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Confessions of an Ex-Software Salesman

A newly available e-book dishes the dirt on software salespeople to help construction business owners make smarter software decisions. The book, "Confessions of an Ex-Enterprise Salesperson: What I Really Meant When I Said: ____," is available for free download at RentalMetrics.com. The author, former enterprise salesman Doug Mitchell, is the founder and president of RentalMetrics, a subscripti...

August 18, 2008

A newly available e-book dishes the dirt on software salespeople to help construction business owners make smarter software decisions. The book, "Confessions of an Ex-Enterprise Salesperson: What I Really Meant When I Said: ____," is available for free download at RentalMetrics.com.

The author, former enterprise salesman Doug Mitchell, is the founder and president of RentalMetrics, a subscription-based consulting service operating online. Professionals in the construction rental industry subscribe to the service to research GPS and other technology solutions, deploy those solutions within their companies and calculate the technology's ROI.

In addition to dispelling technology myths and decoding software sales speak, the e-book offers a list of questions software buyers should ask their salespeople.

"Salespeople who come into contact with 'Confessions' readers will be shocked at the probing questions they're getting," said Mitchell. According to Mitchell, downloading and reading the e-book takes less than 30 minutes, and it is available at no cost. "The list of questions is the real goldmine here," said "Confessions" reader Will Herman, corporate director of four technology companies. "This book helps the buyer unmask the salesperson and avoid expensive pitfalls."

The e-book is available at www.rentalmetrics.com.

 

Excerpt from "Confessions ..."

Enterprise software is sold, not bought. The key is having enough of what matters to "the target" to build a case for saying yes.

I told a few targets my product was not for them. But for the most part, I was certain that if I stayed in the mix long enough, I'd convince the target mine was the perfect solution.

Don't get me wrong, I really did have my eye on what was best for the prospect, but I needed to grow my business, too. (Our company didn't grow 60 percent per year by sending buyers to the competition's sales team.)

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