Sales Proposals

How to Select RFP Response Software

2004-11-23T07:51:00.000-05:00

If you respond to RFPs on a regular basis, then you know how time consuming, tedious, and unruly it can be. So to improve the process and make it more manageable, many firms have automated the RFP response process with RFP response automation software. RFP software makes the process of responding to RFPs faster, more accurate, and in general, more manageable.

The basic idea behind RFP Automation software is simple; once you answer a question once, you should never have to answer the same question again. As a result, every RFP response tool is built on some kind of database that allows you to store answers to questions, then later retrieve your answers.

Selecting RFP Software
Everyone's situation is different so there is no one RFP software tool or feature that satisfies all requirements. In general, though, there are three basic things you should look for when selecting RFP software; ease of use, project management and collaboration functionality, and compliance matrix functionality.

1. Ease of Use
RFP software should facilitate the RFP response process, not get in the way. So finding software that's easy to use is important.

Unfortunately, there's a lot of confusion in the RFP software industry about what it means to be easy to use. For example, one RFP vendor argues that RFP software built within MS Word is easier to use because most of us already know how to use MS Word. But this is an invalid argument. Building an RFP software product within Microsoft Word may result in a short learning curve because most of us already know MS Word, but it doesn't necessarily make the RFP software easier to use. Put bluntly, quick-to-learn doesn't always mean easy-to-use.

When you evaluate the ease of use of a particular RFP software tool, establish a variety of criteria to help you make your selection. Here are a few evaluation criteria to consider.

How easy is it to import new RFPs into the software?
How easy is it to assign questions to team members?
How easy is it to track the progress of team members?
How easy is it to build a compliance matrix?
How easy is it to retrieve answers that are stored in the database?
How easy is it to maintain content that is stored in the database?

2. Project Management & Collaboration

There are basically two types of RFP software tools on the market today; those built in or around a word processor such as Microsoft Word, and those that are built to emphasize project management functionality. The RFP software tool you choose depends on your requirements.

A word processor-based tool is just that--it is built in a word processor, but it uses scripts to make it look like an independent or unique RFP software program. This kind of tool can work well if you only have one person responding to RFPs. Though some vendors have tried to make it work in a multi-user environment--with varying success--the problem is that a word processor is still inherently a single user system. Different users can't easily work on the same RFP response concurrently. This approach is clunky, and it doesn't provide the RFP manager with an accurate idea of how other team members are progressing on the project.

If you are responding to RFPs in a multi-user environment, you may need multi-user RFP software that emphasizes project management functionality. At a minimum, you should be able to do the following:

Allow concurrent collaboration on the same document
Assign questions to content experts
Track the progress that each content expert is making in answering his or her questions
Set custom due dates for different team members

3. Compliance Matrix

A compliance matrix is a table that you insert at the beginning of your RFP response. Its purpose is to summarize your answers so the person reviewing your RFP response can see, at a glance, how well your product satisfies the requirements of the proposal. Not all RFP software tools offer a compliance matrix, but for those that do, it represents a competitive advantage.

The advantage of using a compliance matrix is that the customer can review your response quickly and easily. Since you are making it easier for them, your response will typically be the first one they review. Put bluntly, this means you will be setting the standard by which the other RFP responses are evaluated, and that's a good thing.

There are many different kinds of sales force automation software tools, but few that offer the immediate impact and long term productivity gains that you find with RFP software. Just make sure that the RFP software you select offers the ease of use and functionality that you need.

Dave Seibert
President
The Seibert Group, Inc.
http://www.persuasionselling.com
dseibert@persuasionselling.com
513-598-4647

Legal Precautions When Writing Proposals

2004-11-15T09:54:00.000-05:00

At the end of radio commercials that offer spectacular savings or promotional offers, it is typical for a radio announcer to blast through two paragraphs worth of legal ramblings in about ten seconds. They do this because they want to put some limitations and structure to the offer that they make. We need to take some of the same precautions when we write proposals.

Business Law 101
I’m no lawyer, so the legal advice that you get from me is worth the paper it is printed on. Still, there are a few basic concepts that all proposal writers should know about contract law. The most fundamental of these concepts is how a contract is made.

To make a legally binding contract, two things have to happen. First, one party has to make an offer. Second, the other party has to accept the offer. When this happens, you have a contract. This is overly simplified, of course. There are exceptions, stipulations, and conditions that may apply. For example, in some circumstances—real estate in particular—a contract cannot exist unless it is written. Basically, though, making a contract is no more difficult than what is described above.

The reason that you need to understand this is because, depending on how you write it, a proposal could be construed as a legal offer. That’s fine, of course, as long as you mean for it to be a legal offer. But if it is construed as a legal offer, and someone accepts your offer, you had better be able to deliver everything you promised in the proposal. This can be a problem if in your zeal to make a sale you inadvertently make a promise or guarantee that you can’t deliver.

Say, for example, that you make the claim that the CopyMaster 2000 will make the buyer’s office run so efficiently that it will increase sales. It’s an innocent statement; you’re just trying to communicate that the copier runs so well and so efficiently that they’ll have extra time in the day to focus on selling. But suppose that your customer actually buys it thinking it will increase their sales. If their sales go up, you’re in great shape. If sales go down, though, you could be in a pickle. The point is that you need to be careful what you say in a proposal because someone may hold you to your word.

“This Offer is Valid Through…”
Next to promising something that you can’t deliver, one of the most disheartening things that you’ll ever experience as a salesperson is to have a customer show up wanting to buy something based on pricing that is years old. Think it’s never happened? Think again, and here’s why.
From a legal perspective, once you make an offer, that offer is valid until someone accepts it or you retract it. In other words, if someone accepts your offer, then like it or not, you just entered into a contract. You can argue, but if they choose to, they can take you to court. This is precisely why price lists includes verbiage that say something along the lines of, “this pricing is subject to change without notice.”

So if you or one of your salespeople writes a proposal, but doesn’t include language that says something like, “this proposal is valid through June 12, 2003 ”, then that proposal is hanging out there indefinitely.

The point of this section is to help you understand that if you aren’t careful what you say, you could increase your liability beyond what you intend. And that’s no fun. Trust me on this one; I’ve been there.

Finding the Right Balance
Sometimes it can be a challenge to find the right balance between covering yourself legally and saying what you need to say to make the sale. After all, a sales proposal is primarily a sales document, not a legal document. It is intended to sell something, not document every last term of the deal. On the other hand, it is a document with legal implications; if you pay no attention to how it is written, you could be obligating yourself to provide something that you can’t deliver—or can’t afford to deliver.

The way I like to handle this is by doing two things. First, be very careful what you write in the body of the proposal, then have someone else review it just to make sure you aren’t promising more than you can deliver. Most salespeople don’t intentionally make things up, but in our exuberance about what we’re selling, we are sometimes known to stretch the truth. In a proposal, though, accuracy matters, so tone down your exuberance and paint a clear and accurate picture.

Second—and this is the most important—attach your contract at the end of the proposal, then include language in your proposal that says something like this:

"To accept this proposal, sign the attached agreement and return it to us by August 7, 2004."

Doing it this way, you are basically saying, “If you want to accept this offer, then there is only one way to do it, by signing the attached agreement.” So in other words, you’re doing exactly what those commercials are doing—you’re putting stipulations and conditions on the offer.

Organizing your proposal this way solves a number of problems, and offers a number of advantages. First, since your attorney drafts the agreement, you can be reasonably sure the agreement doesn’t promise anything that you can’t deliver.

Second, most agreements include an Entire Agreement clause that says something like this: “this agreement is the entire agreement, and anything else we said or promised before this doesn’t count.” So if in your exuberance to sell your product or service you promise something in your proposal that could be misinterpreted, then you’re better covered than you otherwise would be because your contract says, “unless it is in the contract, it isn’t a part of this deal.”

Third, the statement clearly says that the offer is only valid through a certain date, so no one is going to be able to come back three years from now and expect you to honor pricing that is three years old.

Your Contract
The contract that you use should not be an integrated part of your proposal; rather, it should be attached to the back of your proposal in its own Appendix section. The biggest reason for attaching a contract rather than integrating the contract into the proposal is that having a contract in the body of your proposal will detract from the argument that you are building.

If you have a contract, great. If you don’t have a contract, though, you don’t necessarily need one. A simple letter of agreement that the customer has to sign will often do the trick just as well. Of course, that’s between you and your lawyer to decide.

Get Your Own Attorney
Here comes the disclaimer. To get the full effect, you have to read it very quickly like they do at the end of those radio commercials. Ready? Take a deep breath…now read!

Remember that I am a proposal writer, not a lawyer. Whenever you deal with anything that involves contracts, you should be speaking with a lawyer who understands that you are developing a sales document that has legal implications. This does not mean you should allow your attorney to turn your sales proposal in to a contract, but it does mean you should be working with a trained legal professional who can help you make an informed decision about the best way for you to approach proposals and contracting.

Dave Seibert
President
The Seibert Group, Inc.
http://www.persuasionselling.com
dseibert@persuasionselling.com
513-598-4647

How to Write a Proposal Cover Letter

2004-11-15T09:36:00.000-05:00

You should always include a cover letter when you send a proposal. It’s good business etiquette, it’s polite, and there’s no reason not to.

With this said, though, don’t go overboard. One of the mistakes that many proposal writers have made, me included, is to try and summarize the proposal in the letter. The problem with this is that I’ve already summarized the proposal in the executive summary. Why do it again?

Purpose of a Cover Letter
The purpose of the cover letter is to introduce the proposal. It accompanies the proposal when you deliver it to the customer, but it isn’t part of the proposal. In fact, the proposal and the cover letter have two different audiences. A proposal is from you to all the people in the customer’s organization who are involved in making the purchase decision. The cover letter, in contrast, is between you and the person who has been your main contact.

Therefore, the cover letter should be a personal note between you and the other person with whom you’ve been working. Certainly, there is a lot more you could put into it if you want to, but resist the temptation. You’ll gain nothing by it. In fact, you probably do little more than increase the length, and that will do little more than increase the likelihood that it won’t be read.

In general, there are two types of cover letters that you could write; one that is complementary and personal, and the other that is more formal, but still personal.

Cover Letter Type 1:Complimentary and Personal
Wherever possible, write your cover letter so it is complimentary and personal. In this type of letter, I thank the person I’ve been working with for the time they’ve taken with me. If she’s been very helpful, I make a special point to tell her how helpful she’s been. If he has helped to improve the solution I’m proposing, I go out of my way to tell him how he’s benefited his organization.

Figure 1 . Cover Letter Example: Complimentary and Personal

Dear Debbie:

Enclosed is the proposal I promised you, titled: Improving Office Productivity by Using Fast, Dependable Copiers.

I also want to take this opportunity to thank you for all your help. Designing a suitable solution for ACME Coffee Cups required that I become familiar with your products and your industry. Since I didn’t have much background in your industry, this represented a challenge. As a result, your help and guidance proved to be invaluable. Indeed, because of your tutelage, I was able to build a solution from a position of knowledge. Ultimately, this resulted in a better, more cost effective solution for your organization.

I will call you next week to discuss this proposal. As always, please don’t hesitate to call me if you have questions or if I can be of further assistance.
I hope we can continue working together into the future.

Sincerely,
Sam Seller

I send a cover letter like this for two reasons. First, I send it because it’s the right thing to do. We don’t spend enough time in this world thanking people—sincerely—for what they do. Second, I send a personal note like this because it is more persuasive than the typical, boring cover letter that says, “here’s my proposal, please read it.”

Research shows that if you compliment someone, then they feel compelled to return the compliment. If you do a favor for them, then they feel compelled to return the favor. The research is clear, unambiguous, and irrefutable; do something nice, and people feel compelled to do something nice in return.

Sometimes, the favor you get in return is comparable to the favor you gave, but sometimes, it is much more. Say, for example, that I send you a jam, jelly, and cheese basket at the holidays. You immediately think about what a nice thing that it was for me to do, and admit it or not, you want to do something nice in return. You may not send me a gift basket, and you probably won’t award me the contract if I’m not qualified or if my price is too high. However, if I'm qualified, and my bid is among the leading contenders, who are you going to argue should win the business? Your old buddy that keeps you stocked in jam, jelly, and cheese, that’s who.

Right now, there are two groups of people reading this who are having strikingly different reactions; those who are offended at the idea of giving a complement to receive a favor, and those who see an opportunity. The first group is thinking that this sounds like a really seedy way to persuade people. The opportunistic group is thinking, “if this is so effective, why don’t I just stop advertising and send out gift baskets to everyone, instead?” Both groups are missing the point.

In regards to this being a seedy approach, nothing could be further from the truth. We teach our kids that they can catch more flies with honey than with vinegar, don’t we? Basically, we’re just teaching them to be nice to other people. We’re teaching them that if someone does something nice for them, that they should say thank you. This is no different. I am not advocating that you make up a fake complement or thank someone for something that he or she really didn’t do, only that you acknowledge someone else’s efforts.

In regards to the opportunistic group—don’t fire your advertising agency just yet. This principle—formally referred to as reciprocation—has already been beaten to death by advertisers and non-profits. One of the greatest examples is when you get address labels, typically around the holidays, from a non-profit organization. There’s no obligation to pay for the address labels, of course, it’s just a gift. In reality though, an obligation is created, if only in the mind of the recipient. The recipient of such a gift feels obligated to return the favor, and more often than not, will send a check.

Understand this: within business to business selling, reciprocation works best within the context of an established relationship in which the recipient is open to the gesture. So before you try to use this approach to your advantage, you have to take two tests; the morality test and the reality test.

Morality Test
On my first professional sales job, I was given a couple sales brochures and a telephone, and was told to sit down and start dialing. Amazingly, it didn’t take long until I got hold of a guy who was interested in what I was selling. Almost predictably, given my minimal level of training, he asked a question to which I didn’t know the answer, so I put him on hold and ran to the next office to ask a more senior associate.

“I’ve got this guy on the phone and he’s interested in this product, but he wants to know this…”, and I spelled out the guy’s question.

My associate never faltered: “Tell him yes, it does that.”

“It does?” I replied, kind of surprised.

“I don’t know”, came the quick response, “but we’ll find out later.”

My first business-to-business sales job, almost my first day, and here was a senior sales rep advocating that I lie. It was a dilemma. I wanted to fit in, to be a team player, but I didn’t want to lie. Ultimately, the course of action was clear to me. I told the customer I didn’t have an answer but I would find out. I ended up calling him back later after I knew the facts.

I’ve always remembered this one incident because it’s become a moral compass for me. It wasn’t a huge issue with big implications. I could have lied and kept the conversation going. Then if I found out later that I was wrong, I could have called him back and admitted I was wrong. No great damage done, right? Not to that customer, perhaps, but certainly to my integrity.

The point is this; when it comes to issues of right and wrong, the big issues are easy to handle because they’re so clear. It’s the small ones where we’re tested.

So getting back to the cover letter discussion, it is a good thing to say something nice to someone who deserves it—and get the benefit of reciprocation. However, only you can decide whether to complement someone for something they didn’t do, or didn’t do well, just so you can send a complementary letter that earns you extra favor. Personally, I think it amounts to lying.

Reality Test
Have you ever gotten a greeting card or birthday card or something else from someone you don’t particularly like or care to be around? Don’t you hate it? You hate it because now you feel compelled to at least acknowledge the gesture. You might even feel compelled to return the favor. If it’s someone you like, that’s one thing. But if it’s someone you don’t particularly care for, it’s a bummer.

Speaking of jam, jelly, and cheese baskets, I was once getting ready to fire a firm that was doing work for us. It was around the holidays. The very day I was going to call the president of the firm to tell him of the change, I received a jam, jelly, and cheese basket—via courier—from the president, himself. What incredible timing! Now if I call him to fire them, I feel like a jerk. The basket worked, sure enough; it kept me from firing them for a month. But it inspired ill will, too. Indeed, it made me angry because now I felt like I had to wait a little while before I could fire them. I know, I know—I shouldn’t have let that influence what I was going to do. But hey, I’m human, too, and like most humans, stuff like this does affect me. It didn’t change my decision, it just slowed it down.

Now turn it around. If you send a complimentary cover letter to someone who you’ve worked with, built a relationship with, and who deserves it, the sentiment you express will probably be well received. However, if you send a complimentary cover letter to someone who hasn’t been particularly helpful or who doesn’t deserve it, what’s going to happen? They’ll raise their eyebrows and then scowl with skepticism as they read then reread your letter. Ultimately, they’ll dismiss it offhandedly saying, “I wonder what he wants?” It won’t have the desired effect.

That’s the reality test. If you’re working with a customer, and you can’t pass both the morality and reality test, then forget letter type one and move on to letter type two.

Cover Letter Type 2: Formal But Still Personal
In general, I believe strongly that a complementary letter is better than a canned, boring cover letter. But for all the reasons discussed in the previous section, sometimes you shouldn’t send a complementary note. Sometimes, it makes much more sense to send a letter that is more formal. It’s still a personal note between two people, it’s just more formal than the previously described complementary letter.

Figure 2 . Cover Letter Example: Formal and Personal

Dear Ms. Buyer:

I enjoyed speaking with you about your proposal project.

Attached is a sales proposal that describes our writing service called the Sales Proposal Quick Start Package. The Sales Proposal Quick Start Package is well suited to organizations, like ACME Coffee Cups, who want a well-written and persuasive sales proposal at a reasonable price. It is also ideal for organizations who want to develop their own sales proposal, but need a well-written, well-structured sales proposal as a place to start.

I look forward to working with you on this worthwhile project. I will contact you in a couple days to answer any questions you may have. In the meantime, please do not hesitate to call me if I can be of further assistance. I can be reached at 123-456-7890.

Sincerely,
Sam Seller

This letter serves the purpose well. It’s long enough to accomplish your goal; introducing your proposal. But it’s short enough that it will be read. Sure, it isn’t as fancy or influential as the previous letter, but it is entirely appropriate for the circumstances.

The bottom line is this; you should include a cover letter whenever you send a proposal, but don't over think it. Keep it personal--between you and the person you're sending it to--but keep it appropriate for your relationship. This increases the effectiveness of your letter. It also saves you a lot of time that you can spend writing your proposal.

Happy selling!

Dave Seibert
President
The Seibert Group, Inc.
http://www.persuasionselling.com
dseibert@persuasionselling.com
513-598-4647

Common Proposal Writing Mistakes

2004-11-15T09:27:00.000-05:00

When I teach a proposal writing class or deliver a proposal writing seminar, I almost always begin by discussing the common mistakes that people make when they write proposals. I do this so people can begin to recognize the difference between proposals that are effective and well-structured versus those that aren’t.

Listed here are the most common mistakes that people make when they write sales proposals.

Excessive Length
Voltaire, the great 17th century philosopher and writer, believed in the principle of less is more. He is quoted as saying, “the way to become boring is to say everything.” He is correct, of course, and he would have made a great sales trainer, too, because one of the biggest challenges that we have as salespeople is knowing when to stop talking. All too often, we feel that if we don’t say everything, then the one thing we leave out may be the one thing that captures the prospects interest. Nowhere is this more obvious than in the proposals that we write.

I’ve reviewed many proposals, and most of them reflect this idea of more is better. Indeed, the vast majority of these proposals are far longer than they need to be; fifty pages, seventy-five pages, I’ve even seen one that was over a hundred pages long.

There are two problems with long sales proposals. First, the good points that you should be focusing on get lost in a sea of non-relevant text. Second, business people are too busy to read long proposals, and if they don’t read your proposal, chances are good they aren’t going to buy what you’re selling, either.

Excessive length is one of the biggest problems with most proposals.

Seller Focused
Most of the sales proposals that people write today are not sales proposals so much as detailed documentaries about the seller and the seller’s products. They start off with a section called something like Company History or About Us, then they describe your products and product specifications, the awards you’ve won, the important people who work in your company from the CEO to the janitor—some even include driving directions to your corporate headquarters. Though this is all very informational, what purpose does it serve within the context of selling your products? To answer this question, let’s take a moment and consider this proposal from your customer’s perspective.

Like the customer who goes to the nursery to find a particular kind of plant that will thrive in a particular spot with particular soil conditions, your customer contacted you because she needed help finding a particular product that will solve her particular problem. Now look at the detailed documentary that you sent to her. Does that document do anything to help her solve her problem? Of course not. How could it? It’s all about you and your products! If your proposal is like most proposals, it doesn’t address her problem at all.

You may argue that your proposal is structured this way because your customer wants to know about your product and your company. They are evaluating you to determine whether they want to do business with you, right? This is partially correct. They do want to know about you and your product—but only within the context of whether you can solve their problem. See the difference? The focus ought not be on you and your product, the focus ought to be on their problem, and how you intend to use your products to solve it.

No Structured Argument
Most proposals lack a structured argument. Indeed, most proposals are written like a river that overflows its banks—they flow every which way with no particular purpose and no clear direction.

From the customer’s perspective, this kind of proposal is hopelessly confusing. The customer is trying to find a solution to their problem, and since you are sending them a proposal, they suspect that you have a solution. The problem is that among all those pages of text, they just can’t find it. Indeed, among all the product descriptions and corporate histories and biographies, the most important message of all—how you are going to solve their problem—is hidden.

No Differentiation
When a company asks for a sales proposal, they are typically very close to making a decision. So it is very important at this point in the process to do everything you can to differentiate your solution from all the other solutions that the customer may be considering. Rather than differentiating, though, most proposals do just the opposite; they firmly position your solution as just one of the pack.

Consider the title of your proposal. If ten vendors were trying to sell you something, and you asked each of them for a proposal, the chances are good that at least seven of those vendors would send you a proposal titled: A Proposal for ACME Coffee Cups. Far from differentiating your solution, titling your proposal this way screams out, “it doesn’t matter which one of us you pick because we’re all the same!”

These aren't the only mistakes to avoid, of course, just the biggest and most common. Before you start writing another proposal, go back and review some of the proposals you've already written against the things listed here.

Dave Seibert
President
The Seibert Group, Inc.
http://www.persuasionselling.com
dseibert@persuasionselling.com
513-598-4647

How long should a proposal be?

2004-11-15T08:37:00.000-05:00

I probably hear this question more than any other. Unfortunately, there is no clear cut answer. Remember back in school when you were assigned an essay, and everybody’s first question was, “how long should it be?” The teacher responded something like this: “it should be long enough to make your point, but be concise.” Writing proposals is kind of like that. Your proposal should be long enough to make your point, but it should be concise.

Truth be told, though, this answer always frustrated me because it never gave me what I was really looking for—a frame of reference. So with all that said, here’s how long a proposal should be.

Most of the sales proposals that I write are between 15 and 25 pages long. But understand, those pages aren’t solid text. If fact, if you were to remove all of the formatting, they’d probably be no more than about ten pages.

They are formatted and modularized, and include pages like a title page, table of contents, etc. Further, long sections of text are broken into smaller paragraphs preceded by bold headings. By breaking text into smaller chunks in this way, it’s far easier for the person to read, and less daunting than a solid page of unbroken text. But it also makes for more pages.

Some projects require more explanation, and therefore, they’re longer. Other projects don’t require as much, and therefore, they’re shorter.

Dave Seibert
President
The Seibert Group, Inc.
http://www.persuasionselling.com
dseibert@persuasionselling.com
513-598-4647

What should be included in a proposal?

2004-11-15T08:08:00.000-05:00

Most people include lots of information about their company and their products when they write a proposal. But understand that customers want to know about you products and your company, but only within the context of how its going to help them solve their problem. In other words, you proposal needs to be customer focused, not product or seller focused.

With that said, every proposal should include these sections:
1. Cover letter
2. Title Page (that gets their attention)
3. Table of Contents (so they can easily find whichever part is most interesting to them)
4. Project Review that focuses on the issues they're trying to solve and the outcomes they expect (so they know that you understand their project).
5. Recommendations (a description of the solution you are proposing). This section should also include price, any logistics or timing issues, and the next steps you or they need to perform.
6. Explanation (why and how the solution you are recommending will actually help them to overcome the issues they face, and achieve the outcomes they seek).
7. Strengths (why your solution is better than any other solutions they may also be consider.
8. Contact information (who they should contact if they have questions).
9. Attachments, including contracts, statements of work, project plans, etc. Remember that a proposal is not a project plan, a brochure, a contract, etc., it is a sales tool used to persuade someone to purchase the solution you are proposing. Anything that doesn't directly support this effort necessarily impedes this effort. So take good hard look at all those documents that you might otherwise include in your proposal. Exclude them if they dont' make sense. If you do want to include them, include them as attachments, not part of the body of the proposal.

There are other things you can include in your proposal if necessary--such as a company history, success story, customer references, etc.--but only include these if you think they are necessary to persuade the decision maker.

Dave Seibert
President
The Seibert Group, Inc.
http://www.persuasionselling.com
dseibert@persuasionselling.com
513-598-4647

Welcome Message

2004-11-12T13:29:00.000-05:00

I created this blog to answer questions that people have about writing sales proposals.

Got a question? Not sure how to proceed? Post your question here.

Dave Seibert
President
The Seibert Group, Inc.
http://www.persuasionselling.com
dseibert@persuasionselling.com
513-598-4647