The Cold Turnkey

As a business owner your goal of selling to your customer can be enhanced by the point of sale products that you use. The point of sale is the area in which your customer comes to in order to pay for his or her items. Whether this is on the web at an ecommerce website or if it is in a retail location, the final look at what you have to offer is quite important to the customer. Point of sale products are, in fact, likely to help you to sell whatever it is that you need to if they are used correctly as marketing medium. Here are some options that you may want to consider.

Point of sale often means the cash register, the cash drawer and the receipt printer. If you are one of the many that use these aspects, making them marketing materials can help you. For example, the placement of products that you would like to get rid of near the register allows customers who haven’t spent all that they planned to to have the opportunity to spend a little more. This is quite effective when the point of sale merchandise is “marked down” or “clearance” as they know they are getting a great price on the products.

To make this effective, you should use point of sale merchandisers such as toppers for the register or attractive dispensers. Regardless of what the price is for the merchandise, just because it is there, they will look at and consider it.

Other options that you have include using your marketing dollars to present return coupons for your visitors. For example, on the back of their cash receipt is a coupon for their next visit. This will help to encourage their return in a short time period.

Whether you use point of sale merchandise, marketing materials, or even electronic options, taking advantage of the dollar at the point of sale terminal is an excellent opportunity many businesses miss.

for more information please see http://www.point-of-sale-help.co.uk

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When a request for proposal (RFP) comes in, you get excited! It’s a chance to earn income, develop more business contacts, and expand your client base. You work your little heart out in order to be thorough, compelling, and professional. Everything is in place. Your RFP is geared to show why your product or service will meet or exceed the client’s goals. With fingers crossed, you submit.

Whether through non-response, a phone call, or an email, you find out your proposal was rejected. But why? Have you ever wondered? Have you ever asked? You should!

Finding out why proposals are rejected can lead to some valuable insights that - in turn - lead to increased proposal acceptance. But how do you go about asking? Many people find this is an uncomfortable situation to approach. It’s really quite easy, if you handle it professionally.

Step One - Create a Form

Create a form or questionnaire that lists a few questions you’d like the answers to. You may want to ask:

• if the proposal itself was clear

• whether all the information the prospect needed to make a decision was included

• if the price was too high based on the services provided

• whether your product/service was flexible enough

• if any element was missing from your proposal

Don’t:

• ask to see the winning proposal

• ask which company won

These questions are too probing and will likely make your prospect feel defensive.

Step Two - Ask Permission

Ask your prospects for permission to send the questionnaire. This will give them the opportunity to refuse if they don’t care to participate.

Step Three - Send the Form

Email works best in these situations, so, if possible, send your questions via email. Your prospects will have time to think about the answers and what information to provide.

If email is not possible, send the form via postal mail. Be sure to include a postage-paid and addressed envelope.

One note: While follow-up is usually a good thing, in this case it’s not advisable. If the prospect is too busy or simply changed his/her mind about responding, let it go.

Step Four - LEARN!

When you get your responses, review them carefully. Don’t make radical adjustments based on one or two pieces of feedback. Instead, wait until you’ve collected several forms then look for trends.

If you see that most prospects are making reference to the same things, you’ll know it’s time to make some changes.

By asking a few simple questions, you can find out an enormous amount of information that can help to turn losing proposals into winning ones. Simply be professional. While no one will win every project they bid on, with some “inside information” direct from your prospects, you’ll have a much better shot at creating winning RFPs in the future.

Copyright 2005 Diane Hughes

Diane C. Hughes * ProBizTips.com

FREE Report: Amazingly Simple (Yet Super Powerful)
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A few weeks ago I was onsite at a company that had hired me
to train their sales team on how to stop using traditional selling and start using the Unlock The Game sales approach.

After one coaching session, one member of the sales team came
up to me and said, “Ari, your approach makes complete sense –
but I’m afraid I’ll lose sales if I stop being aggressive and start being passive!”

Whenever I hear a comment like that, I want to scream, because it means that the person just doesn’t yet understand that removing pressure from
the sales process doesn’t mean being passive!

But…I didn’t scream. I took a deep breath and then explained that Unlock The Game is the reverse of passive.

Rather, it’s an active attempt to create pressure-free
conversations with prospects.

However, to do that we must eliminate behaviors and language that prospects can perceive as “aggressive.”

We all know what these are — continual e-mail and voicemail “followups” in which salespeople try to pin down the status of a potential deal — is one common example.

The problem is that prospects react to aggressive, or perhaps we
should say “overaggressive” sales behaviors by withdrawing and evading us.

We could say that Unlock The Game actually takes the “middle ground” between passive and aggressive by being authentically unassuming, yet effective - and that this is the most stress-free and effective way to sell.

What do I mean?

I mean that you have to shift away from assuming that every prospect is a fit for your solution.

It’s sort of like the legal concept of “being innocent until proven guilty.”

We can’t afford to make any assumptions about “fit” until our
conversation with the prospect indicates that we’ve mutually
arrived at that conclusion.

The aggressiveness that turns off prospects sets in when you assume, every time you pick up the phone, that you have a solution for them.

Your tone of voice and language gives them that message long before they’ve even had a chance to agree that they have a problem you might be able to help them solve.

But if you can manage to find that middle ground of not assuming
anything while also communicating in a low-key, unassuming manner, you’ll discover a whole new effectiveness you could never have imagined.

Can prospects sense when you’re assuming too much?

Sure they can — because most of us have been conditioned to
present or talk about our solution as a way to engage prospects
so they’ll reveal their problems to us.

But that logic is completely flawed, because when you launch
into your solution to someone who doesn’t trust you yet, all you
do is allow them to pigeonhole you as a stereotyped “salesperson.”

So how do you make this concept of being unassuming but effective a reality?

First, learn to start conversations by focusing 100 percent on
generating discussions around prospects’ problems, rather than
pitching your solution the second you hear an opening.

Second, learn to begin those conversations by converting
the benefits of your solution into problems that your solution can solve.

Third, after you and your prospects have identified a problem or problems, you can then engage in a discussion about whether fixing those problems is a priority.

It’s only at that point that prospects have finally given you implicit permission to share your solution with them.

Jumping in with solutions prematurely will only land you back
in the trap of being perceived as “aggressive.”

With a Masters Degree in Instructional Design and over a decade of experience creating breakthrough sales strategies for global companies such as UPS and QUALCOMM, Ari Galper discovered the missing link that people who sell have been seeking for years.

His profound discovery of shifting one’s mindset to a place of
complete integrity, based on new words and phrases grounded in
sincerity, has earned him distinction as the world’s leading authority on how to build trust in the world of selling.

Leading companies such as Gateway, Clear Channel Communications,
Brother International and Fidelity National Mortgage have called on Ari to keep them on the leading edge of sales performance. Visit http://www.unlockthegame.com to get his free sales training lessons.

In my business, it has been an interesting and very busy two quarters. I’ve worked with sales managers, marketing executives, professional services practice managers, business development executives, divisional presidents, two dozen sales teams, nine VPs of Sales and directly with 29 CEOs in North America and in Europe. I’ve seen a lot of deals won and more than a few lost.

When I first meet my clients, I find that some really do not know why they have won or lost business, although often they think they do. Their answers to just a few of my questions provides me with a pretty good idea of where to dig in more deeply. (Note: For me to perform a comprehensive diagnosis and provide appropriate recommendations for improvement, a formal win/loss analysis is required.)

In order to help you diagnose why you may have lost one or more deals, I am sharing with you in Letterman-style reverse order, the top ten reasons that salespeople (generally those employed by my clients’ competitors) got outsold during the first part of 2003:

• #10. They are depending on capabilities of their product or service to win. This is a prevalent cause of losing. Deals have been lost this way for years and will continue to be lost in the future, unless salespeople begin to understand the critical trap they are stepping into if they assume this strategy. I don’t know of too many companies these days that truly have a unique enough product or service that they can depend on that offering to win. And even if they do have that truly unique product, it doesn’t take a desperate competitor very long to convey to their market that they have greater capability and a lower price. Once that happens, you’re in a capabilities “beauty contest” and your product or service is destined to be considered just a commodity. Winners differentiate their product or service in ways that convey value to executives while protecting that value proposition from attack–and they don’t count on their demo or presentation to be the ultimate death knell to their competition.

• #9. They’re afraid. Unfortunately a lot of salespeople have been using the down economy and resultant changes in customer buying patterns as an excuse for not selling. They are afraid to get out of their comfort zones and assume a position of strength–to be more persistent, to negotiate for access to the real buyer and to be more persuasive. Unfortunately, they’re coasting, using headlines in the Wall Street Journal as justification for a lack of activity and productivity.

• #8. They don’t know who their competition is. More often than you would believe salespeople plod along in a sales campaign without knowing whom they are competing against. It could be an incumbent, no decision, an internal corporate department (such as IT) or pressure to fund another initiative or project within their prospect’s company. Other times, sales people who get outsold simply don’t know anything about that person who is in contention for the same piece of business–not their name, how they sell, to whom they sell, whether they are new at the job or highly experienced or what that person is likely to do to win the business. That’s selling blind.

• #7. They’re not flexible enough to meet customer/client budget and risk requirements. Companies are holding back on capital expenditures, cutting expenses, slowing down or delaying initiatives (and always looking for ways to raise the top line). Their holding back means fewer and smaller sales for us. I’m not suggesting discounting as a primary strategy here. What I have observed again and again is that vendors who are willing to adapt– and I mean really adapt–their typical terms and conditions of sale to their customers’ requirements (for example payment schedules and phase-in approaches) are much more likely to win business. Software companies are renting software. Consulting firms are agreeing to shared risk contracts with performance bonds. Is your company ready, willing and able to adapt?

• #6. They depended on ’80s or ’90s sales strategies, tactics and skills to win. Attending a two- or three-day class and learning about selling skills that worked five or ten years ago just isn’t going to do it for you today. Think about it: All your competitors have taken the same classes, from pretty much the same instructors. I see the same training programs listed on scores of resumes that come across my desk. Where’s the competitive advantage for those reps?

The big name training companies have done a terrific job over the years growing their own businesses, but many of them differentiate themselves through complexity of approach and related account planning tools. That’s one of the reasons so few sales people use the very process they’ve been trained in. They are just too difficult and time consuming to use. I know. I get called in to pick up the pieces and get the sales teams back on track. And no matter what those training vendors represent, they can’t possibly be flexible enough to keep you informed about what it takes to win today. Not with shrink-wrapped programs and teams of trainers who have to be re-trained and re-certified every time a change is implemented…

• #5. They depended too much on relationships. One of my clients, who is the CEO of his company, said recently, “Relationship selling isn’t enough anymore. If you can’t prove the value, all you’ll get from the person you’ve built a relationship with is an empathetic rejection, rather than a dispassionate one.” Sure you need relationships with key buyers and influencers, but if the business case isn’t there, there is often little they can do to help you win. After all, the CIO still has to go to the CFO or CEO to justify the investment he or she is looking to make, especially now in publicly-held corporations since the Sarbanes-Oxley Act was passed last year. If all the answers to the inevitable tough questions aren’t right for the executives, who have learned a whole new definition of the word “accountability,” then no sale.

• #4. They failed to build a trusting win-win relationship with an influential ally. I said in #5 that you can’t depend on relationship selling the way you once could. However, we do need allies in our accounts that can provide us with unwritten decision criteria, competitors’ strategies and tactics, and to sell for us when we aren’t there. These days with rules and purchasing organizations restricting communication with suppliers, recruiting and building trust with allies is more difficult than ever before and for that reason, more important than ever before.

• #3. They didn’t have a plan to win. What was once a straightforward, short sales cycle two years ago is now often drawn-out and complex, and maybe for a lot fewer dollars. What was a complex sale two years ago is now beyond the capabilities of even the best salesreps to plan for and manage by the seat of their pants. I’m working with companies who are pursuing deals worth hundreds of millions of dollars and although the sales teams are filling out the colored sheets, or the deal tracking software, they don’t have a comprehensive, competitive plan to win.
They’ve filled in the boxes in the plan, but haven’t done the planning.

• #2. They counted on unqualified business. Salespeople really don’t lose these opportunities. They never had a chance to win them to begin with. As I’ve said many times before, the buying environment has changed so much that new degrees of rigor are required to qualify and re-qualify opportunities. When a sales VP tells me his team lost a deal because they couldn’t (or wouldn’t) meet a competitor’s price, it takes me a while to convince them that the deal wasn’t lost at all. It was just never a viable deal.

• And the #1 reason sales people get outsold is…

They didn’t have all the skills and traits required to win. When I work with my clients, I collaborate with management in building a specific profile of skills and personal traits that are absolutely required for their salespeople to win for that company, in that market, at that time, selling that product or service to the appropriate level of buyer. The profile is used for hiring as well as sales development. What has become apparent to me is that the skill levels and behaviors required for sales success in today’s selling environment are different from what they were even as recently as two years ago. Sales professionals (and their managers) whose everyday behaviors map to the profile win. Those who don’t invariably lose. And by the way, I see many salespeople who had the right skills but due to complacency or neglect, fail to use them habitually. A bit of coaching can generally bring them back on track.

I coach sales teams to be more effective no matter what sales process or methodology they use or have been trained in. To learn more about these subjects, read my book, take my downloadable training program and/or let my office know if you’d like to have a discussion on the subject.

Before founding The Stein Advantage, Inc. in 1997, Dave Stein spent more than 20 years employed in a diversity of executive sales and marketing roles for corporations worldwide. Dave consultants with, coaches, speaks and trains on competitive selling strategies, helps companies to strategize specific, complex opportunities, organize a sales organization, present and position themselves with analysts in the best possible light, as well as to recruit and hire the best sales reps. He is the author of the Amazon best selling business book: How Winners Sell: 21 Proven Strategies to Outsell Your Competition & Win the Big Sale, Dearborn Trade Press, May 2004. For more info: http://www.HowWinnersSell.com or contact his office at viv@HowWinnersSell.com or call (845) 621-4100.

Cash In Drawer Limits

Restaurant point of sale systems have loads of features that POS salespeople love to talk about. Some are glamorous, others are flashy and some are unique to their product. When showing off these new and fancy features too often these salespeople forget about the basics and why cash registers were invented in the first place.

Preventing theft. That is the purpose of a cash register. Ringing up items and safely storing cash if the fundamental philosophy that created a now multi-billion dollar industry known as the Point of Sale Industry.

Why then are so many point of sale companies, software manufacturers and POS salespeople forgetting about the fundamental principles that are still valid in today’s business environment? The answer eludes and frustrates me because valuable profits are being lost by not utilizing these basic and important features.

This is a series of articles about the fundamental features that every business should be using to stop employee theft, increase sales and increase profits.

->Cash In Drawer (CID) Limit<-

This feature has been around since I started in the cash register business some 25+ years ago. I haven’t heard POS salespeople talk about this for over a decade and if it isn’t being used in your business you are opening yourself up for theft and possibly armed robbery of your business.

All cash registers and point of sale systems track sales and tenders. They all know how much money, checks, gift cards, credit cards and other forms of payment are in each cash drawer/till.

Most cash registers and a few point of sale software companies have the ability to set a limit on how much cash should be in each cash drawer/till. When this limit is reached the cashier is notified and then can notify management to do a cash pull from the drawer. Some systems go as far as sending a message via pager/cell phone alerting management that a cash drawer/till is over the cash limit.

Management can then go to the drawer, pull out an amount of cash, count it and enter the amount removed as a cash pull. This amount is then removed from the cash in drawer amount and lowers the overall cashier responsibility.

Do not forget that every time the cash drawer/till is opened all the cash is exposed to view and to the temptation of everyone. Not only does the money become accessible to your cashier, it is also accessible to long-armed customers who have been known to reach across when the cashier was not looking.

What could be even worse is the fact that when the cash drawer/till is open potential robbers are able to estimate and determine if your operation is worth returning for a full-scale robbery.

Cashiers like this feature in that it reduces the amount of cash they are responsible for as the cash removed is deducted from their overall cash responsibility. Cashiers also like the fact that if there is less cash in the drawer they are less apt to have a gun shoved in their face during a robbery.

Owners like this feature in that it reduces the temptation to remove money from the cash drawer/till through employee theft or through robbery.

If you are an owner, wouldn’t you like keeping more of the money in your cash drawer/till for yourself? Wouldn’t you like to reduce the chance/temptation of an armed robbery? This old-time cash register feature now found in some point of sale systems could be the exact answer to your needs.

Check your current point of sale system to see if the cash in drawer feature is even offered. If you are looking at a new point of sale system you should make sure that the cash in drawer feature is offered.

Don’t let technology dazzle you to the point that you forget about the basics features that you need to stop theft and increase profits. Those features that have been around for decades are still valid today.

Cash in drawer limits were considered an important part of any cash register and point of sale system for many years. The reason for the feature and the need to keep your cash safe never went away. Stopping theft is still a critical aspect of any point of sale system. That being the case, why should you settle for anything less than your business needs? Don’t settle for less. Demand the cash in drawer feature.

1. Publish testimonials for your free stuff. It would increase their value and if they’re viral marketing tools, you’ll have more people giving them away.

2. Give your visitors a good time so they will visit your web site again. Use a few jokes, humorous graphics and funny stories.

3. Make money from web sites that don’t have an affiliate program, by doing a joint venture. Set up the affiliate program through a third party for them.

4. Build rapport with your potential customers by teaching them something new. Provide them with free ebooks, articles, tips, courses, etc.

5. Allow your visitors to collect things from your web site so they will stop back again and again. It could be a series of software, ebooks or articles.

6. Keep each page of your web site consistent or similar. Use similar text fonts, colors, graphics and background on every page.

7. Build a popular directory of freebies. It will draw tons of traffic to your web site and you can request that submitters place your link on their web site.

8. Create traffic generators that people can add to their site without doing all the work. It can be an article directory, freebie directory, web tool, etc.

9. Challenge your visitors to buy your product or service. People love a good challenge. Tell them if they can find a flaw you’ll give them a refund.

10. Form a strategic alliance with other related but non-competing businesses. You’ll be able to beat your competition by selling to a larger audience.

Focus on a Trade, Not a Discount

Smart buyers will always ask for a better price. Unfortunately, too many sales people and business owners automatically think that reducing their price is the most effective way to respond to this request.

However, negotiating is not always about price. Although price is a factor in virtually every sale it is not usually the primary or motivating factor. Everything you say and do from the first contact with a prospect affects the value of your product or service in their mind. That’s why I believe it is important to look at the negotiating process differently in order to achieve better results.

First of all, invest time gathering information about your prospective customer, his needs, situation, and buying motives. The more information you have the more prepared you will be to negotiate later in the sales process. Regardless of what you sell, and to whom, information will help you negotiate more effectively. Many of my clients tell me that their customers care only about price, but upon further exploration, other issues usually arise. Uncovering the key issues your customer is facing is critical to your negotiating success.

The second most important step is to establish the value of your product or service to your customer. Positioning is an important factor and will affect the price your customer is willing to pay. What pain does your product or service eliminate? How does it solve a problem they are experiencing? How do your products and service differ from your competitors? Most of my clients sell premium products at a premium price. In exchange, their customers receive better than average service, faster response times, or higher quality products. What is your leverage and how can you use it to increase the value of what you sell?

You have executed the above steps but price is still an issue for your customer. What do you do now? Instead of conceding to their request and giving them a discount, focus on creating a trade. This means you should ask for something in exchange for making a concession. What can you trade or ask for? Almost anything!

A longer contract, a bigger order, more add-on items, an introduction to another key decision-maker in the company, access to their mailing list or client database, or payment terms. You can negotiate for products and services that the other person or company offers such as consulting, office equipment, computers, furniture, business services, etc. I once worked for an electronics company and my boss offered a big-screen as payment for services to a potential vendor. I was shocked when the vendor eagerly accepted because I always had the impression that business people focused strictly on cash.

Here are a few ways you can effectively position this request.

“If I could do that price for you would you be willing to extend the length of the contract for an additional three months?”

“If I could work that out would you be prepared to give me advertising space?”

“The only way I could give you that is if you add one more line of products.”

“Let’s put that aside for the time being. Would you be able to give a similar amount of…in exchange for that concession?”

The key here is to think outside the box and explore other options available to you.

I recall speaking to a prospective client about a training workshop and was asked to make a concession that amounted to a fifteen percent discount. I was not comfortable with this so I asked my prospect if he would be willing to give me a comparable amount of his product instead. He did not have the authority to make such a decision but spoke to someone who did. My request was eventually denied so my client conceded to my initial offer.

Another effective approach is to make the concession but take something away from the initial offer. For example, you could say, “I can do that. However, I will have to charge you for…” or “I can do that. Do you want free delivery or after-hours service taken out of the contract?”

Most people will expect you to keep all the conditions “as is” but they will want the lower price. By demonstrating how much the concession is worth you can reduce the effectiveness of their request.

Finally, another strategy is to always ask for something in return for making a concession even if you don’t need it. I have been surprised how many times I have gotten something extra simply by asking. Plus, it often prevents the other person from asking for an additional concession because they know you will ask for something in return.

Remember, your ultimate goal is to give away as little as possible in order to close the sale. Every time you discount your product or service you discount yourself and eat away your profits.

© Copyright 2004 Kelley Robertson

Alot of unfortunate people who experienced durom cup recall applied in their hip cup replacement surgical processes are discovering that there are negative effects that far exceed the conventional expectations for recovery. These patients are experiencing a lot of additional pain sensation for lengthier periods of time, expecting revision surgeries and enlarged medical expenses, and losing revenue by not being able to work at their normal businesses. Although Zimmer Holdings, Inc. is postulating that that their hip replacement implant could never be malfunctioning and have basically denied blame for the faulty surgical procedures, numerous individuals are filing lawsuits against them and encountering settlements.

In October, 2008 Zimmer declared that it had set-aside $47.5 million to pay for claims filed against them. Many docs have some issues that the hip implant device is is not the issue like the company has stated. In Point Of Fact, when Zimmer extended on-line training to MD’s in order to teach them what was supposedly more precise methods for doing the implant surgery, roughly 1/2 of the doctors refused to participate. Hence, the entire state of affairs proceeds to be irritating for all parties involved, but none more than the hundreds of patients who are facing revision surgical procedure because of the issues with their implant experiencing failures.

These annoyed unfortunate people definitely merit some assistance and restitution which is why product liability attorneys are suggesting and telling them to file lawsuits. zimmer durom cup hip implant lawyers has been paying out of court for some of these claims. However, even if the payoff they are being offered seems like a fair amount, in numerous cases patients are resolving too fast and with no provision or allowance put in place for ongoing troubles if pain returns. If they don’t hold off and wait, to find out what cases are actually going to be worth, individuals could find themselves ending up paying alot more money out of their own funds when further complications return.

If your orthopedic surgeon breaks the news that will have to have a revision operation to repair your Zimmer Durom hip replacement device, get in touch with an lawyer right now.

Once your attorney determines that you have a case, be prepared to stick it out for awhile in order to get the very best settlement you can possibly get. Take the advice your attorney provides for you and do not rush the process including the restitution. You may end up losing a lot of money if you arent willing to be patient.

Abe Lincoln said if he had five hours to fell a tree he’d invest four of them in sharpening his axe.

Had he been a salesperson, given those same five hours, he’d develop and refine his prospecting list for four hours and do one hour of contact work.

Qualifying our potential customers is one of the main activities in which sellers engage, and for good reason. If we invest time with the wrong prospects:

(1) That time is utterly wasted. It can’t even be chalked up to “practice,” because practicing before fools is, well, foolish.

(2) It degrades our attitudes. When I pitch the wrong people, and by that I mean people who cannot buy or that definitely do not want or need to buy, I kick myself, knowing that I’ve needlessly exerted myself. Moreover, I’ve prostrated myself before losers, and that doesn’t feel good.

(3) Pitching the wrong people keeps us from finding and pitching the right ones.

Who then is a qualified buyer?

A qualified buyer is someone who is capable of saying:

(1) I have a need, and it’s important that I address it;

(2) I have the authority, the freedom, and the money to buy right now; and

(3) I’m willing to give you a fair chance to earn my business.

People without needs, or at least wants, are not qualified. They have no motivation to buy.

People who are not in positions of responsibility, and especially who aren’t in pain, that are quite happy with the current state of things, are not qualified.

For example, I sell customer service training and improvement programs. Most front-line service reps and their managers are not qualified to buy because they’re happy repeating and defending the status quo. They don’t want to change, and they resist change, so they’re precisely the wrong people to pitch, though, technically, they are close to the work I’ll be impacting.

Likewise, is a sales manager going to invite me to redesign his job, or to critique how he’s doing it?

Do your prospects have money, can they get it fast if they don’t, and can they freely spend or invest it?

If not, they’re not qualified.

You see where I’m going with this.

FEW people ARE qualified! Some are influencers, but they’re not deciders. In my experience, most influencers feel safer saying no to the new, than they do by embracing it.

Don’t bark up the wrong trees. Be like Lincoln, and sharpen your tools and your focus, and after doing so, go forth and sell!