How To Sell More by Nailing the Buying Experience

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Top sellers demonstrate genuine curiosity about their customer’s needs. They ask great questions and resist the temptation to start pitching their solutions as soon as they uncover a problem they can solve (I call this the “pain and pitch”, one of 3 Discovery Question Traps sellers fall into). Instead, they dig deeper! Not only does this help them serve their customers by better understanding their needs, but their acts of mindful exploration and listening promote trust and drive greater levels of buyer engagement.



6. Favoring Evidence over Hunches
Science doesn’t care what you believe. For example, you might malaysia telegram data believe, as many once did, that the Earth is flat. But that doesn’t make it so. Scientists may use hunches, intuition, and previous experience to guide their research, but they understand that hypotheses must be proven in order to claim them as discoveries. Unfortunately, the sales profession is often plagued by copious amounts of an opposing sentiment, confirmation bias.

Confirmation bias is the tendency to search for, interpret, favor, and recall information in a way that confirms one’s preexisting ideas or beliefs. It’s also known more colloquially in sales circles as “happy ears”. In sales, confirmation bias clouds your judgment, turns customers off, erodes the accuracy of your forecast, and prevents you from seeing sales opportunities with much-needed objectivity.

Like great scientists, the best salespeople practice healthy skepticism. They start their customer discussions assuming buyers likely don’t need, or aren’t willing to pay for, their solution, and look for evidence that they do.



When it comes to mastering the modern sales game, there’s a lot we can learn from how research scientists practice their craft. Basic strategies like taking good notes, being curious, and manifesting conviction in a simply-communicated value proposition can be a massive advantage in the battle for customer attention.

by David Priemer
People don’t love companies because of their physical products.

They love them because of the experiences they create.

For example:

IKEA doesn’t sell furniture. They sell easy transport and assembly.
Uber doesn’t sell transportation. They sell frictionless rides on demand.