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    Spend more of your time selling

     

    The majority of people in the sales force spend an average of no more than two hours out of their day actually selling. This fact is astonishing for two reasons. One, how do we as sales people manage to meet our goals. And two, why on earth are we in sales to begin with? The lack of hours spent selling in our work week is understandable. Lets face it. The paperwork alone can take up half of your day. Not to mention the phone calls, the problem solving, putting out fires, etc. There are many challenges to be faced throughout the day. Why is this? Why does this happen? It is all believed to be a mind set, and a very dangerous one at that if you plan to survive in the world of retail. Because problem solving and handling customer complaints is a difficult challenge we must face on a daily basis, we automatically believe that this should take priority over our selling, because we see the selling as fun and rewarding. All the other issues can be stressful, so we tend to want them out of the way so we don’t have to worry about them. Yes, dealing with current customers and building the relationship is very important, but your goals don’t go away. So we must obtain new customers through new sales. Probably the key ingredient to spend more of your time selling is time management. Put together an action plan for each day of the week where you allow at least four hours of your day to be spent selling. It is very easy to put an action plan together, but it is extremely critical that you stick to it in order to succeed. Another key ingredient to spending more time selling is delegation. If you have the luxury of a staff, why not delegate some of the operational issues to other people. Plus, you know the rush you get from a sale, the thrill of closing the deal. This can have a psychological effect on your work day. Making a sale is a great feeling and certainly out weighs the depressed feeling that comes with dealing with operational issues all day. Remember, you are a sales person, and it is very important to spend the majority of your time selling. There is not a problem that your current customer is having that cannot be fixed by either you or the person you delegate it to. So concentrate on sales.

         
    Starting a direct sales company

     

    The goal in starting a direct sales company is the same for each and every entrepreneur, which is to build a profitable business that earns a regular income. How to accomplish this can be confusing, especially with the large number of direct sales opportunities available to you. The way to choose the best direct sales opportunity is not unlike purchasing a car or home. You must study the information that is relevant to your personal goals and make informed decisions. If you simply choose a product and/or company without first researching the company itself and the products it sells, you could end up disappointed and unable to move forward with your plans. Before you make your decision as to which direct sales opportunity is right for you, ask yourself a few key questions: What do you think of the products the company offers? The products you offer must sell well in the present, but continue to sell in the future as well. The price range of the products is also important. You need to make sure the products you sell are affordable enough to use on a regular basis. Consider how often the products will need to be reordered. You will want to ensure that you have repeat customers on a very regular basis. Also consider the commission or other money that you will earn for your efforts. What is it that you will be required to do or achieve before you will get your commission or bonus? Also, is there a yearly fee for your membership and if so, how much is it? How will you advertise your direct sales company and how much will it cost? Many companies will give you a web site that you can promote as you see fit while others are not internet friendly. You need to make sure you are free to use the company name and logo in your advertising campaigns and that your advertising plans are in sync with what the company has in mind. Talk with those who are already selling the products and collect all the information you can to help you make an informed decision. Determine how much money you want to invest. You will be the business owner, even if you purchase products from another company with the intent of reselling them. You will be solely responsible for your success or failure. Success will come a lot easier for you if you set your budget in the beginning and stick to it. You should only invest the amount of money you are willing to lose. With every business there is a chance of failure, the reasons for which may be due to many different factors. You will have to be available for meetings, training, and other functions. As a business owner, you will benefit from networking with other business owners. Check into what the company in question offers as far as seminars, training sessions, and product releases. The most important thing for you to keep in mind is that direct sales will require hard work and determination. You will not be able to simply join one company or another and expect that the products will sell themselves. You will have busy times and slow times and you must be prepared financially for the slow times. Basically, if you are happy with the products you sell and are willing to put forth the effort; you will succeed in starting and profiting from a direct sales company.

         
    Stop cold calling and double your sales in 30 days

     

    : Everyone knows what “cold calling” is, but how about “warm calling”? That’s easy, warm calling involves contacting your former clients and people you have already identified as prospects. These are the people you had made previous contact with and are listed in your database or on your Rolodex. If appropriate for your industry, I recommend spending one hour a day calling your database. To gain the greatest benefit from your warm calling efforts, you should provide an exceptional level of customer service and give unexpected bonuses to your clients throughout your sales process. This way, your past clients will be happy to hear from you and eager to help you find new business. Let’s see how you can “heat up” your warm contacts to create hot new business leads. Build rapport – All right, it may have been some time since you last talked with your contact, so a little refreshing of his or her memory might be necessary. Use the time to re-establish your relationship, inform him or her about your unique selling proposition and inquire about their current needs. Ask for referrals – Here is an example of how a mortgage loan officer could ask for referrals: “Do you know anyone who may be buying or refinancing real estate in the next 3 – 6 months?” Especially useful if your “warm contact” absolutely has no need for your services at the present time. Tell him or her about your current gift incentives for referrals – if you have a plan in place, let him know.

    One example: “If you refer new business to me I will pay for dinner for you and your wife at Outback Steakhouse.” Or, tickets to their favorite sporting event. Review their current situation: Is their any current need for your product or service? Have their plans, needs, or goals changed? (If this is your past client you should have notes on hand about their long and short term plans) Be sure to keep notes on every call in your database or files. Update all of your contact information to include any changes. If you have made arrangements to “warm call” clients on someone else’s list, offer to split any of the commissions generated. Yes, warm calling is a great way to stimulate business especially in a competitive marketplace. Once a day, pull out your “warm call” list and contact people. Add to the list those whom you previously “cold called” and see as a potential future client. For more information about this and other lead generation strategies, visit: Mortgage-Training. Mortgage-Leads-Generator Please feel free to reprint this article as long as the resource box is left intact and all links are hyper linked.

         
    Stop going to networking events and get more business

     

    A few days ago I returned from my annual National Speaker's Association (NSA) conference in Atlanta. The educational sessions were OK, the hotel was so-so, and the town was lacking in exciting things to do, but my experience was stellar. How is that possible? Though I am often accused of being an extrovert, I consider myself quite introverted, as I truly dislike social events and networking gatherings where I am forced to meet new people and mingle with individuals whom I don't know. You know the feeling - that insecure child inside of you automatically assumes that you won't like anyone new and that they probably won't like you, either. It's simply safer to stick with people with whom you already have a relationship. Of course, the adult inside knows that to grow as a person (and as a business), you must meet new people, network effectively, and experience new challenges. So, what do you do? As an introverted defense mechanism, I learned that becoming involved with committees, task forces, and boards, I could meet a lot of people without the painfulness of cold networking. Joining committees provides the unique opportunity to hide behind the tasks of the group to meet others until you feel more comfortable and less socially awkward. It allows you to get to know someone well, while working together on a joint effort. What a concept! My NSA convention was a huge personal and professional success because I am actively involved with one of the charitable events surrounding the organization. My involvement with this group gives me the avenue to meet people whom I would have never even met under normal convention circumstances. Some of my closest friends, mentors, buddies, and clients have come into my life as a result of being an involved member of an organization. Though, of course, being involved often means giving up a significant portion of time working towards the greater good of the organization, but it provides a unique opportunity to meet people who can make a difference in your life. So, if you are like me, and don't enjoy business card exchanges, networking events, baby showers, or standard social gatherings, then by-pass them all and join a committee or get on a board. It will be your quickest and most effective path to meeting people with whom you can connect personally and professionally. It will impact your business and your life all while working on a worthwhile project. How fantastic is that?

         
    Stop pointing at me which way do you point your accountability finger

     

    There are two kinds of people when it comes to accountability. •Those who point their index fingers outward •Those who point their index fingers inward We all know too well that most people are quick to blame others and slow to take responsibility. They make excuses or tell a long-winded story about what went wrong and why. Obviously these people feel their success or failure is "outside of their control." The more powerful belief is that things are within our control. It then follows that we are, in fact, responsible for what happens around us and to us. I've developed a disciplined system that helps people accept accountability. This system breaks down all the components into essential elements. We can develop a less emotional view and a more scientific one. But before I share that with you, let me take you back a few years in my own life. In my first career, I was a professional pilot. In the flying business, Captain is the only job to have. But before you can be a Captain, you must first prove yourself as a safe, competent and proficient co-pilot. (By the way--Here's a little "behind the scenes" secret info for you. The reason everybody wants to be the Captain? He's the guy, or girl, who does half the work for 3 times the money.) Now, why do you suppose the Captain is so well paid for so little work? It's all because (and this is according to the FAA), no matter what happens on his flight or who does it…HE is held responsible. As a young man, I was trying to build up my flying time and experience. But, most of the Captains would order me to just sit there, work the radios and "DON"T touch anything else!" You see the problem here. How in the world was I ever going to learn? How was I going to gain the experience I needed to make captain? I was really getting frustrated. Then one day, I had the shocking experience of meeting and flying for Jeff Brinkerhoff, a strong-willed Captain of a Lear 25 Business Jet. Jeff shouted out…"Hop in the left seat and start 'er up. I'll show you how to really fly this thing!" Talk about transformational experiences… From that moment, I knew the kind of leader I wanted to be! So let me ask you… Are you in the type of sales organization that helps people "Get in the left seat and start 'er up?" In other words, do you have the organizational commitment to create Self-Sustained Professionals through providing proven structures for learning and application?

         
    Strategic selling all three roles defined

     

    : As we are all aware, getting to know the customer and understanding their needs is not a quick and easy process. Customers possess a hierarchy of needs which have to be uncovered gradually. This is why we need a new type of salesperson for a new type of customer. So what does this new breed of salesperson look like? For a start he or she has progressed from the more traditional, ‘lone ranger’ approach of selling to a more team-based consultative style. Our research shows that a consultative salesperson needs to fulfil three basic roles, that of business consultant, long-term ally and strategic orchestrator By combining all three roles salespeople are more able to develop and maintain long-term relationships with clients. At the same time, organisations need to ensure that they provide their salespeople with the vital support systems and training that enable them to make the most of their knowledge and skills Business Consultant: Gone are the days in which a salesperson could simply walk into an office, establish a good rapport with the client, show he/she had thorough knowledge of their products and services and clinch the sale. Nowadays, the emphasis is on establishing long-term, mutually beneficial relationships and in order to achieve this, the salesperson needs to earn the right to continue discussions with his/her client. Before they can proceed to sell their products or services, the salesperson needs to reassure the client of their integrity, reliability and ability to understand and recommend the appropriate solution. They can do this by demonstrating; • Up-to-date knowledge of business news and current affairs Best practices include - reading newspapers, magazines, journals, trade publications and other sources of business information; maintaining membership of appropriate professional organisations; acknowledging gaps in knowledge and taking steps to fill them; locating or developing databases with information on customers, their industries and their own customers. • An in-depth understanding of the customer’s industry, company and strategies as well as an appreciation of “the big picture”. Best practices include - gaining an understanding of the issues at all levels of the customer’s organisation including strategic, departmental and individual needs; seeking to understand the customer’s perceptions of market trends, company direction, plus potential product and service needs. • A readiness to exchange information and ideas between the supplier and client organisation. Best practices include - familiarising the customer with your own industry and companies; sharing useful business information even if it does not directly impact on the sales effort; demonstrating the cost-cutting or revenue producing benefits of your products and services. • The ability to listen and absorb information. Best practices include - refining the way you identify customer’s needs by asking the right questions and listening actively to customer comments; speaking at the listener’s level of knowledge; using stories and analogies effectively; asking for feedback on the clarity of your message. By demonstrating comprehensive knowledge, outstanding communication skills and the proper attitude, the salesperson earns the right to move beyond the role of supplier to that of a valued business consultant Strategic Orchestrator: To fulfil this role, the salesperson needs to be seen as the key person responsible for engineering the appropriate solution. This involves co-ordinating all of the information, resources and activities needed to support customers before, during and after the sale. It means enlisting support from specialist colleagues and hence the move away from the “lone ranger” approach. According to our research, effective strategic orchestrators have mastered the following competencies: - Knowledge of their own company’s structure - Expertise in developing and managing a team - Ability to manage priorities and performance - Ability to co-ordinate delivery and service to customers - Efficiency - Flexibility Customers of strategic orchestrators express a high level of confidence in the salesperson and his or her organisation: This increased confidence can lead to faster buying decisions, increased repeat business and strengthened links between customer and supplier organisations. Working as strategic orchestrators, salespeople are also able to develop their organisation’s capacity for team selling. Long Term Ally: Since the key to differentiation is in forging closer links with clients, the role of long-term ally is a crucial one. Once the salesperson has earned the right, it is important to develop and maintain the relationship. As the term suggests, acting as a long-term ally involves maintaining contact with the client even when there is no immediate prospect for a sale. It also suggests that the salesperson needs to be committed to the long-term development of the relationship. Our research shows that top salespeople demonstrate this commitment by continuously looking for ways to: o Build interpersonal trust o Create and maintain a positive image of the sales organisation o Inspire respect for their company o Show genuine concern for their customers’ short and long-term interest o Identify ways to strengthen the quality of their business relationship o Help the customer meet needs within his or her organisation o Deal with issues openly and honestly o Deliver on promises It is also crucial for the salesperson to ensure that the relationship between the organisations is mutually beneficial. In other words, it is essential to build and honour the expectation that reaching agreements will mean good business for both parties. At the end of the day, taking a long-term approach proves more profitable since the customer will recognise that the salesperson is taking a committed interest and in so doing is giving honest and open advice. This inevitably encourages the customer to trust the salesperson and to view him or her as a colleague rather than an opponent The Difference That Makes The Difference: According to Albert Einstein,” the definition of insanity is to continue to do the same things in the hope that those things will miraculously achieve a different result.” If that is the case, then sales managers who are not happy with the results they are achieving must make changes. Keep doing what you are doing and you’ll keep getting what you have been getting!! The moral right of the author, Jonathan Farrington, has been asserted. All rights reserved. This publication or any part thereof may not be reproduced or transmitted in any form or by any means electronic or mechanical including photocopying, recording, storage in an information retrieval system or otherwise, unless this notification of copyright is retained.

         
    Tachnicales sale

     

    first subject for good do sales percan but how we are do good sales percan who is speak us how do make it ? so we know uself if we do to believe from planet best sales people but not waiting another people , subjeck or another one we start work soon to us business if we start businesscame tu us foot many work and we must working all business like for us importand better than all business but all work not thes is not good business not its little payment not they are very far we are not only for sales man we us all life. what m i doing bussiness short time decide for start work but noting thing all subjeck bfore business if we are thinking all subjeck we are never start work so all business has a some risk. you must fast thing you are early start work and not thing all subjeck maybe there are some pessimistic but not stop your wey for work not early return back to all pessimistic dat s pls who is to blieve they way not return to back but before and before they are like and love business and to believe goods we are also waiting another people advice to us business if another people know best business why they didnt make it ? so because not know they from you for your best business if they know business you are ask first time they why you didsnt make it before you ? if you not anougt money why you didnt find good partner for thing the yopur best business ? because they are only speaking nothing thing for the business for the goods for the sales technical some people like for you not succestfull your business so they are false way see you why they are jealous for your succesfull reverse thing now if we make new business for ex. not succesfull us business who is spent for you money who they are see you fale way people no no ever only you famly but real famly . who is give you bady parts for you finger or kidney or aye olny real famly not good frend not best frend not girl or boy frend only real famly !!! what do you thing fort he work with famly ? pls good thing who is happy and pasitif thing they are succestfull all they life business and famly life best regards M. Y.

         
    Take out the trash

     

    Is your head trash piling up? The term “head trash” came up during a conversation with a colleague and he used the phrase to describe the mental garbage that affects the performance of most sales people. Head trash is a collection of limiting thoughts or ideas that prevent you from taking specific action that will help you generate better results. Here are a few examples of how head trash can affect you. In a sales training workshop I conducted for a specialty retailer, several people stated that they didn’t bother trying to close any business before 11:00 AM because they “knew” that everyone who came into their store before that time was just comparing their price with one of their competitors located close by. A sales person in a manufacturing company told me that her customers would not pay full price for her products because a major competitor sold similar products for less money. As a result, she consistently offered her customers a discount even before they asked. Another sales rep confided that he believed that the lowest possible price was the only thing his customers wanted from him and his company. He had held this belief for so long that nothing could dissuade him from this line of thinking. Head trash can affect you in different ways. During a morning workout I caught myself thinking that I could not complete a particular exercise and this self-limiting thought prevented me from continuing. Yet, on most other days, I breezed through the workout with much less strain and effort. From a sales perspective, if you believe that a prospect will not be receptive to a new product, idea or solution, your ability to present that idea in a positive manner is greatly reduced. I have seen sales people talk to customers at great length and at the end of their conversation ask, “You don’t want to order this do you?” They have convinced themselves even before they ask for the sale that the customer will not be interested. The cause of head trash varies. Extreme fatigue from lack of sleep or illness is one common cause because your physical well-being contributes to a less-than-optimistic outlook or mindset. Another cause is associating with negative-minded people. I once worked with an individual who always saw the glass as half-empty instead of half-full and after even a brief conversation with him, I always felt drained and pessimistic. The most common cause of head trash is the experience you have had with a particular task or assignment. For example, you may be required to cold call to generate new leads and prospect. However, if your experience with cold calling has not been positive and you have failed to find qualified leads then picking up the telephone will be a grind and you certainly will not enjoy making the calls. And, when you do eventually pick up the telephone, your tone will not convey the desired message to your prospect. To achieve the results you deserve and are capable of it is essential that you dump your head trash. While this is easier said than done, applying a few techniques will help. First, focus on what you CAN do. With a positive outcome. Instead of thinking of the negative aspect of the task, concentrate on the best possible outcome. Let’s return to the cold calling example for a moment. If you put yourself into the mindset that making these calls will generate new business, or at the very least, that they will help you connect with new and interesting people, your willingness to invest in this task will dramatically improve. Next, take action immediately. Most people procrastinate when head trash invades their thinking and this prevents them from moving forward. However, taking one step or small action supersedes the desire to remain complacent. I believe it was Confucius who said, “A journey of a thousand miles begins with a single step.” I have learned from experience that making a difficult telephone call eliminates the need to procrastinate and stimulates my desire to take further action throughout the day. And, as I continue to take action, the trash that may have collected in my head is emptied. It is also important to associate with action-oriented people who support your goals and objectives. I start the week by talking to a good friend of mine every Monday morning. During our conversations we discuss the challenges from the previous week and explore options and ideas. I also belong to a Mastermind group and when we meet each month, we help each other look for new opportunities within our respective businesses. All of these conversations help eliminate my head trash and motivate me to try new approaches and apply different ideas. Take out your trash and watch the difference in your results. © 2008 Kelley Robertson, All rights reserved.

         
    Target qualified sales prospects

     

    Use these steps to improve your cold-calling and prospecting: 1. Identify Target Industries Certain industries are more likely to need your product. Some have clearly defined buying cycles. Narrow your target industries to ones that have both money to spend and a high likelihood of spending it on your product. The final list should include one or two industries. 2. Define Target Job Titles Your next challenge: Find the people in your target organizations in charge of buying your product or most likely to influence its purchasing decision. In most cases, these buyers and influencers have specific titles and positions. Limit your list to the top three job titles. 3. Create a Prospect List If you already have a massive list of potential customers, delete everyone not in a target industry and/or without a target title. If you don't have such a list, purchase one that fits your target industry's demographics. Aim to create a list of potential customers who actually have the need and authority to buy your product. 4. Develop an Emotional Message Put yourself in the shoes of the prospective customer. Base on your understanding of the person's industry and job title & determine the problem -- which your product solves -- that keeps the prospect awake at night. Develop a message that plays to that fear and piques the prospective customer's interest in your product. These examples demonstrate the power of emotional messages over factual ones: Factual Message: We have the best alarm systems in the world. Emotional Message: What would happen if your premises is left vulnerable? Factual Message: Our fasteners are far above industry standards. Emotional Message: Would your clients be happy if you used an inferior product? Factual Message: Our network consultants are industry certified. Emotional Message: Why risk your company data to uncertified consultants? 5. Test Your Suspect List and Your Message Call several individuals on your list to confirm your targets are, in fact, the right people to call. You should also deliver your message to gauge its effectiveness. If there's a disconnect, reexamine your assumptions, and go back to step one. 6. Prepare Them for Your Message Get your carefully crafted message in front of the potential customer two or three times before making a prospecting sales call. The message can be communicated via email, letter, mailer, advertisement or trade show presentation, but you should never make cold calls unless you've primed the customer to be receptive. Laying the groundwork makes it far more likely that a potential customer will actually listen to a sales rep's call.

         
    Targeted traffic is the secret for good sales

     

    What's a targeted traffic made of? The people that wants to find on Internet, what you are offering on your web site, and visit your web site, are called targeted traffic What kind of traffic will visit your web site? You will be visited by: * People that where looking for other kind of products and services and arrived there by mistake * People that are looking for similar things to those that you offer at your site * People that are looking for what you have to offer You must certainly try to avoid the visits of the first group, and encourage the second and the third group people The second group, are targeted traffic, and even when they are not going to buy YOUR products, may buy Affiliate Program's products offered at your web site or provide you a source of income through Adsense And the third group, is the kind of targeted traffic that's going to arrive to your web site, with a desire of finding what you are offering, and most probably buy it from you. The targeted traffic might not be in a buying mood the day that they visit your web site, but they will be receptive to your offerings, and if you give them a reason to return to your web site (having a good content site), they might buy from you in the future. You may have heard that what you need in order to do a good business with Internet is traffic, tons of traffic. But you don't need just traffic, you need TARGETED traffic because is the only kind of visitors that will provide you a revenue. So you don't need any visitors, you need qualified or targeted visitors that will respond with a positive attitude, and will want to read what you say at your site. Can you do business with untargeted traffic? Yes, you can, but it will cost you much more money and time to do it. For every 100 or 1000 bulk untargeted visitors you might find one that's really interested in your offer, but if you are in a pay per click campaign you will need to pay for 100 or 1000 clicks to get each sale. If you are trying to drive traffic through the search engines, is the same, you will need 100 or 1000 times more visitors to get the ones that really care for what you offer. How can you get targeted traffic? The most cost efficient way to attract targeted traffic to your web site, is utilizing the search engines, the directories, and links from other related sites. And how will they provide you with targeted traffic? They will do it if you reach a high ranking, because if you have the right product or service for your targeted customers, and when they search for it on the search engines or directories, you have your site on place 400, they most likely NEVER find you or buy from you. So high ranking on the search engines will not only provide you with your targeted traffic, they will also provide you with credibility, and people that find you on their lists, will arrive to your web site, with the kind of mood that you need in a visitor. Written by Dr. Roberto A. Bonomi

         
    Taxi what consultants can learn from cab drivers

     

    Most consultants are like cab drivers. Cab drivers run the meter. They throw the luggage in the trunk (that’s a $1.00 bag charge). They may or may not be personable. If you have extra passengers, that’s $1.50 each on top of the mileage. No smoking. And the radio is tuned to their favorite station – not yours. Most consultants charge by the hour or the day. The meter is running. When you need a special report or their attendance at an onsite meeting, there’s your bag charge. They may or may not be personable to anyone other than the executive who hired them. If you need additional work or facilitation or expertise, there’s a fee “on top of the mileage.” And most times, you’re locked into their “radio station” – tuned to their methodologies, their licensed tools, their processes – not yours. What if you came across a dramatically different kind of cab driver? Let’s call him Ike. 1. Ike has his own business card with his personal cell phone number, a rocket logo and a humorous tagline, such as “Strap in. Hang on. Here we go!” One of his cab’s notable features is the Hot Wheels steering wheel cover. Your initial impression might be that he is direct and, most importantly, fast. 2. In addition, Ike is a great listener. This would be in contrast to some “real character” cab drivers, who are great talkers. 3. Ike takes credit cards and proudly displays the Visa and American Express decals inside his cab. A credit card transaction costs him between 2 and 4% of every sale. (The cab company does NOT subsidize this fee – it’s up to each individual driver to decide whether to accept credit cards or not.) But it also makes him easy to do business with – and, coincidentally, increases the likelihood of getting a nice tip. 4. Ike is proactive and offers suggestions. For example, when a passenger asks Ike for a good restaurant recommendation, he has a few of his favorite places in mind and a restaurant guide available right in the front seat of the cab. Ike will offer to take his passenger to the restaurant, and also to come back at an appointed time to save the hassle of tracking down another cab. He is never late. Does Ike profit from this? Sure. Does Ike’s passenger? Sure. Will some cab drivers refuse to come back at a set time for fear of losing a juicier fare or a longer ride that may or may not come along? You bet. 5. When picking up or dropping off from the airport, Ike always finds out a little bit about his passenger. Is this his first time in town? How long is his visit? If Ike discovers that his passenger has come for business and hasn’t any time to see the sights or experience the city, he offers to take the passenger on a 10-minute sightseeing tour of downtown. Pointing out the highlights, sharing a little history, and telling a few stories, Ike has his passenger back on his way with a real flavor of the city that he loves. Is this a gimmick to add 10 minutes to the meter? With some cabbies, it might be. But Ike’s passion and knowledge and eagerness to share it with his passengers cannot be faked. Would a friend do the same for you on your way out of town? Absolutely. Let’s turn our focus to the lessons for consulting. Feel free to compare these consulting tips with the corresponding lessons from the taxi business above. 1. Successful consultants stand apart – both in form and in substance. Sales trainer, consultant, and author Jeffrey Gitomer uses a half-dollar sized coin with his image and contact information (and some clever slogans like “In Sales We Trust”) engraved on it as his business card. People not only remember it, they keep it and they show it to their friends. Your initial impression might be that he is successful, funny, creative, and different than every other “me-too” sales trainer wearing a nice suit and carrying sharp white business cards (yawn). 2. Successful consultants are not good listeners. They’re DEEP listeners. “Good” listeners use surface tricks and techniques like “active listening” and “matching and mirroring.” Deep listeners listen with no agenda. Your listening focus should be on empathy – literally “feeling WITH” the client – and understanding the issues behind the issues. This isn’t a trick you learn in “consulting school.” This comes from your heart and your genuine interest in helping the client improve their situation. Deep listening will help you understand the real value that the client seeks from you. 3. Successful consultants are easy to do business with. One of the world’s finest consultants, Alan Weiss, says in his book Million Dollar Consulting, “you have to spend money to make money.” Part of that money should be spent on things that will make you easy to do business with. Some of these things are almost trivial – being able to accept credit cards, having an 800 number, etc. And some of these things will be a major investment of time, effort, thought, and energy. Like designing a resource-rich web presence or moving to value-based fee-setting so people get you and your expertise without concern over when you punch in and out on the time clock. 4. Successful consultants are proactive and offer suggestions. Flexibility is a great source of strength. So is forward movement. When consulting with large organizations, it is easy to fall into their trap of “analysis paralysis.” Especially with all the hype around “getting close to the customer.” The danger for consultants in getting too close to the customer is that you’ll get mired in the same quicksand you’ve been brought in to rescue them from! Keep moving, and always offer options. It could be as simple as “Plan A or B or C,” but giving choices always enhances collaboration and provides a sense of shared responsibility for outcomes. And it’s harder to say “No” when asked “Chocolate or Vanilla or Strawberry?” Ideally, your clients will say “Wow, they ALL sound delicious.” Then you are in a position to make a recommendation based on your deep listening (See #2!) 5. Successful consultants work from passion, knowledge, and eagerness to help. The irony of this is that the more easy and effortless the work for the consultant, the greater the value it has for the client. For the consultant, the intersection of joy and business is called profit. Marketer, speaker, and author Seth Godin believes that in any business relationship, the sooner you ask for money, the less you will get. This has interesting implications for the consulting business, where knowledge and expertise (and to a certain extent, even conversation) has monetary value. I happen to believe in the concept of value-first selling. In other words, you should give clients valuable information and point them to resources they need, even before you’re hired. You should work to make prospects think, “Wow, this guy is a goldmine. Imagine what we’d get if we actually HIRED him.” Now a lot of sales and consulting experts call this “spilling the candy in the lobby” and they advise strongly against it. And I would advise against it too – if you’re only carrying one bowl of candy. But without bragging, I can safely say that among great consultants (people who work at the intersection of passion and knowledge and eagerness to help), we’re a veritable candy store and are not likely to run out anytime soon by sharing our gifts with clients that are hungry for what we have to offer. Would you help a friend with your knowledge and expertise? Sure you would. Perhaps clients are simply friends that pay you money? Think about it. Beep, beep. “Hop in!”

         
    Temperament profiling is an absolute must

     

    Sales managers who lack the benefit of temperament understanding are inclined to place too much emphasize on their gut-level feeling during the hiring process. Progressive organizations that understand the value of temperament profiling actively seek people with varied behavioral styles and thereby benefit from a richness and diversity of perspective. People with different behavioral patterns are more likely to complement rather than duplicate each other's strengths and serve in a check and balance capacity. Managers frequently ask me which traits are the most important to look for in a prospective hire? In my opinion, there are two mandatory qualities any new hire should possess. The first quality I look for is loyalty. If a person is not loyal to their company, research indicates that they are more likely to violate company policies and procedures. Disloyal employees are also the first to leave when the going gets tough. Look for signs of job stability on the resume and check his or her attitude regarding previous employers. The second quality I look for is dependability. It makes absolutely no sense to invest huge amounts of emotional and financial capital training someone that you can't depend on. The most effective people are those who know themselves, know the demands of the situation, and adapt strategies to meet those demands. Research indicates that career incompatibility is the major cause of personnel discontentment and costly turnover. The hidden cost of excessive personnel replacement is often measured through a decrease in customer retention. Simply put, you want to hire a person that has a temperament profile compatible with the job opportunity. For example, some people are born analytical and have a temperament style that excels in administration and attention to detail. Others are more comfortable in a supportive role and are better suited for a customer service position rather than the uncertainty of commission sales. The importance of matching the job description to the correct temperament style cannot be overstated. Temperament testing is not only advantageous for hiring and suitability but also as a management aid to assist in training and supervision after the hiring process. I strongly recommend that a temperament evaluation be administered between the first and second interview. When a temperament evaluation is properly implemented and utilized in conjunction with other standard hiring and interviewing procedures, it ensures that applicants are treated fairly without regard to race, color, age, religion, gender or national origin. If a temperament evaluation is used as part of a hiring process, it shouldn't constitute the total basis for hiring or placement. I recommend that an organization establish and utilize a consistent standard hiring process. Information gathered in each step of the hiring process should be reviewed in total prior to making a final hiring decision. You're Only as Good as Your Pipeline. While some turnover in your sales force such as retirement, promotion, and transfer is understandable and can be anticipated; the quitter is often unpredictable. With this in mind, recruiting must be thought of as a long-term strategy, not a knee-jerk reaction. Perhaps the greatest mistake a manager can make is underestimating his or her turnover. If your personnel turnover is high, it's more than likely caused by improper recruiting, rather than inadequate training or a lack of incentives. Even if you're the world's best trainer and motivator, if you haven't recruited correctly you'll experience high turnover and may find your sales team bogged down with low morale. If your recruiting pipeline has dried up, here are four tips that will assist you in filling it back up with quality salespeople! To have an effective recruiting program, it's imperative that your sales team be enthusiastically involved in the recruiting process. Let them know that their ability to recruit is considered a vital skill in leadership development and that their assistance is essential to the health of the organization. Keep your sales team informed by focusing on recruiting as an agenda item at the weekly meeting. On the agenda show the status of each recruit, highlighting the salesperson that has recruited them. Design and implement an incentive program for your sales force that places an emphasis on recruiting.

         
    Ten mind altering words that make people buy

     

    : I have put together 10 Amazing Words that will drive your customers so that you will make more sales. More sales, more money, it's a formula for Success. 1. Use the word "fast" in your ad. People want fast results, fast delivery, fast ordering, etc. Nowadays, we usually value our time more than our money. 2. Use the word "guaranteed" in your ad. People want to be assured they are not risking their hard earned money buying your product. 3. Use the word "limited" in your ad. People want to own or receive things that are exclusive or rare because they are considered to be more valuable.

    4. Use the word "easy/simple" in your ad. People want easy ordering, easy instructions, easy to use, easy payments, etc. 5. Use the word "testimonial" in your ad. People want to see believable proof before they buy your product. It should be reputable and specific proof. 6. Use the word "discount/sale " in your ad. People want to find bargains. They could be rebates, one time sales, percentage offers, get one free offers, etc. 7. Use the word "free" in your ad. People want free incentives before they do business with you. They could be free books, accessories, services, etc. 8. Use the word "you/your" in your ad. People want to know that you are talking them.

    This'll make them feel important and attract them to read the whole ad. 9. Use the word "important" in your ad. People do not want to miss important information that could effect their life. People will stop and take notice. 10. Use the word "new" in your ad. People want new products or services that will improve their life like new information, tastes, technology, results, etc. I hope these words help you as much as they have helped me.

         
    Terms of sale mind your own cashflow

     

    Terms of sale are what will keep you in positive cashflow. As a new business you can't afford to finance other people. You need to keep cash flowing through your business so you have to set clear terms of sale from the start. Terms of Sale Tips Don't be too quick to give new clients credit. You can really get taken to the cleaners if your terms of sale include generous credit extension. If you do offer credit, keep the limits relatively low until the client has built-up a solid credit history with you. Always insist on written agreements as part of your terms of sale. Verbal promises are for amateurs. Even if everybody knows everybody in your town, you should insist on a simple one or two-page agreement that clarifies your role, responsibilities, and obligations. Always get a deposit check on any major project. Require 25% at the absolute minimum and 50% if you can get it. Bill weekly and not when you get around to it. A lot of people start off sending their bills out every week, but then they get really busy and it slows to every three or four weeks. The reason for setting favoriable terms of sale is to get money into your bank account, not let your clients keep it in theirs. Always enforce your credit policies. When you have a late payment, send past due notice or make a phone call to make sure the invoice gets paid. Make sure you have funds set-aside for the inevitable dry spell. Despite rigourous terms of sale you will have slow periods. Don't get cuaght with insuffienct funds. The Bottom Line on Terms of Sale Setting appropriate terms of sale is an important function. You need to understand your total capital needs and that includes monitoring your daily cashflow. Make sure your terms of sale are such that you are not caught short. When you do the work, you expect to be paid and the best way to protect yourself is by setting, and sticking by clear and reasonable terms of sale. Copyright MMI-MMVI, Small Biz Tech Talk. All Worldwide Rights Reserved. {Attention Publishers: Live hyperlink in author resource box required for copyright compliance}

         
    The 10 most important to do s of any successful salesperson

     

    1) Define your Target Market 3 questions that set you up for success (or failure) 1) Who do I call on? 2) What do I call on? 3) Why should I call them? Here's why: 1) Your average revenue per account is directly proportional to what companies you decide to call on. 2) The level of responsibility you call on directly affects your sales cycle and first appointment to proposal ratio. 3) And the reason you call on them directly influences your closing ratio. Get the picture? What this tells you is that you do have absolute control over your performance metrics. However, you need to be able to clear on the "who", the 'what", and the "why" to understand the most effective prospects to call on. Your answers should relay: Vertically by industry Horizontally by title and Benefit-based by application. 2) Develop a 'Targeted Selection Process' Sales people without targeted prospects are like trees without leaves. Eventually, you wither and die! Your target list is one of the most vital ingredients to begin your sales process. Getting targeted, prospecting data should be an ongoing project. It must be done prior to and independent from the act of communicating to set a first sales appointment. Regardless of whose responsibility it is to accumulate this target list - (the sales person or the company) - it MUST be done ahead of time. Think of it as the preferred destination on your road map, and a necessary item to check off before you start your trip. 3) Understand & Identify your 'Magic Number' Your 'Magic Number' is the number of new appointments you need each week to assure your revenue goal is met each month. It's a derivative of your sales cycle, average revenue per sale, 1st appointment to proposal ratio, closing ratio, and revenue goal. It too is a dynamic number which is based on your individual competency ratios and performance numbers. So, it's personal to you, and directly linked to your success. Let me say that again. You magic number is personal to you - and DIRECTLY affects your success. By meeting or exceeding this activity number, you can routinely eliminate fluctuating sales results and virtually assure achieving your income goals. 4) Interpret your 'Hourly Rate' The lure of flexibility, the temptation of low supervision and the idea of freedom from a regimented time-clock makes professional selling a very attractive career choice for the dreamers, visionaries and idealists among us. To borrow a quote from Phil Helmuth, two-time World Champion of Poker…"It's the hardest way to make easy money there is." It's true. We don't punch a physical clock or necessarily have someone monitoring our time on the job. But we do have an internal clock of accountability. It's not accountability to our company per say, but to our desired results and to us. It's called our 'Hourly Rate.' You can calculate yours by dividing your income goal by 252, and again by 9. Want to join the 100K Club? You don't need cumbersome time management courses to make the right choices in your daily routines if you are aware of what you are worth. 5) Block 90 minutes a day, for 'Opportunity Creation' If you want to leap over the heads of your colleagues - adopt this strategy: Block off 90 minutes per day (Every day) to initiate contacts for new appointments. You can slide it up and down during the week, but do not eliminate any blocks until you achieve your 'magic number' for the week. Consider this your weekly quota. Not in revenue, but in activity. Use the 90-minute block for contacting targets, not figuring out what targets to call. Have your list ready and complete. Discipline yourself to daily routines to achieve weekly goals for assuring your monthly results. 6) Define & Measure a minimum objective for the 1st appointment Do you know what your objective is for your first appointment? What is it that you are trying to achieve? How are you measuring it? Simply put…your objective should be to gain commitment to take the next step in the sales process. This evaluation will lead you to a results oriented training process to improve your 1st appointment to proposal ratio. You should develop a 'gateway' definition and business rule to gauge how may times you achieve it. Then be sure to measure it and find a strategy to re-adjust your product or service. 7) Assemble a checklist of strategies & tactics between appointments in your sales cycle Want to know the difference between a sales leader and a sales follower? Just watch what they do during their "in between time". You may be shocked to know that the difference between excellence and mediocrity is what routines and processes a person puts in place between appointments, not just during appointments. Use these tips from the X2 system to help you develop good habits between appointments. 1. Will you have all the decision-makers present for the 'closing 'appointment? 2. If not, what can be done to get them involved? 3. Is there a perception of risk because of brand identity? 4. Fax over any pertinent industry articles and testimonial letters from businesses similar to theirs. 5. Do they think you are expensive? Develop a ROI model exclusive to their business. And on it goes. Meet with your team to brainstorm around each scenario that happens in the sequence of appointments, and develop Powerful Routines to raise your closing ratio and quicken your sales cycle. 8) Integrate 'Customer Creation' programs The secret of being a "master of cold-calling" is NOT actually having to do it - Jeff Hardesty If you've been in your sales position for more than 4 months and you're still relying on cold-calling 100% of the time, you're working way too hard. The key to efficiency is to work smart, not hard….here are a few ways to leverage your success. Set up a process of routinely asking for referrals at the end of your sales process, (win or lose). Join or start a lead group. Develop your own referral program. Identify clients with customers that you can help. Contact businesses that have services that compliment yours, and educate them to your collaboration program. Use these 'Customer Creation' models and reap the rewards of a true entrepreneur. Remember…the key is to LEVERAGE every available resource you have. 9) Pro-actively Procure Testimonial Letters One of the most powerful 'grass roots' marketing tools is scenario-based testimonial letters. Set up a process in your daily routine to let loose when you hear opportunities for testimonials. They are abundant, and can be born out of both good and bad scenarios. In fact, a 'bump-in-the-road' letter is 5 times more powerful than the standard 'Golly-gee, you're great!' letter because it shows that someone had a problem and you fixed it. Everyone knows stuff happens. So when you solve problems for people - get a letter. Strive to secure a testimonial letter from each of your customers or inquire about what you must do to get one. If you will do this, you will build an arsenal of "trust building" "customer getting" and "sales closing" tools that will be more valuable to you than gold. 10) Train for a High 'Conversation to Appointment' Ratio Most sales organizations die a slow death from not setting enough "new" appointments on a routine basis. That's because the average conversation to appointment ratio is between 5-18%. Therefore, the most important competency to "train to" and "ratio to measure" in sales is converting conversations to appointments. With the myriad of potential roadblocks in your way such as voice mail, gate keepers, and busy schedules…it's hard enough to just get a conversation with your prospect. So you must dedicate some training time to this core competency. Then you can improve your conversion ratio and you will need fewer conversations to achieve the necessary number of new appointments. Less hits, more appointments. Less time, more commission.

         
     
         
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