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    Purchasing real time mortgage leads

     

    If you are a loan officer or mortgage broker, you may have played around with the idea of purchasing mortgage leads. You, like many loan officers in the mortgage industry, may be a little skeptical when it comes to buying mortgage leads from a mortgage lead company. You probably have heard all the horror stories from people in the industry that have been burned or have lost their money. Some of this may be true. However, sometimes it has a lot to do with the lead itself and the company it has been purchased from. For instance, a lot of lead companies purchase their leads in bulk from third party companies, than turn around and sell them to loan officers at a profit. This is what is known as recycling leads or selling junk leads. These leads have been sold countless times and have gone through the hands of many loan officers before it reached your desk. The chances of closing a lead like this are slim to none. This is a very good reason to consider purchasing “real time” leads. Real time leads are leads that are delivered to your doorstep literally seconds after the consumer submits it through an on line streamline process. With real time leads you won’t have people hanging up on you, disconnected numbers, or people saying things such as “I did that months ago.” One tip I can give you . . . Call the lead company you are considering doing business with. Speak with someone in customer service and find out where the leads are coming from and how they will be delivered. If the lead company does not own and operate the sites they obtain their leads from, than keep going until you find one that does. Remember, if you are not happy with the answers you receive from customer service, than chances are, you will not be happy with the leads they send you.

         
    Relax your customer

     

    Relax Your Customer One of the most important skills a doctor can posses, is that of a bed side manner. In the same sense, it is important that sales people posses the same type of skill, to be able to put their customer at ease. Relaxing your customer is important to any type of sales situation you may find yourself in. Remember, think of the customer as a guest in your house, you are the host, so you want to make them as comfortable as possible in your house. The more comfortable they are in your house, the easier it will be for them to talk to you. In sales, trying to persuade someone we have never met before to buy our product can be very challenging. It can be challenging for a number of reasons, mainly the fear that consumers associate with sales people. The fear that we are all alike, comparing us to the unfair stereotype of the used car salesman. They are afraid of being convinced to buy something they don’t need at a price they can’t afford. You need to find a common denominator with your customer, something you can both relate to, something non-business. A non-business conversation is a great way to break the ice with your customer. We all want to make a sale, but since when is it a crime to get to know your customer? This is easier than you may think, people love to talk, especially about them selves. So ask questions. Ask about their pets, their families, their work, and their hobbies. When I was in banking, I managed a branch inside of a supermarket. Our daily goals consisted of going out into the aisles, approaching customers, and trying to convince them to bank with us. We applied certain techniques to this type of sales that worked rather well. For instance, the pet food aisle was a good place to talk to people, because people loved to talk about their pets. A simple question such as; “What kind of dog do you have?” would get them talking with the greatest of ease. The junk food aisle was also a good place to talk to people. For some reason the presence of candy and junk food put people in a good mood, and they were more prone to talk with a stranger. One place we stayed away from, was the frozen food section, because people didn’t want to talk where it was cold. Understandable. My point is, people love to talk as long as they can relate to the subject manner, so don’t be afraid to ask questions, and get to know your customer beyond that of the products they need. The more relaxed you can make your customer in your setting, the better off the two of you will be, and the more sales you will walk away with. This article may be reproduced by anyone at any time, as long as the authors name and reference links are kept in tact and active.

         
    Restaurant supply a lifesaver for caterer

     

    A few years ago, I was working as a catering manager of a local historic hotel. The hotel had been in terrible condition for many years until a group of investors purchased it and began the long arduous process of renovation. They were able to get the majority of it renovated before the funding started to run out, at which time they opened for business to offset some of the costs of ownership. As a result, all of the rooms, lobby and ballroom were completely renovated, while the restaurant was still in a sorry state. Since the ballroom was booked for events, I was hired to cater, using the kitchen in its un-renovated condition. The kitchen could handle an event every week, but wasn't ready for the business a new restaurant would bring. So, I took the job, set up shop in the kitchen and began catering every event that came through. Shortly after the hotel reopened, things started getting very busy. In addition to being full most of the time, people were booking events right and left. I was soon catering two or more events a week, with a schedule booked months in advance. What had started as a part time job was quickly turning into double overtime. They even expanded my floor staff and hired two full time assistants for the food preparation work, which I normally handled myself. Then, inevitably, the investors who owned the hotel decided it was time to renovate the restaurant. I was quickly told that I wouldn't be needed anymore. They would use an outside caterer who could bring food in. I really didn't want the business to end, and while commiserating over its inevitable demise with one of my staff members, he suggested I contact a restaurant supply company just to see what it would cost to set up shop on my own. This turned out to be one of the smartest moves I've ever made. My restaurant supply dealer practically guided me through what I would need and how I should go about setting up my equipment to maximize the amount of food I could produce. He was able to not only recommended the best equipment for my situation, but also gave me several tips on how I could save money and steered me away from some of the unnecessary equipment I thought I had to have. I don't think I would have even considered starting the business from scratch without his advice, considering my limited budget and lack of location. As you might have guessed, I decided to take the risk and give it a try. It's now two years later and business is booming. I still thank my restaurant supply dealer every time I talk to him, because without his knowledge, I might never have taken the chance on myself and my business.

         
    Sales using the law of expectancy

     

    Studies in persuasion technology show that what you expect tends to be realized. I call this the Law of Expectation, which is also one of the tenants of sales. As a sales professional, your expectations influence reality. I recently came across a movie called, "What the Bleep Do We Know?" It explains how our thoughts and intentions shape our reality. If you haven’t seen the movie, I urge you to do so. (You can go to whatthebleep/ to learn more.) The movie explains that human behavior is directly related to how others expect us to perform. As an example, there was once a study in which first grade students were told that blue-eyed kids are smarter than brown-eyed kids. The blue-eyed children subsequently scored better on tests than their brown-eyed peers. After several months they decided to bring the children together and tell them that what they'd told them before was wrong. This time, they said that all children are born with blue eyes and the more we learn the more our eyes turn brown, so brown-eyed children are smarter. Just as predicted, the blue-eyed children started to have trouble with their studies and the brown-eyed children improved. So what might happen if you truly believe you're a great salesperson? What if you were to see, hear and experience every prospect as a great candidate? How do you do this? One way is to make a great first impression; it’s the moment where the Law of Expectation has the greatest impact on your performance. You communicate your expectations by your word choices, voice inflection and body language. When you expect your prospects to buy, all your actions will lead them in the right direction. Before each sales meeting, try asking yourself, "How do I expect this sales process to go?" If your other-than-conscious mind feeds back a negative response, mentally rehearse the end result you want in full color with sound and feeling. You may want to imagine the prospect signing an order form or handing you a check. Now picture yourself smiling and shaking hands with your new customer. Know that you’ve just done a great service. When you spend time rehearsing success, you’ll be comfortable with it when it happens.

         
    Sales and neurological levels

     

    Logical levels? What is that, you might ask? It is a model created by Robert Dilts, a pioneer in the field of neuro-linguistic programming (NLP) after studying Gregory Bateson (1904-1980). Some believe that Bateson will before long (presumably in the 21st century) come to be recognised posthumously as "another Einstein of the 20th century" or even as beyond him. Bateson part Anthropologist, Social Scientist, Cyberneticist, was one of the most important social scientists of this century. With this background in mind, Dilt’s created a learning model called “Neorological Levels.” My persupposition in this article is that, in the consultive sale you uncover the need. This is the first level in the nuerological levels. If the person you are selling to doesn’t live in the “envorionment” where your product of service is needed, you will not get any further. Once you have uncovered the “need” for your service. Your customer will start to evaluate your behavior. This is where the skills of rapport come in. Your prospect will evaluate how consistant are you with your method of delivery. This can be real or synthetic as NLP teaches. You can match body posture, tone and tempo and even breathe like they do. But this will only work for small ticket items. When selling as a consultant, your true nature will be revealed. This is where the skilled salesperson is head and shoulders above the rookie. You can’t fake it while your making it. In fake, it is better to lay your cards on the table and let them know you are a rookie. You will then be using this logical level of behavior to your advantage. People by their very nature want to help. They will help you close the sale. Once you have worked through the first two levels of environment and behavior, you will start interacting with their beliefs and values. If you are positioning your product in alignment with their values, it will fit into their beliefs. The natural salesperson does this by nature. The prospect is using words like challenge, freedom or flexibilty. Each of these words are hot buttons for that person and they also relate to their beliefs and values. You would do well to listen for these words I term Impact words in my book, “Awaken the Genius.” As you iteract on these first three levels in sales, you are getting to know one another -- figuring out if you can do business together. As you understand this level of learning, you will ask questions to educate and lead the prospect. Hence, to do this, you should be using the ABC of sales. Always be closing. This allows you to know if they have the capacity to make the decision to buy or not. Which is the next level. If they are not the decision maker you should work to empower them to get that person or group involved. Once you have everyone who will be making the decision involved, it is time to ask the need-payoff questions. This is a series of questions that once the prospect answers them they are identifying with your product or service. Identifying is the next step in the logical level process. If they don’t have the need they will not identify. If they don’t think they or their company can demonstrate the behaviors necessary they will not identify. If your product or service is not in alignment with their values and beliefs they will not identify. That means, it is your task in the sales setting to get these four specific areas to align and it will move your prospect beyond identifying and they will become part of your sales force -- helping to refer family members, business associates and staff members and it all started with the idea of educating, enlightening and motivating them to buy your product or service.

         
    Sales and the importance of following up

     

    Sales are the life force of any business. Here’s an outline of the key factors in getting them for your business. Persistence Business owners and decision makers are typically very busy people. Often, the difference between making a sale and not making a sale is catching the decision maker at the right time. One of the best ways to catch a decision maker at the right time is to catch him or her many times. Of course, you do not want to be contacting a prospect so often that you become an annoyance. Still, using a combination of phone calls, emails, faxes and snail mails you can ensure your prospect remembers your company when the time comes to purchase the product or service you sell. Organization One of the most important aspects of following up is being organized. There is a great variety of software to help you get your lead management in order, but all lead management software is not created equal. One feature to look for in lead management software is portability. Web based systems allow users to access their leads from any Internet connected computer. Another feature to look for is built in document management. Ideally, your lead management software will allow you to easily send emails, faxes and snail mails and document the contact automatically. A good scheduling tool is also a great asset to lead management software. Follow Up and Consistency Once you have contacted your lead, make sure to let them know when you will follow up again and follow through. Setting a time and day to follow up and then following through will build trust with your prospect. Just doing what you say you'll do is a huge source of confidence to prospective clients. After following up several times at the same time and day of the week, your prospect will come to expect your contact. Use this to build rapport. Become involved in your prospect's life and you are much more likely to make a sale. Use your lead management software to make notes about your conversations. Other wise, it is very difficult to remember the details of every conversation you may have. By following up and staying in front of your prospects, you will make more sales. The more familiar your prospects are with your company and products or services, the more likely they are to choose your company. Using the right lead management software can make the task of following up a breeze.

         
    Sales cycles how long is yours

     

    Sales cycles vary but it is important that you understand how much revenue your average small-business client is going to generate during a 12-month period. You need to know how long it takes to earn revenue from the point your prospect enters the sales cycle. Your sales cycle starts when you receive the initial lead and doesn't end until the point where that person writes their first deposit check and signs their first contract with you. The sales cycle encompasses all the time and energy you put into changing the relationship from a lead to a paying customer. When you first start your business it will be your responsibility to estimate the total sales cycle time. You want to know how long it's going to take to go though the sales cycle with an average lead. Each section of the sales cycle involves time. Things to consider include: How long are you typically in a qualification stage? How long does it take you set the appointment? How long does it take you to do some pre sales-call research to understand what you're up against before you walk in the door? How long does it take you to do the sales call? How many weeks are you on the sales call in the deep analysis and proposal? How long is your follow-up cycle? You should also consider what kind of funds are going to be required for each stage of the sales cycle and what activities you will need to do in order to convert leads into paying clients. The Bottom Line on the Sales Cycle Knowing the average time of your sales cycle is a large part of the business planning process. You won't know exact numbers but you need to estimate the total time involved. Think about how long you're going to be at different stages of the sales cycle. Knowing how much time each stage of sales cycle is going to take will help you figure out how long it's going to take to start generating revenue and producing a positive cash flow. Copyright MMI-MMVI, Computer Consultants Secrets. All Worldwide Rights Reserved. {Attention Publishers: Live hyperlink in author resource box required for copyright compliance}

         
    Sales in an age of falling multipliers training scientists and engineers to develop new business

     

    Over the past 30 years, the consulting engineering business has become increasingly competitive. Advances in technology from Fed Ex to Fax and, of course, in all aspects of computerization have allowed almost unimaginable increases in efficiency and the speed with which information can be analyzed and delivered to clients. The ‘hazardous waste boom’ in the 80’s and the increasing need for infrastructure in growing economies led to more entrants to the market and increasing, more efficient competition in consulting engineering. As competitive pressures increased, hourly rates for services were forced downward. The multiplier of raw salary to billing rates continued to free fall from numbers on the order of 3.5 in the late 70’s, to the high two’s in the 80’s, to the present range which is on the order of 2.5 or less. The net result of falling rates has been increasing pressure to keep billability high and overhead low. The largest firms (those with over 1,000 employees) can do more with lower overhead because of efficiencies gained from having the same internal services distributed over larger numbers of employees and gross revenue. Mid-sized firms (those with 500 employees or so) still need internal services such as dedicated senior management, human resources, marketing, accounting, etc. but must distribute these costs over lower revenue. Very little overhead money is left for people dedicated full time to developing new business. To control overhead, almost everyone has to be billable. Given this situation, it’s become increasingly necessary for technical staff – otherwise billable scientists and engineers – to develop new business. Unfortunately, scientists and engineers seldom see themselves as ‘salespeople’ and are seldom trained and coached in business development skills. Their daily routine is not geared to visiting potential clients they’ve never met – and they are usually very uncomfortable doing this. So, it doesn’t happen. What can be done? How can mid-sized consulting engineering firms give their technical staff the skills necessary to become effective ‘seller / doers’? Even more important, how can scientists and engineers be motivated to make business development a key part of their professional life? Our work at MBDi, where we specialize in teaching scientists and engineers to sell technical services, has shown that several factors are critical. Most of the problems that people have in business development can be characterized as either ‘mechanical’ (they don’t know what to do) or ‘conceptual’ (they know what to do, but they won’t do it). In our experience, the vast majority of people (60%) that fail in the role of business development fail because they cannot overcome conceptual problems. Because of this, we find that it’s important to work on these ‘conceptual’ problems first. The first task is enabling technical people to understand that building a professional practice is the key to their success in consulting. We can give them all the business development skills they’ll need, but if they don’t believe in it, they won’t do it. The first thing that scientists and engineers must understand is that as ‘professionals’ it’s necessary for them to develop a ‘professional practice’ like the other professions – attorneys and physicians, for example. Second, developing a professional practice gives them the ability to manage their own destiny. They will be able to ‘take care of themselves’ rather than putting their future in someone else’s hands. Third, the key to security in a mid-sized consulting business is the ability to bring in new business. Unpaid work that may be required is an investment in one’s self and in one’s security. Finally, and probably most important, is that business development is ethical. Their purpose in business development is to help their clients get the services they need – they should never have to ‘push’ anything that won’t help their clients. Engineers and scientists must truly believe in these principles or they won’t choose to take on the role of business development. If they accept this, training can begin. Once past the ‘Conceptual Problems’ we can start working on the four ‘cornerstone’ competencies that are essential for success in business development: Technical Knowledge, Money Knowledge, Business Knowledge and People Knowledge. • Technical Knowledge is understanding the problems that the services we offer can solve for our clients. It is the ability to translate what we provide into the specific issues and concerns that the client has. • Money Knowledge is understanding how your client makes money, how their business develops a profit, and the issues that affect that profitability. • Business Knowledge is understanding your client’s business as well as understanding your client’s customers’ business. It is knowing their business strategically and tactically from their perspective. • People Knowledge, in addition to understanding ourselves, is organizational and client knowledge, understanding why the organization is structured the way it, assessing the leadership capability of the individuals and understanding the issues that drive the behavior of those in a leadership position. In our experience, the least understood of these cornerstone competencies is ‘People Knowledge’, but it’s essential for success. It’s much more important to know how and why clients buy services than to learn how to sell services. So, it’s important to train people in the ‘psychology of the sale’. We believe that it’s the one who best understands a client’s problems from the client’s perspective who will win the business. Therefore we also concentrate our training efforts in the skills necessary to elicit, completely understand and develop clients’ problems. Because it’s important to control overhead, it’s critical to qualify prospective clients. Those who don’t have problems that your firm can solve don’t need your services. The sooner you can find that out, the less expensive it will be – so, qualify ‘early and often’. If a client can’t convince you that he has a problem, you shouldn’t try to convince them that you have a solution. Young engineers and scientists in a consulting company have lots of opportunities to practice these skills before they try face-to-face cold calls. As they develop professionally, they should be getting an understanding that it’s up to them to keep themselves billable – at first through developing their practice internally. Understanding whom in the firm needs their skills and joining these teams will keep them billable. As their careers progress, technical staff often begin managing projects. For many, this is their first client contact and the first real opportunity to develop new business for the firm. Nevertheless, it’s surprising that even though Project Managers are sometimes on site and have frequent contact with clients, they often don’t develop any new business. In most cases, this is because they work ‘with blinders on’ thinking that ‘sales’ is someone else’s job. Often, they don’t have the imagination to see a client’s problems that their firm could solve. Obviously, their first priority must be to deliver high quality service, bringing in the project on time and on budget. With training and coaching, however, they can be taught to develop any firm’s most important source of new revenue – repeat business. Finally, as they reach senior level, scientists and engineers must learn to develop new business with new clients—ones that they have never met – while they maintain some billability. We find that in many cases this is a half-hearted effort at best. It’s often reactive, not proactive. Answering the mail. Bidding. Finding ‘opportunities’ by reading Commerce Business Daily. Anything and everything -- but not frequent, effective business development calls that qualify clients and proactively identify problems and develop them in a way that results in new business. But it doesn’t have to be this way. With effective training and coaching in the necessary conceptual and mechanical skills, scientists and engineers can become highly ‘effective seller / doers’. But senior management has to make the commitment to give their staff these skills.

         
    Sales lead management

     

    Sales lead management is a business activity that tends to be cast aside when the going gets good. When the current revenue stream is flowing great, sales lead management is the farthest thing from people's mind. Unfortunately, when marketing activities are put on hold the likelihood that they need to be used increases. One of the most dangerous things that happens to professional service businesses when they start generating lots of revenue, is that sales lead management suffers. Typically what happens is the owner starts to work more and more hours. This results in lots of billable hours. But, an increase in billable hours often comes with a decrease in marketing hours. Poor Sales Lead Management Is Poor Business Practice Sales lead management is neglected when there is less time available. Attending networking events and doing follow-ups and sales calls almost disappear. Phone calls from leads remain unreturned for days, even weeks at a time. Slowly, concern for the business diminishes and is replaced with concern about writing invoices. This lack of sales lead management is a sure sign of future death. You need to be constantly adding new opportunities to your funnel. Going to more networking events, getting new people in your database, and getting more proposals out there. Not all sales lead management activities, though, need to be this time intensive. Direct mail is an excellent sales lead management technique that can run on autopilot. It is also financially affordable. Regardless of what type of sales lead management you use, you need to be spending much of your time on getting people into your funnel. Qualifying leads as prospects. Getting the prospects and getting them signed up for work. You never know when you will need to turn those leads into paying customers. It is much easier to do so when they are already part of your marketing efforts. The Bottom Line on Sales Lead Management The type of sales lead management technique you use is not the most important issue. The important factor is that you use sales lead management consistently, regardless of where your business is at in terms of sales and revenue volume. When you have hardly any customers, to when you have more customers than you think you can handle, your sales lead management will make a difference in your long term success. Copyright MMI-MMVI, Computer Consulting 101. All Worldwide Rights Reserved. {Attention Publishers: Live hyperlink in author resource box required for copyright compliance}

         
    Sales leads maximize your sales from longer term sales leads

     

    : Want to learn how capture and nurture three-quarters of the sales lead market through effective communication efforts? First, you must learn to slow down. Remember the story of the tortoise and the hare? The same principles learned within that fable can be applied to your business marketing strategies today. While business-to-business marketers race to snatch up the most promising and qualified short-term prospects that come in from any marketing-lead-generation initiative, nearly three-quarters of the sales leads that can convert to sales are being heavily ignored. Why? Because salespeople are measured and paid for winning the race for short-term sales, usually causing them to focus on the easy sales opportunities and to ignore the longer term prospects. And because there usually is no process in place, the job of nurturing, managing and tracking the longer-term pipeline opportunities falls by the wayside. This lack of a sales leads development process may be costing your organization big bucks in lost sales. Do you have the patience to move slowly and steadily for the sales in those longer-term sales leads? Or have you, in essence, ended the race to win these latter-day sales? Industry experts estimate that only one-quarter of those who are going to buy do so in the first six months. Yet, roughly another quarter buys within a seven to 12-month period, another quarter buys in a 13 to 18-month period and the final quarter will purchase sometime after 18 months. If your organization's concentration is on the first quarter, for quick selling turnaround, you are leaving the remainder of those sales leads (three out of four sales opportunities) out there for your competition to pick up. These longer-term sales leads must be nurtured with a series of communications efforts designed to move prospects along in their buying cycles. In other words, the philosophy to getting your share of those future sales is simple-stay in sight, stay in mind and stay in the race. Here are 4 questions to ask yourself when designing your sales lead nurturing programs:

    1. 1. How do we best deliver messages to the people who will influence or make the final buying decisions?
    2. 2. How do we stay with them as they move through their consideration and buying process?
    3. 3. How can we communicate in a way that addresses the prospects' issues and reduces the perceived risk of buying from our company?
    4. 4. What can we offer that will cause the prospects to engage when they are ready to move forward with their buying process?
    Want to engage prospects and start a sales-winning relationship with sales leads? Here’s how: Use a series of ongoing communications-by mail, e-mail or phone-designed to keep pace with the prospects' information needs to make decisions about your kinds of products or services. I've found that, as an added benefit, sales revenue per customer is usually significantly higher for those who are included in the prospect relationship-marketing program versus those who are not. Be sure to include multiple offers that appeal to all stages of a prospect's buying process. For example, if prospective customers are still early in their buying process, they will be more receptive to offers for free information in the form of how-to guides, white papers or e-mail newsletters. As prospects move further along in their buying process, appropriate offers may include those that require a higher level of interest or commitment on the part of the prospect. These include webinar invitations, demonstrations and checklists, and other decision-making tools. As prospects approach the buying ready point, they will be more receptive to such offers as longer, in-depth seminars, needs assessments or meetings with and getting proposals or quotations from your sales and marketing department. If you use effective and efficient relationship communication skills and not just focus your company's efforts on the easy or short-term sales leads, you can pick up the three out of four sales that others are leaving on the table. And that how you to win the business marketer's sales lead race.

         
    Sales mindset vs. sales training

     

    Picture the announcer in the middle of the ring broadcasting - "In this corner, wearing the red shorts we have the challenger, weighing 217 pounds, winner of this year's collegiate championship, introducing Sales Mindset. Defending the long-standing domination of this event, winner of 35 title bouts, defending heavyweight champion, weighing 224 pounds, in the black shorts, please welcome Sales Training." Can you imagine two heavy weights like Sales Training and Sales Mindset squaring off in the ring? It might be one exciting sparing match. Both are critical to ensuring sales professionals get to, and remain at the top of their game. Which is most important? Sales training is a very broad category that includes everything from sales process, product knowledge, dealing with objections, open and closing skills, prospecting, territory management, listening skills, networking, presentation skills, and funnel administration, to name some of the assorted topics. This is not a short list. The sales rep would ignore any of these items at his or her peril. Many would be correct to think sales training would rank right up there, perhaps being the hands-on bet if you were to wager who would win the match. Sales training provides knowledge around specific topic areas a sales rep needs to be proficient at their job. There is no point going out to sell, not knowing your product, the process to book the sale, how to deal with client concerns, or where you should be going to find a prospect. Most companies invest heavily in sales training, especially with new sales representatives. They can't afford to despatch the company's ambassadors poorly equipped. It is in their best interest to train them well. Sales mindset is perhaps lesser known, less discussed, and a less visible contender. In fact, many sales forces don't pay much attention to the psychology of selling. Some sales leadership survived their selling careers being told, "Activity is everything", and when the activity wasn't there, the sales manager reached for a bigger stick. Times have changed. Today we have a much better understand of the sales psyche. Focus, confidence and motivation are what I refer to as "below the line" subjects, collectively referred to as mindset. Sales mindset development is a specialized area critical for success. Sales mindset has evolved from cognitive behavioral psychology. It suggests what we are thinking about today will determine our reality tomorrow. Research has found that successful sales people are more likely to engage in constructive thinking while unsuccessful sales people are prone to think in counter-productive ways. The best sales people are effective thinkers. They think in a way that helps them perform at an optimal level. So will the red shorts or the black shorts win? In the perfect world, our match would end a draw. Let us assume the recruitment and selection process has filtered for sales competencies. The learning and development teams today are right to begin with sales training. The reps need to understand the company's sales process, the products, and acquire the requisite selling skills. Once the sales training is covered, the rep has had an opportunity to practice and become proficient. At this point, it is appropriate to turn development efforts to understanding and leveraging sales mindset. Leaning how to become an effective thinker and align ones thinking with the thinking of top performing sales professionals can lead to new levels of sales success. Professional athletes and sports teams have long understood and valued the concept of leveraging mindset. In any competitive environment, it can be a challenge to stay optimistic, focused, motivated and productive day in and day out. Once they have mastered the skills of their sport, they continue to practice and practice. They complement their physical activity with their mental activity to reach new heights. The same holds true for sales professionals. In summary, there really isn't a winner or a loser here. It is more a question of sequencing. It is safe to suggest the new sales representative begin with sales training, and once the basic activities and competencies are mastered, they move onto developing their sales mindset. Sales training and sales mindset can combine to be powerful allies in sales success.

         
    Sales page copy crafting the ultimate cash generator

     

    Copyright © 2006 John Horsch When I create a sales page I have an overall plan in my mind, a basic concept of what I want to say, this plan usually evolves as I proceed on the copy, the words seeming to come out of thin air. I think this is due to the years I have spent writing copy and, at first failing, but never giving up. Sure I had my moments, most do. I felt like I had just created the most finely crafted sales page ever and nobody was buying, I was confused and even frustrated. I look back now at some of the web copy I created and laugh. It took me years to finally understand HOW to use certain words and the true power these words have when used properly, and used in the PROPER location on the web page. Of course, you MUST know your product, if you don't know what your selling there is no way you can write an effective sales page that sells. My first draft I don't worry about spelling or cap's I just want the words to flow and get them down. Nor am I too concerned at this time about structure, these things can be worked out later. It can take me from 4 to12 hours just to create a one page sales page, and then days going back over it and tweaking the wording, the structure, the look and the overall feel of the sales page. Think that's too long? It's not, we are talking about making money here. The lifeblood of making money online is your sales page. Then I go back over what I have written and try to structure it from the customers eye. If I was a newbie reading this page would it overwhelm me? Is it too long and boring? Does it look funny? I ask myself these type of questions as I review my work. Your sales page structure can be as important as the actual copy. There is a fine balance between too much ad copy and too little, this is something I battle every time I craft a sales page. Usually...no always I feel like I have too much copy, but at the same time I want to capture all the benefits of my product for the customer. Customers have different needs, different ideas on what they want, one thing on my sales page may not appeal to one prospect as much as it does the other. More questions I ask myself - Have you created excitement at the top of your page? Have you "drawn-in" your prospect in the middle and kept them wanting more? Structuring your sales page properly can make the whole "sales" process much more enjoyable to your prospects, thereby creating a sale. When crafting copy for a sales pages make sure to describe your product fully and tell your potential customer exactly why they need it. Capitalize and Bold a few key words throughout your sales page and be sure to use Trigger words within your sales page. If you can master the use of trigger words, and there placement, your sales will jump significantly. Here is one of my favorite trigger sentences: Don't waste another SECOND! Take ADVANTAGE of the LOW Introductory Price NOW!! Notice how I capitalized and bolded a few keywords. You want to do this only on words that convey action or create curiosity in some way. Trigger means to trigger a sale... in an instant, that's our goal. They are particularly effective near the bottom, right before your payment link. Take the time to practice these techniques for a long successful online experience and watch your sales go up...up...up.

         
    Sales process what can you automate

     

    In the current complex and competitive market, managing the sales process is an important factor for most businesses. By automating a company’s sales process and efforts, one can increase its productivity. Sales Force Automation, or SFA, is a technique used in marketing and business that automates the business tasks of sales. Sales tasks that can be automated might include contact management, order taking and fulfillment, information sharing, inventory monitoring, sales forecast analysis, and employees’ performance evaluations. Using SFA improves the efficiency and effectiveness of a sales team by streamlining and speeding up processes and eliminating errors. Through this technology, a sales force can have access to the latest information regarding customers' accounts and pricing. SFA is almost like Customer Relationship Management (CRM) which covers a vast array of topics, including areas of sales effectiveness, customer service, and marketing management. Certainly in business, each second is valuable and you can’t waste it searching for information. You can save time and money as Sales Force Automation provides optimized communication services. You also get complete management capabilities for applications and users. SFA helps you in improving customer satisfaction and it also increases sales force productivity. Currently there are a number of SFA software solutions on the market. These software solutions help sales people take better care of their customers. They change routine aspects of sales and marketing functions such as lead assignment, contact follow-up, and opportunity reporting. Good SFA electronically manages all sales activities within a company. It is a methodology that enables sales personnel to concentrate on selling by providing tools to obtain very efficient information exchange in the sales cycle. Earlier sales force automation software installations were designed for the desktop or laptop and were not easily accessible by hand held devices. With the advancement in web based SFA technology, sales representatives can use Pocket PCs to record orders on the spot. These order details can be sent back to the system in real time over a network such as GPRS. SFA can help sales people to manage customer interaction throughout the sales cycle, from primary contact through post-sale service. SFA applications serve two different users within a company, sales managers and sales representatives, who have changeable requirements. Sale force automation is essential in those industries where the direct field sales force tends to be high and account management is important. Pharmaceutical companies and manufacturing industries have obtained significant returns on sales force automation investments. Before opting for any SFA software, research your options. A good sales force automation solution should have features such as multiple sales processing options and the ability to use multiple information sources. It should help in providing automation of customer assignments and field accessed decision support. A sales force automation solution that is web enabled is at a huge advantage to those that are not. Web capability allows access to information and forms anywhere, anytime and also tools for accurate sales and demand forecasting. There must be strong security and flexibility to support new data and functionality without a large scale redesign of the system. When choosing a sales force automation solution, keep in mind your clients and your sales force. Without flexibility to meet their needs precisely, you are likely to lose efficiency in the sales process. Choosing a flexible option will ensure your system will grow with your company.

         
    Sales prospecting and a targeted selection process

     

    What’s a Targeted Selection Process? As related to prospecting, it is a process or system of defining whom you want to call on and performing the due diligence of data procurement to understand who you are calling on and why you have chosen them. It can be as simple as choosing an industry, picking a company name out of the yellow pages, understanding the appropriate level of contact to call on, and investigating a name that goes with the title. Or it can be as complex as an expensive CRM (customer relationship management) system for existing customers, defining market share of your product portfolio and routinely touching the existing base to broaden the revenue pond. But here’s what’s important to understand. Your Targeted Selection Process is a separate component of your sales strategy. It stands by itself. But it is directly allied with your other Sales performance indicators. The degree of success you’ll have in the business of sales is proportional to raising and maintaining these success indicators to a level more proficient than the industry norm. And the direction you decide to travel is strategic to the outcome. I call it the ‘Playing Field’. Because that’s where it all starts… it’s where the game begins. Here’s what I mean. There are basically (2) strategies in picking your ‘Playing Field’; a ‘Bottom-up’ approach or a ‘Top-down’ approach. The following is an example of a Bottom-up approach. A Telecommunications rep initiates a telephone call into a company and asks the question “Who handles your telecommunications needs?” Guess where they are sent? If you said ‘office manager’ you guessed right. If you said ‘Head Janitor’ you weren’t far off. Is there anything ‘wrong’ with that? Not really; it’s legal and a lot of folks out there do it. But let’s think through this option as a ‘Business person’ would. Let’s study it as it relates to our sales process and individual Key Performance Indicators (KPI); Conversation-to-appointment ratio, 1st appointment to Proposal ratio, Closing ratio, sales cycle and average revenue per sale. Because these success indicators are gateways that directly affect the outcome of a sales process. Do your KPI’s go up or down with a bottom-up approach? Historically, a bottom-up approach promotes a: 1. 1st appointment to Proposal ratio to decrease 2. Closing ratio to decrease 3. Sales cycle to increase 4. Average revenue per sale to decrease Bottom line, you’ll be leaving time and money on the table if you choose this Target strategy. We’ll revisit the Conversation-to-appointment KPI in a minute. At the other end of the Target spectrum is the ‘Top-down’ strategy for securing a new Targeted business appointment. Let’s say that same telecommunications rep chose this approach in prospecting for new business. The first step in this process is ‘Homework’; some due diligence prior to picking up the telephone. Activities like: • Gathering a list of appropriate industries • Assigning the highest appropriate level of contact to each account; by company size and industry • Researching contact name for each appropriate title and account • Researching what each business does to exist and prosper That sounds like a bit of work. But what historically happens with a ‘Top-down’ approach in line with sales performance KPI’s? 1. 1st appointment to Proposal ratio increases 2. Closing ratio increases 3. Sales cycle decreases 4. Average revenue per sale increases OK. We agree that’s a no-brainer. So it all comes down to the 1st and foremost sales performance indicator, your Conversation-to-appointment ratio. That’s simply how many times you conduct a conversation with a target prospect versus how many times you achieve one. And the national average on that KPI is between 4% and 18%; Top-down or Bottom up approach. So it takes 10, 12 or 20 conversations to achieve 1 or 2 appointments. And that’s a lot of work. In fact, JDH Group studies show sales individuals spend an average of 50% of their time on prospecting activities, or about 22 hours per week. That leads a sensible person to the conclusion that one needs to focus on efficiencies in Prospecting. And to secure those ‘Competencies’ one must develop a communication ‘system’ in line with your business solutions, your ‘Top-down’ Prospect perceptions and your competitive influences. Not from a product/service angle, that’s ‘selling’ over the telephone. But a communications methodology that lends itself to ‘Business acumen’; insight into what is strategic to your target prospect’s business objectives, what pains they are facing due to recent events or what changes are on the horizon that may effect their current status quo. Next is figuring out how to communicate to your ‘Top-down’ target the prospective benefits of your product/service in terms relevant to their financial Key Performance Indicators; line items like ROI, IRR and Payback Period. Those are success indicators that organizations rely on to measure progress toward their organizational goals. It’s their ‘Scorecard’. So lesson number one. When you’re addressing a target level that has Budget authority; a President/Owner of a small company or a CFO/Controller of a medium size one, you’d better be talking terms in line with what they need to accomplish, not in a ‘sales language’ creating a prospect perception that you’re (1) don’t understand their business and (2) are simply trying to make a living. From a 10,000 foot altitude, understand and communicate what’s on your ‘Top-down’ target prospect’s ‘Front Burner’ business objectives…not clear over in the freezer! You can choose not to accept the standard ‘sales 101 playing field’. Identify your individual performance components (KPI’s) that are essential to your success and develop or seek systems to raise your competency ratios and performance efficiencies. And start your process by picking a ‘Top-down Playing Field’ and educating yourself to their world.

         
    Sales prospecting for long term success

     

    Copyright 2006 Frank Rumbauskas One of the biggest challenges facing salespeople when prospecting is that few, if any, new contacts become long-term possibilities for sales or networking. This is due to the fact that an initial contact usually ends at just that – an initial contact, and nothing more. Could you imagine how much more successful you’d be if you could take each and every cold contact you make while prospecting, and transform it into a long-term connection that remains in constant contact with you for the long haul? Think about it. Let’s say you currently make four hundred new contacts per month, in the usual manner, meaning you get a few appointments but nothing more. The first month you make your four hundred contacts and that’s where it ends. Next month, you make another four hundred contacts and they vaporize into thin air. The third month, you go through the grind again. And so on, and so on. Now, think of what it would be like if you could capture those four hundred contacts and keep them in constant contact with you. After the first month, you’d have your four hundred contacts done. The second month, you’d have eight hundred in your permanent pipeline. The third month, well over a thousand contacts are yours to own. At the end of a year, you’d have nearly five thousand permanent connections! Can you see how your sales would absolutely explode if you were able to do this? The good news is that lots of salespeople are already doing it with great success, and you can too. The key here is to forget about the old method of contacting someone, asking if they’d be interested in meeting with you, and then dropping them forever if they are not. What you need to be doing is asking for that person’s permission to receive a free, monthly e-mail newsletter from you that provides the prospect with valuable content that they can use to improve their business. Getting that content isn’t too difficult at all. If you are not inclined to write helpful articles about your industry, or about general business tips – such as time management, or how to increase productivity – then you can obtain content for free on the Internet. Just do a quick search for ‘Free Reprint Articles’ and you will find thousands upon thousands of articles that you can use in your newsletter. And the newsletter itself is not difficult to manage. Services such as aweber that I use personally are very inexpensive, they automate the entire process, and they take care of CAN-SPAM compliance by including an automated unsubscribe link at the end of your newsletters. What about snail mail? This is effective as well, but the problem is getting your prospects to open and read the newsletter. It’s also expensive. Except for the twenty bucks or so a month that you’ll shell out for the e-mail service, an e-mail newsletter is free. The long-term effects of doing this are absolutely astounding. Imagine having thousands of prospects, in your target market, receiving your monthly newsletter. They will appreciate the useful content you will provide, and the best part is that your name will be constantly in their minds as the only person to buy from when the time comes! By publishing a quality newsletter, you are no longer just a salesperson in their eyes – you become a highly qualified expert in your field, they will begin to trust you as a business advisor, and that is what the very top of the top sales pros are to their customers.

         
     
         
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