---
title: "What Defines a True 'Sales Master'"
description: "This article, written by a sales veteran of 15 years, explores the elusive concept of a 'sales master.' It categorizes salespeople into six levels, from novices to ultimate experts, and emphasizes that true mastery is defined by results, a customer-centric mindset, and systematic methodology rather than mere experience or tricks."
author: "雷 鸣"
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published: "2014-10-28"
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# What Defines a True 'Sales Master'

> This article, written by a sales veteran of 15 years, explores the elusive concept of a 'sales master.' It categorizes salespeople into six levels, from novices to ultimate experts, and emphasizes that true mastery is defined by results, a customer-centric mindset, and systematic methodology rather than mere experience or tricks.

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This year marks my 15th year in sales. Talking about 'masters' in sales is actually a difficult concept to define.

Different industries and types of sales are hard to compare on the same scale. For instance, there are relationship-driven salespeople who rely on wining and dining, persistent types with thick skin, and consultative types who win big deals with a brilliant presentation that outshines competitors. They come in all shapes and sizes, each with their own strengths. So we need to find a standard, even a rough one.

Moreover, mastery is boundless. You might think Xiao Feng is a master, but then a sweeper monk appears out of nowhere, knocking out two masters with a single slap. There's always a higher mountain, a stronger hand. So my definition of a master is limited to my current understanding.

Finally, mastery is not absolute. A seasoned master can be defeated by a novice, and it's not uncommon for a big ship to sink in a ditch. So precise evaluation is difficult; we can only categorize into broad types.

In the end, I think using 'results' as the criterion for ranking is probably the best approach. Sales always judges heroes by success or failure, and orders determine who's better. Whether someone is a master is decided by results. I doubt anyone would disagree with that.

**Based on this idea, I divide salespeople into six levels:**

1. **Novice**: Salespeople who basically can't sell anything.
2. **Rookie**: Salespeople who occasionally sell something, but cry more than they smile.
3. **Junior**: Salespeople who frequently sell, but don't know why they succeed.
4. **Near-Master**: Salespeople who always sell and know why they succeed.
5. **Master**: Salespeople whose sales skills are watertight.
6. **Ultimate Master**: Salespeople who have integrated sales with their very soul.

Let's start with the novice. Novices aren't necessarily newbies; years in the industry don't always help. There are plenty who gain weight but not wisdom. Their biggest problem is they can't find the right method, but they think they can't find the right customers. They work hard, braving the elements, but with little return. Their greatest skill is constantly changing jobs, which is quite passive.

Next, the rookie. These salespeople have some experience, but it may not be correct, and it's hit or miss, like Duan Yu's Six Meridian Sword. When they close a deal, it's because they handled the person; when they lose, it's because they didn't. They muddle through, barely surviving. In a company, they're the ones always looking up from the corner.

Can novices and rookies become eagles? Absolutely. If they follow the right methods, most can become masters in a short time (about one to three years). There are countless examples of such success.

The third type is the junior salesperson. In many companies, they're already in the top 20%, and they might even think they're masters (at least they think so). They have their own approach to deals, which often works, and there's much to learn from them.

But they still have a gap to cross to become masters. They use some things correctly, but also often misuse others. The key issue is they don't know what's right and what's wrong. As long as they close a deal, they think everything they did was right, and then they apply those 'right' things to other projects, often with embarrassing results.

The above three types can all be considered uninitiated. Some might say, 'But they're still closing deals.' That's not hard to understand. Their secret is they encounter opponents even dumber than themselves. As the saying goes, behind a bear, there's another bear. In China, 80-90% of salespeople are these three types, so it's easy to meet them.

**The above three types are all low-level, separated from masters by a chasm called 'customer-centricity.'** What a simple river, yet most salespeople spend their lives unable to cross it. Most drown in 'self-order-centricity'—my product, my company, my service, my order. They just can't swim across this shallow river. Companies that plaster 'customer-centric' slogans on walls are essentially tearing them down in their hearts, because they don't understand what it means. This phrase isn't a slogan or an attitude; it's a way of thinking and behaving.

Why is customer-centricity hard? Because human nature is self-interested. Shifting to altruism goes against nature. So good salespeople must be 'abnormal'—transforming self-interest into other-interest. Sales is a magical job: when you strive to benefit others, you achieve maximum self-interest.

Starting from the fourth type, they've entered the ranks of masters.

Let's talk about the near-master. These people have entered the hall, becoming professional salespeople. What does 'professional' mean? First, they have a heart that cares for the customer, and their thinking has completely transformed. You'll find customers rarely dislike such people (who dislikes someone who benefits them?). They know what's right, and even if they occasionally err, they immediately know where they went wrong. They have mature skills, systematic methods, and established routines. Of course, they still lack many things, so there's a distance to masters. Honestly, such near-masters are rare.

Almost every company knows sales is important, but few truly treat sales as a systematic science. Even bosses think sales is just a gang of smooth talkers. How can they cultivate true professionals?

Before discussing the fifth type, let me tell a story:

A few years ago, a dozen senior executives from one of my clients (a well-known Chinese listed company) went to Germany to negotiate a company acquisition. These were seasoned veterans, with education and experience. Everyone at that level is sharp.

After landing, a young German man from the host company showed them around a local branch, then they had a friendly meeting. It was one young man against a dozen sharp minds plus a translator. The group had many opinions, questions, and concerns. The discussion was chaotic and lasted about two hours. Then the young man accompanied them on a flight to another city. On the plane, he opened his laptop and worked on a PPT while the others rested. In less than an hour, they landed. On the bus from the airport, he showed the PPT and confirmed the meeting's discussion points with each person. To their amazement, it was accurate to the letter. The executives were impressed because even they felt the discussion was messy, and they didn't know each other's thoughts. The young man had quickly sorted it out and made a PPT—brilliant! They were sure none of them could have done it.

He wasn't the only smart one. When they visited the company, they found almost everyone could do this. Why?

After more interaction, they concluded: It wasn't about intelligence; it was purely the result of a professional process the company had cultivated over years. Following certain standards, training step by step, persisting daily—anyone with normal intelligence could do it. But once you do, you're no longer normal; you're exceptional.

The fifth type is the 'nerd' master. These masters are distinctive. They're not flashy or aggressive as many imagine. On the contrary, most are unassuming, quiet, even seeming dull. That's what's called 'great wisdom appears foolish.'

They have two notable traits: First, they possess all the skills of a near-master, proficient in sales logic, methods, processes, and techniques, which after years of training are ingrained. Second, and what distinguishes them from near-masters, is their scientific, rigorous attitude. For example, they'll pull out a form and, like a nerd, review the just-finished negotiation, checking item by item against a logical framework (scientific, of course) to find problems. Then they'll pull out another form to meticulously plan next steps. They don't guess and act blindly like rookies or juniors; instead, they painstakingly gather information, analyze data, and seek evidence (which takes most of their time). To them, sales is like solving a math problem—just follow the correct method. Their methods aren't complex, but they excel at strict execution and relentless persistence. It may not look like much, but sales victories are decided in these fine details.

Such salespeople are rare in reality—one in a thousand is an understatement. They seem like nerds, but they're actually firm after great enlightenment. Most have passed through the noise of earlier stages, gaining a thorough understanding of sales' essence, reaching the realm of 'mountains are mountains again.'

Now for the last type: the ultimate master.

Like other industries, sales success is certainly related to talent. It's also related to historical culture, personal qualities, and (customer) industry experience. There are purely personal aspects in sales that others can't learn. For example, Xiao Feng didn't take drugs, didn't hide in caves, had no famous teacher, yet became a master through talent and training.

Ultimate masters are those who truly integrate all these elements. They're not selling things; they're guiding customers forward. According to the Diamond Sutra, they've reached the state of no self, no person, no sentient being, no lifespan. It sounds incredible, but they're just people who have completely abandoned 'thinking for themselves,' truly achieving 'no self.'

Some might say, 'If there's no self, why do sales? Sales is about returns.' Of course, sales is about returns, but the key is that 'returns' aren't given just because you ask. On the contrary, things often come when you don't expect them, or come in greater measure. That's the principle of not clinging to appearances. Only by focusing wholeheartedly on the customer can you achieve no-self. Only with no-self can you gain maximum returns.

Buddha is always a guiding light, in any industry.

The ultimate master is a state of being. Their success is often accidental, a convergence of various factors. So such people are rare and hard to find. Cultivating to this level is extremely difficult, so don't hold high hopes. If you can't achieve it, it's fine—your competitors can't either.

**How to Cultivate a Master**

Some might say, 'Forget theories. A flailing fist beats an old master. Practicality is king; theories can't fill your stomach.'

I've always believed that those who shout 'practicality is king' usually mean 'simplicity is king.' They spend their days on forums and QQ groups looking for secret tricks, hoping to win with one move. They put in no less effort but gain nothing. Relying on shortcuts is a disease, and many in China suffer from it.

Secret tricks don't exist because they're illogical. If you have a trick and I have a trick, who wins? That's why tigers don't have wings.

The essence of sales is 'change.' No two games are the same, and no two deals are identical. So don't rely on so-called tricks. Even if they work, they only work in specific contexts. When the environment changes, so must your approach. To become a master, you must practice diligently. Now let's discuss the master's cultivation manual.

**A true sales master must achieve three things in the sales process:**

1. You can provide value to the customer.
2. You must make the customer aware that you've indeed provided value.
3. You must make every purchasing role in the customer's organization believe you've provided value.

These three are necessary conditions, not sufficient ones. They're progressive, each harder than the last. Let's discuss them one by one:

**1. You can provide value to the customer**

No customer buys a product; they buy solutions to problems and the resulting benefits. In sales, value isn't just from products or services; often it's provided by the salesperson, even the sales process itself. In major account sales, the salesperson is a primary source of differentiation and advantage, not the product. So the salesperson should be a main carrier of value; otherwise, sales loses its reason to exist.

But to provide value in B2B sales, a salesperson needs two conditions:

1. Deep understanding of the customer's business.
2. Understanding of the customer's commercial essence.

Do you know what a retail customer cares about most?

Do you know what a distribution company cares about most?

Among brand buyers, agents, retailers, distributors, and dealers, who cares most about quality, and who cares least?

Customer business refers to knowledge of the customer's industry. For example, if your customer is a brand buyer, you need to understand its brand history, spirit, culture, etc. Additionally, you need to know how the brand buyer promotes products locally—through media ads, personnel promotion, or PR events. Together, this is customer business knowledge.

Commercial essence means how the customer makes money, their business model, strategy, and core competitiveness. These are big questions, but they're closely related to your product.

Why these two? Because sales is about solving customer problems. If you don't understand their business, how can you find problems? If you don't understand their commercial essence, how can you design (or recommend) valuable solutions?

This sounds like what a consultant does. Indeed, every good salesperson is a good consultant. Only by understanding these can you truly find the customer's problems and ultimately create value. Otherwise, all you can do is pick up the tab when they dine.

There's another issue: Some might say meeting needs isn't complex; customers usually tell us. Why need masters?

That's exactly the master's value. What customers tell you is explicit needs—problems they know and plan to solve—but they tell your competitors too. At the need level, you have no advantage. But masters, because they understand the customer's business deeply, can discover needs the customer doesn't see. We call these implicit needs. The more needs you discover, the more value you provide, and the stronger your sales advantage.

Usually, the problems customers see are just the tip of the iceberg, while masters see the whole iceberg because they understand the business better than the customer. Also, because they understand the commercial essence, they can propose far better solutions than competitors (or make the customer realize their solution is better). Finding more problems and offering better solutions naturally highlights the value you provide.

Many have asked me the fastest path to sales growth. I always earnestly tell them: **Invest heavily in studying the customer's business.** Within six months, you'll be head and shoulders above other salespeople in your department. That's the fastest path. Unfortunately, few are willing to do it.

**2. You must make the customer aware that you've indeed provided value**

This seems simple but is actually complex. First, the customer may not want to listen (because there's no trust). Second, they may not acknowledge the problems you raise (because you lack needs-discovery skills). Third, they may not think your solution is good (due to your persuasion or presentation skills). Finally, they may not acknowledge the value you claim (because they think it's your imagination).

These are just basic issues; there are many others. For example, how to find customers. We collectively call these abilities sales execution capabilities. Sales execution is like a telescope; customers need it to see the value clearly, otherwise they only see what's in front of them. This capability isn't a few simple tricks but a systematic methodology, including your sales philosophy, sales process, sales methodology, and project and customer management methods. It covers sales techniques from customer prospecting to customer management.

The market is full of such sales techniques—on forums, Weibo, in bookstores, and training classes. But finding truly 'right' techniques isn't easy. The right techniques must meet several conditions:

* They must be designed according to the customer's purchasing process and behavior, not just accumulated experience. Customers buy in a certain way; you should sell accordingly. That's the constitution of sales.
* They must be systematic thinking with logic, process, methods, and tools, not fragmented tips. The Tao, method, technique, and tool are all essential. Otherwise, you can only feel an elephant's leg, not think systematically, and you won't become a master.
* They must be ethical, or at least not unethical. Ethics in sales means win-win. Techniques without win-win are deception.

**3. You must make every purchasing role in the customer's organization believe you've provided value**

As mentioned, sales is like consulting, but only similar, not identical. Sales is more tiring because goals differ. Consultants provide organizational benefits through their expertise, like optimizing organizational structure, supply chain management, or HR architecture, improving efficiency. But sales aims to facilitate a purchase decision. It's not just about organizational benefits.

Consultants work on 'things,' while salespeople work on 'people.' So salespeople must provide one or more customer roles with reasons to support you. And you must provide these reasons to everyone influencing the decision. The reason is what this purchase means to them personally, satisfying their buying motives.

Value in sales inherently includes two parts: **the value the customer's company gains and the value each person in the customer gains. Both are indispensable.** Failing to provide value to even one person is dangerous.

This isn't something 'kickbacks' can replace. This capability is called sales strategy capability, and like execution, it's complex.

Sales strategy includes judging people, competitors, project position, customer response patterns, and action plans. The core is judging and satisfying customer personal interests. These elements are complex enough, but what's more complex is that they don't exist independently; they interact and influence each other, jointly building a sales analysis model for major projects.

Even if you master all the above and execute strictly, you'll only reach the master level. To become an ultimate master, you must do one more thing: deny yourself!

True progress is often harder than a snake shedding its skin—a very painful process. The higher the master, the more they hold, and the more they hold, the less willing they are to let go. The less willing to let go, the less likely they are to gain something better. So to become a true master, the most needed quality is the courage to deny yourself.

When you can use something—whether a cognition, strategy, system, or anything else—with ease, and when you feel proud of it, you must force yourself to question it! Find faults, criticize, and berate yourself. If you do this, you'll find that many things aren't lost but elevated. Your questioning and denial become the best catalyst.

Daring to deny, rather than self-congratulation, is the hallmark of an ultimate master.

Only at this point can life have infinite space. Otherwise, you'll always be trapped in a cage, forever fretting over its size and quality. But even a cage made of gold is still a cage, isn't it?

**Final Words:**

To summarize, to become a master in major account sales, you must cultivate five abilities:

1. A customer-centric way of thinking.
2. Knowledge of the customer's business better than the customer.
3. Understanding of commercial essence. A master is first a knower, then a wise person.
4. Learn and master systematic sales methodology, not just rely on personal experience.
5. Master strategic selling, using structured methods to analyze cases, not just instinct.

Remember, the most important and critical is the first: a customer-centric way of thinking. Without it, the other four don't matter. It's like packing: you must put big things first—personality, concepts, ideals, direction—then the small things like habits, skills, steps, and methods. If you reverse it, you can't fit them in.

My perspective is limited, and the masters I see may not be true masters. Learning sales is like learning Buddhism (other professions too). Beginners say Buddha is in front of you; sales seems simple, easy to grasp. After a few years, you realize there's much you don't know; this is Buddha in the hall, and you begin to revere the craft. After truly entering, you find Buddha is in the Western Heaven. It's a journey of 108,000 miles, with 81 tribulations. Take your time to cultivate.

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