The document provides guidance on various strategies for successful sales, customer relationships, and business management. It discusses establishing criteria in sales meetings, controlling initiatives, handling objections, negotiation tactics, obtaining commitments from customers, providing excellent customer service, managing forecasts, collecting payments, developing relationships, and continuous self-improvement. The overall message is the importance of professionalism, focus, communication, and adding value at all stages of business interactions and management.
Are you trying to increase contract training sales, but seem to be stalled by the economy? You can still get the decision-maker's attention and land those large accounts. Attend this session to learn the selling techniques of highly effective colleges. Walk away with "how to" information on determining what companies want, solution selling steps to close more business and methods for increasing your worth internally. Bring your contract training best practice to share. This session will help Workforce Development units from colleges who want to grow the business and bring in more revenue. Participants will be energized with new methods for thinking differently about prospecting, approaching, packaging, pricing, and tapping into trends affected by today's economy.
Maximizing Profitability - Essentials of Solo PR Client ManagementKellye Crane
Inefficient client management is a slow leak on profitability for all independent consultants. From Kellye Crane of Solo PR Pro, make sure you're doing these five things so you can build the foundation of a successful business with effective client management– one brick at a time.
Are you trying to increase contract training sales, but seem to be stalled by the economy? You can still get the decision-maker's attention and land those large accounts. Attend this session to learn the selling techniques of highly effective colleges. Walk away with "how to" information on determining what companies want, solution selling steps to close more business and methods for increasing your worth internally. Bring your contract training best practice to share. This session will help Workforce Development units from colleges who want to grow the business and bring in more revenue. Participants will be energized with new methods for thinking differently about prospecting, approaching, packaging, pricing, and tapping into trends affected by today's economy.
Maximizing Profitability - Essentials of Solo PR Client ManagementKellye Crane
Inefficient client management is a slow leak on profitability for all independent consultants. From Kellye Crane of Solo PR Pro, make sure you're doing these five things so you can build the foundation of a successful business with effective client management– one brick at a time.
Sales stuck in Negotiation? Is it winning the deal or relationship?Learn the Steps to Negotiate. Learn Negotiation Strategies and Communication Styles.
How to present interactive "Think Billboard" TED style sales presentations which end "Death by PowerPoint". Create one clear message, Congruent body language, clear next steps and simple effective slide design.
Planning the Sales Call is a Must - Chapter 8 of Fundamentals of Selling by Charles M. Futrell. Presented to the students of Tolani Institute of Adipur as a part of their Sales Management Course
www.infinitegrowth.com.au | What makes a good business case? Find out how to structure a business case and green light your project.
Visit us at www.infinitegrowth.com.au for more business writing tips.
Elements of a Great Sales Presentation - Chapter 11 of Fundamentals of Selling by Charles M. Futrell. Presented to the students of Tolani Institute of Adipur as a part of their Sales Management Course
Sell Without Selling - Tips to Rock Sales and ProposalsBrent Bice
This presentation explores what successful salespeople do to differentiate themselves and ultimately win bigger and better projects.
We discuss SPIN selling, positioning statements, scripts, proposal templates and more.
Sales stuck in Negotiation? Is it winning the deal or relationship?Learn the Steps to Negotiate. Learn Negotiation Strategies and Communication Styles.
How to present interactive "Think Billboard" TED style sales presentations which end "Death by PowerPoint". Create one clear message, Congruent body language, clear next steps and simple effective slide design.
Planning the Sales Call is a Must - Chapter 8 of Fundamentals of Selling by Charles M. Futrell. Presented to the students of Tolani Institute of Adipur as a part of their Sales Management Course
www.infinitegrowth.com.au | What makes a good business case? Find out how to structure a business case and green light your project.
Visit us at www.infinitegrowth.com.au for more business writing tips.
Elements of a Great Sales Presentation - Chapter 11 of Fundamentals of Selling by Charles M. Futrell. Presented to the students of Tolani Institute of Adipur as a part of their Sales Management Course
Sell Without Selling - Tips to Rock Sales and ProposalsBrent Bice
This presentation explores what successful salespeople do to differentiate themselves and ultimately win bigger and better projects.
We discuss SPIN selling, positioning statements, scripts, proposal templates and more.
The webinar covers:
• Customer focus and customer satisfaction as the corner stones of quality management systems.
• Define the new way of handling claims and complaints
• How to turn a hitherto difficult process into one where both sides come out feeling good.
Presenter:
This webinar was presented by Cyrus Karanja, Systems Co-ordinator at Tetra Pak and a well-practiced professional with over 9 years of experience in the areas of Quality, Health, Safety & Environmental Management.
Link of the recorded session published on YouTube: https://youtu.be/--R0iApsKmk
Sales Power covers the secrets of successful people. Provides - Speeches for Coaches - Professional seminar presentation and workbook materials. Helps your clients build a personal plan to succeed in their goals. www.speechesforcoaches.com, Jon Newsome (770) 614-4146.
Selling during tough times world of asphalt - 90 minutes - nashville 2016Al Lautenslager
Selling during tough times for the Asphalt Industry - tactics and strategies complete with tons of examples and questions to ask prospects - preferred keynote speaker - World of Asphalt - Nashville, 2016
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Agreeing buy criteria Find out current criteria (if any): What are you looking for and why? Introduce your criteria with probing questions: What if? How important is …? Reinforce your criteria with his/her value on it: How much would that save you? Counterbalance your uniqueness against your competitors: Let’s list the key points. Commit them to ownership: You’ve agreed these are all essential then? Confirm in writing: As you stated…..
Keeping the initiative Control meeting agendas End each meeting with their commitment to progress Record commitments on action by whom & by when Diary next meeting date Cross-check with phone contacts between meetings
Face to face objections Most objections are implied needs. Before responding, pause to check your body signals and think Reply confidently Ensure objection is resolved before moving on: Have we covered that point to your satisfaction? If benefits not yet established, shelve it: Can I come back to that later? Price is not a priority if they want what you are selling. Price objections mean you have not established sufficient benefits.
Major and minor objections For major objections Prioritise: How important is that? Re-state as a need: So what you’ve looking for is …? Test close: Is there anything else you need to consider before going ahead? For minor objections use feel, felt, found: I understand how you feel…. our other clients also felt…. then they found …
Negotiating – Preparation Before you begin negotiation, make a list of: Your highest and lowest acceptable objectives Their essential wants and needs Their desirable wants and needs Agreed cost-benefits Minor concessions you can trade
Negotiating – Opening In the meeting itself: Establish rapport – confirm your commitment to their goals ask permission to take notes Agree objectives and the follow-up process Summarise their agreed position to date: commitment to value not price their priorities their stated buying criteria on your offer benefits of operations and cost savings
Negotiating – Middle State your highest objective as a minimum Say you have no room to manoeuvre Soften ‘No’ with a logical preface Use the passive tense to depersonalise sensitive issues Use testimonials
Negotiating – End Negotiations should by now have moved to price. When price is asked desire is implied. State price confidently Concede reluctantly in money not percentages Counter-balance with benefits Give only minor concessions Test close on concessions Make them feel like winners
Last resorts to break deadlocks 1.Make a time break 2.Go off the record informally 3.Suggest someone more senior replaces you 4.Refer upwards on their side 5.Appeal for their help
Closing Always Be Checking attitudes and reactions
Obtaining commitment Buying is emotion justified by fact Expressed or implied needs are buying signals. Qualify their importance, then close. Closing means obtaining commitment throughout the sales cycle. Test close. Do you have all the information on which to make a decision. Assume close. When/Where will you want delivery? Alternative close: Shall we deliver this month or next? Justify why now After asking for the order, shut up!
Ethics Provide choices without pressure Customers should feel they have bought, not been sold Avoid withholding relevant information Be open about limitations
Customer care - Incoming telephone calls People judge you on how well you answer their phone calls: Answer within four rings with a smile If answering on outside line, announce Good morning/afternoon, this is XYZ company, Karen speaking, How can we help you? Ask caller’s name, company, contact required Transfer: Thank you, transferring you now If the contact is out, take telephone number and any message
Avoid: Silences Waiting Multiple transfers Asking people to call back Saying: He’s busy/at a long lunch/don’t know where/not in yet
Focus on the 20% Prioritise profit potential per client: A - High short-term potential B - High long-term potential C - Low potential Follow the 80/20 rule (Pareto Principle) 80% of your business comes from 20% of your clients. Focus on the 20%.
Referrals Thank them for their business, then ask: What benefits have you obtained from us? Who else could benefit likewise and why? May we say you recommend us? Afterwards, let your referrer know the result. Then ask for another!
Surveying satisfaction Use feedback from clients to improve your service Set targets to assess their delight Use simple questionnaires by mail and telephone: Ask level of satisfaction, importance and frequency of use Check key quality areas: Delivery, packaging, manuals, installation, training, performance of service personnel (sales, admin, support), performance of product When customers stop buying, ask why?: Less than 10% is because of price. Over 80% is because of poor service!
Defusing complaints - By letter One complaint in ten reaches the suppliers BUT one complainer tells ten other prospective clients. Acknowledge regrets within one day by email, fax or phone Give a solution date and stick to it Summarise issues and invite reply Thank them Follow up by phone for final OK
Defusing complaints - By phone Listen and stay calm Don’t interrupt or pass the buck Ask probing questions to verify facts Check back your understanding Apologise and invite them to suggest compensation Agree action and timeframe Thank them and hang up phone
Key forecast data Company name and location Product/service to be taken Total value % probability Weighted value (total value x % probable) Top signer’s name and title Top recommender’s name and title Date of first visit Date of proposal Date order due Date of next appointment Known competitors
Key forecast data (continued) Top recommender’s name and title Date of first visit Date of proposal Date order due Date of next appointment Known competitors
Forecasting red flags Each red flag reduces the forecast probability by 10%: Top active decision-maker not met Incomplete fact-find on WANTS Changes in decision-makers/company structure No cost justification Competitor’s proposal was submitted before your first visit No next appointment noted
Sales reports Track your key results with charts showing: - Proposals per month - Calls per week - Forecast accuracy per client Share successes and challenges with the team Assess your own performance
Produce sales reports that: Quantify in numbers not words Use graphs Essential data only Self-analyse Trigger action
Activity ratios Maintain a pipe-line of activities Plot your actual activity numbers Insert activity targets Plot current ratios Examine required ratios
Collecting payment The easiest time is at point of sale in person Qualify cheque requisition process Avoid conceding credit terms Collect deposit with order Mention penalty of non-payment in letter confirming order
If you experience problems with collecting payment: Don’t await call-backs Check there have been no service problems Escalate to top signer Collect in person Persist
Managing relationships Use case studies as signposts of your success Structure: Background scenario Challenges and opportunities presented Choices and options taken Outcomes and returns Publish with customer approval
Relationships with stakeholders Be inclusive with all stakeholders Communicate the impact of the offer: inside your business to service and support staff inside your customer’s supply chain Stakeholders include: customers and suppliers directors and staff (and when appropriate) the community at large
Relationships with prospects Get to know prospects as people their personal likes and dislikes what they value and why Disclose your own values and highlight shared values
Creating & retaining relationships Create a keep-in touch campaign Organise social events Share know-how at seminars Forward press articles
Competitors Keep up with competitors: report special offers regularly survey their strengths, weaknesses, opportunities, threats Don’t criticise competitors to clients Do ask clients how they perceive other suppliers, especially if and why they bought from them
Customer partnerships Never take customer partnerships for granted Always look for ways to add value Yesterday’s standard of service excellence is today’s mere satisfaction and tomorrow’s reason for dissatisfaction Benchmark against the best by using the Business Excellence Model
Manage yourself Invest in personal and professional development Balance life between work and home Seek feedback for continuous improvement Don’t just do things right Do the right things right!