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Answer You - Sales Excellence: Key Steps
I’ve said it in a hundred training workshops. Listening is important. I don’t know why I say it – everyone already knows it. Whether talking to leaders, coaches, trainers, meeting facilitators, plant operators or anyone else, I’m sure the reaction is the same.“Duh, Kevin, that’s profound.”I believe we all know how to be great listeners when we really want to be. Times like: on a second date, when comforting someone who is hurting, when helping someone we care about. All of these are times we have experienced, and if our listening were graded in these situations, we would all score high.So, listening is a skill we already have, and can perform quite well in certain situations. Th
Investors, which can include wealthy individuals, strategic alliances, financial institutions, venture capital firms, stock brokerage houses, etc., want to know, among other things, six basic things about your capitalization plan:1. Who are you?Including your management team’s background in the business plan or prospectus. More experienced management teams have a greater probability of raising capital. Do what you can to form an experienced board of directors, executive officers or at least an ancillary advisory board. They should also be able to give you some capital contacts of their own.2. What will you do with my investment?A detailed “Use of Proceeds” statement should be i
Training. The best sales forces spend considerable time training new people. They must know more about the product they are selling than anyone in the organization. They must be able to answer any question. And training is not just up front for the new people. Training is on-going. No just with new products and offers, but in sales skills, all aspects of your company and about the competition (more on that later). Training is essential to sales excellence.
Territory. There is no one right answer to how sales forces should be organized and what territory model works best. By industry? By geography? By account? The bigger the company, the more complex the territory models are. The model that seems to work best is that small and medium sized accounts are split on a geographic basis. Then the largest (or named) accounts are on a national or even global basis. In that the largest accounts require the most “hand holding” and have the longest sales cycles, it does not make sense to align these accounts geographically.
Sales force retention. This point is a bit of chicken and egg. Successful sales people should be compensated in such a way that they will next want to move on or quit what they are doing for a company. Low turnover of the top sales people is essential. But low turnover is essential for all accounts. Most sales are based on relationships and knowledge of the product or offer. New sales people may not have the relationships or the knowledge of the company’s specific products and offers. Clearly, poor performer must go. Bu
The first rule of thumb to remember when designing and producing a custom coin is that it is imperative that the customer and manufacturing work closely as a team throughout the entire process. This will assure the best possible product. A coin that the customer will be as proud to present as their staff is to receive.There are basically eight steps to creating a custom coin. They are:Customer/Manufacturers CommunicationsArt PreparationSelect Size/quantity of coins to be orderedSelect shape of coinSelect FinishSelect ColorsSelect any options
Training. The best sales forces spend considerable time training new people. They must know more about the product they are selling than anyone in the organization. They must be able to answer any question. And training is not just up front for the new people. Training is on-going. No just with new products and offers, but in sales skills, all aspects of your company and about the competition (more on that later). Training is essential to sales excellence.
Territory. There is no one right answer to how sales forces should be organized and what territory model works best. By industry? By geography? By account? The bigger the company, the more complex the territory models are. The model that seems to work best is that small and medium sized accounts are split on a geographic basis. Then the largest (or named) accounts are on a national or even global basis. In that the largest accounts require the most “hand holding” and have the longest sales cycles, it does not make sense to align these accounts geographically.
Sales force retention. This point is a bit of chicken and egg. Successful sales people should be compensated in such a way that they will next want to move on or quit what they are doing for a company. Low turnover of the top sales people is essential. But low turnover is essential for all accounts. Most sales are based on relationships and knowledge of the product or offer. New sales people may not have the relationships or the knowledge of the company’s specific products and offers. Clearly, poor performer must go. B
Well many in the mobile car washing Industry sub-sector say that running a home based small business like a mobile car wash is perhaps one of the simplest businesses in the World to operate. Indeed this is true and after spending 25 plus years enjoying the fruits of this mobile onsite car wash business, I can say it was a major plus. Nevertheless there are some serious issues which must be addressed in mobile car washing; namely the issues of Insurance and Environmental concerns and considerations.In the Mobile Car Washing Business the Environmental issues are quite simple, no water is allowed to flow into a storm drain as per the NJDEP and the EPA Federal Clean Water Act along with the NPDES permi
Territory. There is no one right answer to how sales forces should be organized and what territory model works best. By industry? By geography? By account? The bigger the company, the more complex the territory models are. The model that seems to work best is that small and medium sized accounts are split on a geographic basis. Then the largest (or named) accounts are on a national or even global basis. In that the largest accounts require the most “hand holding” and have the longest sales cycles, it does not make sense to align these accounts geographically.
Sales force retention. This point is a bit of chicken and egg. Successful sales people should be compensated in such a way that they will next want to move on or quit what they are doing for a company. Low turnover of the top sales people is essential. But low turnover is essential for all accounts. Most sales are based on relationships and knowledge of the product or offer. New sales people may not have the relationships or the knowledge of the company’s specific products and offers. Clearly, poor performer must go. B
I have heard it so many times from so many successful people, "I made the decision and that’s when everything changed". Then they go on to tell us how they made millions of dollars in business, their car never breaks down, their dog was healed from cancer, their pet rat survived a week in the sewer, and basically everything in their lives is perfect.Yet you sit there in your easy chair with nothing but debt, and a J-O-B that is one step below misery and torture. You can’t tell what went "wrong", or when it happened, but you know that "wrong" is definitely alive and well in your home. If you don’t figure something out soon, you may need to move in with the in-laws. Your spouse keeps telling you to “
Sales force retention. This point is a bit of chicken and egg. Successful sales people should be compensated in such a way that they will next want to move on or quit what they are doing for a company. Low turnover of the top sales people is essential. But low turnover is essential for all accounts. Most sales are based on relationships and knowledge of the product or offer. New sales people may not have the relationships or the knowledge of the company’s specific products and offers. Clearly, poor performer must go. B
You and your co-workers have seen all the tell-tale signs: Closed door meetings, elimination of overtime hours, senior management meetings with HR and so on. You can feel that change is in the air and you work in a department that is not an income producer. What should you do? What if you are laid off?BEFORE THE LAYOFFSAVE FOR A RAINY DAY: It's time to batten down the hatches and start saving for a rainy day if you haven't done so already. If you already have a direct deposit dedicated to a savings account, increase it. You may want to stop voluntary contributions such as 401(k), charitable contributions, stock purchase, etc. to help increase your savings contribution. After al
Face time. The value of a sales person is on the phone or face to face with customers. The more time a sales person is doing paperwork or involved in back office processes not related to either training or customers is sales time wasted. Sales people need to spend the great majority of their time either interacting with a potential customer, a current customer or in training to have sales excellence.
Easy to do business. It is amazing how companies make it nearly impossible for sales people to do their jobs. To achieve sales excellence, a company must develop processes that make it as easy for sales people to turn their relationship into a sales through a contract and then for that to be fulfilled through an efficient order process. The more paperwork the sales person has to do, the less effective they will be. Additionally, the more support the sales person has to provide back into the company on behalf of the customer for the contract or order fulfillment, the less time they are spending generating more sales and revenue. Think about the value of the sales people in your organization and how they are actually spending their time.
Sales centric model. Businesses that do all they can across the organization to support the success of the sales people generate more revenue and grow. Whether it is R&D, product management, marketing or customer service, all functions should be aware that nothing is more important that to make the sales team successful. A
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