Issue link: https://iconnect007.uberflip.com/i/1537616
54 PCB007 MAGAZINE I JULY 2025 • They look at their numbers. They audit their pipeline, review stalled quotes, and evalu- ate their territory. They go back through old notes, contacts, and RFQs. They check in with lost accounts and become intentional about everything. 2. Go Back to the Basics When things are slow, you get the invaluable gift of time. Use that time to sharpen your tools by: • Reviewing your messaging and value proposition • Relearning the company's (new) capabilities or services • Updating your CRM notes • Writing follow-up emails that you didn't have time for before • Reconnecting with dormant customers • Cleaning up your prospect lists • Digging into competitor updates and market trends 3. Dial Hard In a booming market, you might get one meeting for every 10 emails or calls. In a slowdown, it might be one out of 30 or even 50. While the amateurs slow down their outreach when response rates drop, the pros ramp up. This isn't the time to go quiet, but to go louder. Be smart, helpful, and rele- vant—but louder. The pros also check in with empathy. Instead of asking for business right away, ask how the customer is doing, what's changed, and what's shifted? Listening is a sales superpower. 4. Build Relationships Beyond Just Quotes In slow periods, don't just give another sales pitch. People want a partner who understands what they're going through. The pros use this time to: • Offer value without expecting a sale • Send industry insights, articles, or bench- marking reports • Introduce useful connections or vendors • Help the customer make smarter decisions, even if it doesn't lead to a PO right now They know that sales are built on trust, and slow periods are a prime time to build that trust. When business picks back up (and it always does), the customer remembers who cared, helped, and stuck around without pushing. That's the person they want to work with when the mon- ey's flowing again. 5. Get Creative A great salesperson doesn't wait for the company to give them a promotion or for the marketing depart- ment to save the day. They develop new offers, bundles, or service packages that address their cus- tomers' new needs. They make their own luck. They examine and explore: • Can I offer a phased delivery plan? • Could I position this as a cost-saver, not a CapEx expense? • Can we help them consolidate vendors and save time? • Do we offer something they don't even real- ize we can do?