Samurai Business Training – Sixth Session in the Dojo (part 1) – “I hear voices!”

Your meeting with your newest prospect begins and you’re having a great conversations. That is not a typo. Whether you are aware of it or not, in every meeting there are at least three conversations taking place. You and the prospect. You with you. The prospect with himself.

Since you were a child, and through college, we have been programmed to listen to our inner voice to answer teacher’s questions, think of questions and in general participate in class to improve our grade. Now that we are in the business world, our well trained “inner voice” keeps participating.

During meetings with prospects and clients, we listen intently to two voices; that of the prospect and our inner voice. “I know the solution!” “You have examples of success! Tell him about the Samurai Capital account!”  “Stop talking so I can tell you all the great things we have done!”  “OOO, pick me, pick me I have the answer!”

The prospect’s inner voice is also talking to him. “Man, this is going to blow out our budget?” Won’t this guy shut up so I can tell him what I really need?” “I wonder when Sue and Tim are going to lunch.”

So what’s a “parent” to do and can we learn to control or just live with this “child?”

First, as Sensei Dan Kreutzer of the Samurai Business Group pointed out, there are three, distinct levels of participation by our inner voices. As programmed, your inner voice takes over. You are distracted from what the prospect is saying. You are spending more time listening to the inner voice, and only hear pieces of the valuable information the prospect is sharing.

The second level is when the inner voice keeps interrupting with answers to the prospects needs, but you are able to quickly return to listening to the prospect. And third, you’ve told the inner voice to “shut up and be quiet.” You continue to focus on the prospect and what he has to say.

So the solution is to just have a conversation. Huh? Leave the sales mode. And just talk. It sounds simple. But if you simply shut up and focus on listening and having a normal conversation, you can move the prospect from the fear of “being sold” and into discussing his compelling reasons. Then you will gather the information needed to present solutions at a follow-up meeting.

OK, now you’re saying it can’t be that simple. Alright, here are a couple of tricks I use to maintain focus on the prospect. First, I invite my inner voice to join the conversation (“Right, are you off your meds?”). I have my inner voice repeat verbatim what the prospect is saying. To do that takes real focus. The other trick is to write down the questions and key points my inner voice wants to ask. When the prospect has finished talking, I ask questions, confirm key points and satisfy my inner voice.

For further details on the buying model, please contact either Dan Kreutzer or Robert Lambert or visit the Samurai Business Group website.

Spencer Maus, of SpencerConnect, is a senior-level, public relations executive. Samurai Business Group is a client and providing compensation to SpencerConnect.

Are You Wasting Your Time on RFP’s?

Many of us have received Requests for Proposals (RFP’s). Most corporations and all government agencies require multiple bids for large projects. RFP’s are sent to selected corporations. Bids are reviewed and a winner is selected.

For many businesses RFP’s are an important element for generating new business. Corporate teams spend hours on research, preparation and writing, submitting and then waiting for the good or bad news.

In many cases, success can be minimal. The team has submitted the perfect proposal. Every section has been thoroughly discussed. Your company’s products or services are a perfect fit for the needs outlined in the request

However, the winner may have been pre-selected. It could be a company that has always delivered great results. It could be that project manager plays golf with the CEO. Or you may have been suggested by your competition, in order to meet with policies or laws.

So how can you determine if it is a true open competition, or if you are “window dressing” to provide the appearance of fair and open process?

Dan Kreutzer, a managing partner of the Samurai Business Group, offers students a few suggestions. Does the RFP provide contact information and an invitation to call with questions? If not, your proposal may not be seriously considered. If you are invited to call with questions, you call, leave numerous voice mail messages without return calls, this may not be a fair competition.

If you do get the contact on the phone, first ask “How did you get my name?” If it was a referral, ask “who referred me so I can thank them?” If the corporate contact says he would prefer not providing a name, odds are it was your competition. If it was via a Google search, you may or may not be in a rigged beauty contest.

Next ask if you can discuss the RFP in person.  If that is impractical, ask if the contact has time or can schedule a time. If the answer is “all the information you need is in the RFP and on our website,” again this could be a waste of valuable, business development time.

However, if you are provided the name of a referrer and a quality meeting or phone conversation occurs, you are in a fair RFP competition. And one final tip. At the end of your RFP, include legal language that the information in RFP cannot be shared with anyone outside of the corporation requesting your bid. It may not prevent your bid from being shared with competition, but it may give pause to the corporate contact.

Spencer Maus, of SpencerConnect, is a senior-level, public relations executive. Samurai Business Group is a client and providing compensation to SpencerConnect.

Samurai Business Training – Fifth Session in the Dojo – Why They Buy

You rarely hear anyone say, “I’m going out today to be sold a new car!” Or someone in the office sending out a memo saying, “We need to be sold a new server. Our current server is not sufficient.”

Yes, we have been sold. But if the truth is told, we were planning to buy. So why do prospects buy? Robert Lambert, Sensei of the Samurai Business Group, led as we continued our path to Mastery on the Fifth Day in the Dojo.

So why do people buy from you, me or Bob Lambert? Spoiler alert – because we answer the WIIFM (what’s in it for me) question. That’s it! You’re now trained to sell. Well, maybe not. The hard part is getting to WIIFM.

You get a referral to the CIO of Samurai Aeronautics, LTD. Having completed the Samurai Sales Mastery series you listen intently as the CIO provides the Apparent Reasons for the meeting. The company’s servers are five years old, tech support is non-existent and she is considering either adding additional servers or replacing the entire system.

During the meeting, you uncover the Underlying Causes. A great deal of the CIO’s time is responding to complaints and system problems from aeronautic engineers, office support staff and finally the executive suite. “Not only are our computers slow, but seems like the servers are down more than they’re up.” (PAIN)

You then begin asking a lot of questions. A LOT OF QUESTIONS. “Have you considered integrating additional servers? Can you upgrade your servers working with your current vendor? Are there other systems that can effectively integrate with your current servers?”

As you continue the conversation, Ms. CIO says she has other concerns. There is the projected growth of the company. The future needs for storage, and she can’t store information off site due the security issues. And other members in the “C-Suite” want to not only have the best current technology, but the ability to upgrade in the future. And there are budgetary constraints. (FEAR)

She wants a system that is reliable, secure and easily upgradable, with minimum cost. (GAIN)

As you work through the process of providing the solution, you provide options and alternatives. You research upgrades and costs for her current system. Your firm provides servers that can integrate with her current servers. And your firm will provide easy migration and 24/7 technical support for the entire system – your company’s servers and those currently on site. And using your servers, you can easily expand the system as the company grows.

The WIIFM? She wants to look good in the eyes of the corporate president. Through your work, she does. And you do to!

For further details on the buying model, please contact either Dan Kreutzer or Robert Lambert or visit the Samurai Business Group website.

Spencer Maus, of SpencerConnect, is a senior-level, public relations executive. Samurai Business Group is a client and providing compensation to SpencerConnect.

Samurai Business Training – Fourth Session in the Dojo – The Buying Model

When I was told our next session would cover the “Buying Model,” my visions of a field trip to study to habits of models shopping were soon dashed. Our class would focus on the human decision model, created by J.P. Guilford while at U.C.L.A, and its application to sales.

Dan Kreutzer, Sensei of Samurai Business Group, presented the process of how a prospect buys. Every decision we make is a buying decision. Most of our “buying decisions” are transactional – price, location, ease of purchase, etc. Buying coffee, toothpaste or going to work (if I show up I get paid, if I don’t buying coffee is not an option).

However, the more complex the decision, the longer the process will take. Buying coffee for the office is easy. Selecting a vendor for an ERP system is not.

Typically before meeting, the decision maker will have already identified the issues and consequences of a right or wrong decision. Going with the wrong software program, or the wrong provider, could cost the company profits and the executive her job. And a first meeting may or may not be a part of her discovery process.

No executive will meet with a sales professional, unless she has a real need (or perhaps curiosity) for the products or services that you represent. Even before you’re invited for first meeting or before it takes place, the executive will have researched and compared your company and your competition.

You need to avoid the temptation of a “brain dump” during this meeting. You must listen, ask questions, ask more questions and clarify (this will be a redundant theme). A “brain dump” or “show up and throw up” will immediately put you at a disadvantage. You will appear as an order taker and trust will be nearly impossible to gain.

In a first meeting, the critical issues, or apparent reasons for meeting will be discussed. In that meeting it is imperative to understand the apparent reasons. Ask questions and listen, and more questions, clarify and listen. To gain trust, your role is to help the executive make the right decision – which may not be what your company offers.

As you continue the discovery process with the prospect, you need to help her fully consider alternative solutions, products or perhaps services. Assume for a moment you are a corporate law attorney. A current client comes to you needing assistance with an employment matter. If this is a simple matter, law school training may have prepared you for this situation. If it is a more complex situation, perhaps a claim of sexual harassment by a terminated employee, you may want to bring in a colleague to represent the client.

The discovery “loop” of  Situation Analysis, Self Education / Gathering Information, and Considering Options(exploring alternative solutions) will be repetitive and take longer than the traditional sales models (Feature, Advantage Benefit and even Problem – Solution if done without integrity).

But when you and the prospect reach agreement on the best course of action, or best alternative  (Select “Best Fit” – aka “close”), you will have gained trust, perhaps a client and potentially further opportunities through referrals.

But your job is not finished. The Post Sale Evaluation is as important as the sale. As the solution is being provided, you must remain in contact with your client. Is the process going smoothly? Have there been any unplanned consequences you can address? After one month, six months or one year, you should ask if the product / service has performed as expected, better than expected, not met your expectations? What adjustments need to be made?

Again, the more questions asked, the better you can present alternatives, aid the prospect and make the right decision.

For further details on the buying model, please contact either Dan Kreutzer or Robert Lambert or visit the Samurai Business Group website.

Spencer Maus, of SpencerConnect, is a senior-level, public relations executive. Samurai Business Group is a client and providing compensation to SpencerConnect.

Samurai Business Training – Third Session in the Dojo – Continuing the Hierarchy of Introductions – Alliances, Networking, Direct Mail & Cold Calls

Session #3 in the dojo (ok, conference room) – alliances, networking, direct marketing and telemarketing or cold calling (my favorite). Nothing like making a cold call at 8am to a stranger to get the morning started right!

OK, seriously, we reviewed quality introductions (“take two people out to lunch, this week…”) and introductions or referrals. Dan Kreutzer, Sensei of Samurai Business Group, made one striking point that gave me pause. If you can’t recommend or refer a specific person, they shouldn’t be in your network.

Think about your LinkedIn connections and Facebook “friends.” Can you recommend, or at worse refer all 500+ of LinkedIn connections (all 5000+ of your LinkedIn connections)? Or do you believe all 500+ of your LinkedIn connections or Facebook “friends” would refer or recommend you? Go through your social media contact lists and answer that question. Then ask yourself, why am I connected to this person?

Dan then covered the value of forming alliances and comparing it to marriage. I have found great value in alliances, particularly as a freelancer. Even from a corporate perspective, alliances and allies can add products, services, talents, new perspectives and clients – if done correctly. Dan shared how to do this correctly and grow our businesses geometrically through alliances.

First, find a suitable alliance partner and meet to discuss the opportunity (date). If there are good synergies, work on one or two projects together (engagement). If those work out well for both parties, draft a letter of understanding and begin creating joint opportunities (marriage with a “prenup”). Done correctly with the right person or corporate partner, the results for you and your clients can be amazing.

Networking is the cold calling of the 21^st Century. It can benefit your business and the business of others. Remember, this is an exercise in sharing, not taking. And if done incorrectly, it can be an expensive and frustrating exercise of self delusion. “Over the past month, I attended six networking events, collected 123 business cards, met 43 really interesting people for coffee, have no new business and my hand won’t stop shaking.”)

Dan’s suggestions are to target the events. Look for networking events targeted towards your prospects, not your peers. Evaluate which organizations’ events were valuable and those that were not. Make the obvious changes to itinerary. Follow-up with the “real,” new leads, not just every new person you met.

Direct marketing has always seemed like a pain in the… How many emails do you receive a day inviting you, “for the last chance to register at a huge discount for a webinar to monetize your LinkedIn, Facebook, Twitter, Google+, your grandparents…” Or “this is last chance to signup of this amazing meet-up to hook up” for the fifth time this week?

Dan and Bob Lambert are really devious on how to keep your “amazing email offer” from going into spam or being deleted unread. Don’t send an email. There is a much forgotten, little used system called the U.S. Postal Service. Mail! I mean seriously, think about how you react when you get an actual, piece of mail (with the exception of an invitation from the IRS to stop by for coffee, “Bring your attorney if you’d like.”). What is unique to the Samurai Business Group letter is there is no real call to action. The letter shares information that should be valuable to the recipient. Also, the format is very unique, original and short.

Telemarketing (cold calling). Very simply put, don’t do it. Dan had one word of advice if you want to use telemarketing, subcontract.

Spencer Maus, of SpencerConnect, is a senior-level, public relations executive. Samurai Business Group is a client and providing compensation to SpencerConnect.

Samurai Business Training – First Week in the Dojo

Contributed by Spencer Maus

Monday morning I arrived for the Samurai Business Group training as a willing student; my new notebook, depressing profile and a mind like a sponge (no jokes please).

Nine of us waited for our Sensei to begin transforming us from “grasshopper” to killer, sales Samurais. There were the usual pleasantries of introductions, and then we quickly moved onto discussing our profiles and what it meant. As Dan Kreutzer began explaining what the data meant, I began feeling better about myself, “Yeh, that’s right. That’s me. I’m not so bad.” But I also realized there was much work to do.

Dan and Bob Lambert explained what each quadrant of the analysis meant, the tendencies and examples of known people that fit into a specific pattern In my case I’m three parts Bill Clinton and two parts Bob Knight.

They then explained that the Adapted style was how we acted and reacted in most situations, particularly sales. The Natural style is how we react when things go south, or the pressure dramatically increases.

Then the real “beauty” part of the day’s training began. Together our Sensei detailed how to quickly determine someone’s behavioral type. With each quadrant, they detailed how to quickly identify, move to the meeting’s focus, and know when a meeting is going south or the executive is willing to buy. Further, they discussed the potential problems of one type presenting to another – sixteen different combinations.

However, there is one problem. And this is only day one. It is one thing to learn a technique through listening and observation. It is another to absorb information through experience. If you have ever skied or played golf, think back to the first lesson, “Do this, do that, don’t do this or that. Ok, now go do it.” It is through the experience that true mastery can be achieved. Now was time to experience

We were randomly paired up, with the assignment to determine the behavioral pattern of our partner from our conversation. Everyone nailed it. But like any Samurai in training it must be done over and over a thousand times to become instinctual and to achieve mastery.

Spencer Maus, of SpencerConnect, is a senior-level, public relations executive. Samurai Business Group is a client and providing compensation to SpencerConnect.

Samurai Business Training – First Week in the Dojo – Preparation

Contributed by Spencer Maus

I have known Dan Kreutzer and Bob Lambert for more than five years. With the number of sales training programs, I was always curious what made the Samurai Business Group program unique. There was only one way to find out. Surrender to the Sensei and begin my training to become a Samurai.

First a little background. I have over 30 years of successful sales experience. In fact, I once taught cold calling and fact finding to insurance agents. But when one has their own business, you are responsible for sales, marketing, accounting, project management and completion and janitorial services, any new idea or edge that will accelerate success and relieve pain needs to be very strongly considered.

Second, I have known and trusted Dan and Bob for more than five years. They carefully explained that the program would dramatically improve my closing rate and alleviate my need to cold call.

Lastly, was the use of the term Mastery. Mastery is defined as “1. Comprehensive knowledge or skill in a subject or accomplishment; and 2. The action or process of mastering a subject or accomplishment.” Viewed from my own perspective, Mastery is the ability to react without thinking.

So, to quote a beer commercial, “Here we go!”

The first step was to complete the DISC Behavioral Profile. Having completed a number of behavioral profiles, my first thought was this will be easy. Dan had advised not to think about the answers, just react (aha – Samurai Mastery). Well, it was that easy. I did think. In fact, I thought about “crowd sourcing” the questions to my LinkedIn contacts. “Hey, guys, do I play well with others? Or am I an overbearing jerk?” Don’t answer that.

Upon completing the questionnaire, I anxiously awaited the results. “Spencer, you’re perfect! Why are you taking this class? You could teach it! ‘Love you just the way you are!’” WRONG. As I began reading the profile, I was thinking “That’s not me. That’s not me. That’s not me. The program must be faulty.” Which quickly became “Ok, that is me. Ok, that is me.” Bob, Dan HELP!

Spencer Maus, of SpencerConnect, is a senior-level, public relations executive. Samurai Business Group is a client and providing compensation to SpencerConnect.

Looking for Love in All the Wrong Places

Too often, networking is a complete waste of time. People sign up for all kinds of networking events, attend morning, noon, and night, and think they are accomplishing something. But if you are not getting profitable business from these events, it’s time to stop and reevaluate. You may be joining the wrong groups, working the wrong events, or talking to the wrong people.

The wrong groups

Many people become members of the local chamber of commerce or professional association because it’s nearby, they know someone there, or it seems like the right thing to do. Don’t join organizations lightly. The only reason to join a business organization is to do business. The people you want to do business with are people in your target market. If the organization does not contain a high percentage of people in your ideal prospect set, you are in the wrong group.

There are thousands of groups to choose from. The Directory of Associations contains 35,000 entries, from Alumni organizations to Zoological societies. Your best bet to find the right ones is to start asking. Ask your customers and prospects what groups they belong to. Ask people you know who move in the circles you want to get to. Consider MBA clubs, president forums, and venture capitalist groups—places where decision makers go.

The only way to know whether your networking is paying off is to track where your business is coming from.

The wrong events

Once your have the right group, choose the right events. The holiday party, with lots of spouses in attendance, may not be conducive to business discussions. Similarly, an event in a nightclub may actually preclude the ability to speak without shouting. If you are there to do business and no one else is, you are in the wrong place.

Your personal abilities and style may also rule out certain events. A golf outing may hurt you in the eyes of a prospect if you don’t know the rules or play poorly. You may think a “speed networking” event would enable you meet a lot of prospects, but the forced pace may not suit you or appeal to your target client.

The wrong people

Once you get into the right group at the right event, the next step is to talk to the right people. Too many networkers get embroiled in conversations with friends or acquaintances during these events and never even meet a real prospect.

To ensure you don’t fall into this trap, don’t go without a plan. For example, your plan may be to find five people worth following up with. Walk around introducing yourself, spending no more than 3-5 minutes with each person. At the end of that time, you’ll know if they are a prospect or not. If they are, gain their agreement to talk outside the event and move on. Continue until you have identified your five prospects. Then you can relax, catch up with friends, and enjoy yourself.

The right way is the way that pays

The only way to know whether your networking is paying off is to track where your business is coming from. Each time you close a client, document how you met them. After a few months, it should become clear which activities are most productive. If you went to three chamber meetings and got business each time, perhaps you should spend even more time there. If you’re having a hard time finding prospects, it’s time to leave.

If you’re somewhere in between, analyze your return on invested time (ROIT). Time is the most precious thing a salesperson has. Only you can determine if the amount of time you are spending networking is producing enough business to make it worth your while. Are there other ways of spending your time that could produce a higher payoff? Move to maximize your ROIT.

Networking is not a popularity contest—it’s business. No matter how friendly and fun the people are, if you are not doing business, you’re losing business.

Until Next Time…

Putting the Win Back In Your Sales-

Dan

DAN KREUTZER is an accomplished sales executive, sales trainer, author, speaker, and a Partner of Samurai Business Group, LLC. He has extensive expertise in business development, product and service marketing, and strategic leadership. Dan is a sharp and intuitive student of human behavior, and has fused his observations with a deep knowledge of sales culture to design the Samurai Sales Mastery™ programs. His book, “How to Put the WIN Back in Your SALES,” seeks to shatter the myths associated with traditional selling, and raise the level of professionalism in today’s salespeople.

If You’re In a Hole, Stop Digging

When sales people miss their numbers, they are often told they need to work harder. A guy I know was making 200 cold calls a week. When he reported not getting any appointments, his manager told him to make 400 calls.

This makes no sense. If what you’re doing isn’t working, why continue to do it? Even worse, why do more of it?

What if the “tried and true” is no longer true and what I believe produced big sales was really not a significant factor anymore.

Stop Living In the Past

Some of us keep digging because that’s what worked in the past. We cling to our memories of victory, thinking that digging faster or more efficiently will make the magic happen again.

But times change, markets change, players change, and technology changes. Maybe the “tried and true” is no longer true. Maybe what I believe produced big sales was really not a significant factor. Maybe the shovel I’m using is just wrong for the current job.

Stop Avoiding Pain

Humans are habitual creatures, and it’s easy to stay in your comfort zone, even if it’s standing in the way of your success. Change is painful, and only when the pain of the on-going situation overcomes the pain of change, will most people make something happen.

It takes courage to face our own failure, to decide that we’re the ones that need to change. Instead of blaming others, circumstances, or fate, choose to stand up and take control. Make your own fate.

Stop the Cycle

We can also get caught in the press of daily activities, never taking time to step back and analyze our situation. We begin a cycle of working harder to get better results, falling short of our target, resolving to work even harder, and on and on.

If you feel that you’re running in circles, stop. Step outside your circle and look around. Put yourself in your prospect’s shoes and brainstorm reasons why your current approach isn’t working. Share your reasons with others and really listen to their responses. Clear your head of pre-conceived notions and substitute fresh ideas.

Start Something New

Thomas Edison went through 1000 variations before inventing the light bulb. You aren’t going to come up with the perfect sales approach just by thinking about it. Experimentation is required.

You have nothing to lose. Your only two options are 1) keep doing what you’re doing and keep getting what you got, or 2) try something different. Gather your courage. Figure out what needs to be changed and change it. Use that shovel to climb out of the hole. Identify the other tools you have at your disposal and begin building up and out.

Until next time…

Putting the Win Back In Your Sales-

Dan

DAN KREUTZER is an accomplished sales executive, sales trainer, author, speaker, and a Partner of Samurai Business Group, LLC. He has extensive expertise in business development, product and service marketing, and strategic leadership. Dan is a sharp and intuitive student of human behavior, and has fused his observations with a deep knowledge of sales culture to design the Samurai Sales Mastery™ programs. His book, “How to Put the WIN Back in Your SALES,” seeks to shatter the myths associated with traditional selling, and raise the level of professionalism in today’s salespeople.

Will the Mystery Guest Please Sign In?

During the sales process, if a person you don’t know appears on the scene, STOP EVERYTHING until you find out who they are, what role they’re playing, and what is important to them.

Sometimes the mystery guest appears in person, other times only by reference.

For example, you might be discussing the decision process. “…then, we just have to pass it by Jack,” you are told. “Jack” could be legal, accounting, finance, the board, a family member, or someone else you never would have imagined being involved.

Pay no attention to that man behind the curtain

Often, you will hear that you don’t need to worry about Jack. “Jack just rubber stamps the decisions we make” or “Jack is already on board” or “Jack doesn’t play a big role.”

Start worrying. If Jack touches the decision process in any way, he’s there for a reason. It’s your job to find out what it is and ensure Jack’s approval. Play detective and gather all the clues you can. Jack’s history, attitudes, and drivers are all pertinent to your sale.

Meet with Jack if at all possible. Suggest that you go along with your contact to discuss your proposal with Jack. You’ll be there to help with the presentation and answer any questions as well as learn more about Jack.

If you can’t meet with Jack, your next best move is to prepare your contact to fight on your behalf. Don’t assume they will be able to make your case. A good preparation method is to play the “What If” game. Keep asking questions like “What if they say no?” “What if they ask about…?” “What if they delay?” until you feel comfortable with the responses.

During the sales process, if a person you don’t know appears on the scene, STOP EVERYTHING until you find out who they are, what role they’re playing, and what is important to them.

Guess who’s come to dinner

Sometimes the mystery guest appears in person. You walk into a meeting and are told “Jack is just sitting in.” Don’t be fooled. Jack could easily be holding a candlestick and waiting to clobber you. One time I was about to do a big presentation and found out one of the attendees was my biggest competitor!

Table your agenda and start the questions. “What’s your role in this project?” “What do you already know about it?” “Anything particular you are looking for?” “What did you want to come away with today?”

Based on Jack’s answers, you have a decision to make. If Jack seems conducive to your agenda, you can cautiously proceed. But if Jack hints at ulterior motives or would take the meeting in a direction you are unprepared for, make a strategic retreat. It’s better to fall back, regroup, and make your presentation another day than to go ahead and risk losing everything.

Opportunity plus motive equals a dead sale

The Jacks of the world shoot down sales every day. Too often, sales people hear about Jack, but do nothing. Take control of the situation. Work actively to understand Jack and bring him over to your side. Don’t let the sale get away because you don’t know Jack.

Until next time…

Putting the Win Back In Your Sales-

Dan

DAN KREUTZER is an accomplished sales executive, sales trainer, author, speaker, and a Partner of Samurai Business Group, LLC. He has extensive expertise in business development, product and service marketing, and strategic leadership. Dan is a sharp and intuitive student of human behavior, and has fused his observations with a deep knowledge of sales culture to design the Samurai Sales Mastery™ programs. His book, “How to Put the WIN Back in Your SALES,” seeks to shatter the myths associated with traditional selling, and raise the level of professionalism in today’s salespeople.

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