tag:blogger.com,1999:blog-30946822506338392282024-03-14T03:40:59.131-04:00Sales DynamoBlogging about making money in sales, sales best practices, solution selling, sales 101, and more! Read it, and make more money.Anonymoushttp://www.blogger.com/profile/17954737963252568247noreply@blogger.comBlogger52125tag:blogger.com,1999:blog-3094682250633839228.post-87299371219273819872017-04-17T16:44:00.000-04:002017-04-17T16:44:28.517-04:00The Essential Sales Bookshelf<div dir="ltr" style="text-align: left;" trbidi="on">
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As a sales process consultant, I'm often asked to recommend books to help clients navigate their way through one issue or another. Over time I've realized that I keep referring people to the same books over and over. I've come to think of them as the Essential Sales Bookshelf. If you're in sales and you don't own them, go shopping!</div>
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<b>Insight Selling: Sell
Value & Differentiate Your Product With Insight Scenarios</b> by Michael Harris (2014, Hardcover) The definitive
book on building the sales story that will best help your customers understand
how your product is uniquely situated to solve their need. Selling on value and
history is the name of the game, and selling on price is unnecessary.<br />
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<b>The Challenger Sale : Taking Control of
the Customer Conversation</b> by Matthew Dixon and Brent Adamson (2011,
Hardcover) If you’re in sales at all,
rep, manager, VP, or Director, this book is vital to selling in the internet
age. Because we have access to so much information, most buyers have quite a
few pre-conceived notions that will keep them making the same mistakes, and the
same purchases, over and over again. This book revolutionized sales by
demonstrating that the most successful reps challenge the thinking and habits
of their prospects, making room for a new conversation.</div>
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<b>The Challenger
Customer : Selling to the Hidden Influencer Who Can Multiply Your Results</b>
by Matthew Dixon, Pat Spenner, Nick Toman and Brent Adamson (2015, Hardcover) Taking into account that almost all purchases
are made by teams (the team behind the Decision Maker) this book identifies who
those other players are, and demonstrates how many other decision makers they
influence. Instead of strictly selling to the “DM” The Challenger Customer
challenges us to sell to the people with the most influence as well.<o:p></o:p></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi77ekHS67RvTwvWWKYe79yVeLMbj6O7PzhgBlLGmNn9fZ2ESHr6hx-QmlaDNnTHbpeL8o9jRWNFSDYHgXtXv8yAky-LGcEctr4VIS_cWYrLvNH9HHkLjooJbNEgoR8qDHD5Vxn8eIj6UM/s1600/To-Sell-is-Human-Cover.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="200" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi77ekHS67RvTwvWWKYe79yVeLMbj6O7PzhgBlLGmNn9fZ2ESHr6hx-QmlaDNnTHbpeL8o9jRWNFSDYHgXtXv8yAky-LGcEctr4VIS_cWYrLvNH9HHkLjooJbNEgoR8qDHD5Vxn8eIj6UM/s200/To-Sell-is-Human-Cover.jpg" width="131" /></a><b>Drive : The
Surprising Truth about What Motivates Us</b> by Daniel H. Pink (2009,
Hardcover) Recognizing the core
components of what motivates humans to act and feel in particular ways is key
in a successful sales process. By understanding the motivational factors in
play, a sales pro can much more effectively navigate some of the seemingly
unreasonable objections and requests we receive from so many sales prospects.</div>
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<b>To Sell Is Human : The Surprising Truth
about Moving Others</b> by Daniel H. Pink (2012, Hardcover) Mr. Pink takes us
through the psychology of basic social behaviors, and demonstrates that many of
our core interactions with others are fundamentally selling them on our idea,
desire, or offering. Sales is primarily based in persuasion, and secondarily in
filling a need or solving a problem. So, as it turns out, is most human
interaction. Recognizing the similarities helps sales pros develop natural,
agile relationships with their prospects.<o:p></o:p></div>
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</v:shape><![endif]--><!--[if !vml]--><b>Fanatical Prospecting : How to Open Doors, Engage Prospects, and Make
One Last Call</b> by Jeb Blount (2015, Hardcover) As I tell my sales reps, “You’ll
never close what you didn’t open.” Fanatical Prospecting is a step by step
guide about opening a sales relationship with prospects, instead of just “networking.”
Activity is not a result in itself, and often too much time is spent collecting
business cards and phone numbers. What counts is making the contacts that are
the beginning of a sales relationship. With this book, it just became much easier.</div>
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<b>The Art of Closing
the Sale : The Key to Making More Money Faster in the World of Professional
Selling</b> by Brian Tracy (2007, Hardcover)
Of course with all that opening of sales conversations, you’ll want to
make sure you’re closing as many deals as possible. From Brian Tracy, we learn
that many of the old closing techniques no longer work at all because of the colossal
number of ads and transactions people perform every day. We’ve become immune.
What works now? A more natural,
transparent approach that challenges expectations.<o:p></o:p></div>
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</v:shape><![endif]--><!--[if !vml]--><b>SNAP Selling : Speed up Sales and Win More Business with Today's
Frazzled Customers</b> by Jill Konrath (2010, Hardcover) Jill Konrath has been
helping sales professionals assess the sales climate for decades, and her work
resonates over time. In this book from
2010, she helps us identify the overwhelmed buyer. With so many options and so
much information available for each purchasing decision, sometimes what is
needed is to break the sale down into a few simple, but key, steps. A must-read
for highly competitive industries.</div>
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World</b> by Jill Konrath (2014, Hardcover) Finally, a book about onboarding
sales pros in a way that they can start selling within the first few weeks!
Onboarding as a new sales rep in an unfamiliar industry often takes months to
over a year to become fully competent in your role. Agile Selling addresses the
issue head on, inviting sales reps to approach learning their new industry and
market differently, making consistent, useful progress from Day 1. <o:p></o:p></div>
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Anonymoushttp://www.blogger.com/profile/17954737963252568247noreply@blogger.com1tag:blogger.com,1999:blog-3094682250633839228.post-88116210150413677752017-03-12T11:23:00.000-04:002017-03-12T11:23:43.284-04:00Why Lead Scoring Will Make You Money<div dir="ltr" style="text-align: left;" trbidi="on">
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhKggY0Ledy4yJQ-bP34x6ldt7Cx9Fc3a8OMuvzJCigXqH9MiVP-y3-KbnTDyCUOhnUMM_2oNIpm0wLL9GVA-ywpH-4J_SDy95XY06-tlAxq1k74RhvL1PsvLpDP1xDc_I50nuX7dM7X40/s1600/Mobile-Game-Concept-I-58251602.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="400" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhKggY0Ledy4yJQ-bP34x6ldt7Cx9Fc3a8OMuvzJCigXqH9MiVP-y3-KbnTDyCUOhnUMM_2oNIpm0wLL9GVA-ywpH-4J_SDy95XY06-tlAxq1k74RhvL1PsvLpDP1xDc_I50nuX7dM7X40/s400/Mobile-Game-Concept-I-58251602.jpg" width="400" /></a></div>
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I hear this from clients all the time: "Why do I have to make sales even MORE complicated? I don't need to add lead scoring." Well, you don't need to make sales more complicated, and you DO need to add lead scoring. Here's why.</div>
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Lead scoring is a simple system to make your pipeline value visible to the rest of the sales team. I'm a fan of writing 3 or 4 simple scoring lines like When Is The Lead Planning to Make a Purchase (the sooner, the higher the number,) What Is The Budget For The Purchase (the higher the better,) What Is The Interest Level of the Lead (are they contacting you or are you reaching out,) and the like. Ideally, each of these lines will score 1-3 points. The higher the score, the better.</div>
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Now, how were those high-scoring leads sourced? Who on the team has the most high scores? Does that correlate to their closing ratio? Should more of the team start sourcing leads in the ways the high-scoring leads are sourced? The answers to these questions will streamline your lead generation, saving time and money, while increasing your closing ratio.</div>
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Channeling the Ginsu Knives commercials, I have to say, "And that's not all!" Are your best closers assigned to the high-scoring leads? Or are they your best closers because they close everybody, no matter the score? Why would you give your worst closer your best leads? You can learn a lot about your sales rep's strengths and weaknesses by ranking their leads and seeing if they close. Now you know where to direct your coaching with those individual reps.</div>
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"But wait! There's more!" If the scores and the pipeline are public, you have more choices in how to manage your time. Is a rep out sick, and they have a high-score appointment on the board? Does a poor closer have time for a ride along or two with a strong closer? Is Joe a weak closer because he only sources low-scoring leads? You can allocate the team's time in ways that will ensure the high-scoring leads are never left hanging, and can be used as teaching opportunities. And you can learn more about each rep's lead gen process.</div>
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And lastly, have your reps defend their scoring. If it isn't challenged, they may just tell you what you want to hear. And when the whole team can see how many high-scoring leads are generated by others, they will compete for that number, too. Nobody likes to see themselves at the bottom of any ranking more than occasionally, so that problem is now solving itself, without much management intervention.</div>
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Rome wasn't built in a day, and this won't be either. Add one scoring metric a week until you have the metrics in place that make sense for your business. Don't ask your reps to track too many factors, or it will become a burden. Aim for 3-5, and hold them accountable. And watch your bottom line change!</div>
<div style="background-attachment: initial; background-clip: initial; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial; border: 0px; color: rgba(0, 0, 0, 0.701961); font-family: "Source Serif Pro", serif; font-size: 21px; font-stretch: inherit; font-variant-numeric: inherit; line-height: 32px; margin-bottom: 3.2rem; margin-top: 3.2rem; outline: 0px; padding: 0px; vertical-align: baseline;">
<em style="background-attachment: initial; background-clip: initial; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial; border: 0px; font-family: Georgia, "Source Serif Pro", serif; font-size: 0.975em; font-stretch: inherit; font-variant: inherit; font-weight: inherit; line-height: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Elisabeth Marino is an sales process adviser working in Buffalo, NY, and a frequent contributor to LinkedIn. She has worked in sales development and evaluation for 17 years, and helped dozens of organizations improve their sales numbers. Connect with and follow her here, visit her website: www.marinoconsultants.com, on Facebook as Sales Dynamo Consulting, and follow her on Twitter @SalesDynamoNY.</em></div>
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Anonymoushttp://www.blogger.com/profile/17954737963252568247noreply@blogger.com0tag:blogger.com,1999:blog-3094682250633839228.post-37766525431479712162017-03-05T11:01:00.000-05:002017-03-05T11:01:54.163-05:00In With a Plan, Out With a Sale<div dir="ltr" style="text-align: left;" trbidi="on">
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I'd like to say this once and for all - Luck is not a business plan! "Talent" is not a business plan! Whew! I needed to get that off my chest.</div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhFEGVCjcXdw9YyeC625qOR_D9S4DYng5-Ht3jKXlYutX25LSavWrtJAvYS4R9pvW6iTNWslOILCWeWXutocW4EMmZl4rxWsDED5LsIrx37Gz69L84RQwGkHctleEW6vcqNHpxmLhLxi3c/s1600/Construction+Reading+Blueprint+green.png" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="400" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhFEGVCjcXdw9YyeC625qOR_D9S4DYng5-Ht3jKXlYutX25LSavWrtJAvYS4R9pvW6iTNWslOILCWeWXutocW4EMmZl4rxWsDED5LsIrx37Gz69L84RQwGkHctleEW6vcqNHpxmLhLxi3c/s400/Construction+Reading+Blueprint+green.png" width="300" /></a>I work with small to medium sized businesses, and sometimes really large ones, and I'm amazed at the number of times I hear that there is no skills review or specific process for the sales team to follow. Entrepreneurs hiring sales reps tell me, "they should know what they're doing." Um, yeah, but so should you. Luck is not reliable and repeatable, and without a reliable revenue stream, you're out of business.</div>
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Most people who start a business are not sales experts, just like I'm not an automotive expert. But your sales reps should be. They should be going into every sales call with a plan that helps them qualify the customer, and present that customer with the right product to fill their needs. If your reps don't do that, every sale they make is based on luck, intuition, or personality. Not good.</div>
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Every sales call should have the same purpose: lead to a sale. The sales cycle for each business is different; selling cars is different from selling medical equipment. Each one will have a different call plan. What are the necessary steps for a prospect to go from zero to sold? All of them are part of your sales process. What needs to happen in person? Those are the parts of a sales call plan. Every sales rep should be using every part of the sales process. If they aren't, they're not doing their job. They should be able to discuss it with you, and they should be able to fine-tune and improve it over time. That way, they can share best practices between them, and all improve steadily.</div>
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While we're at it, let's stop selling like it's 1995. There is nothing your customer can't learn or find on the internet. They can probably buy it cheaper, too. That means you need to be there, where your customer is doing their homework. Have some solid online support for your business and your reps. Have a great website, and include a FAQ page. Do some inbound marketing, with social media (anything retail), white papers (business and professional services, technology), a blog (food, fitness, arts, in-home services) or newsletters, all linked directly to your website. People don't buy from businesses. People buy from people. Create a web presence that helps your customer learn your business's personality, and help them know, like and trust what your business will provide.</div>
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So, to recap: have solid web presence to help your clients learn about, know, like and trust your business. Sales reps should have a specific set of skills and a plan to learn to "right size" the solution they offer your client. Your company should have a clear, repeatable sales process that evolves over time based on the successes of your sales pros. And you can't rely on talent or luck to provide a steady revenue stream. You need a plan.</div>
<div style="background-attachment: initial; background-clip: initial; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial; border: 0px; color: rgba(0, 0, 0, 0.701961); font-family: "Source Serif Pro", serif; font-size: 21px; font-stretch: inherit; font-variant-numeric: inherit; line-height: 32px; margin-bottom: 3.2rem; margin-top: 3.2rem; outline: 0px; padding: 0px; vertical-align: baseline;">
<em style="background-attachment: initial; background-clip: initial; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial; border: 0px; font-family: Georgia, "Source Serif Pro", serif; font-size: 0.975em; font-stretch: inherit; font-variant: inherit; font-weight: inherit; line-height: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Elisabeth Marino is an sales process adviser working in Buffalo, NY, and a frequent contributor to LinkedIn. She has worked in sales development and evaluation for 17 years, and helped dozens of organizations improve their sales numbers. Connect with and follow her here, on Facebook as Sales Dynamo Consulting, and follow her on Twitter @SalesDynamoNY.</em></div>
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Anonymoushttp://www.blogger.com/profile/17954737963252568247noreply@blogger.com0tag:blogger.com,1999:blog-3094682250633839228.post-78599120405642643462017-02-26T14:05:00.000-05:002017-02-26T14:05:42.437-05:00Jump on the Hidden Fast Track<div dir="ltr" style="text-align: left;" trbidi="on">
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhw6TVPkG3tpBMOM58bQ2559z1AX5qUGDo6dSEdI6hSukMvDx4xsUc5EfNZMxD7ups7RPzr9VtrPzGX2tpQ8iLt4TIKu-JZGirTe-a6ArdxyaxM9xbSXNh3IbIs0d4a3Mmo4_uDG4MLn80/s1600/I-Love-Reading.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="400" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhw6TVPkG3tpBMOM58bQ2559z1AX5qUGDo6dSEdI6hSukMvDx4xsUc5EfNZMxD7ups7RPzr9VtrPzGX2tpQ8iLt4TIKu-JZGirTe-a6ArdxyaxM9xbSXNh3IbIs0d4a3Mmo4_uDG4MLn80/s400/I-Love-Reading.jpg" width="400" /></a>As a kid, I wasn't a fan of homework. I'd slam through it as quickly as I could, and focus on fun. In college, I began to appreciate homework, because it was an opportunity to direct my learning towards the specific end result I wanted. I couldn't believe the professors would let us choose so much of our own direction! Still, I looked forward to ditching the homework, and moving on to living my life.</div>
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I wanted to do well in my jobs, and I wanted a comfortable paycheck. How? Kiss butt? Work crazy hours? Meet the right people? I was pleased to learn none of those were the answer. I quickly figured out that my coworkers who moved up the fastest were looking stuff up, reading about it, and practicing outside of work.</div>
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Well! I've always been a fan of acquiring marketable skills more quickly, and I sure do love to get a raise. But what to read? How much reading? What to practice? How do I get in on this fast track? I asked the rising stars, and I received several answers, all of which had one thing in common: look at research. Case studies, articles in trade magazines, books by experts, and lectures and focus groups all made the list.</div>
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I started reading 30 minutes a day, usually at bedtime. When I came across applicable research (like most sales are closed on the 8th -12th interaction) I made notes, and took them to heart. And I developed skills and got results at work. (There are very few skills you can't strengthen by looking things up on the internet, reading a book, or joining a group.)</div>
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I've stopped doing homework a few times in my career, and the same thing always happens. My skills develop more slowly, and I don't get raises or promotions as frequently. And I end up going back to homework.</div>
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That extra 30 minutes per day has added up into hundreds of hours. I've read scores of books, trade magazines and studies. And over the years, I've developed expertise and a reputation for excellence. "How did you become such an expert?" people ask. I smile. 30 years in the workforce was a good start. But there was more to it. I gesture to my bookshelf, my Kindle, both of which are in plain sight, and say, "I read."</div>
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<em style="background-attachment: initial; background-clip: initial; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial; border: 0px; font-family: Georgia, "Source Serif Pro", serif; font-size: 0.975em; font-stretch: inherit; font-variant: inherit; font-weight: inherit; line-height: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Elisabeth Marino is an outsourced sales process adviser working in Buffalo, NY, and a frequent contributor to LinkedIn. She has worked in sales development and evaluation for 17 years, and helped dozens of organizations improve their sales numbers. Connect with her here, on Facebook as Sales Dynamo Consulting, and follow her on Twitter @SalesDynamoNY.</em></div>
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Anonymoushttp://www.blogger.com/profile/17954737963252568247noreply@blogger.com0tag:blogger.com,1999:blog-3094682250633839228.post-43926382740862143802017-02-23T20:03:00.000-05:002017-02-23T20:03:25.715-05:00Why You Need a PRSP<div dir="ltr" style="text-align: left;" trbidi="on">
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What's a PRSP? As you probably know, it's shorthand for Proven Repeatable Sales Process. Everybody talks about it, and throws around other business terms like Sales 2.0 and Inbound Marketing. Sheesh! Just keeping up with the trendy lingo can be exhausting, let alone figuring out if any of this stuff applies to you. So does it? Well, the PRSP does, and I'll tell you why.</div>
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It makes zero sense to repeat what you know doesn't work. How many sales calls have you and your staff been through? Does anybody keep track of the number of sales in relation to the number of sales calls (sales ratio?) Do your sales people write down the objections they hear in each sales call so they can spot trends, and adapt their sales call? Do some reps have sales that get returned, refunded, or reversed more than others? These are just a few of the ways to monitor what <em style="background-attachment: initial; background-clip: initial; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial; border: 0px; font-family: Georgia, "Source Serif Pro", serif; font-size: 0.975em; font-stretch: inherit; font-variant: inherit; font-weight: inherit; line-height: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">doesn't</em> work.</div>
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What do all the sales that stay sold have in common? They had a sales process that <em style="background-attachment: initial; background-clip: initial; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial; border: 0px; font-family: Georgia, "Source Serif Pro", serif; font-size: 0.975em; font-stretch: inherit; font-variant: inherit; font-weight: inherit; line-height: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">worked.</em> The 1) right prospect was asked the 2) right questions, needed 3) a solution you offer, provided with the 4) right information, reminded of the 5) urgency to solve his pain point, and provided a solution at a 6) price they thought was fair. There may have been all kinds of window dressing around it, but if the sale was made and stayed sold, these 6 points were there.</div>
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Look at each numbered point. Each one is a spot for a natural objection; it's an opportunity for the conversation to end, or to move forward with more confidence. If your prospects are well qualified, your reps can move easily through the process. If you prospect isn't a qualified buyer, the PRSP uncovers that before the conversation gets awkward, and you can visit them at another time when the fit will be better.</div>
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What if your sales reps used this 6 point system consistently, and didn't go off track? I'll tell you - fewer of your sales calls will end up in the weeds. You'd make more sales, and the sales would stay sold. But there's more to it than just copying the sales call of your best guy. Each sales rep and client are different, and you need to be able to frame the conversation and the information to fit each individual.</div>
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How do you make it happen? Start with those 6 points. Build a sales call worksheet that is as generic as possible that still fits all 6 points the way they work for your industry. Leave a spot on there to fill in objections, and track and count them. As the objections change and evolve, teach your staff to respond to them with information and confidence. You'll have a solid PRSP in no time!</div>
<div style="background-attachment: initial; background-clip: initial; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial; border: 0px; color: rgba(0, 0, 0, 0.701961); font-family: "Source Serif Pro", serif; font-size: 21px; font-stretch: inherit; font-variant-numeric: inherit; line-height: 32px; margin-bottom: 3.2rem; margin-top: 3.2rem; outline: 0px; padding: 0px; vertical-align: baseline;">
<em style="background-attachment: initial; background-clip: initial; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial; border: 0px; font-family: Georgia, "Source Serif Pro", serif; font-size: 0.975em; font-stretch: inherit; font-variant: inherit; font-weight: inherit; line-height: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Elisabeth Marino is an outsourced sales process adviser working in Buffalo, NY, and a frequent contributor to LinkedIn. She has worked in sales development and evaluation for 17 years, and helped dozens of organizations improve their sales numbers. Connect with her here, and follow her on Twitter @SalesDynamoNY.</em></div>
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Anonymoushttp://www.blogger.com/profile/17954737963252568247noreply@blogger.com0tag:blogger.com,1999:blog-3094682250633839228.post-68958552018207054462017-02-12T15:03:00.000-05:002017-02-12T15:03:39.443-05:00How "Do-It-Yourself" is Killing Your Business<div dir="ltr" style="text-align: left;" trbidi="on">
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As technology has exploded over the last decade, business has the opportunity to work with more apps, programs, cloud services, and self-driven media than we could even have imagined. There is little in the business world that you can't do yourself: HR, payroll, marketing, sales management, logistics, accounting, taxes, photography, banking, investing - almost anything you can think of has an app ready to download to your phone. Largely overlooked is the <em style="background-attachment: initial; background-clip: initial; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial; border: 0px; font-family: Georgia, "Source Serif Pro", serif; font-size: 0.975em; font-stretch: inherit; font-variant: inherit; font-weight: inherit; line-height: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">quality</em> of these solutions - they are not right for every business.</div>
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There is no question that it's wiser to save money than spend it when you're likely to achieve equal or better results. What causes trouble is the number of businesses who don't realize <em style="background-attachment: initial; background-clip: initial; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial; border: 0px; font-family: Georgia, "Source Serif Pro", serif; font-size: 0.975em; font-stretch: inherit; font-variant: inherit; font-weight: inherit; line-height: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">when</em> to use an app or program, and <em style="background-attachment: initial; background-clip: initial; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial; border: 0px; font-family: Georgia, "Source Serif Pro", serif; font-size: 0.975em; font-stretch: inherit; font-variant: inherit; font-weight: inherit; line-height: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">how</em> to audit the program's success. I can cut my own hair, but I assure you that though it's cheaper, the results are not equal or better! It's wise to start with a professional, and move to an app or program over time as the needs of your business become consistent. Some apps can then support systems on their own, but many systems will need the occasional tweak from a qualified professional to achieve optimum results.</div>
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Example: There would be no Turbo Tax without tax professionals, and many of us do just fine using it, or another program to complete our taxes. But how many of us have taken our taxes to a professional to confirm the numbers given to us by our program? Just because we <em style="background-attachment: initial; background-clip: initial; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial; border: 0px; font-family: Georgia, "Source Serif Pro", serif; font-size: 0.975em; font-stretch: inherit; font-variant: inherit; font-weight: inherit; line-height: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">can</em> file through a program doesn't mean we <em style="background-attachment: initial; background-clip: initial; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial; border: 0px; font-family: Georgia, "Source Serif Pro", serif; font-size: 0.975em; font-stretch: inherit; font-variant: inherit; font-weight: inherit; line-height: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">should</em>. These programs don't offer advice on capital spending and improvements, or the allocation of human resources. Tax planning is the art of arranging your business purchases and expenditures in ways that delay or avoid tax liability. Good tax planning keeps you from paying unnecessary expenses, leaving more money invest or spend as is best for your business. The tax professionals who designed popular tax preparation software are well aware of the limitations of the product. Most small- to medium-sized business owners are not, and that's the problem. (Did you notice that you no longer have the option of having your returns reviewed by a certified public accountant within the program?) In order to save a few hundred dollars on professional tax prep now, many companies run their taxes through a computer program, only to discover months or years later how costly a lack of tax planning truly was. Tax software is just one example where a professional probably should be part of your system.</div>
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Many small businesses exist due to the need for outsourcing. Attorneys, CPAs, payroll processors and other professionals who serve small business and individual consumers urge us to buy local, and keep local dollars in our communities. What is happening by dependence on apps and programs is "downsourcing." We are self-limiting our resources. Not only are we not getting the insight and advice we need from the professionals in our community, we are limiting our businesses to the actions available to us through a mouse-click. The money spent on the app or program leaves the community. We are making our options fewer, our possibilities weaker, and we're putting ourselves and our neighboring professionals in an ever-declining economic position.</div>
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As you move through the next few weeks, take note of the number of parts of your business you run via an app or program. If you don't have a means to audit the success of the program, it's probably time to check in with a professional for a consultation. By pairing your programs with the right advisers and consultants you'll breathe new life into the infrastructure of your business.</div>
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Anonymoushttp://www.blogger.com/profile/17954737963252568247noreply@blogger.com0tag:blogger.com,1999:blog-3094682250633839228.post-39114145426481329042015-11-14T11:30:00.001-05:002015-11-14T11:30:48.005-05:00Want Better Sales Numbers? Take This Quiz!<div dir="ltr" style="text-align: left;" trbidi="on">
<div class="MsoNormal">
This is an abbreviated version of the basic State of the
Sales Team Evaluation that I go through with each new Sales Training client,
well before any contracted curriculum is developed or taught. Have your Sales
Managers (or Sales Pros) take this quiz anonymously, and you'll quickly
identify some hidden weaknesses in your sales team. It's much easier to develop
an effective solution when you're attacking the real problem!<o:p></o:p></div>
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<br /></div>
<div class="MsoListParagraphCxSpFirst" style="mso-list: l0 level1 lfo1; text-indent: -.25in;">
<!--[if !supportLists]--><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjaVbSK-dgRyoDjTpZyZIEuN8sEim8KdLQg7QXhCoyAgrDybbWA-FW5J9Nl0FON0_tTJwPItHhLH3MzKzy9Xb7hexVm3CGBOFFr8IXj3BM1ipDOjHu6WGKfyRuSuhRzsQNEqmdBFmutXuI/s1600/arrow+up+team+pushing.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjaVbSK-dgRyoDjTpZyZIEuN8sEim8KdLQg7QXhCoyAgrDybbWA-FW5J9Nl0FON0_tTJwPItHhLH3MzKzy9Xb7hexVm3CGBOFFr8IXj3BM1ipDOjHu6WGKfyRuSuhRzsQNEqmdBFmutXuI/s320/arrow+up+team+pushing.jpg" width="320" /></a>1.<span style="font-size: 7pt; font-stretch: normal;">
</span><!--[endif]-->How many team members are at or above quota? How
many on your team total?<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle">
<br /></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo1; text-indent: -.25in;">
<!--[if !supportLists]-->2.<span style="font-size: 7pt; font-stretch: normal;">
</span><!--[endif]-->What are your team’s strengths? Prospecting,
cold calling, follow up, presentation, closing, account management, referral
generation?<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle">
<br /></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo1; text-indent: -.25in;">
<!--[if !supportLists]-->3.<span style="font-size: 7pt; font-stretch: normal;">
</span><!--[endif]-->What is your team’s weakest skill? Prospecting,
cold calling, follow up, presentation, closing, account management, referral
generation?<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle">
<br /></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo1; text-indent: -.25in;">
<!--[if !supportLists]-->4.<span style="font-size: 7pt; font-stretch: normal;">
</span><!--[endif]-->How have you addressed this/these weakness(es)?<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle">
<br /></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo1; text-indent: -.25in;">
<!--[if !supportLists]-->5.<span style="font-size: 7pt; font-stretch: normal;">
</span><!--[endif]-->What are the most frequent objections your team
hears? Are they written down for the team?<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle">
<br /></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo1; text-indent: -.25in;">
<!--[if !supportLists]-->6.<span style="font-size: 7pt; font-stretch: normal;">
</span><!--[endif]-->Have you helped your team develop effective
responses to these objections? Are they written down for the team?<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle">
<br /></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo1; text-indent: -.25in;">
<!--[if !supportLists]-->7.<span style="font-size: 7pt; font-stretch: normal;">
</span><!--[endif]-->What are the weaknesses of your product line?<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle">
<br /></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo1; text-indent: -.25in;">
<!--[if !supportLists]-->8.<span style="font-size: 7pt; font-stretch: normal;">
</span><!--[endif]-->Do you train your team on how to answer (not
deflect) questions about the weaknesses?<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle">
<br /></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo1; text-indent: -.25in;">
<!--[if !supportLists]--><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh6fqpkY7BdxrcUKrT_XkGmb915IWI7B2ffFzO5HewPhLmA3OGF8e753V_-J9jossDR5HB050dLSM660nT6ZA4f2abMn7Cxbg3gr6bdqyJxf5T5FTjY-QuwDSapfixuwl_NuOOELp-xQFg/s1600/woman+apply+interview+hand_shake+color.png" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh6fqpkY7BdxrcUKrT_XkGmb915IWI7B2ffFzO5HewPhLmA3OGF8e753V_-J9jossDR5HB050dLSM660nT6ZA4f2abMn7Cxbg3gr6bdqyJxf5T5FTjY-QuwDSapfixuwl_NuOOELp-xQFg/s320/woman+apply+interview+hand_shake+color.png" width="320" /></a>9.<span style="font-size: 7pt; font-stretch: normal;">
</span><!--[endif]-->Do you study competition offerings?<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle">
<br /></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo1; text-indent: -.25in;">
<!--[if !supportLists]-->10.<span style="font-size: 7pt; font-stretch: normal;">
</span><!--[endif]-->When is the last time you trained your team on
the offerings of the competition?<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle">
<br /></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo1; text-indent: -.25in;">
<!--[if !supportLists]-->11.<span style="font-size: 7pt; font-stretch: normal;">
</span><!--[endif]-->What do you do regularly to keep your team
inspired and motivated? Does it seem to work?<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle">
<br /></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo1; text-indent: -.25in;">
<!--[if !supportLists]-->12.<span style="font-size: 7pt; font-stretch: normal;">
</span><!--[endif]-->How often do you have team meetings? Never
Daily Weekly Monthly As Needed<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle">
<br /></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo1; text-indent: -.25in;">
<!--[if !supportLists]-->13.<span style="font-size: 7pt; font-stretch: normal;">
</span><!--[endif]-->How often do you praise team members? Never
Daily or more Weekly Monthly Can't Remember<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle">
<br /></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo1; text-indent: -.25in;">
<!--[if !supportLists]-->14.<span style="font-size: 7pt; font-stretch: normal;">
</span><!--[endif]-->How often do you correct, scold, or discipline
individual team members? Daily or more Weekly Monthly
<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle">
<br /></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo1; text-indent: -.25in;">
<!--[if !supportLists]-->15.<span style="font-size: 7pt; font-stretch: normal;">
</span><!--[endif]-->How often do your team members praise each
other? Daily or more Weekly Monthly Less than monthly<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle">
<br /></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo1; text-indent: -.25in;">
<!--[if !supportLists]-->16.<span style="font-size: 7pt; font-stretch: normal;">
</span><!--[endif]-->Do you believe your team members have enough
sales materials? If no, what do they need?</div>
<o:p></o:p><br />
<div class="MsoListParagraphCxSpMiddle">
<br /></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo1; text-indent: -.25in;">
<!--[if !supportLists]-->17.<span style="font-size: 7pt; font-stretch: normal;">
</span><!--[endif]-->Do you believe your department has adequate support
in your organization? If no, why not? What do you need?<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle">
<br /></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo1; text-indent: -.25in;">
<!--[if !supportLists]-->18.<span style="font-size: 7pt; font-stretch: normal;">
</span><!--[endif]-->Once a sale has been made, are there any
consistent problems with fulfillment? If yes, what are the problems? What have
you done to resolve this?<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle">
<br /></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo1; text-indent: -.25in;">
<!--[if !supportLists]-->19.<span style="font-size: 7pt; font-stretch: normal;">
</span><!--[endif]-->Does your team use a CRM? Is it within a week of
up to date?<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh_8VR8KI-qf5Juw_pTpNB4lOKlst9Nou7bYHsPHu2Q3SbO_L6gAPUhBVYttUCdSMfVZoPu5-Mf-nlvmfUDCZUCAKVxPJlZDunBYU729z3eiGATZsjWPJjjkXtvrR84rm7154B1Jj7HdxI/s1600/desk+boss+looking_over_work.png" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="240" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh_8VR8KI-qf5Juw_pTpNB4lOKlst9Nou7bYHsPHu2Q3SbO_L6gAPUhBVYttUCdSMfVZoPu5-Mf-nlvmfUDCZUCAKVxPJlZDunBYU729z3eiGATZsjWPJjjkXtvrR84rm7154B1Jj7HdxI/s320/desk+boss+looking_over_work.png" width="320" /></a><o:p> </o:p></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo1; text-indent: -.25in;">
<!--[if !supportLists]-->20.<span style="font-size: 7pt; font-stretch: normal;">
</span><!--[endif]-->What is your management style?</div>
<o:p></o:p><br />
<div class="MsoListParagraphCxSpMiddle">
<br /></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo1; text-indent: -.25in;">
<!--[if !supportLists]-->21.<span style="font-size: 7pt; font-stretch: normal;">
</span><!--[endif]-->Have you sought other employment within the last
year? If yes, why?<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle">
<br /></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo1; text-indent: -.25in;">
<!--[if !supportLists]-->22.<span style="font-size: 7pt; font-stretch: normal;">
</span><!--[endif]-->If no CRM, how do you keep track of and manage
your pipeline?<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle">
<br /></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo1; text-indent: -.25in;">
<!--[if !supportLists]-->23.<span style="font-size: 7pt; font-stretch: normal;">
</span><!--[endif]-->How current are your client and prospect files?
Up to date Within a week Within a month More than 30 days
out of date<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle">
<br /></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo1; text-indent: -.25in;">
<!--[if !supportLists]-->24.<span style="font-size: 7pt; font-stretch: normal;">
</span><!--[endif]-->How many hours per week do you work? 35-45
45-55 55-65 65+<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle">
<br /></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo1; text-indent: -.25in;">
<!--[if !supportLists]-->25.<span style="font-size: 7pt; font-stretch: normal;">
</span><!--[endif]-->Do you have any selling responsibilities? What
percentage of your time is spent selling?<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle">
<br /></div>
<div class="MsoListParagraphCxSpLast" style="mso-list: l0 level1 lfo1; text-indent: -.25in;">
<!--[if !supportLists]-->26.<span style="font-size: 7pt; font-stretch: normal;">
</span><!--[endif]-->How many hours per week do you spend on
paperwork? 5-8 9-12 3-16 17-20 20+<o:p></o:p></div>
<br />
<div class="MsoNormal">
Look at all the answers in context of which teams are the
most successful, and which are the least. What answers surprised you? Now you
have somewhere to start from... </div>
<div class="MsoNormal">
Visit us at <a href="http://www.marinoconsultants.com/">www.marinoconsultants.com</a></div>
<div class="separator" style="clear: both; text-align: center;">
<br /></div>
<o:p></o:p></div>
Anonymoushttp://www.blogger.com/profile/17954737963252568247noreply@blogger.com0tag:blogger.com,1999:blog-3094682250633839228.post-74681474743355452642015-10-20T11:34:00.000-04:002015-11-14T11:31:33.361-05:00Why Your Sales Training Didn't Work (and how to fix it)<div dir="ltr" style="text-align: left;" trbidi="on">
<div class="MsoNormal">
The good news is, it's not your fault. Mostly. You brought
in a well-reviewed, high-priced training company, and they delivered a
beautiful, motivating seminar to the entire sales team. Everyone loved it. And
nothing changed. Sound familiar?</div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgZFR9U9xQyy2BY4sjYL0wzMQxvMqB9-CVqpUw0oGxXcY9hMrTfJSJi1-QVAoM7GyFwUpAnrlEmrkg7S8kgR-qBc8HnZqormMATChbsIWTMoyQ8jTC9Q2hkOG4r3L2L1mj8KfDjPC6MtBk/s1600/classroom.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="300" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgZFR9U9xQyy2BY4sjYL0wzMQxvMqB9-CVqpUw0oGxXcY9hMrTfJSJi1-QVAoM7GyFwUpAnrlEmrkg7S8kgR-qBc8HnZqormMATChbsIWTMoyQ8jTC9Q2hkOG4r3L2L1mj8KfDjPC6MtBk/s400/classroom.jpg" width="400" /></a></div>
<o:p></o:p><br />
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Think of sales training as a chain. How useful is a chain
with a single link? Not very. But that wonderful seminar is just that - a
single link in a chain. You need all the links for that chain to be useful. If
you had all the links, things would likely have worked out better. So what are
the links you need?<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>Pre-training:</b> Understand that there needs to be a
change to the status quo. Doing things the same way will not yield new results.
Prepare upper management that they may need to let go of some processes,
traditions, and ideas to make the team more effective. Change is never easy to
accept, and commitment from upper management is key to success.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Survey your sales team. What are the most difficult
objections they face? What internal, company-based obstacles do they believe
they face? What skills do they want to learn? What support do they want from
management? (This assessment will only be effective if it's anonymous, and
there is NO fear of retaliation.) Take all of this information and use it to do
an honest assessment of what the team is working with, and against.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Survey your sales managers. What do they see as the most
entrenched bad habits? What have they done to improve the situation? Do they
work from a positive coaching mentality? Or a negative scolding mentality? Do
they want training? What skills would they the team to learn? How do they plan
to support implementation of those skills? Add this information to the
assessment above, and you'll have a pretty clear picture of what Sales thinks
their problems are. Does this coincide with the results you want from training?<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>Gap analysis:</b> What result are you looking for? How far
from that goal are you currently? What skills need to be developed to achieve
those results? Does your team want those skills? What support materials will
they need to reinforce those skills? What will it take to get the sales team to
want to change? How will they know when they have the skills to make the
change?<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>Curriculum plan:</b> Before the training is delivered, get
a detailed curriculum plan, and make sure it covers all of the points you're
looking to improve. Discuss the curriculum plan with managers and the trainer
to make sure management will support the training. Develop a plan that
reinforces training in daily work going forward.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>After training:</b> Enforce new policies and skills gently
but firmly. Supply your team with resources (worksheets, gamification,
webinars) to reinforce their new skills. Have each team member send their
manager an email daily discussing what new skills were used, and what the
outcome was. Have the managers compile this information, and coach the team for
better outcomes.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>Check the numbers:</b> Which manager's team is having the
most success? The most trouble? Which sales pros are the most compliant with
the changes? The least? Are the most successful teams and pros the ones who are
using the new skills? Reinforcement of the new skills and policies should
increase over a span of several months, not decrease. You'll never know if the
training worked if the skills aren't implemented.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
You can implement the "after training" links in
the chain now, and it will help your team build new skills. That is, if they
remember the training. If they don't, request supporting materials from your
trainer, and build your after training plan on those handouts and materials.
The refresher may be all they need to get on track.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<br />
<div class="MsoNormal">
If the training is too far gone, accept it. It might be too
late to make that last training effective, but now you're ready to make the
next one fantastic.<o:p></o:p><br />
<br />
Visit us at <a href="http://www.marinoconsultants.com/">www.marinoconsultants.com</a></div>
</div>
Anonymoushttp://www.blogger.com/profile/17954737963252568247noreply@blogger.com0tag:blogger.com,1999:blog-3094682250633839228.post-59505942624329006982015-07-15T10:08:00.001-04:002015-07-15T10:08:15.653-04:00How to Land Your Next Sales Job<div dir="ltr" style="text-align: left;" trbidi="on">
<div class="MsoNormal">
So many people are looking for jobs right now, it's
difficult to set yourself apart. What do you do? More resumes? More cold calls?
Better clothes?<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Friends, you're in sales! Landing a job is all about selling
yourself to your next employer! Work on this project as if you were making a
sale. As you make contacts, they will see you exhibiting all the skills you'll
need to be effective in your new position.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Remember, over 60% of all jobs never make the want ads.
Don't limit yourself to the jobs you see posted. Look for the job you want.
Make a target list of companies you think would be a good fit. And then go get
'em! <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Of course, you need a great resume. And a concise, focused
resume. A resume focused on what you've done is ok, but a resume focused on
what you want to do for your next employer is better. Include your experience,
but write your text to focus forward. </div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjlf-u_xTctQGuzU1jMJK1PI8DkG6q-XtIh6iLNx4Yclhe5cGCq2Dl0zzpbhO2r1ZSlxUndllLuaLOrchIYsmYPCe6cVHQr8J0fI7xOs0yfeGwHXXsH3pmCZ3R6jC-2G9DwfWT6Ayk6ICM/s1600/grip+and+grin.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="213" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjlf-u_xTctQGuzU1jMJK1PI8DkG6q-XtIh6iLNx4Yclhe5cGCq2Dl0zzpbhO2r1ZSlxUndllLuaLOrchIYsmYPCe6cVHQr8J0fI7xOs0yfeGwHXXsH3pmCZ3R6jC-2G9DwfWT6Ayk6ICM/s320/grip+and+grin.jpg" width="320" /></a></div>
<o:p></o:p><br />
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Yes, you need to research your target list, just like you
would in sales. Make lists of who the key players are, and learn their
histories. (It's probably all on LinkedIn!) You'll have a much better idea of
who might advocate for you, and many good connections may be one introduction
away.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Cold calling is not dead. It's part of your job search
strategy. Can you just walk in and expect to walk out with a job? Maybe not.
You'll do some calls in person, some via email, and some via USPS.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Networking is a great way to cold call for a job. Your
research will tell you where to network to meet the people you need to know.
Members of the Chamber? Join the Chamber. Active in the Red Cross? Volunteer.
Networking with target personnel takes some of the pressure off of both of you,
and allows you to be less formal.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Don't talk about your previous employer any more than
absolutely necessary. Focus on moving forward and accomplishing good stuff for
your next employer. <o:p></o:p></div>
<div class="MsoNormal">
Remember to follow up. Just like you would in any sale, you
need to follow up promptly and professionally. Email is the way to go. No
texting! No phone calls. Email is professional, and respects your contact's
schedule.<o:p></o:p></div>
<br />
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
You're a great sales professional. You know what to do. Go
forth, and sell yourself. You'll have a job you love in no time!<o:p></o:p></div>
</div>
Anonymoushttp://www.blogger.com/profile/17954737963252568247noreply@blogger.com0tag:blogger.com,1999:blog-3094682250633839228.post-92196968232382641622015-07-01T10:45:00.000-04:002015-07-01T10:45:40.200-04:00Ins and Outs of Sales in 2015<div dir="ltr" style="text-align: left;" trbidi="on">
<div class="MsoNormal">
<b>Out</b>: canned sales pitch. <b>In</b>: probing questions.</div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjEQ9WwdPy9U2HCZ1YWnE9kk-E3DiTTtTJQDOGC-C6e3NF-l3aPSeznU1wtQLMIx0q4r9tujqaQDJ6-dBPtI5pGxDy_UTNfQb12TCY9XEgerXIZHqGEsFkwhGBMaYyBSapCpN-OlE330As/s1600/Objection+out+on+your+ear.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="240" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjEQ9WwdPy9U2HCZ1YWnE9kk-E3DiTTtTJQDOGC-C6e3NF-l3aPSeznU1wtQLMIx0q4r9tujqaQDJ6-dBPtI5pGxDy_UTNfQb12TCY9XEgerXIZHqGEsFkwhGBMaYyBSapCpN-OlE330As/s320/Objection+out+on+your+ear.jpg" width="320" /></a></div>
<o:p></o:p><br />
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>Out</b>: talking. <b>In</b>: listening.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>Out</b>: cold calling and hoping. <b>In</b>: networking and
planning.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>Out</b>: closing a sale. <b>In</b>: opening a relationship.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>Out</b>: customer committing to you. <b>In</b>: committing to
your customer.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>Out</b>: customer service lines. <b>In</b>: customer service
reps.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>Out</b>: features and benefits. <b>In</b>: reaching customer
goals.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>Out</b>: single Decision Maker. <b>In</b>: group of decision
influencers.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>Out</b>: faxing. <b>In</b>: emailing.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>Out</b>: just knowing the gatekeeper's name. <b>In</b>: knowing
what the gatekeeper likes in her coffee.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>Out</b>: side-stepping gatekeepers. <b>In</b>: teaming up with
gatekeepers.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>Out</b>: sign here. <b>In</b>: we're here for you.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>Out</b>: meeting quota. <b>In</b>: blowing quota out of the
water. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Sales isn't dead as a profession. Sales is evolving.
Internet shopping has had a huge influence over the job of sales pros.
Your client can (and will) shop the competition from their phone while
they're talking to you! You need to add value to your relationship by
being considered an important business partner and resource. The way to make
that happen is to be invested in achieving your customers goals, and make sure
your product is a part of it. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<br />
<div class="MsoNormal">
Make sure you're clear on the short and long term goals of
your customers. At every meeting, ask how that project is going, and what
you can do to move it forward. Mean it. The reason you have a job
is to do what a computer ordering page cannot: establish a value-driven
relationship.<o:p></o:p></div>
</div>
Anonymoushttp://www.blogger.com/profile/17954737963252568247noreply@blogger.com0tag:blogger.com,1999:blog-3094682250633839228.post-76852543706042171142015-06-17T10:02:00.000-04:002015-06-17T10:02:43.872-04:00Why You Missed Quota<div dir="ltr" style="text-align: left;" trbidi="on">
<div class="MsoNormal">
The sales quota is much-argued situation in most sales
organization. How is it set? Do previous successful months offset less
successful months? Is it a moving target, growing as you become more
successful? Is management doing anything to support achieving quota? Sales pros
love quota when they're ahead, and hate it when they're behind. Should a company
even use quota anymore?<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Sadly, quota isn't going anywhere. It's how most sales
organizations predict the cash flow they will generate to support the rest of
the company. These predictions need to be pretty accurate, or the dominoes fall
fast and hard. So why are they so difficult to hit? It may be a combination of
management's fault, and your problem.</div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhCJfrj65oUPPE9mB3ggw_M9oxAkoD7JgXDuvoyXn1sxnioCWxTHlxDyjlZe-y5cv8kgJeQE0SZUuZU6QUqudl5qzySCVOzXsCl9s1E6jrChRCrramg4nGHW1jvlgBLETkLnoL5I5QSUP4/s1600/sales+funnel+balls.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="213" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhCJfrj65oUPPE9mB3ggw_M9oxAkoD7JgXDuvoyXn1sxnioCWxTHlxDyjlZe-y5cv8kgJeQE0SZUuZU6QUqudl5qzySCVOzXsCl9s1E6jrChRCrramg4nGHW1jvlgBLETkLnoL5I5QSUP4/s320/sales+funnel+balls.jpg" width="320" /></a></div>
<o:p></o:p><br />
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>Quota isn't always important.</b> If meeting quota isn't a
consistent qualification for keeping your job, it may be an excuse to fire reps
who haven't fit into the corporate culture, or rubbed management the wrong way.
Or it may only be important if cash flow is tight. Inconsistent attention to
quota makes it hard to take seriously. If you miss quota occasionally, you're
normal. But beware: if no one mentions it to you, and asks if your pipeline is
recovering this month, and asks how they can help, management may be using
missing your quota as a way to ease you out the door.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>You aren't doing the right homework.</b> Sales pros are prone to
bouts of burnout - feeling like our work is under-appreciated,
over-paper-worked, and too repetitive. It's work to keep it fresh and still be
effective. Read at least part of some sales philosophy or sales system book or
tweet or blog every day. Every time you tweak your perspective, you stave off
burnout. Also, create a strong list of call objectives for each call. If you
had one before, shake out the ineffective goals and replace them with new
stuff. New conversations will yield new results.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>Management doesn't support the team.</b> Does your manager
help? Or threaten? Does upper management bring in outside trainers to offer you
a fresh perspective? Are you discouraged from taking time off? Is the
organization aligned with keeping customers, and serving them well? Some
managers are just as burned out as their team, making them ineffective at
providing the support, sounding board, and education the team needs. Some
customer service staff look at every customer as a list of problems. It's very
hard to be a successful solo act if your management has a negative attitude.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>You flip out when you have a slump.</b> In simple terms,
you're superstitious. You think a bad week means you've "lost your
touch." If you could make sales two weeks ago, you can still do it. (It's
not a magic trick, it's a skill set!) Do an objective check of whether you've
let your side of the equation slide. If you're still doing a thorough and
professional job, shake it off. No coin comes up heads every time. Statistics
insist that everyone have a slow patch sometimes.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>Quota is an unreachable number.</b> If your quota keeps
changing, it usually is growing. There is a market potential beyond which
higher numbers are impossible. There aren't enough hours in the day, or
customers in the market to make the numbers required sometimes. This is a very
bad sign. It means management hasn't aligned their outlook with current market
conditions. It tends to make the relationship between sales and management
adversarial. Particularly in organizations where sales pros are also the
primary account managers, the more clients you have, the less likely it is you
can keep hitting big numbers based on the sheer volume of time it takes to keep
your accounts happy.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<br />
<div class="MsoNormal">
<b>Your reputation is, well, tarnished.</b> Remember that in
sales, it's all about trust. If the prospect doesn't trust you, they won't
trust what you tell them. Have you been professional, thorough, and honest in
every interaction? The grapevine will bite you in the end. At one happy
hour, one of my managers became very drunk, and very belligerent. (Yes, he was
old enough to know much better.) Within two months, the company transferred him
out of the area with a stern warning: you've made yourself poisonous to the
restaurant community once. Any further trouble, and you're fired.He was lucky.
Bad behavior has a way of living on forever. You never know who knows each
other, or how long your outburst will live in social media. Clean up your act.
You have a very public job. It will make a difference!<o:p></o:p></div>
</div>
Anonymoushttp://www.blogger.com/profile/17954737963252568247noreply@blogger.com0tag:blogger.com,1999:blog-3094682250633839228.post-58888029483681258082015-06-10T14:05:00.000-04:002015-06-10T14:05:29.929-04:00The 4 Most Common Shopper Personalities, and How To Sell Them<div dir="ltr" style="text-align: left;" trbidi="on">
<div class="MsoNormal">
There are millions of individual personalities out there,
but most of us fall into one of 4 categories when we are shopping: The Expert,
The Connector, The Prisoner, or The Evaluator. Each one of these shopping
styles requires information and service to be presented in a particular way in
order to make the shopper feel respected and interested in doing business with
you. At first glance, it may seem like patronizing people, but really, you're
just addressing your prospect in their own language. If their language was
Serbian, you wouldn't speak French, would you?</div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhopdu48Yshs42eEkowyeB4Wg644Pr7tb6T3MyGTBoE8-Ngj6pkNLrj91IupYFaMQM4mj6xgTTsnD0FGKdm_ZQ5ex8dxJzMjKk5ELoJtCnKyZOz8tt64OJ8WCCyp9lbqm2_9mzfl8h62v4/s1600/business+team.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="276" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhopdu48Yshs42eEkowyeB4Wg644Pr7tb6T3MyGTBoE8-Ngj6pkNLrj91IupYFaMQM4mj6xgTTsnD0FGKdm_ZQ5ex8dxJzMjKk5ELoJtCnKyZOz8tt64OJ8WCCyp9lbqm2_9mzfl8h62v4/s320/business+team.jpg" width="320" /></a></div>
<o:p></o:p><br />
<div style="background-color: white; border: 0px; box-sizing: border-box; color: #4d4f51; font-family: Helvetica, Arial, sans-serif; font-size: 16px; font-stretch: inherit; line-height: 23.9999980926514px; margin-bottom: 30px; padding: 0px; vertical-align: baseline;">
</div>
<div class="MsoNormal">
Here are the 4 most common shopper types, and a few pointers
on how to speak their language:<o:p></o:p></div>
<div class="MsoNormal">
<b><br /></b></div>
<div class="MsoNormal">
<b>The Expert</b><o:p></o:p></div>
<div class="MsoNormal">
This shopper believes they know it all already. Saving face
is very important to them. You must respect the knowledge and experience they
have, or think they have. Use reinforcement phrases like: I like what you just
said. -and- That’s a great question. Start
sentences with: As I’m sure you already know… Question with: I’m curious about
your thoughts on…</div>
<div class="MsoNormal">
<o:p></o:p></div>
<div class="MsoNormal">
<o:p> </o:p> </div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>The Connector</b><o:p></o:p></div>
<div class="MsoNormal">
This shopper is always looking for familiar context. Everything will remind them of a story,
person, or movie. They want to trust you, and want things to make sense. Use
phrases that emphasize the familiar: Use their own words and phrases whenever
possible. Analogies are usually helpful with these shoppers. Start sentences
with: You may have thought it would be nice if… and then follow with a feature.
Questions should be grounded in recent statements the shopper has made: “How
soon are you looking to buy (whatever they just said)?”<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>The Prisoner</b><o:p></o:p></div>
<div class="MsoNormal">
This shopper doesn’t want to be in the market. They want to
get it over with. All they need is trust to move forward. Trust that you will
take this issue off their hands, and they won’t have to cope with it anymore. Write
things down! Never ask them to repeat themselves. De-escalating their emotions
is very important, but it needs to be done in a way that is not minimizing the
importance of their feelings. Start sentences with: Thanks for bringing that
up. -and- This must be a frustrating position for you. Question with: Do you
think we should talk about ________?</div>
<div class="MsoNormal">
<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>The Evaluator</b><o:p></o:p></div>
<div class="MsoNormal">
This shopper loves the shopping, and always wants more time
and material to consider. Helping them to the decision phase may be seen as
pushy. They will walk away if they don’t feel educated. They want a lifeline,
so they will ask about guarantees and warranties. Comparison shopping is the
norm for them, and they may lead you on in hopes of getting a deal to take to
your competitors. Start sentences with: “As you may know from your research…” Question with: “To answer you better, I’d
like to ask you a question.”</div>
<div class="MsoNormal">
<o:p></o:p></div>
</div>
Anonymoushttp://www.blogger.com/profile/17954737963252568247noreply@blogger.com0tag:blogger.com,1999:blog-3094682250633839228.post-61541498896928117542015-06-03T15:12:00.003-04:002015-06-03T15:13:05.327-04:007 Secrets of Successful Sales Pros<div dir="ltr" style="text-align: left;" trbidi="on">
<div class="MsoNormal">
As I travel from client to client, I'm asked one question
more than any other: What kind of people make the best salespeople? While there
is no one answer, there are some common characteristics I see in most
successful sales professionals. A great sales pro may not possess all of them,
but they all seem to have at least a couple. These are the characteristics of
the most successful sales people based on my surveys and experience:<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>The best salespeople are those who love people, and love
their product.</b> They find a way to enjoy every client contact. Real
enthusiasm can't be faked, and the top sales pros bring it to every situation.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>They understand that hard work pays off, and no work pays
nothing.</b> They don't care about quota. When they're ahead of quota, they
work just as hard as when they're behind. It's the best way to keep the
pipeline full and the customers happy. They do the "invisible work"
of networking and researching so they're always prepared to act.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>They are active and attentive listeners.</b> Success in
sales comes from being client-centered. The best of the best pay close
attention to their prospects and customers, and always ask probing questions to
get to the heart of the matter.</div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgsp_1Q-Ns7efgyDHTiCyg79rA7p-GeAajcKzBzmFYiDzsAhefy8DRzY2aL5j1knMc7yFpqk3d7Fn3JT9DVSAXehmggcfXhku9xEBjA9iZyya5N6meaq1ReYZwEp-t6DkVfOtGTv2UW-N0/s1600/climbing-380172_640.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="240" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgsp_1Q-Ns7efgyDHTiCyg79rA7p-GeAajcKzBzmFYiDzsAhefy8DRzY2aL5j1knMc7yFpqk3d7Fn3JT9DVSAXehmggcfXhku9xEBjA9iZyya5N6meaq1ReYZwEp-t6DkVfOtGTv2UW-N0/s320/climbing-380172_640.jpg" width="320" /></a></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>Giving up isn’t an option.</b> Sales leaders work when
they're sick. They work when they're tired. They work when the outcome looks
iffy. If they don't succeed, it isn't because the didn't give their best.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>They think on their feet, and make their company look good
while meeting the needs of the client.</b> Companies and sales pros succeed
and fail together. If a customer loves you, but hates your company, the
relationship is doomed to failure. Team spirit isn't just for sports, it's for
business, too!<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>Solving the customer’s problem while achieving the
customer’s goals is the most important thing to them, and they do it every
time.</b> The only goal a client wants to achieve is their own. They don't
care if you hit quota, or if your company is having a milestone anniversary.
They want to meet or exceed their goals. The most successful sales pros never
forget this.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>They believe in long-term planning their sales, so they
never waste an opportunity to leave a great impression, even when a
prospect isn’t in the market today.</b> What makes a prospect a prospect is
that there is a chance they will purchase your product or one that serves the
same purpose. The best pros learn the prospect's business goals, and follow up
periodically to stay current and relevant. If the prospects aren't in the
market today, they will be another day. Generating a positive relationship with
non-buying prospects saves a ton of groundwork when they
finally are in the market.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<br /></div>
<br />
<div class="MsoNormal">
All of these skills and characteristics can be developed. If
your team is lacking any of them, coach them to add to their skill set, and to
your bottom line!<o:p></o:p></div>
</div>
Anonymoushttp://www.blogger.com/profile/17954737963252568247noreply@blogger.com0tag:blogger.com,1999:blog-3094682250633839228.post-83233650280888900432015-05-19T16:23:00.000-04:002015-05-19T16:23:11.017-04:00Why Closing Is Different In 2015<div dir="ltr" style="text-align: left;" trbidi="on">
<div class="MsoNormal">
In 2005, everyone had computer access and a cell phone.
None of us had streaming TV, Twitter, Instagram, Vine, Facebook, or
Skype. Faxing was still big. Important information still regularly came
in your physical mailbox. 2015 is a year where the 2005 plan just won't cut it.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgRkt5dW9MZ04XOrcR2J67hZI_gBxBXgIdDRaF_PeFoBUFAPrP6yRGhUIlDeafV1WYWtCWqr7BAreDt_pKNegn8g4A3j93wgV68kLXKW6qXpPT6A_POR0XihvncDTLYA5-dXs9n5e3MJyE/s1600/contract.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="212" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgRkt5dW9MZ04XOrcR2J67hZI_gBxBXgIdDRaF_PeFoBUFAPrP6yRGhUIlDeafV1WYWtCWqr7BAreDt_pKNegn8g4A3j93wgV68kLXKW6qXpPT6A_POR0XihvncDTLYA5-dXs9n5e3MJyE/s320/contract.jpg" width="320" /></a></div>
<div class="MsoNormal">
The biggest difference in the sales world is that prospect
and buyers expect to be part of the sales process. Interactive sales are the
norm. Clients will want custom products, and they will tell you how they are
willing to let you sell it. Anyone can open their phone and Google your
"facts," and comparison shopping is almost instantly available to
every customer. What's a sales pro to do?<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Interacting with your client doesn't just mean showing up
for a meeting anymore. Now we text, tweet, video chat, email, and LinkedIn
message our customers and our prospects. Following a prospect on social
media keeps us in the loop as their attitudes and goals change and evolve. And
they follow us, and our competition, too. The sheer volume of available
information has made consumers a much more educated group.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
How does this affect closing? Focus on helping your prospect
meet their goals and relieve their pain points. Listen as much as possible to
how your solution will be implemented and how it will benefit the customer's
plans. People commit to relationships they believe are honest and beneficial,
so it's important that your client doesn't feel sandbagged in the closing
process. (After the commitment has been made is not the time to throw in,
"Oh, by the way, I need you to sign this.")<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Written agreements give you the authorization to handle
sensitive information, and give the customer a record of the commitments you
and your company have made. Emphasize that your agreement protects your
client's privacy; it limits who has access to their information, and for what
purpose. When a prospect asks you for a commitment, that's a great time to
agree, hold up your agreement and say, "and we put it in
writing." <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj_4pWqUVNk0qsioqLXDTzqIjNyQNpZx8FHc54AXVh0LjfB-raxh1umRbgf6jTwegHshMczZltok6w_u2-pVjEKtBVTzTJJkd_2zM8HyC2xIJ_d1tp5GMHQNXmilH_j7zTIli3HFgND8Dc/s1600/grip+and+grin.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="213" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj_4pWqUVNk0qsioqLXDTzqIjNyQNpZx8FHc54AXVh0LjfB-raxh1umRbgf6jTwegHshMczZltok6w_u2-pVjEKtBVTzTJJkd_2zM8HyC2xIJ_d1tp5GMHQNXmilH_j7zTIli3HFgND8Dc/s320/grip+and+grin.jpg" width="320" /></a>Don't be surprised if your client pulls out an agreement of
their own for you to sign on behalf of your company. More and
more purchasing departments in companies small and large have "contractor
agreements," which usually supersede any other oral or written agreements.
They often include non-disclosure clauses, and penalties to the vendor if
the solution is late, ineffective, or improperly maintained. Make sure you have
permission to sign before you go ahead and do it. If you're not sure,
bring it back to the office with you and hand it off to your boss. </div>
<o:p></o:p><br />
<br />
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Your competition isn't local anymore. Your competition
is anything a customer can find on the internet. If someone else out
there offers a nuance or policy that your customers like or want, they will
pressure you to offer it, too. Welcome to the interactive sale.</div>
<o:p></o:p></div>
Anonymoushttp://www.blogger.com/profile/17954737963252568247noreply@blogger.com0tag:blogger.com,1999:blog-3094682250633839228.post-47045048435776349212015-05-07T13:16:00.000-04:002015-05-07T13:16:04.446-04:008 Critical Presentation Skills<div dir="ltr" style="text-align: left;" trbidi="on">
<div class="MsoNormal">
If you’ve ever sat through a bad presentation, you know how
frustrating it is. The presenter is losing respect and credibility, minute
after excruciating minute. The sale will never be made, as the attendees cannot
wait for an opportunity to escape. What’s a bad presentation? One that breaks
one or more of the following rules:<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgpUogbabcIPZnpEiMiIQRSiAZ1ehSF7zQ0h4nUyxPHwyu_OVvXbbzsBiK1fsCyshN05RyuuWwyY-V5_MJL_c0vwsS_jfKEO6iCg3BP8Ufb5jhzbuDAGLDN4IJU2T_RKomRcr1ZmP8IH4w/s1600/presentations.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="174" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgpUogbabcIPZnpEiMiIQRSiAZ1ehSF7zQ0h4nUyxPHwyu_OVvXbbzsBiK1fsCyshN05RyuuWwyY-V5_MJL_c0vwsS_jfKEO6iCg3BP8Ufb5jhzbuDAGLDN4IJU2T_RKomRcr1ZmP8IH4w/s200/presentations.jpg" width="200" /></a><b>Know and Respect Your Audience:</b> Audiences are not all the
same. Know the individual needs and strengths of your audience in advance, and
tailor your presentation to them, specifically.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>Present in Terms of Your Audience:</b> Talk about them. If they’re
in your audience, they accept that you have something useful to offer. There is
no need to toot your own horn. Instead, demonstrate how the material helps them
achieve their goals. Address how successful implementation will benefit them.
Ask them to explain how the concepts will benefit them.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>Present Information In Multiple Formats:</b> Give handouts. Have
slides. Use photos and pictures. Have activities planned for every 15-30
minutes. Every person ever tested learns best when information is presented to
them in a variety of ways, followed by practice utilizing the concept. Use all
of these formats whenever possible. They’ll remember more of what you
presented!<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>Have At Least 1 Slide Or Visual For Every Minute of Lecture
Time:</b> People read and absorb the information on a presentation slide in an
average of 15 seconds. 5 to 7 information points per slide is all that people
can work with in their short term memory at a time. When it’s time for a new group of concepts,
it’s time for a new slide or visual. Your audience will remain attentive and
engaged.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>Never Read Your Slides To Your Audience:</b> They can read them,
and probably have. Reading to them feels insulting. Use the animations in your
presentation program to have text join the slide as you make points. Movement
increases the intensity of audience focus.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>Speak in Coherent Sentences:</b> Nothing will make your audience’s
mind wander like throwing in a few, “Um, you know, so, uh, well” space fillers.
The only way to avoid this is to rehearse your presentation. It shows respect
for your audience’s time if you’ve taken the time to properly prepare. No one
notices when space filling words are missing, but everyone notices when they’re
used.<o:p></o:p></div>
<div class="MsoNormal">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgmh1FwkHcAqqlkTMKjK72vOW04OghWurzQ1zCnMJwDaPn5lVmBsY7dBpyVB7mYurIzFMAGQK-RXmkO_51sA8Ck59_jqoqUS_DBMNaiZQb86eCe99MNJIZePri-IiatjXlzEZXjc0DlokY/s1600/presentation+3.png" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="153" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgmh1FwkHcAqqlkTMKjK72vOW04OghWurzQ1zCnMJwDaPn5lVmBsY7dBpyVB7mYurIzFMAGQK-RXmkO_51sA8Ck59_jqoqUS_DBMNaiZQb86eCe99MNJIZePri-IiatjXlzEZXjc0DlokY/s320/presentation+3.png" width="320" /></a></div>
<div class="MsoNormal">
<b>Ask Questions Throughout, and Listen to The Answers:</b> Being
asked a question makes most people almost reflexively answer it, at least in their
head. This keeps your audience engaged. If you ask a question and your audience
answers, address the answer fully.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<br />
<div class="MsoNormal">
<b>Keep It Short:</b> Present for slightly less time than you were
given. People will ask questions and otherwise interrupt you, and you need to
build in plenty of time for that. Deliver your message. Your audience has a
schedule to keep.</div>
<o:p></o:p></div>
Anonymoushttp://www.blogger.com/profile/17954737963252568247noreply@blogger.com0tag:blogger.com,1999:blog-3094682250633839228.post-75360499346244054982015-04-30T14:07:00.000-04:002015-04-30T14:07:20.013-04:00What If You Don't Golf?<div dir="ltr" style="text-align: left;" trbidi="on">
<div class="MsoNormal">
It's that time of year - the weather is great, the sun is
warm, and no one wants to be stuck in the office if they can avoid it. When you
request a meeting, you're offered 3 different tee times. But what if you
don't golf?<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
I don't golf, though not for lack of trying. There are few
things I'm worse at than games requiring hand-eye cooperation! The first time
my daughter beat me at mini golf, she was 5. She's not an athlete, either; I'm
just really that bad.</div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEipb1GqsJiT81BNIqapg9O_FPuDkGe6HaP9bM9L4UCkC6tL-R4xriY5u3LzTmCUuH-3EC-QPN8k5SplMLDo6TkqsVgGKVILZ8TkXU6W3TOiI_EyROHAelV_CRo91y6Cl6gtLvH5r0-6A9w/s1600/1000780172.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEipb1GqsJiT81BNIqapg9O_FPuDkGe6HaP9bM9L4UCkC6tL-R4xriY5u3LzTmCUuH-3EC-QPN8k5SplMLDo6TkqsVgGKVILZ8TkXU6W3TOiI_EyROHAelV_CRo91y6Cl6gtLvH5r0-6A9w/s1600/1000780172.jpg" height="212" width="320" /></a></div>
<o:p></o:p><br />
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
If I wanted to go for a walk with a client in a
beautifully-kept park to talk business without golf clubs, they'd say
"no." Golfing takes 2 or three hours - a wonderful amount of time to
blend casual and business conversation, and deepen the professional bond that
will flourish for years. We non-golfers can have the same access to our
clients, but it takes a little creativity.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
First of all, no matter your gender, witnessing sporting
events is always a good way to bond and talk business in an outdoor setting.
Baseball games are a favorite, since there's lots of quiet down time
between scoring and great plays. Grab a copy of Baseball for Dummies, learn your
details, and get out there.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Also, there are a variety of charity and arts events in the
spring through the summer. Symphony concerts, outdoor art shows, ballet and
dance recitals, garden shows, sailing - there is more to great weather than
golf. Any circumstance that can qualify as networking and have enough quiet
time to deliver your pitch will work. Try to pair the event to the client, and
offer a friendly afternoon.<o:p></o:p></div>
<br />
<div class="MsoNormal">
I</div>
<div class="MsoNormal">
n the short term, if you're offered golf, counter with a
pre-game lunch request, claiming an impossible schedule that day, and hope for
the best. In the long term, establish a couple of hobbies that you can
substitute for golf to give you the access that you need. Your competition may
be golfing, but you can compete, and you won't need to work on your putting.<o:p></o:p></div>
</div>
Anonymoushttp://www.blogger.com/profile/17954737963252568247noreply@blogger.com0tag:blogger.com,1999:blog-3094682250633839228.post-37473056485191652592015-04-23T09:45:00.000-04:002015-04-23T09:45:01.358-04:00Volunteer for Higher Sales<div dir="ltr" style="text-align: left;" trbidi="on">
<div class="MsoNormal">
When your prospecting and cold calling are letting you down,
what can you do to freshen things up? How can you get doors to open
instead of close? Volunteer, and do so
in a strategic way.</div>
<o:p></o:p><br />
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhsKmsucf0HJYwX9azsxGIBh1_682Q5lRD1Az0IwI3yrPQahDvhVhs-Vul8YWTCHj_rFAYBO1qdYJGxhWXgGz61yj3abrSWz-oKKkx84e84kbb0cCmVBIF2LE-F4icI2aHFw1Nzz7P3CKY/s1600/1001029866.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhsKmsucf0HJYwX9azsxGIBh1_682Q5lRD1Az0IwI3yrPQahDvhVhs-Vul8YWTCHj_rFAYBO1qdYJGxhWXgGz61yj3abrSWz-oKKkx84e84kbb0cCmVBIF2LE-F4icI2aHFw1Nzz7P3CKY/s1600/1001029866.jpg" height="212" width="320" /></a>Volunteering is a wonderful way to stay involved in your
community, and most communities have literally hundreds of opportunities open
to you. When you participate in a charitable organization, you inevitably
meet new people, and strengthen your reputation. You can sign up as
yourself, or as a representative of your company. I strongly recommend
you volunteer in circumstances that will bring you into contact with a lot of
people, not situations where you interact with only a couple. Your goal
is to meet and interact with as many people as possible. There are charity walks, charity runs,
Habitat for Humanity community projects, and many more places to volunteer
where you'll be exposed to dozens or even hundreds of people. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Choose a cause you believe in and respect. It's key to
participate in community efforts that are genuinely important to you. If you
are only volunteering to increase your network, you'll resent every moment of
effort, and it will damage your reputation. Instead, the idea is to aid
your organization of choice while you add new members to your network to help
you reach deeper into your target market and overall community. If you’re like most people, there are several
groups you’d be happy to help. Find local groups and events on websites like
Volunteer Match and Volunteer Connection.
How does it work?<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
While you're working at your event, make an effort to get to
know your co-volunteers. It's a networking opportunity on a much more personal
level than the usual. The fact that you're volunteering shows that you're
responsible and hard-working. You and your co-volunteers have an interest in
common, and you both care enough to donate your time. You'll have some business
cards in your pocket, so you'll be able to share them with your new contacts
before you leave. Make sure to take their information, too.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
During the next work week, treat your new contacts like you
would for any other networking opportunity. Reach out to your new
contacts and remind them of your meeting. Invite them to coffee or happy
hour. Slowly move your new relationship in a professional direction.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<br />
<div class="MsoNormal">
Any of your new connections may be a door to a new level of
professional networking. The more people you know in your community, the
more doors will open for you.<o:p></o:p></div>
</div>
Anonymoushttp://www.blogger.com/profile/17954737963252568247noreply@blogger.com0tag:blogger.com,1999:blog-3094682250633839228.post-78848715722031814992015-04-17T11:27:00.001-04:002015-04-17T11:27:55.037-04:00"Job" or "Career"? The keys to the difference<div dir="ltr" style="text-align: left;" trbidi="on">
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg4PDUfCu-XijQELmkWZFViJNLXjm0vAb7RSBzFnvduslthiKvN_3R3UNq9HZTmZr31sbGwORSY10ydwISmml7piE_qn4YX8GZn2MsZd2FhtPhbejDLfmOj6dDma04doLYn50zkhxb-b9A/s1600/1001030103.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg4PDUfCu-XijQELmkWZFViJNLXjm0vAb7RSBzFnvduslthiKvN_3R3UNq9HZTmZr31sbGwORSY10ydwISmml7piE_qn4YX8GZn2MsZd2FhtPhbejDLfmOj6dDma04doLYn50zkhxb-b9A/s1600/1001030103.jpg" height="212" width="320" /></a></div>
<div class="MsoNormal">
Career-track employment is a wonderful thing, and I am not
here to discredit it. However, I think the value of "jobs" is
becoming harder to see. Case in point:<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
A 21 year old psychology student, Nina, took a job as a
secretary in a real estate office. Her competence quickly earned her more
responsibility, and within 6 months she was the office manager. At 9 months,
her boss offered her tuition to get her real estate license. She did. At 18
months, she was the property manager of over 800 rental units. At 3 years,
she's making more than $50,000 per year, and has minimal debt. She loves her
work. The kicker? She was advised against the secretary job because it wasn't
"career-track."<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Similar stories can be told about the cashier at the
pharmacy who became a pharmacist, the Burger King employee who now owns 5
restaurants, and the man who joined a painting crew as a second job who opened
his own house painting company.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
None of these people saw their employment as "just a
job," and that's what made the difference. They took their work seriously,
and learned to do it well. Those attitudes helped them make choices that lead
to fulfilling employment, and careers that can grow as far as they want to take
them.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
What if you hate your job? What then? You're still learning
valuable lessons. Maybe you're learning that office work is not for you, but
you're also learning about the management, operations, and skills required for
office work to get done. Maybe you never want to flip another burger, but
you're learning about general food and health rules, team management, and the
joys and challenges of serving the general public. When you have to stand in
for the manager, maybe you learn that you love to supervise. Or maybe you learn
that you'd rather take direction than give it.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<br />
<div class="MsoNormal">
When opportunity knocks, don't mistake him for an intruder! Don't avoid work because it's not obviously on your career
track. If there's a part-time opportunity in some area you'd like to check out,
go for it! If you need a second job to make the rent, do it with pride. And if
there's nothing available in your field, get a job anyway. You can apply what
you learn in dozens of ways. And it just might change your life.<o:p></o:p></div>
</div>
Anonymoushttp://www.blogger.com/profile/17954737963252568247noreply@blogger.com0tag:blogger.com,1999:blog-3094682250633839228.post-49858765765619618082015-04-09T20:50:00.000-04:002015-04-09T20:50:43.861-04:00Time to Throw Away Your Business Cards<div dir="ltr" style="text-align: left;" trbidi="on">
<div class="MsoNormal">
Now that so much has gone digital, is it time to throw away
your business card, and move to solely digital representation of yourself, an
e-card? Is environmental responsibility, or technology key to your branding?
Don’t cards cost us trees? Why would any business want to be represented by
19th century technology? Isn’t that the definition of old school?<o:p></o:p></div>
<table cellpadding="0" cellspacing="0" class="tr-caption-container" style="float: right; margin-left: 1em; text-align: right;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjpKcA_WKVFQ2ZZ-QRAFom2T__HF21O9qfr3JexocKj-kuyc_KcCfxIODDIg_F20cB6bQyMz7Uu-lBimoCsOUxPphTRfs9RxlJ1jEYZui9sWO2RbkCkCWMiOfgMyzPXeoVJz8A95zsawh0/s1600/BusinessCardAttorney1895.jpg" imageanchor="1" style="clear: right; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjpKcA_WKVFQ2ZZ-QRAFom2T__HF21O9qfr3JexocKj-kuyc_KcCfxIODDIg_F20cB6bQyMz7Uu-lBimoCsOUxPphTRfs9RxlJ1jEYZui9sWO2RbkCkCWMiOfgMyzPXeoVJz8A95zsawh0/s1600/BusinessCardAttorney1895.jpg" height="187" width="320" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Business Card, 1895</td></tr>
</tbody></table>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
When offered an e-card, it’s convenient for me to skip the
paper step, but I watch the faces of the people who aren’t familiar with
e-cards. They immediately feel excluded when they’re told a business contact
doesn’t “use cards anymore.”</div>
<o:p></o:p><br />
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
In businesses where innovation and technology are the
essence of the product, it makes sense not to lead with a paper business card.
Nothing gets an early-adopting tech shopper revved up like thinking they’ve
missed an important tech development, after all! Environmental groups and
agencies should definitely move in that direction, setting an example in every
way they can. But if the client asks you for a card, what then? “Electronic, or
physical card?” might be a good response. Many business people just need to be
introduced to the idea to go along. When you offer your e-card, explain why
your company is moving in that direction.<o:p></o:p></div>
<br />
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Anytime you’re asked for a card, hand one out, electronic or
paper. If you’re thinking of moving to an e-card, do some research. Your e-card
can behave like an app, and have your customers able to dial your number or get
directions to your office by pressing a button. Your e-card can have the exact
same look as your paper card. Using hyperlinks is popular, letting people
navigate to specific parts of your website, or send you an email directly
through the e-card. Some website designers include e-card design in their
packages. Choose functions and a design that will work for your customers. And
don’t throw away your business cards. Keep a few with you at all times. After
all, your phone battery might die someday!<o:p></o:p></div>
</div>
Anonymoushttp://www.blogger.com/profile/17954737963252568247noreply@blogger.com0tag:blogger.com,1999:blog-3094682250633839228.post-27204416658115142232015-02-25T13:40:00.000-05:002015-03-18T16:13:33.032-04:00Are You Out Of Context?<div dir="ltr" style="text-align: left;" trbidi="on">
<div class="" style="clear: both; text-align: justify;">
<div class="MsoNormal">
Have you ever had a persistent telemarketer ruin your lunch
hour by calling repeatedly? They're annoying because they are out of your
context of having a relaxing lunch. Let me illustrate with a story:<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
There is a "Wanted" poster with my dog Max's photo on it at a fancy local country club. It lists his crimes as "theft, trespassing, and general menacing." These "crimes" arose from an incident when he was 9 months old. Let me explain. Max and I were in a state park. He was off leash, and I was
helping him run off some of his endless, puppy energy. Agreeably, he came when
called, and otherwise ran and jumped and played. Until "the sound."<br />
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh988dJ4ZCpuPHgSvwXdjVpzHr7BZrZt0HRKLOcEX_JNd5EX1TsLqm9MFR_htz1dvxPuR8AuGOvjBM8JPuREE9t_EGbp_95_res_Y3Sz5xpbMp9DuNeDl_hE3gornWYl27oZztv3_d1g4s/s1600/IMG_7176+(2).JPG" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh988dJ4ZCpuPHgSvwXdjVpzHr7BZrZt0HRKLOcEX_JNd5EX1TsLqm9MFR_htz1dvxPuR8AuGOvjBM8JPuREE9t_EGbp_95_res_Y3Sz5xpbMp9DuNeDl_hE3gornWYl27oZztv3_d1g4s/s1600/IMG_7176+(2).JPG" height="320" width="213" /></a></div>
<table border="0" cellpadding="0" cellspacing="0" class="MsoNormalTable" style="margin-left: 12.0pt; mso-cellspacing: 0in; mso-padding-alt: 4.5pt 4.5pt 4.5pt 4.5pt; mso-yfti-tbllook: 1184;">
<tbody>
<tr>
<td style="padding: 4.5pt 4.5pt 4.5pt 4.5pt;">
<div class="MsoNormal">
<span style="color: windowtext; mso-no-proof: yes; text-decoration: none; text-underline: none;"><!--[if gte vml 1]><v:shape id="Picture_x0020_2" o:spid="_x0000_i1025"
type="#_x0000_t75" alt="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEik_zSTGGb1ZICpWoeGIhyMpqY4XFdNRix0OkmMCLLCH502-AZpkf4CTa896StTM1h9Ccssc_arqnLqVzgaZLhKQmrWCID5QTAnrqNHva4n2G3CcOEBEPmcShoc6USU3vVfYQNdDjCXCt0/s1600/golf+course.jpg"
href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEik_zSTGGb1ZICpWoeGIhyMpqY4XFdNRix0OkmMCLLCH502-AZpkf4CTa896StTM1h9Ccssc_arqnLqVzgaZLhKQmrWCID5QTAnrqNHva4n2G3CcOEBEPmcShoc6USU3vVfYQNdDjCXCt0/s1600/golf+course.jpg"
style='width:240pt;height:179.5pt;visibility:visible;mso-wrap-style:square'
o:button="t">
<v:fill o:detectmouseclick="t"/>
<v:imagedata src="file:///C:\Users\ELISAB~1\AppData\Local\Temp\msohtmlclip1\01\clip_image003.jpg"
o:title="proxy?url=http%3A%2F%2F3.bp.blogspot.com%2F-ioL2W9PAUN8%2FVO4VCchRHWI%2FAAAAAAAACUY%2F_zamyfWTLRU%2Fs1600%2Fgolf%252Bcourse"/>
</v:shape><![endif]--><!--[if !vml]--><!--[endif]--></span><o:p></o:p></div>
</td>
</tr>
<tr><td style="padding: 3.0pt 4.5pt 4.5pt 4.5pt;"><span style="text-align: justify;">The golf course was beautiful, wide, and seductive to my
muddy puppy. He ran until he was out of sight. I followed what I hoped to be
his course, and eventually found my muddy, smelly dog begging designer-clad
club members for food on the stately patio. I put him on his leash and went
away, followed by a barrage of lively comments from club members.</span></td></tr>
</tbody></table>
<br />
<o:p></o:p><br />
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<o:p></o:p></div>
<div class="MsoNormal">
He heard something, and went charging off. He jumped into a
stream, scrambled up the other bank, and, covered in thick mud, started racing
across a country club golf course, adjacent to the park and only separated by
the stream. As I frantically ran to the bridge, I watched him elegantly lope
across the golf course. Two men were on a putting green. One man putted. Max, a
puppy who wanted to play, trotted over to the ball, picked it up, and ran off
with it. The golfer raised his club, yelling and cursing.</div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<o:p></o:p></div>
<div class="MsoNormal">
Max was out of context. Within his context, he was outside
to play with his human. And play he did. Nonetheless, he was wrong. The
objective context was that he was cavorting on private property and
interrupting the afternoon for club members.</div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi-2xUsjXb_qq-2c03eK-y6Li-DHG6rkAN0ukgh7uImO0_QRbaNzQbXKW8bB1ik_XoenFpCLJ7gLhVRy-pByQGHIiDeKv9g8LpkDFtIImCCqunPqdsS8Ffw3DoLZsLYeTD2fzYZ3TudJ2Q/s1600/golf+course.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi-2xUsjXb_qq-2c03eK-y6Li-DHG6rkAN0ukgh7uImO0_QRbaNzQbXKW8bB1ik_XoenFpCLJ7gLhVRy-pByQGHIiDeKv9g8LpkDFtIImCCqunPqdsS8Ffw3DoLZsLYeTD2fzYZ3TudJ2Q/s1600/golf+course.jpg" /></a></div>
<o:p></o:p><br />
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
When sales pros approach prospects, we are often out of
context. Our prospects are working within their own contexts, and don't
necessarily welcome a change in agenda. The very first part of our agenda
should be discovering the context of our prospect in that exact moment. Are
they up against a deadline? Networking at a luncheon? Filling an urgent need?
Are they even happy to hear from us? Is what we're pitching appropriate for the
need the prospect is trying to fill? Unlike the telemarketer above, we don't
want to cram ourselves into someone's attention at any cost.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<br />
<div class="MsoNormal">
It's vital to the establishment of a good professional
relationship that sales professionals place themselves within the context of
the prospect and act accordingly. If this isn't a good time, sympathize and
schedule one that is. If they are having a brutal day, let them vent (and
listen closely) before you introduce your agenda. If they are happy to see you,
encourage them to expand on why, and how you can be of service to them right
now. Present yourself in the context of their day, their needs, and their
goals. When we're out of context, we often gain the reputation of someone who
"doesn't listen." Instead, we want to be considered someone who
"gets it." Context is key.<o:p></o:p></div>
</div>
</div>
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<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhjsdkpIeAu9z_O9whBTYG19fXDoG61Bm63v9IMwxJKD1LmhuCgiigSyxGOBPuD0fBnS69LJm_7aXftf9zYrSmGfVaRfMkcV7Uc2l96z-PvL5Gn9Jg213puEWsYSLBX8soi9q9WwJNShp8/s1600/angry+youth.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhjsdkpIeAu9z_O9whBTYG19fXDoG61Bm63v9IMwxJKD1LmhuCgiigSyxGOBPuD0fBnS69LJm_7aXftf9zYrSmGfVaRfMkcV7Uc2l96z-PvL5Gn9Jg213puEWsYSLBX8soi9q9WwJNShp8/s1600/angry+youth.jpg" /></a></div>
<br /><br />This is the first time in decades (1970’s) that being at the young end of the workforce is a significant detriment to becoming and remaining employed. Some common complaints: Younger employees seem to want rewards just for showing up. No one wants to be “entry level” any more as millennials tend to think they should be valued as a “person” instead of as a worker. Attention span is notably shorter. Every task, system, and request seems to result in a debate. Are the millennials really so bad? No. Rather than fight all these traits, how can we work with them to make the entire organization grow?<br /><br />The most successful approach to blending the generations I have seen has been to institute a grading/seniority system. A company may have 10 levels in each tier: administrators, manufacturing, logistics, sales, management and executive, for example. Each level comes with an ops manual or thorough job description, a distinct review interval, and a defined pay scale. Unless the ops manual specifies a particular methodology, employees can individualize as long as the goals and benchmarks are consistently met. <div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEipqmEToSyuaa8rneQDrHDxRvUlBh50yBBHpy-8GeLVMXFoc6ZJoI8YufAGdeqxFlqJY6EPYc7kzyTIhxj8QKhQxdOwIiFajRCeDsBqngMSdlejQCO0vpykHfckyzXK-08MXZH1ihs2QSQ/s1600/1001219202.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEipqmEToSyuaa8rneQDrHDxRvUlBh50yBBHpy-8GeLVMXFoc6ZJoI8YufAGdeqxFlqJY6EPYc7kzyTIhxj8QKhQxdOwIiFajRCeDsBqngMSdlejQCO0vpykHfckyzXK-08MXZH1ihs2QSQ/s1600/1001219202.jpg" height="200" width="144" /></a></div>
<br /><br />The assets to a system like this are it clearly defines expectations based on the job title or level; gender, intangible talent, and seniority are now all under consideration only at review times. Compensation goes hand in hand with responsibility level instead of perceived worth or chronology. Because everyone participates in training when they enter certain levels, it creates a standardized knowledge base instead of perceptions of success or failure. The effect is much like that of school uniforms.<br /><br /> Youth has always been the enemy of tradition, and this generation is challenging traditions all over the place. Is that really so bad? Or is it just a case of growing pains? The road to my office was once a path, then a dirt road, then cobblestone, and then pavement. Things evolve. Due to the explosion of technologies since the 1980s, the millennials literally grew up in a different world from their parents, and they feel like they’re waiting for the Boomers and Gen X to catch up. They see things differently. It’s very helpful to hear them out. When they’re right, your organization improves. When they’re wrong, thank them for their input and move on.<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgM8jgWTC286Gb4uVMZNEksfPHaNEo090-yddfE6WfW5gPjvAjvWyHDKxGXzLkfE9KNORSPTflmbkQP14YjUFcVXGHSFCpd9zKeLzWyTAaZT353StQNrPV6O2sGQSxXwgsxDIxgQ4t0b08/s1600/1000946983.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgM8jgWTC286Gb4uVMZNEksfPHaNEo090-yddfE6WfW5gPjvAjvWyHDKxGXzLkfE9KNORSPTflmbkQP14YjUFcVXGHSFCpd9zKeLzWyTAaZT353StQNrPV6O2sGQSxXwgsxDIxgQ4t0b08/s1600/1000946983.jpg" height="212" width="320" /></a></div>
The evolutionary jump created over the last 35 years is unparalleled in history. Millennials are no more different from their elders than the Woodstock generation was from theirs, but they are different, and they should be accepted. Some beliefs and systems they challenge will stand the test of time. But some, like the cobblestone street, need to be put aside.<div class="separator" style="clear: both; text-align: center;">
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Anonymoushttp://www.blogger.com/profile/17954737963252568247noreply@blogger.com0tag:blogger.com,1999:blog-3094682250633839228.post-41670198095118962152015-02-10T20:23:00.002-05:002015-03-18T16:27:12.891-04:00Don't Grow Too Fast! It's Deadly<div dir="ltr" style="text-align: left;" trbidi="on">
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<br /><br />You want your business to grow. Are you ready? Can you handle an immediate 10% increase in business, and short-term growth in the 20-25% range? If the answer is "no," you have growth management preparation to do.<br /></div>
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Most companies would answer, "Of course! Too much business is not the problem. We need more business!" Unfortunately, as often as not, the company isn't ready. This can be lethal to any business.</div>
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Look at your current supply line. Add 10% to the number of unfilled orders for every day for the next month. Can your current staff, equipment, and standard timeline absorb that change without causing any disruption? For the second month going forward, bring the additional orders to 13% above current numbers. How does it look? Do you have enough staff? Is your equipment in shape to handle the additional demand? Where is the breaking point? 20%? 30%? You need to know. You don't want to get there by surprise.</div>
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<tr><td class="tr-caption" style="text-align: center;">Lucy and Ethel have a delicious problem!</td></tr>
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Frequently, companies try to handle the growth in business without increasing their staff or capital costs. Big mistake. More output always costs more money, whether in the short term by paying staff overtime and bonuses, or in the long term by replacing frustrated and valuable long term employees.<br /><br />When an organization grows rapidly, two things tend to suffer - quality, and morale. Infrastructure breaks down under the additional load. Machines overheat. Computers crash. Files are lost. Deadlines are missed. Overtime hours are ordered. Pressure builds. Newer employees don't perform as efficiently or as loyally as long-term employees; it takes time to bring them up to speed and proficiency. Existing employees are suddenly responsible for substantially larger workloads with no increase in their paycheck. New employees frequently interrupt the existing staff looking for help and guidance. Existing employees become tired and discouraged, and quality and morale are in trouble.<br /><br />Clients notice the late deliveries, quality control issues, and declining customer service. They are frustrated that quality is fading. And like all bad news, it travels fast. Reputation and market share begin to falter. Rebuilding a reputation in an industry or community is a very, very slow process. Many companies don't make it. (Think Target in Canada.)<br /><br />In a period of growth, it is important to have a growth plan. Do you need to institute a temporary formalized training program to bring new employees up to speed? Is it time to tune-up or overhaul your machinery? Are your computers due to be updated or replaced? Does new machinery mean you need more existing workforce training?<br /><br />Growth is great. It often comes as a surprise as a competitor pulls out of the market, or a new ad campaign is unusually successful. As soon as you notice the upswing, it's time to build morale and loyalty. Buy the staff lunch a few times a month. Make sure everyone has the best quality, most functional equipment necessary to perform their job. The best performance from your employees comes when they feel important and respected. A couple of overtime hours isn't a reward to most employees. Relate to them as people. You've hired them to do a job, and to do it well. Give them the right physical and psychological tools.</div>
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Anonymoushttp://www.blogger.com/profile/17954737963252568247noreply@blogger.com0tag:blogger.com,1999:blog-3094682250633839228.post-70110465330134930712015-01-12T16:08:00.000-05:002015-03-18T16:28:14.411-04:00How To Land Your Dream Job<div dir="ltr" style="text-align: left;" trbidi="on">
<br />I asked a recent college graduate, "What is your dream job?"<br /><br />"Too early to tell," came the reply. "What's yours?"<br /><br />I smiled. "I'm doing it!" I answered, and then realized I was building presentation kits at the moment. I laughed. "I love being a business consultant. I love my entire job - even stuffing envelopes and writing presentations!"<br /><br />"How did you get your dream job?" she asked. She was serious, and earnest, and almost looked like she might take notes on my answer.<br /><br />"I treated every job I do as if it was my dream job. I figured if I apply the enthusiasm, thoroughness, and positive attitude I would have for my dream job to everything I do, I'd find more things I'm good at, and do more of them well. Then it was always clear what direction I wanted my career to take. That's how I discovered consulting was my dream job, and that I'm really good at it. People constantly ask for and follow my advice!"<br /><br />I learned it from a friend. He explained that he tried to never say "no" to a new experience, and even in a job he hated, do it so well he was proud of his work. He looked at each part of his work from a labor and management perspective, educating himself on how the actions fit together into the whole. Within 5 years of adopting this attitude, he had his dream job.<br /><br />I tried to do the same. I work hard, keep it positive, and learn as much as I can as quickly as I can. What I quickly realized is that when I was focused on my work, and not on my wants, I did a fantastic job, and received terrific reviews. Could it really be that simple? Yes!<br /><br />It doesn't matter what job you have now. What matters is how well you're doing it. You can build skills, colleagues, and terrific references from the mail room to the board room. Flipping burgers teaches you about labor, management, and inventory control, among many other skills. Learning about management practices is often easiest by being managed yourself. Learning what skills you love and excel in is best achieved by doing. Every job educates you better about what you do and don't want to do next. And creating rave reviews for yourself will always make you an in-demand employee.<br /><br />Don't expect to jump from entry level to executive level in one step. Move to positions that will teach you more about how to do your dream job beautifully, and look at each position as a specific, important step in the path to your dream job. Apply one or two steps beyond your current position, and be yourself in your cover letters and interviews. Value your own work. You'll be surprised how quickly you get to your dream job.</div>
Anonymoushttp://www.blogger.com/profile/17954737963252568247noreply@blogger.com0tag:blogger.com,1999:blog-3094682250633839228.post-42697147850707407242015-01-01T20:11:00.000-05:002015-03-18T16:30:02.694-04:00The Resolution To Keep This Year<div dir="ltr" style="text-align: left;" trbidi="on">
Teach your sales staff (and your customer service staff) to sell. There is no degree, license, or certificate program out there to verify that your sales force knows what they're doing, and can consistently deliver customers. Yet, the existence your company depends on it.<br /><br />Onboarding an employee is expensive. It costs tens of thousands of dollars per employee. New sales pros are hired, trained on the product and the computer system, and then sent into the field for months of trial and error. On average it takes a sales pro 6 months before they are consistently profitable. That's 6 months IF THEY WORK OUT! If they don't, the company starts the process all over again.<br /><br />Why don't most companies train their sales people to sell? Sales training is an "additional" expense because it adds to the initial cost of onboarding, and because of that companies shy away from the perceived cost. However,over a dozen recent studies show that the opposite is true. It actually makes you money.<br /><br />Companies who specifically train new and existing sales pros in sales techniques lose fewer than half as many sales people, because their sales staffs perform significantly better. (I guarantee my clients a 10% or greater improvement in closings within the first month. Think of that adding up over a year!) New hires who fail the training are let go, and quickly replaced with someone more likely to close business, saving months they would have spent failing in the field.<div class="separator" style="clear: both; text-align: center;">
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<br /><br />Sales managers are also usually untrained. For a team to work effectively together, it helps to have common goals and related sales tools. A team trained together speaks a common language. It allows teams to fill each other's deficits, and reinforce each other's strengths.<br /><br />What does it cost to train a person to sell? It depends on the trainer. Companies who choose to train their sales staff often hire a consultant, at a cost of $2000 to $8000 per week, once or twice a year. The number of employees trained by one consultant in a week can vary by the size of the available teaching space and training style, so those $2000 dollars can train 2 employees, or 200. A week or two is usually enough. One or two day seminars are great refreshers once or twice a year. A very expensive option, sending staff off site to seminars for days or weekends, is popular, usually at a cost of $500 to $1500 per employee, plus travel, hotel and meals. These tend to be name-brand seminars from book authors and TV personalities. Some companies employ a sales trainer, and keep them on staff at all times. In 2014, the average sales trainer who was a corporate employee was paid $65,000 plus benefits. All of these options are cheaper than hiring and replacing just one failed sales pro.<br /><br />Sales training works. It's cheaper than an under-performing employee, or worse, a failing sales department. If your employer doesn't train in how to sell, ask the best sales pros you know for ideas. Read whatever they recommend, and do your best to learn a new skill each week.</div>
Anonymoushttp://www.blogger.com/profile/17954737963252568247noreply@blogger.com0tag:blogger.com,1999:blog-3094682250633839228.post-61935670378762322722014-12-09T20:40:00.000-05:002015-03-18T17:18:54.281-04:00The Staffer To Fire Right Now<div dir="ltr" style="text-align: left;" trbidi="on">
<br />Over 80% of employees surveyed in several recent studies indicated their job satisfaction is most <table cellpadding="0" cellspacing="0" class="tr-caption-container" style="float: right; margin-left: 1em; text-align: right;"><tbody>
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<tr><td class="tr-caption" style="text-align: center;">Employee With Negative Attitude</td></tr>
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affected by the mood, attitude and cooperation of their coworkers. Almost 100% of who reported they disliked their work reported their primary aversion is to one specific coworker who is unpleasant.<br /><br />In any operation, most of the staff will look for ways to work together and achieve together. Unfortunately, there is often one, sometimes a few, employee(s) who prefer to stir things up, gossip, create controversy, and generally be an obstacle to peace and productivity. And even more unfortunate, many bosses feel sorry for these Negative Nancys, and keep them on because "no one else would ever hire them." What gives?<br /><br />"I can't fire her. She knows too much, and no one can replace her." Or, and this one really drives me crazy, "If he knows he's being fired, who will train his replacement?" Seriously? Whose poor management plan was that who gave this person such an enormous amount of power that they can now hold the whole company hostage? Who does their job when your problem employee goes on vacation?<br /><br />This is an overwhelming problem to a workforce. When an organization has a personnel problem, there are two consistent places the root of it can be found: either the management staff does not model a team attitude and a terrific work ethic, or someone with a bad attitude or work ethic is being tolerated. In either case, the problem infects everyone else. It is very difficult to hold yourself to a high standard of performance if your boss or your coworkers put no value on doing the same. It could be chronic lateness, foul language, sexist or racist behavior, ugly gossip, drinking on the job, or even theft or falsifying records. Like any problem, these things start small, but as they are tolerated they grow rapidly.<br /><br />Do your staff a favor. Remove the obstacle staffer, and clean up the example set for your employees. You have warned, discussed, reprimanded, and threatened your problem employee for the last time. They are not irreplaceable, and keeping them may cost you the best parts of the rest of your staff!<br /><br />The absolute worst choice in this situation is to do nothing. Things will only get worse - they always do, every single time. The first runner-up bad choice is to fire the bad apple without a plan, and end up bringing them back on staff. Make a plan, accept that there are going to be some inconveniences and skinned knees, and show that troublemaker the road. Your organization will begin improving immediately!</div>
Anonymoushttp://www.blogger.com/profile/17954737963252568247noreply@blogger.com0