ueller International develops and implements Sales Conversion Technologies and Sales Training Programs for domestic and international sales and marketing teams. The development and implementation of the optimum sales process, which includes the programs, tactics and strategies that result in higher win rates and shorter sales cycles, is a proven technology, fully documented in the Sales Conversion Technologies developed by Mueller International. More than 2000 case studies exist of client programs in action, including specific sales processes that bring in and close the Mega Deals. Provided below is a master list of numerous sales closing programs and processes that have been identified as the ones to replicate or enhance. Mueller International has developed Sales Conversion Programs (+) for each of the Areas For Improvement (-) identified in the implementation of sales consulting services for our clients. More than 2000 programs have been documented, resolved, and perfected for clients. We can guarantee we'll increase the win rates and shorten the sales cycle timeframes for any company. Sales Conversion Programs (+) Advancing the Sales Cycle Through Proper "Next Steps" Planning     and Implementation Asking for the Order Board of Directors Breakthrough Brand Recognition (Establishment of) Broadening Penetration (While maintaining established support) Budget Problem Management Building and Communicating Value Propositions Case Studies (Techniques for handling) Coaching and Supporting the "Internal Advocate" Collateral Fulfillment Programs Compensation Plans Competitive Selling Strategies Competitors' Sales Practices Continuous Sales Representative/Administrator Interface Correct Distribution Channel Customer References (Techniques for handling) Decision Inhibitors (Identifying and handling) Decision Maker Breakthrough Decision Maker Identification Decision Process Definition (Finding the "real" power structure) Defining the Optimum Selling Processes (Unique for each client) Early Entry in the Sales Process Early Prediction of New Markets Establishing Market Leadership in Targeted Accounts Executive Breakthrough Strategies (By percentage) Executive Presentations Handling Account Organization Restructuring Handling the Gatekeepers (Administrators/Executive assistants/Secretaries) Identification and Development of a Champion in the Account Identification and Development of Unique Selling Propositions Increasing the Value Proposition Information Gathering Processes for Proposal Preparation Intra-Account Reference Selling Making the Transition from Closing the Deal to Effective Delivery Market Awareness Programs Meeting Strategy Planning Sessions Mega Deal "SWAT Team" Approach On-Site Proposal Managers Positioning (Creating new brand identities/overcoming established brand     positions & mindset) Pricing Programs Product Design (Feature, function, fit, quality) Proper Sales Support Infrastructure Prospect Profiling and Needs Assessment Public Relations Programs Purchasing Dynamics and Organizational Flowcharts by Account Recruiting Plans, Programs and Requirements ROI Schedules/Cost Justifications Sales Training Scheduling Appointments Scheduling Next Steps Selling Process Planning Guides Selling/Presentation Aids Seminars/Events Single Account Penetration Programs Specifying and Driving the RFP Process Standards (Creating, establishing, adoption of) Strategy Mapping (Matching sales messages to the account's     business strategies) Taking Responsibility for What New Decision Makers Think Techniques for Getting Through Voice Mail Techniques to Reach Executives Win/Loss Analysis/Sales Optimization Actions Areas For Improvement (-) Being Half-Hearted in Asking for the Order Breaking Through to Fewer Decision Influencers than Your Competitors     in the Account Dropped Balls on Continued Interface with Prospects Failing to Parallel a Restructuring Within a Target Account Failing to Understand Newly Emerging Markets or Rapid Shifts in     Old Markets' Attention Failure to Create "The Business Case" Forgetting to Advance the Sales Cycle to the Proper "Next Step" Inadequate Case Studies to Build Credibility Incomplete Sales Training Incorrect Identification of True Decision Makers Ineffective Public Relations Programs, Results in Poor Press Lacking an Understanding of the Optimum Selling Processes Late Entry in the Sales Process Maintaining Narrow Penetration in the Account Marketing's Failure to Establish Brand Recognition Missing "Closed Loop" Process that Uses Win/Loss Analysis to Improve     Sales Processes Missing Decision Process Definition (Not finding the "real" power structure) Missing Infrastructure to Provide Proper Sales Support Missing Intra-Account Reference Selling No "Internal Advocate" in the Prospect's Account No Communication of Unique Selling Propositions No Direct Reprisals for Competitors' Sales Practices No Intra-Account Reference Selling No Market Leadership Established in Targeted Accounts No Mega Deal "SWAT Team" Approach No On-Site Proposal Managers No Selling Process Planning Guides No Single Account Penetration Programs No Standards (Creating, establishing, adoption of) No Strategy for Handling the Gatekeepers     (Administrators/Executive Assistants/Secretaries) No Strategy Mapping (Matching sales messages to the account's     business strategies) No Techniques for Getting Through Voice Mail No Techniques to Reach Executives Non-Standard Sales Approaches, with No Proactive Replication of     Successful Actions Not Recognizing the Board of Directors as Potential Decision Influencers Not Specifying and Driving the RFP Process Not Taking Responsibility for What New Decision Makers Think Poor Preparation for Proposal - Missing Information Gathering Processes Poorly Understood Competitive Selling Strategies and Sales Practices Poorly Written, Unimpressive Proposals that Confuse the Prospect Presentations that Fail to Create Positive Competitive Differentiation Presentations that Insult or Underestimate the Intelligence of an     Executive Audience Pricing that Makes Your Company Appear Expensive Product Design that Fails to Meet the Needs of the Target Market Rude, Abusive Personalities in Sales Sales Force Too Timid to Deal Effectively with Senior Executives Sales Rep Compensation Plans that Fail to Provide Proper Incentive Slow or Faulty Transition from Closing the Deal to Delivery Under-Representation at Trade Shows and Seminars Vague Articulation of Value Propositions Weak Customer References Weak, Unappealing, or Unprofessional Collateral Fulfillment Programs Wrong Distribution Channels Detailed data exists about each of these areas and how to improve, streamline, and eliminate problems from any one or all of these components of the sales and marketing process. The relevant and applicable data is customized to each organization's areas of need. Training programs are developed and implemented with the sales and marketing teams so that improved sales results are achieved. Every sales process can benefit from improvements. Substantial improvement in only three or four areas can result in dramatically increased sales closing ratios. The key is to know which ones apply to a specific sales process. Fill out our Web Response Form to receive additional information about Sales Closing Programs or the Sales Conversion Technologies that increase win rates, shorten the sales cycle time frames, and bring in the Mega Deals.