The “Sales Hunter” himself, Mr. Mark Hunter, joins us today. Mark is one of the Top 50 Most Influential Sales and Marketing Leaders in the World and as the author of two best-selling books. In this interview we talk about how to negotiate better in a sales context, asking the right questions and we also talk about some of Mark’s failures around negotiation. Mark has conducted thousands of events on sales has spoken in more than 25 countries.
Guest: Mark Hunter
Mark: All right, ladies and gentlemen, we have a treat for you this morning, the “Sales Hunter” himself, Mr. Mark Hunter is on the line with us. Mark, how are you?
Mark Hunter: Hey, I’m doing terrific. Can’t complain, you know sales is an absolute kick-in-the-pants profession, so let’s talk about it.
Mark: Right on. Listen, I love the name “Sales Hunter”. I mean it obviously matches up with your actual name Mark Hunter, but how do you feel about the whole concept of hunters versus farmers in sales and what do you think about that?
Mark Hunter: Well, you know it’s funny. Let me share with you a little bit about my background because I am neither a hunter as a salesperson or a farmer as a salesperson. I am a reluctant salesperson. I didn’t get into sales because I wanted to; I only got into sales because I needed a car. I mean I got four tickets in the course of about two months, traffic tickets, and soon came to me I can’t afford car insurance. That’s how I roundup in sales.
Believe me, it’s not a profession I chose. The Police Department chose it for me. But you know what’s funny is I spent the first probably five or ten years; I was kind of that reluctant farmer. And then I realized hey, wait a minute. There’s a lot more fun being a hunter because that’s really where you get to impact people. That really is where you really get to make a difference and I’ve gone from the reluctant salesperson to the – I don’t say in your face but I’m out there making it happen because sales is absolutely a kick-in-the-pants. It’s fun.
Mark: Right on. Awesome! Listen, you’ve been recognized as one of the Top 50 Most Influential Sales and Marketing Leaders in the World. What do you think makes you influential? Why do people listen to you?
Mark Hunter: You know, good question. I don’t know why anybody listens to me. My kids don’t listen to me. You know what? It really is just comes down to sharing ideas and sharing thoughts and there are two things that people always say Mark, you’re incredibly passionate about sales. You’re incredibly passionate about helping people. And I think that’s what causes people to kind of go on to me because I really am passionate. I want to see people succeed. I know the struggles I had early on when I was the reluctant salesperson.
And my whole goal is really how do we help? You think about this, it’s not on the role about salesperson but it is a role about leader. How do we help others see and achieve what they didn’t think was possible? That’s really what our role is. That’s what our goal is, and that’s about us as a salesperson and a leader. So, how can you not get enthused about that?
Mark: Right. Maybe you can walk me through just sort of high-level. How could someone who is currently a reluctant salesperson really change their mindset around being reluctant and being more of a “Hunter”?
Mark Hunter: Well, yeah, the reluctant salesperson says “Well, if I just had something decent to sell, if I just had this something decent to sell” that’s not it. It is not at all what you sell. It’s not even how you sell as well. If my company would just invest in training and I know how to sell. It’s not even how you sell. It’s why you sell. This is what it is. It’s all about why.
The why is to be able to help other people. The product that we sell is really – it really is irrelevant. It’s what the outcome we’re going to help the customer achieve. That to me is where I get very passionate, very deliberate, because so I can help you have a better X then I’ve done something for myself.
Mark Hunter: And to me, that’s what excites me every day, when I get to wake up and I get to influence and impact people.
Mark: Awesome! Yeah, I find that understanding the interest of the other party will certainly help you to understand how to benefit someone else whenever you’re dealing with them in any kind of business situation whether it’d be a negotiation or a sale or whatever it is you’re doing. You talk a lot about prospecting needing to evolve in a lot of your talks and some of your books, because buyers have evolved. What do you mean by this? Has the sales game changed?
Mark Hunter: Oh, the sales game has changed dramatically. It used to be that the salesperson was the one that had all the knowledge. Now, the customer has all the knowledge and what we really do is we serve as two roles; one role is with a transfer agent, we're the transfer agent then allows this transaction to occur. But B, we’re information-sorter and then for many times what happens is that the customer has the wrong information and it’s our job to really help them sort through the information.
That’s really what our role is and that’s what’s changed dramatically because going forward if you really stop and think about all the things that we can buy without having to ever engage a salesperson, it’s absolutely mind-blowing. So you stop and think about that, where is this going to be five years from now.
Well, if I’m not bringing to my customer a level of questions, a level of insights, a level of something that they can’t get online in a manner that’s faster than what they can find online or get online, then I don’t have a place. I don’t have a place in the food chain.
Mark: So, it’s the value you provide and becoming that trusted adviser, guidance sort of person as opposed to the high transaction closing kind of salesperson of the past?
Mark Hunter: Yes, that’s bring up a good point because closing is overrated. Closing overrated. Woah, what did he just say? He said closing is… I say it’s closing is overrated and you and I were talking about further on about a great friend of ours, Anthony Iannarino who has just written a great book on that. And the whole premise is how do we do better job at selling so that close really becomes natural. The close is if we have done our job selling, and by the way, our job is not selling. Our job is really encouraging a customer to invest.
I want to take every transaction I’m involved with and my objective is to get you to invest. When you decide to invest, that’s when I feel I’ve got you because now you see the value of the outcome you’re going to receive.
Mark: Right. Very interesting. I was looking through High Profit Selling: Win the Sale without Compromising on Price, and you talked a lot about how to maintain margin and in fact, that’s the title I guess. So, how do you steer the conversation when you’re having a conversation or a discussion with a buyer? How do you steer the conversation away from price or how do you protect or grow that margin?
Mark Hunter: Well, yeah the easiest way is by continuing to focus the discussion on the outcome that the customer is looking for. That’s really what it’s all about. The customer will spend/invest any amount of money if they feel their return on investment is going to or equal than what you’re asking them to invest.
So, if I focus – I’ll give you a quick example; I do a lot of speaking around the country and around the world and a lot of training and so forth and I had a compliment, they wanted to engage with me and it was interesting. But the president of a company called me and his first words out of his mouth were he says “Your fees are higher than we really want to pay. Would you be willing to reduce your fee?” And I made a comment I said, “I’m not going to change my fee. I’ll change the outcome you’ll receive and by the way, let’s talk about the issues your company is facing the first quarter of next year.” And he said, “That was really good. I asked you to lower your price and you’ve got me talking about my problems.” Because that’s what it is.
The only reason customers ask for a discount, the only reason, is because they haven’t seen enough value. The only reason we are so quick, we as salespeople are quick to give a discount is because we’re not confident enough on what we’re selling. We’re not confident enough on the outcome we’re going to deliver.
I always say the greater the level of confidence, the less discounting that will go on in a marketplace.
Mark: So, I think there’s I mean especially in resource-based industries. I come from sort of a resource-based background with sort of ebbs and flows of the market cycle. Salespeople and buyers have been guilty of – Anthony actually puts it as behaving badly. Guilty of really grinding on price as the only measure of success in a negotiation on the buyer’s side and salespeople are so eager to close the transaction that they sort of cow-toe to to those requirements.
And it sounds like it takes a significant amount of discipline and practice to steer that conversation towards value, towards investment. Do you recommend that people train on that, they actually start practicing those lines, saying those types of words? Because I think once you start saying value and investment as oppose to price or cost then you begin to believe at least that the value that you’re providing is beyond the price and cost that you’re asking for.
So, do you recommend that people train on these items?
Mark Hunter: Yes and I’m going to add one more in there, time.
Mark: Time. Interesting.
Mark Hunter: Time. Time is an absolutely powerful negotiating investment tool because if you think about it – think about a traditional investment if you were to buy a stock or buy a piece of property and naturally the feeling is that the longer you own it, the greater the return on investment you’re going to have, right?
Mark Hunter: This is a same thing with investing in me. See the sooner we get this transaction under way, the sooner you’re going to be able to start realizing the outcomes, the benefits of it. So, I will encourage people to train on time. This is where especially – and this works for B2C but it really works on B2B because I can sit there and say “Well, yeah we need to put this in place right now because for every week we delay, you have to do X, X, X which is going to cost you Y, Y, Y.” And same thing in a B2C market, I mean B2C.
I was just with a group of home industry who were modelers last week and I made a comment. I said, “The person who is looking at a home remodeled, well guess what? They’re under time constraints because oh guess what? They’ve got the in-laws moving in or guess what? They’ve got a new baby coming or whatever it might be.”
One of the things we fail to do in sales is really uncover fast enough, in the selling process, what are the time commitments? What are the time constraints? What are their values of time? When we understand that, wow, we get to linked that back to really making the outcome be that much bigger, that much more meaningful to them.
Mark: Right and if you can meet the time requirements of the buyer, then they’ll see significantly more value in the services that you provide.
Mark Hunter: Huge. Huge. And this is why so many salespeople close to their timeline. I always say I’ll increase my margin when I close to the customer’s timeline.
Mark Hunter: We see so many companies that get into this this end of the quarter, end of the year discounting. Well, that’s what you’re doing. You’re selling to your timeline. Sell to your customer’s timeline. But many salespeople, I mean I’ll ask. I love asking salespeople what is the customer’s timeline? And they look at me like “I don't know.” They don’t because they’ve never gone down that path.
Mark: Very interesting and I find that especially in large B2B sales and the negotiations. Sometimes the sale cycle can be very long from sort of opening introduction to close. It can be a very very long time and patience is a significant skill I find in salespeople not to rush it too fast. How do you feel about that?
Mark Hunter: That’s huge. Because here’s this whole thing, when do you put your foot on the brake? When do you put your foot on the gas? That’s a hard one because there are times that you’ve got to accelerate the close. Speed sells but speed also kills and you really got to understand.
So, again, what you’re doing is you have to play to the music that the customer is creating. Now, I get some pushback on this because people say “Well, that means you’re not hustling hard enough.” And I go “No, no, no. I’m going to hustle hard enough because what I’m going to do is I’m going to play to their music but I’m going to determine whether or not it’s forte, LUAU or PM.” And that’s how I’m going to determine. So, believe me. I am not circumventing or saying “Oh, well, okay call me. Call me when you’re ready to buy.” No, sorry. No.
Mark: Interesting. You’ve been pretty vocal about your belief in cold calling and the value of cold calling and having written about that myself, I think there’s a right way to cold-call and a wrong way to cold-call, and I think cold calling has changed significantly over the years. And I’d love your opinion on this and to dive into it a little bit. How do you feel about cold calling?
Mark Hunter: Yeah, you just let my trigger on this one. Cold calling has been referred to as the cancer of sales and everything else. And what’s funny is cold calling has really gone through so many resurgences over the last five years, over the last two years, over the last two months. It’s unbelievable.
Now, cold calling is always going to take on a different level depending on your product you’re selling, the cycle you’re in, the market you’re reaching, etc, etc. Now, what I mean by this? Very few customers wake up – I don’t know if too many people who woke up and say oh by golly – I hope Mark Hunter reaches out and calls me today. This isn’t going to happen. This is just isn’t going to happen.
Customers don’t wake up and say “I really hope a salesperson calls me today.” No. But again, go back to the why you sell. Why do you sell? It’s because you know that you can help people achieve something that they didn’t think it was possible. Well, guess what? If you believe that you owe it to them to interrupt their day to talk to them. If you’re excited about a particular sports team, if you’re excited, you love talking about your team. Well, it’s the same thing in sales.
Now, the whole deal of cold calling, let’s kind of break this apart because if I’m in a very short sale, very quick sale cycle, very simplistic and every person really needs me; I can sit there and make cold calls. I can sit there and cold call and really not know anything just know a phone number. That’s it. Fine. But for the most part, most people are in businesses where they’re selling something that’s to a little bit more retire market a little bit longer sell. So, guess what? The internet provides us with more information today than we’ve ever had.
I can do 30 seconds of search, find out something about the industry I’m calling, the person I’m calling, something of that manner and it’s going to help me to engage and make that call more beneficial. This is why one of the things that I also say in industries where I’m teaching people to cold-call. You cold-call by customer type or you cold-call by industry. In other words, today I am just going to call SAAS Companies. That’s all I’m going to call. That’s all I’m going to call.
So, you become a little more of an expert in that. And maybe today, I’m going to call hospitality companies, hotel industry, whatever it might be – but you zero in and you focus. And I’m very comfortable of getting rejected. I’m very comfortable of getting rejected. It doesn’t faze me because I don’t know what’s going on on your end of the phone when I call you so I totally get it. It’s okay.
Rejection doesn’t faze me. I just move on to the next person. I move on to the next person. But my objective with every call I make is I clearly want to engage you to create a reason for us to have another conversation. Nothing about that. That’s really – wow, I can relax. Engage you to create a reason for the next conversation.
What I want to do is I want to uncover one specific need, one specific idea, one specific piece of information and then because I interrupted you, you weren’t expecting the call that we get a scheduled time to have a more meaningful conversation. That’s it.
Mark: Right. That’s good advice.
Mark Hunter: I’m not doing brain surgery over the phone and that’s what I think freaks people out.
Mark: Yeah, I agree with you. I think too many people focus on the need to close a sale on a cold call.
Mark Hunter: Yeah, you’re not going to close a sale.
Mark: Yeah, don’t rush it.
Mark Hunter: I admit even a blind squirrel will find an occasional acorn but generally isn’t going to happen. Again, all does vary depending on the type of industry. There are so many factors that go in it that’s why when we say cold call, it almost seems like saying the common cold.
Mark: Right, very good advice. So, I mean you spoke a little bit about getting to the point where you give the buyer a reason for the next interaction. We talk about interactions a lot in this podcast and we talked about how you ask questions and what questions you ask. I was wondering if you could tell us about your belief in sort of open-ended questions, probing questions, closed-ended questions, the questions funnel itself. How do you think your ability to ask the right question helps in the negotiation setting?
Mark Hunter: It makes or breaks it It totally makes or breaks it. Now, let’s walk through the negotiating process and there are a couple rules that you can apply, and this is whether or not you’re negotiating, whether or not you’re in selling. And by the way, if you’re going to argue with that, if I do a great job at selling, I don’t have to negotiate.
Mark Hunter: If you know anything about it, if you do a really good job at selling and cover the outcomes that the customer is looking for because you’re selling out without having to negotiate. But okay, let’s put all that aside. The art of asking questions is going to dramatically change the whole outcome regardless if it’s a sale or a negotiation. Here’s why: I can say whatever I want, it doesn’t mean you believe it. You’re not going to buy into something until you say it. When you say it, it’s going to have a lot more belief to it.
So, my whole objective is I’ve got to let you to do the talking which means I’ve got to be asking the questions and there are three critical rules that I always give regarding questions. One, short questions get you long answers, okay? This is so cool. "Why? How come? Tell me more. Give me another example." Think about that. Those are short, open-ended questions that are going to get you long answer.
Too many salespeople sit there and say they want to wax eloquently about their expertise and then in the middle of it, there’s oh, I’ve got to ask a question and they keep waxing eloquently and then the customer looks into those huh, I can’t figure out. See, a long question gets you short answers. Short questions get you long answers. So, that’s rule number 1. I love asking the why to know the outcome.
Two, always ask a follow-up question to whatever the customer shared with you. Always. Now, here’s what happens; you’re suddenly demonstrating to them that you’re listening. You’re suddenly demonstrating to them that you actually care about what the other is saying. You now so to speak advocated power. No, you haven’t advocated power. You’re giving them the ability to communicate. So that’s step #2.
Step #3, when the customer gets done speaking, wait for two seconds before you speak. This is heresy in the sales world. Wait a minute. The customer speaks and we’re thinking to ourselves as a typical salesperson is I want you to hurry and shut up because I want to tell you how brilliant I am. What I found is that I ask you a question and I let you respond and I wait for two seconds, you know what’s interesting? Meantime the customer starts speaking again and guess what? That second piece of information they share with you is going to be much more valuable than the first piece and guess what? You didn’t have to say a thing.
And it’s amazing how brilliant people will feel, people who just listen. I mean it’s amazing. I mean it’s amazing sit and they’re doing all the listening and the person who has done all the talking thinks “Wow you’re so brilliant.” Now, you just blubber them out.
And what happens then is the customer now creates a level of knowledgeable confidence. Now, this isn’t arrogant confidence. This is knowledgeable confidence and its a big difference because what this says is that I have nothing. So, now whatever I say back to you, you’re now going to play the same knowledgeable confident role. Now, why is that? Because what you’re saying, they’re going to feel is built on what they said. So guess what? If I put this price point out there or these terms of agreement or whatever it is, wow, you’re right. It’s amazing how they buy into that concept.
But again, it’s all by shifting the table, shifting the discussion to allowing the customer to feel as if they’re in control.
Mark: That’s right. Yeah, the power of silence, I think, is very underrated skill set. Just to keep quiet and allow the other person to talk and when there is too much silence and it feels a little bit awkward and the customer keeps talking or the salesperson keeps talking, they feel that need to feel the void. The amount of information that you can get from that interaction will allow you to help build your offering, build your proposal, build your next discussion point and really search for the needs of what the other party are.
Mark Hunter: Exactly. What’s really interesting is what we go through in negotiation is not like what an attorney goes through when they’re deposing somebody or somebody on the witness stand. They love that person who loves just talk, talk, talk and guess what? They wind up convicting themselves and they’ll wind up sharing this and that. Wow, it’s the same premise that we need to be doing from a sales standpoint. I’ve had customers that I’ve been negotiating with and I sit there and I ask some questions and they wind up talking themselves right into why they need to pay for a price, why they need this right now. Then “Thank you very much. I love it. It worked.”
Mark: Right, exactly. A lot of our listeners are procurement professionals and sales professionals, negotiating pros basically from either side of the table. What I love to get is advice from a salesperson or a sales professional on where you think procurement people could improve in their negotiation skills. So, if you were going to give advice to a procurement person on negotiation, what would that be?
Mark Hunter: Wow! That’s a great question. The interesting thing is procurement people really need salespeople and salespeople need procurement people. And what I’ll argue with this is for the procurement people. Understand from the salesperson how are they compensated, what are their initiatives, what are their strategies. Now, the salesperson can be very reluctant to share that. “Oh, I can’t tell that to my buyer.” But if you understand how their supply chain works – one of the things procurement people have really stepped up their game on and that’s managing the supply chain.
So, if I as a procurement person can understand you as a salesperson how your supply chain works, how do you handle your order entry, how do you handle your cost or your production schedule, how do you handle all those things. That’s going to allow me as a procurement person to be able to manage my supply chain better. So, that’s a very critical piece, that whole piece of communication, that whole piece of dialogue. Because many times what happens is the salesperson and the procurement person are really not as opposed to each other because in the end, they both need each other. So, how do we allow ourselves to operate more effectively? And what I found is this, procurement people at the end of the day are charged with getting the best price. No arguments there. Nothing wrong with that.
But if you think about that, their charge over their total category to buy or the number of SKUs that they buy. So, if I can be known as one of the better easier people for them to work with from a supply chain standpoint, then they’ll go fight that price game with somebody else. That’s right. I love it.
Let them go beat somebody else up over price. I’m going to be the one that’s going to take care of you from a supply chain helping you minimize your inventory. Helping you make sure invoicing is correct. Helping you do all that. I want to have a good relationship with procurement people.
Mark: Good advice. One of the questions I love to ask sales professionals and procurement professionals that have “made it”, the people that really know their stuff is. You’ve got to this point because you’ve been incredibly successful at a few disciplines that really propelled you to success in your career but throughout your career, you must have also had a few failures. Perhaps you could share with us what has been a negotiation failure that really struck you as sort of a learning point in your career and what do you think that other people could learn from it?
Mark Hunter: Oh, one of my worst negotiating situations occurred very early on when I was still a reluctant salesperson. And I had a customer buy a level of inventory that was just totally uncalled for. I mean totally. It was totally a mistake on their part; I mean totally a flat out mistake on their part. And we shipped it to them and I was so ecstatic that I got this giant order. I was so ecstatic, but it came back to bite me at the end. It came back to bite me because we wind up destroying the relationship with this customer. We wind up having to go through a tremendous amount of cost and hassle and issues dealing with this massive amount of inventory that we shipped to this customer unneeded, unnecessary, all because of a mistake on their part.
And in my haste of trying to negotiate the big deal, I really didn’t realize the damage that that was going to occur and it really came back to bite me in a huge, huge way.
Mark: Interesting. So, do you feel like the haste or rushing the sale was the cost of that or what was the cause of that?
Mark Hunter: The blindness. It wasn’t so much the haste. It was the blindness. In other words, sometimes what’s happening was I was negotiating with this guy and it just began going so well according to my mind to what was happening that I lost sight of reality. I simply lost sight of reality. If you stop and think about this; if in the negotiation, you wind up destroying the other person, that’s not a good negotiation. If you wind up having negotiation where you wind up having the other person being so crippled and inability to move and that’s what happens like this one. You haven’t done a good job.
See, the only good negotiation, this is going to sound weird, is one that leads to the next one because my objective is I want to create a negotiation outcome that creates a bigger pie for both parties. Wow! That’s radical thinking. That’s really different thinking, but that’s really what it’s all about because no sale is ever in itself the only sale. Now, I get some push back from this in the real estate community. Okay, fine. I can maybe take the real estate community. There’s only one partial part, there’s only one building but maybe 98% of the people we deal with or not in that arena. 99% of people are not in that arena and this is where I say “Guys, guess what? We’re all in the same sand box. It’s a big sand box.” And you may be able to put your head in the sand for a couple of days but you know what, eventually the tide is going to come in and it’s going to expose your head.
Mark: Yeah, that’s really good advice. And so I think people can learn from that a lot. If people were to distill that knowledge and learn from that mistake that you’ve made, what disciplines do you think that they could implement into their daily lives to steer away from making that kind of a mistake in the future?
Mark Hunter: Well, I think what it is, is really understand clearer what the outcomes are that the customer is looking for and you do that in the selling phase. You do that in the selling phase. The earlier you are in the selling phase –if we say we go through the prospecting, selling, negotiating phase. Let’s just use these three phases. When I’m in the prospecting phase, that’s where I have the greatest chance to get truth. That’s where I have the greatest chance because nobody is feeling threatened. Nobody is feeling that crisis on the table negotiating, etc, etc.
And so what I want to do is I want to find as much truth as much of that upfront in the prospecting phase and that seem before I move into the selling phase because the farther I get into the selling phase, I’m going to try closer, I’m going to try closer, I’m going to try closer. I mean you see this with procurement people. They start playing a closed hand. They start playing closed hand. I don’t blame them because that’s what they’ve been taught because salespeople play a closed hand.
And you get down to negotiating and that’s where bunch of garbage comes out. That’s when the liar liar their pants on fire. It is because what happens is that now becomes a game and that’s what ultimately happened to me in that failed negotiation. It became a game and like “I’m going to get a big order. I’m going to get a bigger order. I’m going to get a bigger order. This is going to be huge, huge, huge.” And it came back to me.
Mark: Great! Excellent advice. So, let’s switch gears a little bit. Let’s talk about Outbound 2018, what’s that about?
Mark Hunter: Hey, Outbound 2018, April 11th and April 12th, I’m going to be at Atlanta CNN on Omni Hotel. It’s the Omni Hotel at CNN Center. And what it’s going to be is myself and three of my great friends, Anthony Iannarino, whom you’ve had on your show, Jeb Blount, Mike Weinberg, we all got best-selling books. We are going to be sharing nothing but outbound content. We had the first one last April and it was sold out, unbelievable success. We’re coming back and we’re doing it again. April 11th, whole day, just the four of us on stage and then day 2, we kind of do a little bit deeper for those who want to stick around for day 2. We’re going and going to give some real hand on kind of smaller workshop type of thing but it really is and absolutely it’s going to be a pure content, 100% content and it is going to – I’m going to use the word emotion. It’s going to emotionally grab you. I mean it’s going to emotionally grab you and it’s going to emotionally pull you in because we are, all four of us, are incredibly passionate about sales and it’s going to be an awesome experience.
Details are just getting worked out. We don’t even have the website up yet but the whole thing is just pay attention, Outbound #Outbound2018 and we’ll have the website. We’ll tickets up here soon, information full schedule and everything but looking forward to it. It’s going to be a kick. It’s going to be fun. See you there.
Mark: I’d love to come. It sounds great. Well, I’ve listened to a lot of your stuff and Anthony’s stuff and Jeb Blount’s got a quite a bit of stuff on LinkedIn that I listened to as well. I haven’t had a chance to listen to the other gentleman. What was his name?
Mark Hunter: Mike Weinberg. Mike is great. He is one of the quietest sense of humor and I know that it sounds like an oxymoron but the guy is brilliant. Yeah. The four of us have been good friends for years. It’s really kind of our way of giving back to the sales community and it’s taking us a full year to find dates that we all have open on the calendar, find a hotel, find time. But anyway, we’re looking forward to it.
Mark: Yeah, it sounds like a lot of fun. I want to be respectful of your time and I know you’re a busy guy so I certainly appreciate the time that you’ve put in today and the time that you spent with us. I think the information that you’ve provided is been really great. I really love the points about not rushing the sale, being patient, using timing properly and understanding your buyer’s needs. And then you sharing the information about your negotiation failure as well. I think that there’s a lot of value that we can learn collectively from the failures that we’ve had and share that with others, so I really appreciate you being able to do that. I know sometimes it’s difficult for some people to share that stuff but with you, I think it’s just part of what you do. It’s part of how you relate to people. It’s part of how you train people so I really appreciate that.
Mark Hunter: Well, thank you and I began as a reluctant salesperson and now I’m the passionate salesperson but along the way, I’m still the “Sales Hunter.”
Mark: That’s right. And if people wanted to find you online and read more of your stuff, I know you’ve got two books out. What are those two books again?
Mark Hunter: Yes, High Profit Selling and, of course, the new one is High Profit Prospecting.
Mark: High Profit Prospecting.
Mark Hunter: Yeah, High Profit Prospecting because I always say that you start off with the wrong prospects, that’s the reason you can’t close so I’m just going to look at it. But I’m starting to think about it, I mean sometimes we wind up with the wrong prospects. So, the book is really designed how to help you find the right prospect. But yeah, people can find me at TheSalesHunter.com. That’s the website. I am all over LinkedIn, all over Twitter, all over – I’m out there.
Mark: Awesome! Well, listen, thank you again so much, Mark. I really appreciate your time today. It’s been truly an amazing experience. I hope to do it again fairly soon.
Mark Hunter: Great! Thank you. Great selling.
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