales has many White Papers available. www.roi4sales.com/whitepapers.html

Order your copy today

There is a unique sales strategy you can use, by simply understanding how to read a Balance Sheet. I am fully aware of how intimidating the Balance sheet can be. Especially if you have never been taught to read one.  My advice to those people, is to buy a, “Balance Sheet for Dummies” book and bone up on it. The Balance Sheet is a sneak peak into a companies soul.

In short a Balance Sheet is intended to be the gateway to understanding a company’s financial position. The Balance sheet displays a company’s assets (how much they actually own), it also displays their liability’s (How much they owe) and finally how much equity (value) they have leftover at any point in time.

A Balance Sheet will help you understand two major things – 1. Liquidity – in other words what are the assets in relation to the liabilities? Hence, how much money does this company have to spend.  This key metric will help you understand if a company has any cash. The second major thing is – 2. Solvency – This is a companies ability to sustain its activities over an extended period of time. This metric is debt to equity used to capitalize the business. You must see a balance when you calculate this ratio. If not, this company has no solvency and likely couldn’t buy from you if they wanted too.

Finally, when you review a balance sheet you want to look at tangible assets and intangible assets. A tangible asset is simply, cash, inventory, buildings, Accounts receivable and of course equipment. An intangible asset is a patent, or copyright. Even though they have value they couldn’t be turned to cash quickly. The more tangible assets, the better.

Next time you have an opportunity to get your hands on a balance sheet, remember these points…they could save you some time.

For more information on how to communicate with the C-Suite check out my new book, “The Key to the C-Suite.” Purchase here

Michael Nick is an president and founder of ROI4Sales, Inc. and the author of three best selling books on ROI, TCO and Sales Process. To book Michael to speak please contact him at 262.338.1851 or visit our website at www.roi4sales.com

ROI4Sales publishes a weekly newsletter, sign up here.

Source: Matt Quinn (How to read a balance sheet)

 Stay with me here, these selling changes are for the good. First the buy cycle has changed significantly in several areas. Let me focus on the good news and the bad news so you get both sides of the selling dilemma you might be facing.

• Bad News: You are now required to know more about the prospect than ever before. Good news is- there is more information out there and it is easy to get. In fact with sales tools like Google Alerts the information will come to you with little or no effort.

• Bad News: You need to communicate with the C-Suite. Good news is they make decisions. You see strategic buying decisions are typically made in the C-Suite, and if they are involved in the sales process earlier, you have greater access. Besides, why are your selling to someone who can say no, but has no authority to say yes?

• Bad News: C-Suite speaks a different language. Good news is this language is all about value. Decisions to buy are about your product or services economic impact on your prospects financial statements. If you understand this, ALL of your selling efforts will become much easier because people buy when they feel the pain from an issue.

• Bad News: Forget about the sales cycle. Good news is, “It is all about the Buying Cycle” and you now know it. Change your focus in both your selling and marketing to better understanding how the buyer buys. Specifically, what metrics or economic impacts are important to them? What questions do you need to ask to determine your value and impact? Learn how to read an annual report to determine “if” a prospect can buy from you. The good news is the information is out there to make you a selling machine.

This morphing of your sales professional’s is not always that easy, however the only way to survive this significant change in the buying cycle is to adapt, focus on the new skills required, and work as a single unit with marketing to determine the best selling opportunities and why. Use technology, process, training, and sales tools to give you an edge.

Michael Nick is author of ROI Selling, The Key to the C-Suite and Why Johnny can’t Sell. You can purchase his books here.

For more on ROI4Sales, Michael Nick and the ROI Selling program visit us at www.roi4sales.com or call us at 262.338.1851

Download our white papers here.

Selling complex solutions is not like selling a commodity. Your prospects have a uniqueness about them that requires you to be more thorough, and detailed in your research and presentation. They are typically organized in many silos. These silos are here to stay, so your strategy to sell to them must include the ability to create a business case that spans the organization. As you know many organizations have changed their buying patterns by:

* Complex sale involves a finance person early and throughout the process

* Complex sale will include prospects performing extended research and expect the same from you

* Complex sale will put out an RFQ (often times written or influenced by your competition)

* Complex sales requires you to present a preliminary pricing and value hypothesis

* Complex sale involves C-Suite personnel early and throughout the process

Our research indicates that the complex sale has elongated sales cycles, from delayed decisions forcing vendors to discount heavily. Lack of sales tools like ROI, a quality business cases, solution configuration tools, and detailed implementation plans are a major cause for these decision delays. In the complex sale your prospects simply don’t have the information they need to make informed decisions. Why? Because vendors are unable to collect the proper information to identify their issues, pains and goals and capture their current cost of status quo. Without these two pieces of information, it is impossible to understand the “threshold for pain”. In the complext sale, the threshold for pain is a key component to any buyers decision making process.

Remember, threshold for pain is the point at which a person makes a decision to change their norm. In other words, if you understand the problem and cost of that problem, you can project or predict the point at which you will do something about it. As a vendor, you need to understand these things as part of the complex sale:

o Issue, pain or goal o Current and on-going cost o Threshold for pain

Armed with this information you are able to predict when a prospect will buy. This is a key difference between the complex sale and commodity sale. They know they have problems, what they don’t know is how much it is costing them now and in the next three to five years, and at what point they need to fix the problem.

As a consultative sales professional in the complex sale you need to help them identify the issues, calculate the cost, project the cost over a three-year period, and discuss their threshold for pain. Once you have successfully done this, you are then able to propose a solution and implementation plan and calculate ROI. As part of your Business Case Analysis you can compare and contrast the three year cost as it rises to the value you are capable of delivering over the same period of time.

Selling complex goods and services requires a lot more of you to be successful. You need to learn the language of the C-Suite, research your prospects, perform discovery, estimate value, use tools like ROI and TCO, and of course create a quality business case. Anything short of the basics and you will not be very successful.

Michael Nick is the Author or ROI Selling, Why Johnny can’t Sell and the Amazon top ten book, The Key to the C-Suite. Purchase here!

To book Michael to speak at your upcoming meetings call us at 262.338.1824, email Michael at mnick@roi4sales.com or visit Michaels Keynot page. Click here

Visit www.roi4sales.com/downloads.html for many white papers, events, articles and more.

Order your copy today

We probably don’t need to educate this audience on the respective functions of sales and marketing, or on the need for tight integration between those functions. But allow me a few moments to establish some common ground on these topics, so our discussion of ROI marketing can be based on some common term definitions and context.
In most companies, the Marketing Department is responsible for the tangible and measurable objective of generating leads for the sales team to pursue, and the potentially less-measurable objective of maintaining and enhancing the image and awareness of the company “brand(s)” and products in the marketplace. To promote both of these objectives, marketing personnel conduct a number of activities, including but not limited to:

• Creation and maintenance of marketing materials for company Web site
• Preparation and distribution of sales literature and collateral materials
• Trade shows
• Advertising
• Customer conferences
• Public relations, including speaking, press releases, article placement, etc.
• Case studies
• Telemarketing

Properly executed, the cumulative effect of these activities is to bring prospects into the company’s sales process and provide them with the most favorable possible impression about how they can use your products and services to address their most pressing business pains and issues. Does this sound familiar? Clearly your company’s chances of success in the sales process will be improved by consistency between the enticing messages your prospects have heard through your marketing campaigns and the tailored message your sales team delivers to them as individual prospects.

Unfortunately, there often exists a disconnect (and occasional animosity) between the sales and marketing teams. This is due to disparity in compensation, mis-aligned objectives, and poor communication between the teams. Accordingly, it is critical to combine these separate teams into a single, cohesive steam engine – one with the same objectives, agendas, and understanding of what is required to get the job done.

Marketing, in fact needs to be aligned with the sales methodology and ROI process. Conversely, sales needs to buy into the medium and communication vehicles the marketing department are pursuing. They need to understand the value of feedback to marketing as a continual refinement of the marketing process.

Getting to this cohesive team is a daunting task; clear, consistent, and ongoing communication is the cornerstone to accomplishing it. Seeking participation of members of the sales force in critical marketing events and program design provides the marketing team with valuable information about what is really occurring in the trenches.

Therefore, tremendous potential exists for two-way leverage of your ROI materials and data between the sales and marketing groups in your company. In this chapter, we discuss how our customers have achieved tighter integration between their sales and marketing groups and activities as a result of making their ROI Selling tools the focal point of both disciplines. We will also provide specific suggestions for how you can use your ROI Selling materials to enhance the effectiveness of each of the marketing activities listed above.
Key Concepts and Guidelines

As you consider the best ways to create and make use of your company’s ROI selling materials and marketing program, keep in mind these fundamental concepts and principles:
• Creating strong Value Statements is critical for both marketing and the ROI Value Inventory; the very qualities that make Value Statements an important part of your ROI Value Inventory also make them critical components of a strong, effective marketing program.
• Use the Discovery Questionnaire as both a sales and marketing tool; use ROI questions as part of your lead-generation programs.
• Track and measure value delivered using 360-degree ROI; when Marketing is challenged on the validity of your Impact Statements, the 360 Degree ROI analysis provides them with the answers they need to address those challenges.
• Integrate marketing campaigns and ROI; every marketing campaign your company currently runs can benefit from ROI tools and techniques.
• Make the best use of the Value Inventory Workshop; your company can benefit from adopting throughout its sales organization the ROI techniques I have presented in the past
Integrating ROI Selling into your marketing programs is a natural progression in the shift from feature / benefit selling to value-based selling. The same concept is true when you describe your marketing methodology. Shifting from feature / benefit marketing to value-based marketing is a natural progression when developing ROI Selling tools. There are several marketing programs that can take advantage of the ROI tools you have created when reading and deploying the concepts I have presented over the years.

We suggest a phased-in approach to the integration process. Begin with your marketing message. Ask yourself; what is the overall value message I am trying to send to the market? Review the ROI Value Inventory to answer this question, and then compare your response to the Value Statements that you use in your Discovery Questionnaires. This exercise will tell you the most important messages your sales team is going to promote. This will also ensure your marketing department and your sales teams are sending a consistent message.

Next, use your Value Statements in new literature development, case studies, and white papers, Blog’s and other social media outlets. The Value Statement is a powerful tool that can be changed, enhanced and modified to meet the changing vertical marketing needs and campaign. Be sure to update your Web and other forms of out bound information.

In the next phase, post-sales support and marketing come together to drive a successful program in the 360 Degree ROI Value Assessment. While the post-sales group is performing assessments and following up with the customer base, marketing needs to be gathering data for developing case studies, Impact Statement updates, and success stories.

I have emphasized the importance of using your customer base whenever possible to gather baseline data for your impact statement development. Also you should use industry benchmarks for comparisons . Both of these activities normally fall under marketing’s responsibility. If you find that the data is not readily available within your customer base take additional time to perform a customer impact study using the your Discovery Questionnaire. When performing this study, ask your customers to estimate the value you have delivered to date. The results of your customer impact study will increase the validity, credibility and objectivity of your entire ROI process and model.

Finally, you can use the ROI Value Inventory in conjunction with training new marketing personnel, both in telemarketing and product marketing. This document holds many of your organization’s secrets and treasures as they relate to the value you are capable of delivering. Be sure to manage the Value Inventory distribution and use. As new products become available, marketing should spearhead the effort to add a new Value Inventory to your portfolio of materials.

Michael Nick is the President and founder of ROI4Sales, Inc. Michael is available for speeches, workshops and training. Visit www.roi4sales.com/keynotes.html for more information on Michael.

visit www.roi4sales.com for more information on building a value inventory, the value inventory workshop and ROI Selling tools.