Sales Approaches

In the U.S., you can grab coffee with a CEO in two weeks. In Europe, it might take two years to get that meeting. I ’ve spent years building relationships across both U.S. and European markets, and if there’s one thing I’ve learned, it’s this: networking looks completely different depending on where you are. The way people connect, build trust, and create opportunities is shaped by culture-and if you don’t adapt your approach, you’ll hit walls fast. So, if you're an executive expanding globally, a leader hiring across regions, or a professional trying to break into a new market-this post is for you. The U.S.: Fast, Open, and High-Volume Americans love to network. Connections are made quickly, introductions flow freely, and saying "let's grab coffee" isn’t just polite—it’s expected. - Cold outreach is normal—you can message a top executive on LinkedIn, and they just might say yes. - Speed matters. Business moves fast, so meetings, interviews, and hiring decisions happen quickly. But here’s the catch: Just because you had a great chat doesn’t mean you’ve built a deep relationship. Trust takes follow-ups, consistency, and results. I’ve seen European executives struggle with this—mistaking initial enthusiasm for long-term commitment. In the U.S., networking is about momentum—you have to keep showing up, adding value, and staying top of mind. In Europe, networking is a long game. If you don’t have an introduction, it’s much harder to get in the door. - Warm introductions matter. Cold outreach? Much tougher. Senior leaders prefer to meet through trusted referrals—someone who can vouch for you. - Fewer, deeper relationships. Once trust is built, it’s strong and lasting—but it takes time to get there. - Decisions take longer. Whether it’s hiring, partnerships, or leadership moves, things don’t happen overnight—expect a longer courtship period. I’ve seen U.S. executives enter the European market and get frustrated fast—wondering why it’s taking months (or years!) to break into leadership circles. But that’s how the market works. The key to winning in Europe? Patience, credibility, and long-term thinking. So, What Does This Mean for Global Leaders? If you’re an American executive expanding into Europe… 📌 Be patient. One meeting won’t seal the deal—you have to earn trust over time. 📌 Get introductions. A warm referral is worth more than 100 cold emails. 📌 Don’t push too hard. European business culture favors depth over speed—respect the process. If you’re a European leader entering the U.S. market… 📌 Don’t wait for permission—reach out. People expect direct outreach and initiative. 📌 Follow up fast. If you’re slow to respond, the opportunity moves on without you. 📌 Be ready to show value quickly. Americans won’t wait months to see if you’re a fit. Networking isn’t just about who you know—it’s about how you build relationships. #Networking #Leadership #ExecutiveSearch #CareerGrowth #GlobalBusiness #US #Europe

I got a killer cold call from a real estate agent. Here’s a transcript of the call. Matt: “Josh, this is Matt. I’m an agent in Boca. Do you still own the home on Marbella Drive?” Me: “I do.” Matt: “I don’t suppose you’re looking to sell it?” Me: “I’m not. I like it here.” Game off for a second. Here’s the thing. When you knock on doors, most of the time people aren’t in buy mode. “I’m not interested in moving” isn’t an objection. It’s reality. Now check out the next thing Matt said. Game on. Matt: “Sounds like that’s your forever home.” My desire to correct kicked in. Me: “Well, I don’t know about forever home.” Opening created. Here was Matt’s ask: “Once a quarter, I send out an email about what homes in Boca Rio are selling for. If you’d like, I can add you to the list.” I said yes. Now Matt will be top of mind if I ever want to sell. When prospects tell you they’re happy with their current vendor, here’s some phraseology that might create an opening: “Sounds like they’re perfect.” “Seems like they check every box.” “Do you mind me asking, are there conditions in which you would consider reviewing your options?” If you want to be a better closer, be a better opener.

The anatomy of a sales call has changed dramatically. Last week, I shadowed some of HubSpot’s top reps and what struck me was how differently the best sellers work today. They’re using AI at every stage: before, during, and after the call. And the results are real. The brain: before the call. AI does the heavy research — scanning 10Ks, news, emails, and past calls to surface the insights that matter most. Tools like Breeze Assistant can prep a full company overview in seconds. According to our State of Sales Report, 74% of sellers say buyers are showing up to calls more informed than ever before. Salespeople need to be just as ready. The heart: during the call. AI notetakers capture everything: next steps, budget mentions, open questions, so reps can focus on listening, not typing or scribbling notes on the side.  Also, AI assistants surface the right case study or testimonial in real time, making every answer sharper and every example more relevant. That means as a sales rep you are more engaged and relevant. The muscle: after the call. AI follows through fast. It drafts personalized follow-up emails in your own voice, outlines next steps, and flags what needs attention. More time with customers and less time writing emails. The result: sellers who prepare better, connect deeper, and close faster. The anatomy of a great sales call used to be manual effort and hustle. Now, it’s human connection powered by intelligence.

The 7-Minute Dance Every medical sales rep knows the ritual. Wait in the hallway. Catch the surgeon between cases. Make your pitch. Seven minutes, if you're lucky. But here's what we miss: Surgeons aren't avoiding your product. They're avoiding the dance. Because surgeons don't buy products. They buy better outcomes. They buy reduced risk. They buy time. And time is the one thing they can't get more of. The traditional pitch - features, benefits, ROI - it's all about your clock, not theirs. What if, instead of trying to steal their time, you became a time giver? The best reps aren't hallway hunters anymore. They're insight providers. Problem anticipators. Complexity reducers. They show up with: "Here's what your colleagues are struggling with..." "This is what the data shows..." "I noticed something in your approach that could..." Suddenly, those seven minutes aren't about your product. They're about their practice. When you shift from selling time to saving time, the hallway becomes optional. Because surgeons don't need another vendor. They need a scout. An interpreter. A curator of solutions. The game isn't about catching them between cases. It's about becoming the case they want to make time for. How would your pitch change if you measured it in insights delivered instead of minutes stolen?

"I can get you 20% if you sign by Friday." This is the most expensive sentence in EMEA enterprise sales. US sales runs on quarter-end discount cycles. Buyers expect it, sellers deliver it, the dance is mutual. Everyone knows the list price is fiction and the real price arrives in the last week of March, June, September, and December. Now run that play in front of a German enterprise buyer. What they hear is not "good deal." What they hear is: your list price was inflated, your value claim is negotiable, your urgency is your problem, not mine, and if I wait two more weeks, you'll come back with 25%. The discount didn't accelerate the deal. It devalued the product and trained the buyer to wait you out. European enterprise buyers respond to clear pricing, clear value, and a contract they can defend internally. They do not respond to manufactured urgency. The Friday deadline that closes deals in San Francisco extends them in Frankfurt. If your DACH deals keep slipping a quarter after you offered the discount, the discount isn't the cure. It's the cause.

Selling to leadership is tough. Learn to speak finance, and everything changes. (This works for both B2B sales and internal pitches.) Speak the language of financial metrics and business impact, and you’ll earn buy-in. Whether you’re pitching a product, service, or internal idea, this skill makes you a trusted partner to decision-makers. Want to dive deeper? Download my free guide “10 Levels of Profitability” here: https://bit.ly/40pY3CQ Here’s why: Executives don’t want fluff. They need to know *how* your solution or proposal will impact their business financially. Here’s how to make your pitch resonate: 1️⃣ Talk Margins, Not Just Savings ↳ Show how your solution improves gross, operating, or net profit margins. Make it clear how it improves topline or streamlines processes to ultimately add value to the bottom line. 2️⃣ Connect to Cash Flow ↳ Highlight how your solution will boost cash flow, not just the bottom-line. Smart executives prioritize cash flow over simple revenue increases or cost savings because it keeps the business stable and flexible. 3️⃣ Show ROI and Payback Period ↳ Present clear numbers on return on investment (ROI) and how quickly they’ll see a payback. Executives need to know when their investment will yield results. 4️⃣ Impact Key Financial Ratios ↳ Explain how your proposal enhances key metrics like ROE (Return on Equity), ROA (Return on Assets), or EBITDA. This demonstrates that you understand their financial framework and how your solution strengthens it. 5️⃣ Talk Risk Management ↳ Show that you’ve considered potential downsides. Demonstrate how your proposal mitigates financial risk and supports long-term stability—not just quick gains. Why this matters: 1️⃣ You Stand Out ↳ Most sales pitches and internal proposals focus on benefits. When you speak in terms of financial strategy and impact, you differentiate yourself. 2️⃣ You Build Trust ↳ Speaking their language shows you understand their challenges, priorities, and goals. 3️⃣ You Become Indispensable ↳ When you can prove your solution impacts key business metrics, you shift from being just another vendor or team member to a trusted advisor. If you want to learn finance strategy to elevate your pitch and proposals, join 3,000 learning with me here: https://bit.ly/famcol Remember: Learn to speak finance, and you’ll open doors that most can’t. ♻️ 𝐋𝐢𝐤𝐞, 𝐂𝐨𝐦𝐦𝐞𝐧𝐭, 𝐑𝐞𝐩𝐨𝐬𝐭 to help someone else. And follow Oana Labes, MBA, CPA for more  

Modern Trade (MT) vs. General Trade (GT): Two Different Games, Two Winning Strategies 1- Winning in MT: Success in MT is about planogram excellence, offering the right formats and prices as per brand value proposition, securing prime shelf and off shelf space, and in-store activations. Promo bursts (BOGO, % discounts, Giraffes, Premiums, Bundling), seasonal offers and loyalty programs drive shopper engagement. Strong JBPs, ability to negotiate rebates, trade spend and credit terms are critical as MT retailers will push to squeeze out margins, maximize spend and ask for extended credit. Stock management with JIT replenishment & sell-through analytics ensures efficiency, preventing expiries and returns. 2- Winning in GT: GT success is built on maximizing coverage, ensuring availability and visibility—because what is available and visible sells! a- Optimized Reach: Balancing Direct Reach through a distributor (van sales & pre-sell for high-weighted retailers) and Indirect Reach through wholesale (for lower-tier penetration) is key to achieve the targeted weighted coverage with the optimal cost-to-serve. Wholesalers focus on SKUs with high rotation and ensure reach to lower end of the trade if given the right incentives (trade deals, margins, loyalty programs, etc). Direct reach pushes a wider range of SKUs scaling growth through trade incentives, margins, volume based deals and product education drives. b- Strategic Distributor Partnerships: Choosing the right distributor with strong capabilities and one with a portfolio that complements your portfolio is key to success. A good GT distributor requires a portfolio that encompasses a mix of fast-moving Hero SKUs (to drive volume and upselling) and high-margin SKUs (to cover distribution costs). Having exclusive distributors in GT for your business does not guarantee success and can limit penetration especially if your portfolio does not combine a mix of high volume hero SKUs and high margin SKUs. c- Disciplined Execution & Performance Tracking: Setting clear KPIs on volumes, reach, availability, and execution to drive distributor accountability is key. Regular business reviews focused on growth plans is a must. Two channels, two different approaches—but both require precision, execution excellence, and strategic management to win. The right channel strategy must be supported with differentiated format offerings for each channel, supported by the right tools (POSM, Chillers, Trays, etc) and coupled with strong brand building plans driving demand generation and salience on the path to purchase. #Nestlé #ModernGeneralTrade #RouteToMarket #ExecutionMatters #RetailStrategy

For my first 16 years in tech sales, I averaged 240K/year W2 income. In my last 4 years, I averaged 720K/year. In order to triple my income, I had to change my sales approach entirely. Here's what I changed: I started using a new approach that I now call Yo-yo selling: 🪀 Yo-yo selling emphasizes starting at the executive level, conducting thorough discovery within the organization, and then returning to the executive with a tailored business case. Like holding a yo-yo, you are constantly in communication with the Executive Sponsor and updating them as you collect information and conduct deep discovery lower down in their organization. You are literally going up and down the organization, but always taking everything back to the Executive Sponsor to surface your findings along the way. Here's a breakdown of the framework: 🎯 𝐈𝐚𝐧 𝐊𝐨𝐧𝐢𝐚𝐤’𝐬 “𝐘𝐨-𝐘𝐨 𝐒𝐞𝐥𝐥𝐢𝐧𝐠” 𝐅𝐫𝐚𝐦𝐞𝐰𝐨𝐫𝐤 This strategy involves a three-step process: 1. Start at the Top (Executive Engagement) Initiate contact with a senior executive to understand their most pressing challenges, the reasons behind the need for change, and the consequences of inaction. If your solution aligns with their needs, secure their sponsorship for further discovery within their organization. To secure the Executive Meetings, it's essential to create a tailored POV (point of view) on where you think you may be able to help them based on your initial research of their highest level goals and priorities. Chat GPT has made this research a LOT faster now. 2. Conduct In-Depth Discovery (Middle Management) Engage with department heads and key stakeholders to uncover the day-to-day challenges they face. Focus on understanding their processes, pain points, and the implications of current inefficiencies. Gather direct quotes and insights to build a comprehensive view of the organization's needs. 3. Return to the Executive (Present Findings) Compile the insights gathered into an executive summary and business case. Present this to the executive sponsor, highlighting how your solution addresses the identified challenges. Tailor your demonstration to focus solely on relevant aspects that solve their specific problems. 🚀 Why It Works 1. Accelerates Sales Cycles: Engaging executives early ensures alignment and expedites decision-making. 2. Builds Credibility: Demonstrates a deep understanding of the organization's challenges and showcases a tailored solution. 3. Facilitates Internal Buy-In: By involving various stakeholders, you ensure that the solution meets the needs of all parties, increasing the likelihood of adoption. I'm pleased to share that that Yo-yo selling was recently awarded as a Top 15 Sales Tactic of All Time by 30 Minutes to President's Club, and I received a cool plaque for entering the 30MPC Hall of Fame. Since I have no chance of entering the Hall of Fame for my baseball or golf game, this is a nice consolation prize 😁

Don’t overthink conversion. Qualified prospects only ever drop out for 3 reasons: 1. Comprehension: They don’t understand what you do 2. Urgency: They understand but don’t care 3. Trust: They get it, they care, but they don’t believe you. (And it’s always in that order.) Here’s how to diagnose and fix each of those 3 gaps: 𝗚𝗮𝗽 𝟭: 𝗖𝗼𝗺𝗽𝗿𝗲𝗵𝗲𝗻𝘀𝗶𝗼𝗻 𝗗𝗶𝗮𝗴𝗻𝗼𝘀𝗲: Show your headline to a prospect for 5 seconds. Ask them “What does that mean?” If they can’t explain it back clearly, you’ve found your problem. 𝗙𝗶𝘅: You’ve got 5 words + one image to show you understand their desired outcome. If your headline talks about your product, you’re asking them to guess. If your headline talks about their goal, you’re on the right track. 𝗚𝗮𝗽 𝟮: Urgency 𝗗𝗶𝗮𝗴𝗻𝗼𝘀𝗲: If prospects say “I’m too busy,” that means you’re not a top-3 priority. That’s an urgency problem. 𝗙𝗶𝘅: You can try simple tactics like time-limited discounts, and “problem agitation” copy that pokes at their pain. But here’s the real opportunity: Ask prospects what is on their top-3 list, and reposition or pivot to address a top 3 priority. 𝗚𝗮𝗽 𝟯: Trust 𝗗𝗶𝗮𝗴𝗻𝗼𝘀𝗲: Ask recent signups “what almost stopped you from signing up?” Their answers will reveal your trust gaps. 𝗙𝗶𝘅: It’s a mistake to view trust as an amorphous concept like “brand.” Trust is rooted in specific concerns like “What will my team think?” “Will I actually use it?” or “Are your providers vetted?” Your action plan: 1. Run the 5-second test on your headline 2. Interview prospects to discover their top 3 priorities 3. Address specific trust issues (not general “brand building”) 💡 Want the whole playbook? We’ve recorded “The 15 Minute Landing Page” workshop - I’ll drop a link to the replay in the comments. Know somebody who’s struggling with conversion? Tag ‘em 👇

Two senior sales execs told me they see a mass extinction event coming over the next five years. And they’re not wrong. For two decades, SaaS was built on growth at all costs - complex sales cycles, endless disco calls, and math magicians who could model every scenario. If you could push deals over the finish line, you had a seat at the table. But the game is changing. Buying cycles are longer, customers expect more value upfront, and deals aren’t closing like they used to. Sales executives have to do more than just forecast. They need to understand how today’s customers are operating and what it means to create value across the entire customer life cycle. Sales leaders are feeling the pressure. Some have told me they’re retiring early - they’ve made their money and don’t want to adapt. Others are resisting change, but they won’t last long. If you can’t keep up, you’re out. That’s the extinction event: a wave of sales leaders stepping down or getting replaced by those who can handle the expansion of customer expectations. Want to survive the shift? Start owning the entire customer journey. Move beyond forecasting and take responsibility for every phase of the customer experience, from initial contact to post-sale engagement. SaaS sales is becoming a continuum, not a one-time action that ends when you get a signature. Not all salespeople will adapt to that continuum, but the ones who can deliver real value will win big.