This document discusses what is needed to succeed in challenging economic times. It mentions insight, involvement, journey, emotional retention, and engagement with customers who are demanding, impatient, and skeptical. The main ideas are to understand customers, stay involved in their experiences, and engage them through questioning without being overly sales-focused.
Massively Increasing sales teams effectivenessJosh Gwin, MBA
This is a concept study on how to massively increase sales teams effectiveness by eliminating the friction on the path to sale and by reducing administrative tasks that don't add value.
The document outlines 10 common mistakes that can kill sales calls: 1) focusing inwardly on the product rather than the customer's needs, 2) lack of preparation without a call plan, 3) one-sided talking without engagement, 4) lack of coordination between sales reps and specialists, 5) inadequate coaching from managers, 6) unclear call objectives, 7) avoiding difficult conversations, 8) overly positive reps ignoring risks, 9) ending calls without defining next steps, and 10) lacking thought leadership and value. It recommends sales leaders track interactions, inspect deal progress, ask probing questions to ensure preparation, and provide ideas, insights and best practices to prepare reps for major interactions.
This document discusses best practices for sales force management. It provides tips for motivating salespeople through both financial and non-financial means. It also outlines important factors for creating an effective sales force such as hiring the right people, providing proper training, setting clear expectations, and implementing performance-based compensation plans. Decision making units and processes are examined, and common sales misconceptions are debunked. Overall, the document offers guidance on analyzing a sales organization and implementing strategies to improve competitiveness.
Susan Givens "Best Practices from Dealers and Industry Experts"Sean Bradley
Thank you for the insightful discussion. Best of luck with your continued efforts to adapt to changing market conditions while maintaining excellent customer service.
Has hiring been put on hold? Are you being forced to finish the year with less than a budgeted for team? How will you make the number with so few people?
This document discusses what is needed to succeed in challenging economic times. It mentions insight, involvement, journey, emotional retention, and engagement with customers who are demanding, impatient, and skeptical. The main ideas are to understand customers, stay involved in their experiences, and engage them through questioning without being overly sales-focused.
Massively Increasing sales teams effectivenessJosh Gwin, MBA
This is a concept study on how to massively increase sales teams effectiveness by eliminating the friction on the path to sale and by reducing administrative tasks that don't add value.
The document outlines 10 common mistakes that can kill sales calls: 1) focusing inwardly on the product rather than the customer's needs, 2) lack of preparation without a call plan, 3) one-sided talking without engagement, 4) lack of coordination between sales reps and specialists, 5) inadequate coaching from managers, 6) unclear call objectives, 7) avoiding difficult conversations, 8) overly positive reps ignoring risks, 9) ending calls without defining next steps, and 10) lacking thought leadership and value. It recommends sales leaders track interactions, inspect deal progress, ask probing questions to ensure preparation, and provide ideas, insights and best practices to prepare reps for major interactions.
This document discusses best practices for sales force management. It provides tips for motivating salespeople through both financial and non-financial means. It also outlines important factors for creating an effective sales force such as hiring the right people, providing proper training, setting clear expectations, and implementing performance-based compensation plans. Decision making units and processes are examined, and common sales misconceptions are debunked. Overall, the document offers guidance on analyzing a sales organization and implementing strategies to improve competitiveness.
Susan Givens "Best Practices from Dealers and Industry Experts"Sean Bradley
Thank you for the insightful discussion. Best of luck with your continued efforts to adapt to changing market conditions while maintaining excellent customer service.
Has hiring been put on hold? Are you being forced to finish the year with less than a budgeted for team? How will you make the number with so few people?
Get Unstuck - Tips on How to Hire Top Sales Talent, More EfficientlyRIVS
This document discusses tips for hiring top sales talent more efficiently. It notes that annual sales turnover is around 25-30% and that the hard and soft costs of replacing a sales team member can be up to $300k. Common mistakes recruiters make include not clearly defining roles and competencies. The document recommends recruiters define what success looks like, focus on competencies over experience, streamline processes, and leverage technology and analytics to hire more efficiently.
The document discusses the importance of conversation in business. It suggests that companies focus conversation on customers and employees to directly increase sales and lifetime value. It advises companies to approach customers and have conversations to learn about them, as customers are the focus. It defines ROI as return on involvement, implying that conversation leads to involvement and better returns.
Five Top Sales Issues We've Seen, 062015Fred Diamond
The document summarizes five major trends impacting today's sales professionals according to Fred Diamond, Co-Founder of the Institute for Excellence in Sales. The trends are: 1) customers have more control over purchase decisions; 2) the top 10% of sales performers are thriving while others are falling behind; 3) personal brands have become more important; 4) selling for industry leaders is advantageous; and 5) there is less tolerance for errors but more opportunities if salespeople develop new skills like relationship building and social media proficiency. The presentation with supporting data was made to a client on June 26.
Customer Retention: Love them or Lose ThemWillis Turner
The document discusses the importance of customer retention and focusing on the customer experience. It notes that 90% of dissatisfied customers will not return or buy again, and that they will tell an average of 9 other people about their negative experience. It advocates developing a "make or break" aspect of the customer experience that must be executed extraordinarily well in order to keep customers. Successful customer-focused companies have vision, use data to drive decisions, continuously innovate the customer experience, and ensure their customer vision is focused on the identified "make or break" factor. The presentation provides examples and questions to help identify a company's "make or break" experience and develop strategies to focus on customer retention.
This document provides tips for pitching a million-dollar business idea in 6 steps: 1) Describe the problem simply and credibly, 2) Explain how the problem is currently solved, 3) Describe your solution and why it is superior, 4) Explain the size of the market opportunity, 5) Why your team is best suited to solve the problem, and 6) What funding is needed and why, including any traction or customer validation to date. The overall message is to pitch with confidence based on past failures and successes.
How to Win MORE, Higher Margin Opportunities through Financial ImpactCustomerCentric Selling
This is slide deck from the Webinar on 3/3/15 presenting the new concept, Financial Impact, that builds upon the fundamentals learned in CustomerCentric Selling®. There is a replay with audio available from the CCS® website: http://www.customercentric.com/news-and-resources/presentations
To take advantage of the FREE financial impact assessment, email mhiggins@sellatclevel.com and select which choice you'd like, for individual or team.
This document discusses strategies for an effective phone sales process. It begins by introducing the author, Anthony Alagona, a national trainer specializing in phone sales. It then provides important statistics on consumer car buying behavior and phone preferences. The main points covered include having a clear phone process; the low chances of connecting with prospects by phone; the importance of following up within a week as 90% of calls lead to a purchase then; and establishing a value proposition to meet and exceed customer expectations. The document advocates practicing an outbound and inbound phone sales strategy along with handling objections and an effective voicemail strategy.
In Insight Selling: Surprising Research on What Sales Winners Do Differently, we reveal the results of our extensive analysis of over 700 B2B purchases from the buyer’s perspective.
In our research, we found that sales winners consistently exhibit behaviors on three levels:
1. Connect
2. Convince
3. Collaborate
In this infographic, we share the road to becoming an insight seller and what you need to do in each level to maximize your sales results.
And if you want to know more about our research and findings, be sure to pick up your copy of Insight Selling by bestselling authors Mike Schultz and John Doerr: http://bit.ly/1j5Cvil.
This document discusses the changing nature of sales and what customers want from sellers. It finds that customers now do more of their own research before engaging with salespeople. It also outlines five types of sales representatives and finds that "challenger" reps, who offer unique perspectives and push customers, are most likely to succeed, especially in complex sales. It promotes a "challenger selling" approach of teaching customers rather than just presenting solutions in order to better address customer needs and drive growth.
The document outlines a sales leadership training program that focuses on coaching sales teams to break through barriers, maximize sales, and dominate competition. It provides exercises and content for sales leaders to assess their strengths and areas for development, understand their leadership style and motivators, and learn how to coach and motivate their teams for sales success. The goal is for sales reps to independently start, drive, and complete sales in order to consistently meet and exceed quotas.
Are you still cold-calling? Do you still swear that it's a numbers game? Do you feel like a dinosaur yet? Learn the modern method of prospecting and increase face time with potential clients. Free job aids available throughout the presentation.
Category leadership is the name of the game beacuse the one who wins the category they have the most customers, valuation, brand, and can dominate the market. But how do categories evolve?
This presentation is about the three pillars on which categories are built - Disruption, Leadership style, and Authenticity
Research and feedback has indicated that Solution Providers want to become better leaders and managers, especially as they transform into cloud and online services. Managing costs, sales effectiveness, and execution are more critical in a cloud focused practice than the traditional on premise business model. This session was crafted to support accelerated leadership within the Solution Provider community:
• Sales Manager’s guideline to optimize sales meetings
• First time sales management training tips
• How to manage your sales manager!
• Leadership vs management-know the difference
• Utilizing emotional intelligence to help guide your sales team
• What ratio managers are measuring now
• 5 ideas to increase the sales professionalism of your team
http://www.ingrammicrocloud.com
Brief overview of the four signs of a bad sales call and suggested sales tips for call debriefing, including a set of questions, that will help sales managers get a better feel for how well their sellers are qualifying opportunities.
A executive sales training presentation designed exclusively for the members of the Hampton Roads Convention & Visitors Bureau by Bill Todd, www.BTodd.com
The Sales incentive architecture should escape the bell curve effect and ensure that the journey of sales is rewarded as much as the destination of sales.
The document discusses lifecycle marketing, which takes a systematic approach to marketing by dividing customers into phases from visitors to lifetime customers. It identifies common problems like businesses operating through "survival marketing" with disjointed systems and no long-term strategy. The key to lifecycle marketing is viewing prospects as people and using integrated systems to scale relationships. It outlines the 7 phases of attracting traffic, capturing leads, nurturing prospects, converting sales, delivering satisfaction, upselling customers, and getting referrals. Examples are given of how businesses have successfully implemented aspects of this approach. The presentation concludes by discussing how the Infusionsoft software can help automate and scale the sales and marketing functions through its all-in-one platform.
How To Modernize Your Sales Approach To Drive Business Growth in Cyber SecurityJane Frankland
This document provides guidance on modernizing a sales approach and driving sales in cyber security. It discusses the need to attract more leads and convert more of the leads into sales. It recommends developing an inbound lead generation plan that involves building a personal brand on social media to attract prospects, engaging in conversations to build relationships, and eventually converting connections into leads and clients. The document emphasizes listening to prospects, adding value through helpful content, and focusing on relationships over quick sales pitches in order to build trust and make the sale. It also stresses the importance of online perception and presenting oneself professionally as a personal brand.
Business Development for marketing trainingLindsay Kelley
If you're a marketer, and you find yourself in a selling role with your digital marketing agency, it can be difficult to adjust. This business development and sales training for marketers could be just what the doctor ordered. Learn more about what you can discover about yourself as a seller and how you can overcome fears, challenges and speed bumps to close more inbound and digital marketing retainer deals. www.alignment-group.com/business-development-training
Get Unstuck - Tips on How to Hire Top Sales Talent, More EfficientlyRIVS
This document discusses tips for hiring top sales talent more efficiently. It notes that annual sales turnover is around 25-30% and that the hard and soft costs of replacing a sales team member can be up to $300k. Common mistakes recruiters make include not clearly defining roles and competencies. The document recommends recruiters define what success looks like, focus on competencies over experience, streamline processes, and leverage technology and analytics to hire more efficiently.
The document discusses the importance of conversation in business. It suggests that companies focus conversation on customers and employees to directly increase sales and lifetime value. It advises companies to approach customers and have conversations to learn about them, as customers are the focus. It defines ROI as return on involvement, implying that conversation leads to involvement and better returns.
Five Top Sales Issues We've Seen, 062015Fred Diamond
The document summarizes five major trends impacting today's sales professionals according to Fred Diamond, Co-Founder of the Institute for Excellence in Sales. The trends are: 1) customers have more control over purchase decisions; 2) the top 10% of sales performers are thriving while others are falling behind; 3) personal brands have become more important; 4) selling for industry leaders is advantageous; and 5) there is less tolerance for errors but more opportunities if salespeople develop new skills like relationship building and social media proficiency. The presentation with supporting data was made to a client on June 26.
Customer Retention: Love them or Lose ThemWillis Turner
The document discusses the importance of customer retention and focusing on the customer experience. It notes that 90% of dissatisfied customers will not return or buy again, and that they will tell an average of 9 other people about their negative experience. It advocates developing a "make or break" aspect of the customer experience that must be executed extraordinarily well in order to keep customers. Successful customer-focused companies have vision, use data to drive decisions, continuously innovate the customer experience, and ensure their customer vision is focused on the identified "make or break" factor. The presentation provides examples and questions to help identify a company's "make or break" experience and develop strategies to focus on customer retention.
This document provides tips for pitching a million-dollar business idea in 6 steps: 1) Describe the problem simply and credibly, 2) Explain how the problem is currently solved, 3) Describe your solution and why it is superior, 4) Explain the size of the market opportunity, 5) Why your team is best suited to solve the problem, and 6) What funding is needed and why, including any traction or customer validation to date. The overall message is to pitch with confidence based on past failures and successes.
How to Win MORE, Higher Margin Opportunities through Financial ImpactCustomerCentric Selling
This is slide deck from the Webinar on 3/3/15 presenting the new concept, Financial Impact, that builds upon the fundamentals learned in CustomerCentric Selling®. There is a replay with audio available from the CCS® website: http://www.customercentric.com/news-and-resources/presentations
To take advantage of the FREE financial impact assessment, email mhiggins@sellatclevel.com and select which choice you'd like, for individual or team.
This document discusses strategies for an effective phone sales process. It begins by introducing the author, Anthony Alagona, a national trainer specializing in phone sales. It then provides important statistics on consumer car buying behavior and phone preferences. The main points covered include having a clear phone process; the low chances of connecting with prospects by phone; the importance of following up within a week as 90% of calls lead to a purchase then; and establishing a value proposition to meet and exceed customer expectations. The document advocates practicing an outbound and inbound phone sales strategy along with handling objections and an effective voicemail strategy.
In Insight Selling: Surprising Research on What Sales Winners Do Differently, we reveal the results of our extensive analysis of over 700 B2B purchases from the buyer’s perspective.
In our research, we found that sales winners consistently exhibit behaviors on three levels:
1. Connect
2. Convince
3. Collaborate
In this infographic, we share the road to becoming an insight seller and what you need to do in each level to maximize your sales results.
And if you want to know more about our research and findings, be sure to pick up your copy of Insight Selling by bestselling authors Mike Schultz and John Doerr: http://bit.ly/1j5Cvil.
This document discusses the changing nature of sales and what customers want from sellers. It finds that customers now do more of their own research before engaging with salespeople. It also outlines five types of sales representatives and finds that "challenger" reps, who offer unique perspectives and push customers, are most likely to succeed, especially in complex sales. It promotes a "challenger selling" approach of teaching customers rather than just presenting solutions in order to better address customer needs and drive growth.
The document outlines a sales leadership training program that focuses on coaching sales teams to break through barriers, maximize sales, and dominate competition. It provides exercises and content for sales leaders to assess their strengths and areas for development, understand their leadership style and motivators, and learn how to coach and motivate their teams for sales success. The goal is for sales reps to independently start, drive, and complete sales in order to consistently meet and exceed quotas.
Are you still cold-calling? Do you still swear that it's a numbers game? Do you feel like a dinosaur yet? Learn the modern method of prospecting and increase face time with potential clients. Free job aids available throughout the presentation.
Category leadership is the name of the game beacuse the one who wins the category they have the most customers, valuation, brand, and can dominate the market. But how do categories evolve?
This presentation is about the three pillars on which categories are built - Disruption, Leadership style, and Authenticity
Research and feedback has indicated that Solution Providers want to become better leaders and managers, especially as they transform into cloud and online services. Managing costs, sales effectiveness, and execution are more critical in a cloud focused practice than the traditional on premise business model. This session was crafted to support accelerated leadership within the Solution Provider community:
• Sales Manager’s guideline to optimize sales meetings
• First time sales management training tips
• How to manage your sales manager!
• Leadership vs management-know the difference
• Utilizing emotional intelligence to help guide your sales team
• What ratio managers are measuring now
• 5 ideas to increase the sales professionalism of your team
http://www.ingrammicrocloud.com
Brief overview of the four signs of a bad sales call and suggested sales tips for call debriefing, including a set of questions, that will help sales managers get a better feel for how well their sellers are qualifying opportunities.
A executive sales training presentation designed exclusively for the members of the Hampton Roads Convention & Visitors Bureau by Bill Todd, www.BTodd.com
The Sales incentive architecture should escape the bell curve effect and ensure that the journey of sales is rewarded as much as the destination of sales.
The document discusses lifecycle marketing, which takes a systematic approach to marketing by dividing customers into phases from visitors to lifetime customers. It identifies common problems like businesses operating through "survival marketing" with disjointed systems and no long-term strategy. The key to lifecycle marketing is viewing prospects as people and using integrated systems to scale relationships. It outlines the 7 phases of attracting traffic, capturing leads, nurturing prospects, converting sales, delivering satisfaction, upselling customers, and getting referrals. Examples are given of how businesses have successfully implemented aspects of this approach. The presentation concludes by discussing how the Infusionsoft software can help automate and scale the sales and marketing functions through its all-in-one platform.
How To Modernize Your Sales Approach To Drive Business Growth in Cyber SecurityJane Frankland
This document provides guidance on modernizing a sales approach and driving sales in cyber security. It discusses the need to attract more leads and convert more of the leads into sales. It recommends developing an inbound lead generation plan that involves building a personal brand on social media to attract prospects, engaging in conversations to build relationships, and eventually converting connections into leads and clients. The document emphasizes listening to prospects, adding value through helpful content, and focusing on relationships over quick sales pitches in order to build trust and make the sale. It also stresses the importance of online perception and presenting oneself professionally as a personal brand.
Business Development for marketing trainingLindsay Kelley
If you're a marketer, and you find yourself in a selling role with your digital marketing agency, it can be difficult to adjust. This business development and sales training for marketers could be just what the doctor ordered. Learn more about what you can discover about yourself as a seller and how you can overcome fears, challenges and speed bumps to close more inbound and digital marketing retainer deals. www.alignment-group.com/business-development-training
The small business critical success factors. Why do small business fail. What are the key performance indicators. What are the critical success factors. The leadership and team , their role in success. The customer, what makes him most important. Why are products and their positioning are important. Money is last but not least. It can make or break the situation.
This document provides guidance on successful sales management. It recommends analyzing existing clients to determine the most and least profitable, and classifying clients by industry and size. The first priority is keeping and gaining repeat business from profitable existing clients, while the second priority is finding new clients that match profitable profiles. It stresses protecting existing clients, having separate sales teams for existing vs. new clients, setting activity benchmarks, using systems to track performance, and constantly communicating results to motivate representatives.
This document discusses how Infusionsoft helps small businesses succeed through lifecycle marketing. It begins by introducing Ramon Ray and Infusionsoft. It then discusses how many small businesses fail due to using disjointed, survival-based marketing tactics. In contrast, lifecycle marketing focuses on treating leads and customers like individuals through targeted, relationship-based communications. This approach helps small businesses attract more visitors, capture more leads, nurture prospects, increase sales and customer satisfaction.
Seven steps to small business success april 2013Desiree Colonna
This document outlines a 7-step approach to lifecycle marketing for small businesses called to thrive rather than just survive. It discusses attracting interest through lead magnets, capturing interests through various methods, nurturing prospects with follow up campaigns, converting sales through better qualified leads, delivering satisfaction, upselling customers, and getting referrals by asking for them. The key is implementing an automated all-in-one sales and marketing software to manage the lifecycle approach rather than relying on disjointed manual systems that lead to lost opportunities.
The document discusses why many small businesses fail due to using "survival marketing" tactics like chasing the next sale without systems in place, and how adopting a "lifecycle marketing" approach focusing on treating prospects as people and using systems to scale relationships can help small businesses thrive by increasing sales from current and prospective customers through each stage of the customer lifecycle from attraction to conversion. It also introduces the Infusionsoft Lifecycle Marketing Planner tool to help small businesses implement this approach.
Seven steps to small business success Life Cycle MarketingTony Puckerin
This is lifecycle marketing. It consists of seven steps that every small business needs to embrace to be truly successful. It includes
• attracting traffic
• capturing leads
• nurturing prospects
• converting sales
• delivering and satisfying
• up selling your customers
• getting referrals.
These seven steps create the core of every successful business. During this presentation, we will go through each step individually so you can embrace and understand why each step is so important to your business.
See demo https://crm.infusionsoft.com/go/viewdemo/a45460/
In this presentation by Generations FCU with Robert Upton of Red Door Solutions small businesses can gain insight into what holds them back when it comes time to "make the sale" and learn how to overcome obstacles.
This Presentation was delivered by Sir Eric Seyram A at the “iSpace Women’s Entrepreneurs” Program. organised by ispace, a technology hub in Accra supporting start ups and in partnership with Google for Entrepreneurs,
The program was a three-week intensive program aimed at women entrepreneurs who are looking to create a winning business proposal and business pitch. Participants were coached by Sir Eric Seyram A and other industry experts on how to write their business proposal and present themselves to potential investors. Some selected business proposals got a sponsored package from iSpace and also a one on one mentoring with few of the leading women in business in Ghana today.
The program run from 1st April to 18th April 2014 within which there were 9 lecture sessions.
The presentation was captioned Carving your Marketing Strategy and sought to orient participants on how they can create value for their customers and other stakeholders to ensure competitiveness, profitability and sustainability.
Charlie Haddon, a business coach, gives a presentation to a business club on how to increase profits. He outlines the 5 proven ways to increase profits: lead generation, conversion rate, number of transactions, average sale amount, and profit margins. For each way, he provides numerous strategies and tools in their toolbox. With just a 10% increase across the areas, the example business could see a 46% increase in revenue and 61% increase in profits. Haddon emphasizes becoming better through self-improvement and working on increasing all areas a little instead of focusing on one dramatically.
Inform, don't sell - selling in the social media ageCraig Pickering
Selling has changed with social media...forever.
If you don't recognise this, then your business will suffer and you will lose to those who embrace this new selling technique.
Value Based Selling for Small Business OwnersMichael Bowers
This document provides an overview of value-based selling strategies for small business owners. It discusses the importance of sales and marketing in driving business success. Some key points covered include identifying customers' needs and pains in order to create value, developing strong value propositions and messaging focused on customer benefits, and utilizing various prospecting and sales techniques such as networking, cold calling, trade shows, and referrals to generate leads and close sales. Effective sales processes, questioning techniques, and strategies for building rapport with prospects are also summarized.
More leads and sales using Life Cycle MarketingDon Bishop
This document discusses how to plug up the "black holes" in a business using automated lifecycle marketing. It outlines how to capture leads, nurture prospects through education, generate repeat customers and referrals, all through automated follow-up. The key takeaways are to stop missing prospects, ignore warmest prospects, lose touch with customers, and forget to ask for referrals by implementing a plan for lead capture, prospect nurturing, repeat business, and referrals generation - all done automatically through lifecycle marketing and follow-up.
The document discusses customer delight from a sales perspective. It outlines that customer delight is the process of ensuring customer satisfaction through delivering an experience that exceeds expectations and creates loyalty. It discusses that understanding customers, identifying their needs, establishing the right solutions, addressing queries and objections, and following up are key to achieving customer delight. Customer delight is both a science and an art that requires understanding customers, paying attention to their unique experiences and perceptions, and going above and beyond to satisfy their needs and create unexpected value.
Dont be a waiter take your seat the table ashrm (with video) march 2012 (2)HRTact
This document discusses how human resources professionals should take a seat at the business table by understanding key business metrics and focusing their efforts on business priorities. It provides a six-step model for identifying business problems, calculating their costs, developing HR-oriented solutions, and measuring the cost-benefit ratio to demonstrate how HR can improve profitability. It emphasizes the importance of understanding elements like cash flow, margins, growth, and customers in order to contribute meaningfully to the business as a leader rather than just acting as administrative support.
Discover Sales before Inventing your StyleSanjay Singh
The document discusses key aspects of sales and the role of a salesperson. It defines sales as helping the customer buy and a salesperson as an "angel" who guides customers to find value. It emphasizes that salespersons should attract customers by addressing what's in it for them (WIIFM), build conversations through relevant questions, and keep engagement through dialogue rather than monologue. The responsibilities of a salesperson are to build, monitor, and monetize a sales funnel to generate new customers on an ongoing basis.
This document provides tips and strategies for effective networking. It emphasizes that visibility through networking leads to credibility and profitability. Some key points made include: do not expect to get something from others through networking but rather focus on giving; awareness through networking leads to knowledge; dress professionally and have good etiquette; be a good listener; look for opportunities to make yourself visible such as speaking, organizing, or helping others; and successful leaders have strong networks.
This document provides brief tips for salespeople, including that a rejection moves you closer to a sale, asking "why not" questions to turn no into yes, following up with customers, negotiating when a customer says an order is lost, getting references from satisfied customers, acknowledging that challenges will occur in sales, and thanking the reader with contact information.
The document discusses challenges in managing a sales boss and provides tips to do so effectively. It notes that salespeople cannot choose their boss and must learn to manage them. Common challenges include bosses holding long meetings, requesting too many reports, changing quotas and goals frequently, and not being hands-on. The tips suggest setting clear daily goals and getting boss approval, using CRM software to automate reports, inviting the boss on sales calls, making sales successes a habit to become the favorite, and standing out by being omnipresent, learning from mistakes, and consistently achieving big deals. The document encourages readers who are still unsure about managing their boss to book a free 15-minute appointment for advice.
How Salespersons should manage their time.pptxSanjay Singh
The document outlines various sales and marketing activities that require time planning for a salesperson, including lead generation, nurturing, and closure. It provides a sample daily schedule with activities like an SOD meeting, prospecting, sales follow-ups, and MIS. The document recommends planning weekends for self-introspection and the coming week. It also lists best practices of successful time managers in sales, such as starting early, prioritizing important tasks, daily reporting, and analyzing time management failures.
The document discusses strategies for market penetration, market development, and market visibility. It suggests penetrating existing markets by increasing customers per existing customer and markets per existing market. It proposes developing new markets through acquiring new customer groups, selling additional products to existing customers, and establishing new sales channels or trade routes. It also lists various means of improving market visibility, such as point of purchase displays, billboards, print, electronic, and digital media, as well as other below-the-line promotional activities.
There are 3 types of follows for a salesperson:
1. Follow up is done after the initial meeting to thank the client and provide additional information like meeting minutes, needs analysis, or product samples.
2. Follow back is done after submitting a sales proposal using value bombs to highlight the product's performance, productivity, and other benefits.
3. Follow through is done if the client says no or not now, using modes like inviting them to a social group or forum related to their interests or a customer engagement program. Doing the right type of follow with the right sales lead is important.
This document outlines systems and procedures to control finances and operations. It recommends setting up systems for finance, marketing, production, human resources, and materials. It provides details on purchase order processes, payment procedures, petty cash controls, end-of-day closing processes, sales department daily tracking, and defining key result areas and key performance indicators for employees. The overall goal is to implement systems and controls to monitor budgets, spending, and employee performance.
The document discusses strategies for market penetration, market development, and market visibility. It suggests penetrating existing markets by increasing customers per existing customer and markets per existing market. It proposes developing new markets through acquiring new customer groups, selling additional products to existing customers, and establishing new sales channels or trade routes. It also lists various means of improving market visibility, such as point of purchase displays, billboards, print/electronic/digital media, out-of-home advertising, and below-the-line promotions.
There are 3 types of follows in sales:
1. Follow up is done after the initial meeting to thank the client and provide additional information like meeting minutes, needs analysis, or product samples.
2. Follow back is done after submitting a sales proposal and involves highlighting the value propositions of the product through performance, productivity, upgradability, serviceability, usability, profitability, and future proof ability.
3. Follow through is done if the client says no or not now, and includes inviting them to a social group, forum, or customer engagement program related to their interests to continue the relationship.
This document defines different types of sales leads - Marketing Qualified Leads (MQL), Sales Qualified Leads (SQL), and BANT leads. It provides examples of lead repositories with the number of leads of each type and their assigned weights. It then shows how to calculate a lead score by multiplying the number of leads by their weight and dividing by the total leads. The lead score is used to determine if the overall leads are poor, fair, or robust.
10 MASTER Tips to Achieve Success in SALES.docxSanjay Singh
The 10 tips mentioned in this blog will surely guide every salesperson to achieve greatness in Sales. It is important to note here that to become great in sales one has to first become a great salesperson. Once you become a great salesperson, with all the DNA traits of a great salesperson, the great sales that follow is a by-product of the same.
"Cold Call Campaigns Success visually represent data and information related to the effectiveness of cold calling in sales and marketing strategies. These graphics use a combination of charts, graphs, and illustrations to convey key insights and statistics in a concise and engaging manner.
The infographics may include data on conversion rates, lead generation, call-to-sale ratios, and other metrics to showcase the impact of cold calling on business growth. They can also highlight best practices, tips, and strategies for optimizing cold call campaigns to improve success rates.
By presenting complex information in a visually appealing format, these infographics make it easier for viewers to understand and digest the content quickly. This makes them an effective tool for businesses looking to communicate the benefits of cold calling and its role in driving sales success.
Overall, infographics on Cold Call Campaigns Success serve as a valuable resource for sales professionals, marketers, and business owners seeking to enhance their cold calling strategies and achieve greater success in their campaigns.
1. Mr. Sanjay Singh
Sanjay is a nationally renowned Management Coach with the
proud privilege of mentoring brands like ICICI Bank, Airtel,
Godrej & Boyce, Osborne Lippert, Grindmaster, Bosch,
SuKam, Cahor and many more.
He is a visiting faculty of IIM, Kolkota.
Sanjay has publications like “Beg, Borrow or Sell” , “The
Grass is always Green” and “The Silos of Customer
Relationship Management”.
Sanjay has a working experience of 31 years in countries like
USA , W Africa and now India. He has done his BE, MBA.
Presently he is the Chief Knowledge Resource of Strategic
Concepts (I) Pvt Ltd and closely works with Small and
Medium Enterprises.
9970506000
mindtandoor@gmail.com
www.consult4sales.com
1
3. The d.n.a. of a salesperson
The ABC of Selling
(Awareness Before Change)
4. How do you answer a question?
Salesman always answers
a Question with a
relevant Question.
Salesmen who answer a question with an answer are never
in control of the sales call.
8. There is no right answer.
• Questioning Skills
• Ask Questions even if you know
the answer
• Listen to the complete answer
even if you know the answer
• Don’t stop the customer from
answering even if his answer is
wrong
Ask Questions to find
out the right answer
for a particular
customer.
9. Do you set your own
targets ?
Hit Ratio = 5 : 1
Average sale to one customer= Rs 3000/-
Target for the month = Rs 100000/-
No of customers req.= 33
No of sales calls for one cust = 5
No of sales call for 33 cust = 165
No of working days = 25
Min no of Calls/day = 165/25
= 6.6 = 7
How do you do
Demand Forecasting?
What is your MNOC?
(Min. No. of
Calls/day)
10. HIT RATIO 19:1
TARGET “X”
TOTAL NO OF CALLS TO BE MADE 19X
NO OF DAYS AVAILABLE 26
MIN. NO of CALLS/DAY (MNOC) 19X/26
NO. OF SALESPERSONS REQUIRED ?
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How many Salespersons required in the team?
18. The 4 Questions of
Customers
Follow the “From –
To” Approach in
answering the 4
questions raised by
customers.
1. No I don’t want
your product.
(11%)
2. Your price is very
high (33%)
3. Your service is not
good. (66%)
4. Your discount is
not good. (99%)
19. A good Sales Funnel
Contacts, Leads, Enquiry
Opportunities
Proposals
Negotiation
Contact
Reservoir
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20. Routine Sales Figures Reference Sales Figures Cross Selling Sales Figures
Lost Case Analysis Prospect Clouds Sales Funnel
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The Sales Manager must track this for
each salesperson/