Sales Strategies to Succeed in a Recessive Environment Presented by: John Asher Chairman and CEO  ASHER Strategies, Inc.
Sales Strategies <ul><li>Strategic: </li></ul><ul><ul><li>CEO Decisions </li></ul></ul><ul><li>Tactical: </li></ul><ul><ul...
Four Strategic Decisions <ul><li>Consolidate </li></ul><ul><ul><li>Acquire/merge with other companies </li></ul></ul><ul><...
M&A Action Steps <ul><li>Identify the weakened competitors </li></ul><ul><ul><li>Let them fail; grab their business, or </...
Case Study – Arrow Electronics <ul><li>1973 - 1975 Recession  (US National GDP dropped by 3.1%) </li></ul><ul><ul><li>Arro...
Case Study – Arrow Electronics (continued) <ul><li>Arrow Electronics is now the biggest electronic components distributor ...
Focus on Current Customers <ul><li>Give them attention from top executives and managers </li></ul><ul><li>Formalize your c...
Best Practice Customer Feedback Process <ul><li>Conduct a formal feedback session with continuing customers </li></ul><ul>...
Best Practice In-Office Customer Feedback Questions <ul><li>What do we do well? </li></ul><ul><li>What could we do better?...
Case Study: How General Electric  Uses Customer Feedback <ul><li>Answers to Customer Feedback question # 3 are categorized...
GE Customer Feedback Example <ul><li>The Net Promoter Score (NPS) = 20% </li></ul>ASHER  |  GLOBAL LEADERS IN SALES STRATE...
What GE Does With The Results <ul><li>Across all GE businesses, the highest NPS scores have the highest margins </li></ul>...
Best Practice In-Office Customer Feedback Questions <ul><li>What do we do well? </li></ul><ul><li>What could we do better?...
Make Strategic Hires <ul><li>Bigger Pool of available people </li></ul><ul><ul><li>One of seven outside hunter salespeople...
Increase the Spending on Professional Development <ul><li>Usually one of the first costs to be cut </li></ul><ul><ul><li>M...
Tactical Decisions <ul><li>Focus on the customers who can buy your products </li></ul><ul><li>Look to new markets where yo...
Focus On The Customers Who Can Buy Your Products <ul><li>Organizations somewhat insulated from the current financial and c...
Explore New Markets <ul><li>Look to new markets where your products are a potential fit </li></ul><ul><ul><li>It is usuall...
Improve The Referral Process <ul><li>Gaining Initial Contact With the Prospect </li></ul><ul><li>Introductions or referral...
The Problem with Referrals <ul><li>Average Salespeople never ask for referrals </li></ul><ul><ul><li>It takes 12 contacts ...
Top Salespeople always Ask <ul><li>54% of all qualified referrals that are properly pursued eventually buy </li></ul><ul><...
Best Practice Referral Follow-up Process <ul><li>Turn the referral source as your “coach” </li></ul><ul><li>Use the “coach...
Rebalance the Sales Force <ul><li>Segment the sales force into “A”, “B” and “C” players </li></ul><ul><ul><li>Increase con...
Audit the Sales Force <ul><li>See where your sales group stands with the Best Practice Five Factors for Sales Success  </l...
The Five Factors for Sales Success <ul><li>Product Knowledge  (Made) </li></ul><ul><li>Sales Aptitude  (Born) </li></ul><u...
Knowledge is Power <ul><li>“ The quality of a person’s life is in direct proportion to his/her commitment to excellence, r...
The Five Factors for Sales Success <ul><li>Product Knowledge  (Made) </li></ul><ul><li>Sales Aptitude  (Born) </li></ul><u...
The Great Salespeople ASHER  |  GLOBAL LEADERS IN SALES STRATEGIES BORN OR MADE?
Sales Aptitude (Bell Curve) ASHER  |  GLOBAL LEADERS IN SALES STRATEGIES 60% (Moderate) 20% 0 30   40 50 20% (Low) 27 20% ...
Sales Aptitude Case Study: MetLife ASHER  |  GLOBAL LEADERS IN SALES STRATEGIES 60% (Moderate) 20% 0 30   38 40 50 20% (Lo...
Case Study of Three Distributors (Building Products Industry) ASHER  |  GLOBAL LEADERS IN SALES STRATEGIES Company  % of S...
The Five Factors for Sales Success <ul><li>Product Knowledge  (Made) </li></ul><ul><li>Sales Aptitude  (Born) </li></ul><u...
The Top-Ten Skills of the Super Salespeople ASHER  |  GLOBAL LEADERS IN SALES STRATEGIES
The Top-Ten Sales Skills CONTINUED ASHER  |  GLOBAL LEADERS IN SALES STRATEGIES
The Top-Ten Sales Skills CONTINUED <ul><li>Recognize when buyers are ready to buy  (Buyer’s Shift) </li></ul><ul><li>Know ...
The Five Factors for Sales Success <ul><li>Product Knowledge  (Made) </li></ul><ul><li>Sales Aptitude  (Born) </li></ul><u...
Highly Motivated Salespeople <ul><li>Are on  “the right seat on the bus”  based on natural sales  aptitude </li></ul><ul><...
The Five Factors for Sales Success <ul><li>Product Knowledge  (Made) </li></ul><ul><li>Sales Aptitude  (Born) </li></ul><u...
Sales Processes (OBJECTIVES) <ul><li>Branding  (Raise Market Awareness) </li></ul><ul><ul><li>So when an “unqualified” lea...
Vistage Expertise <ul><li>Many Vistage resources offer help with these five factors: </li></ul><ul><ul><li>Product Knowled...
Strategic Action Summary <ul><li>Buy/merge with weakened competitors </li></ul><ul><li>Update your customer feedback proce...
Tactical Action Summary <ul><li>Focus on the current customers who can buy your products </li></ul><ul><li>Look for new ma...
Sales Strategies <ul><li>Strategic: </li></ul><ul><ul><li>CEO Decisions </li></ul></ul><ul><li>Tactical: </li></ul><ul><ul...
Asher Strategies (A Vistage Resource) <ul><li>Sales aptitude assessments </li></ul><ul><li>Sales training </li></ul><ul><l...
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Recessive Environment

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Succeeding in an economically recessive environment.

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Recessive Environment

  1. 1. Sales Strategies to Succeed in a Recessive Environment Presented by: John Asher Chairman and CEO ASHER Strategies, Inc.
  2. 2. Sales Strategies <ul><li>Strategic: </li></ul><ul><ul><li>CEO Decisions </li></ul></ul><ul><li>Tactical: </li></ul><ul><ul><li>VP Sales Decisions </li></ul></ul>ASHER | GLOBAL LEADERS IN SALES STRATEGIES
  3. 3. Four Strategic Decisions <ul><li>Consolidate </li></ul><ul><ul><li>Acquire/merge with other companies </li></ul></ul><ul><li>Focus on current customers </li></ul><ul><ul><li>Give them increased attention from top level managers </li></ul></ul><ul><ul><li>Formalize your customer feedback process </li></ul></ul><ul><li>Make strategic hires </li></ul><ul><ul><li>Talent is more important than ever </li></ul></ul><ul><ul><li>The pool of available talented people is larger than ever </li></ul></ul><ul><li>Increase your spending on professional development for highly effective people </li></ul>ASHER | GLOBAL LEADERS IN SALES STRATEGIES
  4. 4. M&A Action Steps <ul><li>Identify the weakened competitors </li></ul><ul><ul><li>Let them fail; grab their business, or </li></ul></ul><ul><ul><li>Acquire them at a great price </li></ul></ul><ul><li>Consolidate </li></ul><ul><ul><li>Cut back office costs </li></ul></ul><ul><ul><li>Offer consolidation (in a geographical area) </li></ul></ul><ul><li>Use Private Equity (PE) firms to fund </li></ul><ul><li>Use Vistage resources to identify potential targets/partners/PE firms </li></ul>ASHER | GLOBAL LEADERS IN SALES STRATEGIES
  5. 5. Case Study – Arrow Electronics <ul><li>1973 - 1975 Recession (US National GDP dropped by 3.1%) </li></ul><ul><ul><li>Arrow Electronics acquired Kay Electric Supply Company </li></ul></ul><ul><li>1982 Recession (US National GDP dropped by 2.9%) </li></ul><ul><ul><li>Arrow Electronics acquired Computrend, Computer Products Supply Co., and High Technologies Distribution </li></ul></ul><ul><li>1990s recession, </li></ul><ul><ul><li>Arrow used funding from private equity transactions to buy several of their competitors including their rival, Schweber Electronics </li></ul></ul>ASHER | GLOBAL LEADERS IN SALES STRATEGIES
  6. 6. Case Study – Arrow Electronics (continued) <ul><li>Arrow Electronics is now the biggest electronic components distributor in the US </li></ul>ASHER | GLOBAL LEADERS IN SALES STRATEGIES
  7. 7. Focus on Current Customers <ul><li>Give them attention from top executives and managers </li></ul><ul><li>Formalize your customer feedback processes </li></ul><ul><li>Use Vistage Resources to develop the customer feedback process </li></ul>ASHER | GLOBAL LEADERS IN SALES STRATEGIES
  8. 8. Best Practice Customer Feedback Process <ul><li>Conduct a formal feedback session with continuing customers </li></ul><ul><ul><li>Every six months </li></ul></ul><ul><ul><li>After a major deliverable </li></ul></ul>ASHER | GLOBAL LEADERS IN SALES STRATEGIES <ul><li>Face-to-face with the 20% that give you 80% of your business </li></ul><ul><ul><li>Phone with the rest </li></ul></ul>
  9. 9. Best Practice In-Office Customer Feedback Questions <ul><li>What do we do well? </li></ul><ul><li>What could we do better? </li></ul><ul><li>On a scale of 1-10, how likely is it that you would recommend us to your friends and colleagues? </li></ul><ul><li>What are your biggest current problems? </li></ul><ul><li>What kinds of requirements will you have in the near future to which we could respond? </li></ul><ul><li>Are there other organizations who could use our services/products? Would you introduce us? </li></ul><ul><li>- International Benchmarking Institute </li></ul>ASHER | GLOBAL LEADERS IN SALES STRATEGIES
  10. 10. Case Study: How General Electric Uses Customer Feedback <ul><li>Answers to Customer Feedback question # 3 are categorized as: </li></ul><ul><li>The percentage of detractors is subtracted from the percentage of promoters to give a: </li></ul><ul><li>Net Promoter Score (NPS) </li></ul>ASHER | GLOBAL LEADERS IN SALES STRATEGIES 0-6 Detractors 7-8 Passives 9-10 Promoters
  11. 11. GE Customer Feedback Example <ul><li>The Net Promoter Score (NPS) = 20% </li></ul>ASHER | GLOBAL LEADERS IN SALES STRATEGIES Customer Score Category A 7 Passive B 5 Detractor C 9 Promoter D 8 Passive E 9 Promoter F 6 Detractor G 7 Passive H 9 Promoter I 10 Promoter J 8 Passive Category Percentage Promoter 4 (40%) Passive 4 (40%) Detractor 2 (20%) NPS = 20%
  12. 12. What GE Does With The Results <ul><li>Across all GE businesses, the highest NPS scores have the highest margins </li></ul><ul><ul><li>The lowest have the lowest </li></ul></ul><ul><li>If any business unit gets an NPS score of less than zero, immediate action is taken to discover the reasons and fix it </li></ul>ASHER | GLOBAL LEADERS IN SALES STRATEGIES
  13. 13. Best Practice In-Office Customer Feedback Questions <ul><li>What do we do well? </li></ul><ul><li>What could we do better? </li></ul><ul><li>On a scale of 1-10, how likely is it that you would recommend us to your friends and colleagues? </li></ul><ul><li>What are your biggest current problems? </li></ul><ul><li>What kinds of requirements will you have in the near future to which we could respond? </li></ul><ul><li>Are there other organizations who could use our services/products? Would you introduce us? </li></ul><ul><li>- International Benchmarking Institute </li></ul>ASHER | GLOBAL LEADERS IN SALES STRATEGIES
  14. 14. Make Strategic Hires <ul><li>Bigger Pool of available people </li></ul><ul><ul><li>One of seven outside hunter salespeople are now available </li></ul></ul><ul><li>Talented senior people from large companies are suddenly available </li></ul><ul><ul><li>They can bring big company thinking to your company </li></ul></ul>ASHER | GLOBAL LEADERS IN SALES STRATEGIES <ul><li>Use Vistage recruiting firms to find them </li></ul><ul><li>- Bureau of Labor Strategies </li></ul>
  15. 15. Increase the Spending on Professional Development <ul><li>Usually one of the first costs to be cut </li></ul><ul><ul><li>May help in the short term </li></ul></ul><ul><ul><li>You will pay for it in the long term </li></ul></ul><ul><li>Highly leveraged professional development </li></ul><ul><ul><li>Sales Training </li></ul></ul><ul><ul><li>Product Training </li></ul></ul><ul><ul><li>Internal Coaching Programs </li></ul></ul><ul><li>Vistage offers resources in these areas </li></ul>ASHER | GLOBAL LEADERS IN SALES STRATEGIES
  16. 16. Tactical Decisions <ul><li>Focus on the customers who can buy your products </li></ul><ul><li>Look to new markets where your products are a potential fit </li></ul><ul><li>Improve the referral process </li></ul><ul><li>Rebalance the sales force </li></ul>ASHER | GLOBAL LEADERS IN SALES STRATEGIES
  17. 17. Focus On The Customers Who Can Buy Your Products <ul><li>Organizations somewhat insulated from the current financial and credit crises </li></ul><ul><ul><li>Health care </li></ul></ul><ul><ul><li>Energy </li></ul></ul><ul><li>Organizations who are “cash rich” </li></ul><ul><ul><li>Government </li></ul></ul><ul><ul><li>Government contractors </li></ul></ul><ul><li>Bigger customers </li></ul><ul><ul><li>Usually more financially stable </li></ul></ul><ul><ul><li>Smaller companies are at the end of the “food chain” </li></ul></ul><ul><li>Companies who are desperate for help </li></ul><ul><ul><li>Car dealerships </li></ul></ul>ASHER | GLOBAL LEADERS IN SALES STRATEGIES
  18. 18. Explore New Markets <ul><li>Look to new markets where your products are a potential fit </li></ul><ul><ul><li>It is usually difficult to enter new markets </li></ul></ul><ul><li>But “chaos equals opportunity” </li></ul><ul><ul><li>Everyone is looking for new and innovative solutions from anywhere </li></ul></ul>ASHER | GLOBAL LEADERS IN SALES STRATEGIES
  19. 19. Improve The Referral Process <ul><li>Gaining Initial Contact With the Prospect </li></ul><ul><li>Introductions or referrals……..………………………..48% </li></ul><ul><li>Organizations and associations ……………………..42% </li></ul><ul><li>Trade shows and events …………………………………41% </li></ul><ul><li>Viral/Word-of-Mouth …………………………………….36% </li></ul><ul><li>Direct Mail………………………………………………………34% </li></ul><ul><li>Telemarketing …………………………………………………27% </li></ul><ul><li>Email campaigns……………………………………………...27% </li></ul><ul><li>Website ……………………………………………………………24% </li></ul><ul><li>Channel Partners………………………………………………23% </li></ul><ul><li>Advertising ……………………………………………………….21% </li></ul><ul><li>Search Engine Optimization………………………………16 % </li></ul><ul><li> </li></ul>ASHER | GLOBAL LEADERS IN SALES STRATEGIES
  20. 20. The Problem with Referrals <ul><li>Average Salespeople never ask for referrals </li></ul><ul><ul><li>It takes 12 contacts to make a sale </li></ul></ul><ul><ul><li>Average salespeople make 3 and move on </li></ul></ul><ul><ul><li>None of the referrals ever close </li></ul></ul><ul><ul><li>Their minds became conditioned to think that referrals “just do not work” and they quit asking for them </li></ul></ul><ul><li>87% of referrals are never pursued </li></ul>ASHER | GLOBAL LEADERS IN SALES STRATEGIES
  21. 21. Top Salespeople always Ask <ul><li>54% of all qualified referrals that are properly pursued eventually buy </li></ul><ul><li>Sales that result from referrals from existing clients have a 92% retention rate </li></ul><ul><li>Top Salespeople: </li></ul><ul><ul><li>Always ask for referrals </li></ul></ul><ul><ul><li>Always pursue them until they “buy or die” </li></ul></ul>ASHER | GLOBAL LEADERS IN SALES STRATEGIES
  22. 22. Best Practice Referral Follow-up Process <ul><li>Turn the referral source as your “coach” </li></ul><ul><li>Use the “coach” to help qualify the referral </li></ul><ul><li>Use the “coach” to </li></ul><ul><ul><li>Send an introductory email </li></ul></ul><ul><ul><li>Set up an introductory conference call </li></ul></ul><ul><ul><li>Set up an introductory meeting </li></ul></ul><ul><ul><li>Set up a meal (breakfast/lunch/dinner) </li></ul></ul><ul><ul><li>Set up a golf game/ sports event/social event </li></ul></ul>ASHER | GLOBAL LEADERS IN SALES STRATEGIES
  23. 23. Rebalance the Sales Force <ul><li>Segment the sales force into “A”, “B” and “C” players </li></ul><ul><ul><li>Increase concentration on the “A” group </li></ul></ul><ul><ul><ul><li>Coaching can increase sales by up to 20% </li></ul></ul></ul><ul><ul><li>Immediately cut the “C” group </li></ul></ul><ul><ul><li>Determine the potential of the “B” group with a sales aptitude assessment </li></ul></ul><ul><ul><ul><li>Cut the ones with a low sales aptitude and poor results </li></ul></ul></ul>ASHER | GLOBAL LEADERS IN SALES STRATEGIES
  24. 24. Audit the Sales Force <ul><li>See where your sales group stands with the Best Practice Five Factors for Sales Success </li></ul>ASHER | GLOBAL LEADERS IN SALES STRATEGIES <ul><ul><li>Product Knowledge </li></ul></ul><ul><ul><li>Sales Aptitude </li></ul></ul><ul><ul><li>Sales Skills </li></ul></ul><ul><ul><li>Motivation </li></ul></ul><ul><ul><li>Sales Processes </li></ul></ul>
  25. 25. The Five Factors for Sales Success <ul><li>Product Knowledge (Made) </li></ul><ul><li>Sales Aptitude (Born) </li></ul><ul><li>Sales Skills (Made) </li></ul><ul><li>Motivation (Made) </li></ul><ul><li>Sales Processes (Made) </li></ul>ASHER | GLOBAL LEADERS IN SALES STRATEGIES 50% of sales results
  26. 26. Knowledge is Power <ul><li>“ The quality of a person’s life is in direct proportion to his/her commitment to excellence, regardless of the chosen field or endeavor” </li></ul><ul><li>Vince Lombardi </li></ul>ASHER | GLOBAL LEADERS IN SALES STRATEGIES
  27. 27. The Five Factors for Sales Success <ul><li>Product Knowledge (Made) </li></ul><ul><li>Sales Aptitude (Born) </li></ul><ul><li>Sales Skills (Made) </li></ul><ul><li>Motivation (Made) </li></ul><ul><li>Sales Processes (Made) </li></ul>ASHER | GLOBAL LEADERS IN SALES STRATEGIES 50% of sales results
  28. 28. The Great Salespeople ASHER | GLOBAL LEADERS IN SALES STRATEGIES BORN OR MADE?
  29. 29. Sales Aptitude (Bell Curve) ASHER | GLOBAL LEADERS IN SALES STRATEGIES 60% (Moderate) 20% 0 30 40 50 20% (Low) 27 20% (High)
  30. 30. Sales Aptitude Case Study: MetLife ASHER | GLOBAL LEADERS IN SALES STRATEGIES 60% (Moderate) 20% 0 30 38 40 50 20% (Low) 27 20% (High) MetLife
  31. 31. Case Study of Three Distributors (Building Products Industry) ASHER | GLOBAL LEADERS IN SALES STRATEGIES Company % of Sales Force with High Aptitude Growth Rate in 2006 Company A 90% 70% Company B 30% 30% Company C 10% 4%
  32. 32. The Five Factors for Sales Success <ul><li>Product Knowledge (Made) </li></ul><ul><li>Sales Aptitude (Born) </li></ul><ul><li>Sales Skills (Made) </li></ul><ul><li>Motivation (Made) </li></ul><ul><li>Sales Processes (Made) </li></ul>ASHER | GLOBAL LEADERS IN SALES STRATEGIES 50% of sales results
  33. 33. The Top-Ten Skills of the Super Salespeople ASHER | GLOBAL LEADERS IN SALES STRATEGIES
  34. 34. The Top-Ten Sales Skills CONTINUED ASHER | GLOBAL LEADERS IN SALES STRATEGIES
  35. 35. The Top-Ten Sales Skills CONTINUED <ul><li>Recognize when buyers are ready to buy (Buyer’s Shift) </li></ul><ul><li>Know how to close the sale </li></ul><ul><li>Build long-term relationships with prospects and customers by providing superb customer-care/account management services </li></ul><ul><li>Ask for referrals and use a process to follow up on them </li></ul>ASHER | GLOBAL LEADERS IN SALES STRATEGIES
  36. 36. The Five Factors for Sales Success <ul><li>Product Knowledge (Made) </li></ul><ul><li>Sales Aptitude (Born) </li></ul><ul><li>Sales Skills (Made) </li></ul><ul><li>Motivation (Made) </li></ul><ul><li>Sales Processes (Made) </li></ul>ASHER | GLOBAL LEADERS IN SALES STRATEGIES 50% of sales results
  37. 37. Highly Motivated Salespeople <ul><li>Are on “the right seat on the bus” based on natural sales aptitude </li></ul><ul><li>Have a great manager/mentor or coach who helps them “ stretch” from their natural talent </li></ul><ul><li>Have the needed training </li></ul><ul><ul><li>Product Knowledge </li></ul></ul><ul><ul><li>Selling Skills </li></ul></ul>ASHER | GLOBAL LEADERS IN SALES STRATEGIES <ul><li>Have the right tools to be successful </li></ul><ul><ul><li>Labtops, mobile devices, software </li></ul></ul><ul><li>Work in companies with great sales processes to support them </li></ul>
  38. 38. The Five Factors for Sales Success <ul><li>Product Knowledge (Made) </li></ul><ul><li>Sales Aptitude (Born) </li></ul><ul><li>Sales Skills (Made) </li></ul><ul><li>Motivation (Made) </li></ul><ul><li>Sales Processes (Made) </li></ul>ASHER | GLOBAL LEADERS IN SALES STRATEGIES 50% of sales results
  39. 39. Sales Processes (OBJECTIVES) <ul><li>Branding (Raise Market Awareness) </li></ul><ul><ul><li>So when an “unqualified” lead becomes “qualified”, they contact you </li></ul></ul><ul><li>Marketing </li></ul><ul><ul><li>Get qualified leads </li></ul></ul><ul><li>Sales </li></ul><ul><ul><li>Given a qualified lead, make the contacts necessary to close the sale </li></ul></ul><ul><ul><li>12 contacts needed to make a typical B2B sale </li></ul></ul><ul><li>Account Management / Program Management / Customer Care </li></ul><ul><ul><li>Once you have the customer, execute flawlessly </li></ul></ul>ASHER | GLOBAL LEADERS IN SALES STRATEGIES
  40. 40. Vistage Expertise <ul><li>Many Vistage resources offer help with these five factors: </li></ul><ul><ul><li>Product Knowledge </li></ul></ul><ul><ul><ul><li>E-Learning </li></ul></ul></ul><ul><ul><li>Sales Aptitude </li></ul></ul><ul><ul><ul><li>Aptitude Assessments for Selection and Development </li></ul></ul></ul><ul><ul><li>Sales Skills </li></ul></ul><ul><ul><ul><li>Sales Training </li></ul></ul></ul><ul><ul><li>Motivation </li></ul></ul><ul><ul><ul><li>Coaching/Mentoring </li></ul></ul></ul><ul><ul><li>Sales Processes </li></ul></ul><ul><ul><ul><li>Sales Process Workshops </li></ul></ul></ul>ASHER | GLOBAL LEADERS IN SALES STRATEGIES
  41. 41. Strategic Action Summary <ul><li>Buy/merge with weakened competitors </li></ul><ul><li>Update your customer feedback process </li></ul><ul><li>Make strategic hires </li></ul><ul><li>Increase spending on professional development for the top performers </li></ul>ASHER | GLOBAL LEADERS IN SALES STRATEGIES
  42. 42. Tactical Action Summary <ul><li>Focus on the current customers who can buy your products </li></ul><ul><li>Look for new markets </li></ul><ul><li>Improve the referral process </li></ul><ul><li>Rebalance your sales force </li></ul>ASHER | GLOBAL LEADERS IN SALES STRATEGIES
  43. 43. Sales Strategies <ul><li>Strategic: </li></ul><ul><ul><li>CEO Decisions </li></ul></ul><ul><li>Tactical: </li></ul><ul><ul><li>VP Sales Decisions </li></ul></ul><ul><ul><li>Vistage offers robust resources in all areas. </li></ul></ul>ASHER | GLOBAL LEADERS IN SALES STRATEGIES
  44. 44. Asher Strategies (A Vistage Resource) <ul><li>Sales aptitude assessments </li></ul><ul><li>Sales training </li></ul><ul><li>Sales Process Improvement workshops </li></ul><ul><ul><li>Contact: </li></ul></ul><ul><ul><li>Kyla O’Connell </li></ul></ul><ul><ul><li>Executive Vice President </li></ul></ul><ul><ul><li>Asher Strategies </li></ul></ul><ul><ul><li>Phone: (410)-299-3306 </li></ul></ul><ul><ul><li>Email: [email_address] </li></ul></ul><ul><ul><li>Website: www. Asherstrategies.com </li></ul></ul>ASHER | GLOBAL LEADERS IN SALES STRATEGIES
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