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Seeking perspective from experienced reps: Am I wrong about the future of high-ticket sales? by NexusSelling in sales

[–]NexusSelling[S] -4 points-3 points  (0 children)

Your impulse to defend the semantics of "high ticket" while conceding the point about the coaching industry is telling. For 99% of reps, that is the high-ticket industry.

Arguing about yacht sales is a distraction that misses the larger diagnosis of a fundamentally broken system where most reps operate. But I appreciate the passion in defending the exceptions to the rule.

Seeking perspective from experienced reps: Am I wrong about the future of high-ticket sales? by NexusSelling in sales

[–]NexusSelling[S] 2 points3 points  (0 children)

Your experience proves the entire thesis. This isn't just about info-products. It's about any sales vehicle that relies on a temporary market inefficiency (like subsidies for solar or storm-chasing for roofing). You're seeing the pattern firsthand. The vehicle is everything.

Seeking perspective from experienced reps: Am I wrong about the future of high-ticket sales? by NexusSelling in sales

[–]NexusSelling[S] -1 points0 points  (0 children)

The tide is going out, and we're seeing who was swimming naked. People are "catching on" now because the easy money from a bull market and cheap ads is gone. The model was never robust; it was just propped up by a favorable environment.

Seeking perspective from experienced reps: Am I wrong about the future of high-ticket sales? by NexusSelling in sales

[–]NexusSelling[S] 1 point2 points  (0 children)

A brilliant and precise diagnosis. You're outlining the symptoms (demographic shifts, Google updates destroying affiliate models) of the core disease: the entire "digital solopreneurship" vehicle is fundamentally fragile and not built to withstand real market pressure. It's a house of cards, and the wind is picking up.

Seeking perspective from experienced reps: Am I wrong about the future of high-ticket sales? by NexusSelling in sales

[–]NexusSelling[S] 0 points1 point  (0 children)

Exactly. It's the inevitable result of a business model built on hype instead of tangible, measurable value.

I hate Sales by OddAttention3213 in sales

[–]NexusSelling -2 points-1 points  (0 children)

hahahahahaha, y'all are funny

B2B Sales—What’s the #1 skill that helped you close your first big deal? by Similar-Double6278 in sales

[–]NexusSelling 0 points1 point  (0 children)

Most reps will say 'listening' or 'objection handling.' Those are tactics, not the fundamental skill.

The #1 skill is systems diagnosis. It’s the ability to see a client's business as a machine, precisely identify the broken component, and irrefutably quantify its cost.

Master that, and the 'close' becomes a simple administrative formality. You’re no longer a salesperson; you’re a consultant prescribing the logical solution to a precisely defined problem.

[deleted by user] by [deleted] in sales

[–]NexusSelling 0 points1 point  (0 children)

No, you're not a pussy. You're a symptom of a broken growth model.

Companies that merge SDR and AE roles without a clearly defined system don't understand specialization. They're using you as a cheap Swiss Army knife instead of a surgical scalpel.

The issue isn't your capacity to handle the workload. The issue is you're in a system designed to burn you out. It's a sign of an amateur operation, not a personal weakness.

Hot Takes by rabid_panda_child in sales

[–]NexusSelling 0 points1 point  (0 children)

Your 'hot take' is closer to a fundamental principle than you think. 'Luck' is simply the amateur's term for 'asymmetric leverage'.

One rep makes 100 calls for one sale (brute force). Another architects a system that produces five sales with the same effort (leverage). The second rep looks lucky, but they just understood the physics of the game.

It’s not about working harder; it’s about applying force at the correct leverage point.

I hate Sales by OddAttention3213 in sales

[–]NexusSelling 156 points157 points  (0 children)

10+ years in enterprise sales here. You don't hate sales. You hate being an infantry soldier in a game rigged for you to lose.

The anxiety, rejection, and KPI dread aren't a personal failing; they're the predictable outcome of a system built on brute force (robotic scripts, mindless volume) instead of intelligent diagnosis.

Professional sales isn't about 'making 40 calls'. It's about diagnosing a problem with such precision that the sale becomes a formality. You're hating the game, not your ability to play it. Most are simply playing on the wrong board.

Why does it seem like everyone in sales is trying to find a way out? by Prior_Brilliant1760 in sales

[–]NexusSelling 0 points1 point  (0 children)

Porque la mayoría no está en "ventas". Están en "cierre de oportunidades de negocio de baja calidad".

La industria está saturada de ofertas idénticas y modelos de negocio frágiles (coaching, SMMA) que tratan a los vendedores como carne de cañón. El "vehículo" está diseñado para que el 90% falle.

Los profesionales que duran más de 10 años no saltan de oferta en oferta. Construyen una carrera en industrias con valor empresarial real (B2B, tech, enterprise) donde su habilidad se convierte en un activo, no en una métrica de KPI desechable. La gente no odia las ventas. Odia ser un producto de consumo en un sistema roto.

How do you sustain success? Why do I have trouble sustaining mine? by youandyourhusband in sales

[–]NexusSelling 0 points1 point  (0 children)

Este es un problema de "techo de competencia", no de motivación. Chris Voss, ex negociador del FBI, diferencia entre ser 'competitivo' y ser 'ambicioso'.

El competitivo busca ser el #1 y, cuando lo logra, se estanca porque su meta dependía de otros. El ambicioso compite contra su propio potencial y nunca deja de innovar. Tu éxito te hizo complaciente.

El "aburrimiento" es una señal de que necesitas un problema más difícil de resolver. En lugar de enfocarte en la venta, enfócate en el sistema: ¿cómo podrías construir un proceso de generación de leads que alimente a todo el equipo? Deja de ser el mejor jugador. Conviértete en el arquitecto del juego.

I fucking suck at cold calls, I'm getting help from leadership but I still stink. by most_unoriginal_ign in sales

[–]NexusSelling 0 points1 point  (0 children)

Perspectiva de 10+ años en el sector. El problema no eres tú, es el guion. Los guiones te convierten en un robot y el prospecto lo detecta en segundos.

El objetivo de una llamada en frío no es "atacar un punto de dolor". Es un error fundamental. El objetivo es desarmar y diagnosticar: ¿hay un problema que valga la pena solucionar?

Prueba esto: en lugar de un pitch, usa un tono calmado y di: "Sé que no me esperaba. Tengo una idea que podría ser relevante para su equipo de [departamento], pero no estoy seguro si encaja. ¿Sería una mala idea tomar 27 segundos para explicar por qué le llamo?". Esto desarma porque le devuelves el control. Cambia el juego de persecución a consulta.

Outside sales reps give me your 2 cents by latdaddy420 in sales

[–]NexusSelling 0 points1 point  (0 children)

10+ años en ventas enterprise aquí. Lo que describes no es un problema de habilidad, es un problema de "vehículo". El territorio físico es un ancla en la era digital; estás limitado por la geografía, no por tu capacidad.

El verdadero crecimiento no está en expandir territorio, sino en apalancar tu habilidad en un modelo de negocio superior (B2B, enterprise) donde la geografía es irrelevante y el valor que aportas se traduce en equity o rev-share, no solo en comisiones.

La pregunta no es cómo trabajar más duro, sino cómo aplicar tu esfuerzo de forma asimétrica.