The Axioms of Selling Blog

Bob Nicols

Bob Nicols
Bob Nicols has 34 years of experience in sales, sales management, executive management and sales force development. He founded Burton Training Group, now AXIOM Sales Force Development, in 1990 after being a top and highly recognized performer in sales, sales management and executive positions within the technology sector. He has managed and mentored thousands of sales people, sales managers and senior managers and been responsible for hundreds of millions of dollars in sales. For more than 21 years he has developed and delivered sales programs that have become the standard for many Fortune 100 companies including AT&T, BellSouth, Disney Enterprises, Alltel, Verizon and ESPN. AXIOM programs have been implemented in over 30 countries including Japan, the UK, Germany, Dubai, Brazil, Taiwan, Singapore, Australia, China, Mexico, Canada, South Korea, Slovakia, Sweden, and The Netherlands. Bob's highly energetic and insightful lectures and workshops have resulted in invitations to be a featured presenter at dozens of national and international sales meetings and conferences. He is a trusted advisor to the presidents and senior managers of multiple organizations, both large and small and has been a board member of a national technology company. Bob is the developer of AXIOM's “Selling Sciences ProgramTM” and co-author of the “Selling Sciences” CD series.
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Recent Posts

02 Mar by Bob Nicols

Cathy was presented with a great lead from a networking partner. She called the decision-maker and got through without hitting his voice mail! She was excited to find he was anxious to see her, and arranged for an introductory meeting the very next day.

That meeting was, in her opinion, flawless. The decision maker was sincere, open and thorough. Every need he described was tailor-made for her company's product and services. His displeasure with the current provider was quite evident.

What's more, he felt he was misled when he bought, and service levels had been unacceptable from the beginning. Slow response times, billing that was impossible to decipher, and long hold times for customer and technical support were just a few of his many complaints.

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14 Feb by Bob Nicols

If you haven't read CSO Insights' Sales Management Optimization Key Trends Analysis, you should. As always, it's a fascinating read.

One of my favorite reports begins with a quote shared at a CSO Summit by Jay Vanderbree, Senior Vice President, Home Entertainment Sales and Marketing at LG Electronics. He stated:

"The goal of sales leaders is to create more leaders, not followers."

 

 

Jay further qualified this statement by saying this was regardless of “role or rank” in the sales leadership hierarchy. If nothing else, this quote should cause us all to stop and think.

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24 Jan by Bob Nicols

Suppose I say to you, "I need new glasses," and then I ask you for suggestions. What are you likely to say in reply?

We actually ask this question early on in our workshops. We get thoughtful, earnest answers. One participant may ask whether we need prescription lenses or just reading glasses. Another may suggest we check out the local Lens Crafters. A third will give us the number of his cousin the ophthalmologist.

All of them, in good faith and with a real desire to help, will bring their individual solutions to bear on what they see as our problem. All of them, without fail, believe that the problem prompting the comment is poor eyesight - and, they're ready with solutions perfectly tailored to address it.

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19 Jan by Bob Nicols

In CSO Insights' Sales Management Optimization Key Trends Analysis, a report generated by surveying representatives from over 1,700 companies, respondents were asked to identify the type of sales process their company adopted.

The survey revealed that at 39.7%, the largest percentage of companies fell into the Level 2, Informal Process category.

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17 Jan by Bob Nicols

I was having work done to the exterior of my car the week before last. While there I struck up an interesting conversation with the owner of the company doing the work.

I expressed an interest in how the company produced the quality of work for which they were known. With excitement, he invited me back to his shop to watch a car run through his facility.

The process this organization implemented for doing their work fascinated me. Every step in the process was logical and clearly defined. Each department and individual had assigned responsibilities; each executed their part of the process with exacting precision. The result was flawless work.

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