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After reading “Why Salespeople Fail,” your view of selling will never be the same. Most modern-day selling systems and sales management efforts have many deficiencies that hurt sales numbers and forecasts. The Sandler Selling System completely changes the tenor of sales encounters with its honest, no-nonsense, dignified approach to selling that places salespeople firmly in control and will help increase productivity and exceed sales goals.

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David Mattson's Sandler Rules - What if you found the secrets used by the world's most successful sales people? David H. Sandler did, when he studied the most productive sales stars in virtually every industry and compared their behaviors, thoughts and feelings to those who struggled in exactly the same companies. Mr. Sandler was more than a great sales representative himself – he was a genius when it came to psychology – and a great communicator. In this long awaited book filled with Mr. Sandler's wisdom and humor, author and Sandler Training CEO David Mattson illuminates the original rules, with fresh new examples and techniques you can use immediately.

David Mattson's Five Minutes with VITO - David Mattson is the CEO and a partner at Sandler Training. Since 1986 he has been a trainer and business consultant in management, sales interpersonal communication, corporate team building and strategic planning throughout the U.S. and Europe. His domestic and international clients include top name organizations in many different industries.

Five minutes with VITO is the definitive guide for salespeople who want to start selling where they belong – at the top. Together the authors David Mattson and Anthony Parinello, founder and CEO of VITO, combine 80 year of sales know-how, 1,200 hours of audio and video programs, 5,000 pages of training materials, and direct experience in training over 15 million salespeople into one concise book.

Close the Deal is bursting with hot leads for sales pros looking to sharpen their skills and win more customers. Authors Sam Deep and Lyle Sussman show how to capture sales without being pushy or arrogant. Deep, a consultant from Pittsburgh, and Sussman, a management professor at the University of Louisville, believe that the essence of selling is sticking to a system. "Masterful sales professionals are neither lucky nor gifted," they write. "They do not dream, wish or hope for victory. They go out and make it happen."

The book is based on programs developed at the Sandler Sales Institute, a noted Maryland firm that trains thousands of sales professionals around the country. The authors contend that three keys to successful selling are asking the right questions, making supportive presentations, and finding exactly how to eliminate roadblocks or "pain" for customers. "There is only one reason you will sell anything: your ability to reduce a buyer's pain," the authors write. "You can't reduce pain if you don't know what it is. Buyers will tell you if you ask correctly." The book is easy to read and full of practical advice and tips. The authors provide 120 lists on topics like "Fifteen Steps to Better Listening," "Seven Fears all Buyers Have," and "Fourteen Ingredients of a Winning Proposal."

Salespeople will find a powerful ally in Close the Deal. The book is a blueprint for finding and analyzing buyers, determining their needs, and getting the sale.
-- Dan Ring, Amazon.com

Here's the thing about You Can't Teach A Kid To Ride A Bike At A Seminar -- I have been in high-end straight commission selling for a long time. I have seen sales people come and go in my industry. Those sales people who survive end up figuring out and using the Sandler strategies intuitively, even if they never heard of Sandler. These salespeople figure out that they better find out pretty quick if they've got a viable prospect or not, instead of being a walking brochure and giving presentations and dog and pony shows to anybody who will listen.

Sandler was a genius sales trainer because he told it the way it is for the day-to-day salesperson. Case in point--before I ever heard of Sandler, I had already made enough sales to realize that the best prose pct was a prospect with "pain." My first sales manager years ago used to ask me, "Where's the pain"
when I told him I had a hot prospect. "Find the pain, find the pain," he used to say.

I often wondered why the traditional sales/motivational gurus never talked about "pain." Oh, sure. They talked about a prospects "need". But they never took it further than that. These gurus never talked about getting the prospects nitty-gritty "pain".

Anyway, I think I've said enough. Except that learning the Sandler Selling System will change your sales life. You'll be happier, have more self-esteem, have more control of the sales call, and most importantly, you'll go to the bank more often!!
-- Rhino, Amazon.com

The E-Myth Revisited is a guide to success for small business owners. Gerber is the founder of a consulting company for small businesses. In the beginning of the book, Gerber cites the well-known failure-rate statistics for small business: 40% fail in 1 year. Of those who survive 1 year, 80% fail in 5 years, and of those who survive 5 years, another 80% fail. Over the years, Gerber has observed that the small business owners who fail often share a number of characteristics, while those who succeed do so not by luck, brains, or perseverance, but by taking a different approach. This book explains the approach that is necessary for a business to survive and thrive.

Overall, I found the ideas in this book extremely profound and incredibly useful for my own small-business venture. If you're a small business owner whose business is out of control, stagnant, or worse, or if you're thinking of going into business yourself, this book can be of immeasurable value.
-- Erika Mitchell, Amazon.com

Good To Great was Amazon.com's Best of 2001
Five years ago, Jim Collins asked the question, "Can a good company become a great company and if so, how?" In Good to Great Collins, the author of Built to Last, concludes that it is possible, but finds there are no silver bullets. Collins and his team of researchers began their quest by sorting through a list of 1,435 companies, looking for those that made substantial improvements in their performance over time. They finally settled on 11--including Fannie Mae, Gillette, Walgreens, and Wells Fargo--and discovered common traits that challenged many of the conventional notions of corporate success. Making the transition from good to great doesn't require a high-profile CEO, the latest technology, innovative change management, or even a fine-tuned business strategy.

At the heart of those rare and truly great companies was a corporate culture that rigorously found and promoted disciplined people to think and act in a disciplined manner. Peppered with dozens of stories and examples from the great and not so great, the book offers a well-reasoned road map to excellence that any organization would do well to consider. Like Built to Last, Good to Great is one of those books that managers and CEOs will be reading and rereading for years to come.
--Harry C. Edwards, Amazon.com

Execution is "the missing link between aspirations and results," and as such, making it happen is the business leader's most important job. While failure in today's business environment is often attributed to other causes, Bossidy and Charan argue that the biggest obstacle to success is the absence of execution. They point out that without execution, breakthrough thinking on managing change breaks down, and they emphasize the fact that execution is a discipline to learn, not merely the tactical side of business. Supporting this with stories of the "execution difference" being won (EDS) and lost (Xerox and Lucent), the authors describe the building blocks--leaders with the right behaviors, a culture that rewards execution, and a reliable system for having the right people in the right jobs--that need to be in place to manage the three core business processes of people, strategy, and operations.

Both Bossidy, CEO of Honeywell International, Inc., and Charan, advisor to corporate executives and author of such books as What the CEO Wants You to Know and Boards That Work, present experience-tested insight into how the smooth linking of these three processes can differentiate one company from the rest. Developing the discipline of execution isn't made out to be simple, nor is this book a quick, easy read. Bossidy and Charan do, however, offer good advice on a neglected topic, making Execution a smart business leader's guide to enacting success rather than permitting demise.
--S. Ketchum, Amazon.com

Visionaries like Best Buy founder and chairman Richard Schulze, One Minute Manager author Ken Blanchard and mind-body pioneer Deepak Chopra are lining up behind Gegax. They know that By The Seat Of Your Pants charts a new course, combining hard-nosed accountability and efficiency (profits first) with an enlightened approach (people first) in one practical package that honors both. After all, it's leaders who are tough-minded and warm-hearted that wind up leading happy people producing healthy profits.

As thorough as a textbook, as lively as a newsmagazine, By The Seat Of Your Pants is an indispensable slingshot for the millions of scrappy Davids taking on corporate Goliaths. It doesn't propose drawing-board theories that should work; it's jammed with real-world practices that do work. Its street-smart tips and techniques connect the dots between every aspect of business in unprecedented detail.

By The Seat Of Your Pants was already a best-seller before it hit bookstores—thanks to advance bulk orders from dozens of businesses and associations. One retail giant ordered 55,000 copies (three tractor-trailers worth) to give to its small business customers.
-- Amazon.com

Learning how the process of self-deception works--and how to avoid it and stay in touch with our innate sense of what's right--is at the heart of the book. We follow Tom, an old-school, by-the-book kind of guy who is a newly hired executive at Zagrum Corporation, as two senior executives show him the many ways he's "in the box," how that limits him as a leader in ways he's not aware of, and of course how to get out. This is as much a book about personal transformation as it is about leadership per se. The authors use examples from the characters' private as well as professional lives to show how self-deception skews our view of ourselves and the world and ruins our interactions with people, despite what we sincerely believe are our best intentions. But ultimately it's a hopeful, even inspiring read that flows along nicely and conveys a message that more than a few managers need to hear. --Pat McGill, Amazon.com