Where to Find Trigger Events
by Ron S. La Vine
President of Accelerated Sales Training, Inc.
Finding new business can be a snap, if you know where to look and what to do with the information you find. Using the telephone, the Internet along with publicly available information, you can turn triggers or business changes into sales.
Understanding the importance of the "fact finding step" in the sales cycle, is key to making more sales. We need information resources to enable us to determine who is responsible for decision making, where an account is now, where they want to be and how they plan to get there.
It is easy to mishandle this part of the sales cycle in an eagerness to sell. Finding trigger events about a shift in the way an account does business is not enough. Understanding the potential effects of change is key, to finding revenue producing events.
Examples of Trigger Events
Look for accounts in your territory who:
* Acquire, merge or joint venture with another company,
* Have been acquired by another company,
* Add additional equipment or hardware or facilities,
* Announce a change in staffing requirements or business, practices due to expansion, restructuring or relocation,
* Receive contract awards,
* Mention cost cutting initiatives,
* Outsource certain services to concentrate on core businesses,
* Are embarking on new projects,
* Issue an IPO to raise operating capital for buying more assets,
* Spin off a division into a new company with new ownership,
* Maybe affected by pending legislation or regulations.
Turning Trigger Events into Sales
Once a change occurs, ask yourself these questions. "How can my products fulfill a need or challenge as a result of the change?" "What additional services can my company provide to lessen the impact of the shift?" When the change effects an organization, who is your customer, ask yourself "How can I expand the use of or prevent the replacement of my solutions?"
For instance, you read an account plans to expand their operations. When companies expand or restructure, typically the management re-evaluates human resources and capital assets to decide what stays, what goes and what's needed. When preparing your sales strategy, keep in mind the big picture. An enterprise wide sale is far more valuable than an individual business unit sale.
More About
"Where to Find Trigger Events " Below
Who We Are
AST Inc. specializes in taking the fear and rejection out of cold calling into small, medium and large organizations for the purpose of setting up time and date specific next action steps and high level F2F appointments with decision makers.
What We Do
We use live cold calls into real prospects rather than lecture or theory. Many clients have found live cold calling training provide the missing piece of their current training and augments rather than replaces their existing training methods. The training is designed for both field and inside sales reps.
Who We Work With
AST Inc. delivers live cold calling training to organizations such as ASG, CA, HP/EDS, HP, IBM/Cognos, IBM/Informix, Informatica, Information Builders, iWAY Software, LRS, MeadWestvaco, MicroStrategy, NewPage, Pearson, Software AG, Thomson.
How You Benefit
Many clients have found the live cold calling training provides the missing piece of their current training and it augments rather than replaces their existing training methods. In our trainings both the reps and the instructor make live cold calls into real prospects real time producing amazing results.
Work actually gets done during the live cold call training.
What You Can Expect
· Reach decision makers faster resulting in a decrease of the sales cycle length.
· Set up a greater number of face-to-face, phone and web demo appointments resulting in a significant increase in the number of well-qualified prospects into the sales pipeline.
· Quickly penetrate new markets.
· Consistently qualify prospects faster resulting consistent filling of your sales pipeline and increased revenue growth.
Great class. Well worth the time and money.
Chuck Kleiner, VP of Sales
SMARTHINKING
Mark, you need to check this guy out. He is the real deal and will really accelerate the ISR's ability to execute. We used him at Cognos and in his training sessions he would bring in a speaker phone and in front of the class work with one student to perfect the pitch and actually arrange meetings! He also provides great techniques on the company that is blocking us. You will not be disappointed.
Steve Levin, Regional Manager
Ron, thanks for another great session! The feedback was amazing and what I liked the most was that the people who had been in that room for 2 weeks non stop were excited and motivated walking out of the training. Everyone was amazed at how effective it was.
Thanks again,
Mike P.
VP of Sales Support
Hey Ron,
My confidence on calling on CEOs and other C-levels has never been better than it is today.
Todd W., Sr. Account Executive
More About
"Where to Find Trigger Events "
Turning Trigger Events into Sales
Once a change occurs, ask yourself these questions. "How can my products fulfill a need or challenge as a result of the change?" "What additional services can my company provide to lessen the impact of the shift?" When the change effects an organization, who is your customer, ask yourself "How can I expand the use of or prevent the replacement of my solutions?"
For instance, you read an account plans to expand their operations. When companies expand or restructure, typically the management re-evaluates human resources and capital assets to decide what stays, what goes and what's needed. When preparing your sales strategy, keep in mind the big picture. An enterprise wide sale is far more valuable than an individual business unit sale.
Different Ways to Create More Sales
1. Assembling a plan showing how the effects of the change relate to the benefits your products and services provide can position you for a sale.
2. Taking note of changes or trends that may affect both you and your account's industries will make you sound intelligent and increase the odds of a sale.
3. Looking for stories about accounts using your competitor's products and applying that application to your offerings is another way to make more sales.
4. Keeping your account records up to date allows you to invest your time locating who is responsible for and capable of making a buying decision.
5. Finding and calling up users of your competitor's products is a way to replace or augment existing products. Be sure to explain up front, you are looking for ways to improve your products.
* What do you like about their products or services?
* Is there anything you dislike or have found unsatisfactory?
* If you had a wish list, what features would you like to see their product have?
Assuming your service provides missing features and benefits your competitors do not offer, you have yourself a potential sale.
6. Calling your customers pro-actively and assuring them of continuous service provides an opening to
* Find out more about an account's future strategic direction.
* Expand and cement contact relationships,
* Uncover potential evaluations, projects or initiatives,
* Locate the main or new users of your products,
* Gauge customer satisfaction and nip potential problems in the bud before they become unmanageable,
* Offer consulting services, education or documentation,
* Inquire about other business units that may need your products,
* Provide greater customer service, making difficult for competitors to replace your products.
Understanding the effects of change can present an opportunity to persuade management to invest in new products, services or technologies.
A Few Sources of Business Sales Intelligence™ or Trigger Events
•An account's sales literature
•Employee telephone interviews
•Competitor user telephone interviews
•Online and hard copy business and finance publications
•State and federal government agencies such as the Office of Management and Budget
•Using the Freedom of Information Act to obtain your competitor's GSA (General Services Administration) schedules
•Career advertisements
•Visit the SEC website
•Other suppliers who service your account
•Press Releases
•Trade Event Announcements
Finding information is easy. Systematically connecting the shift effect or trigger events to the benefits your solutions provide, is the challenge. Correlating specific benefits to specific contact wins will place you in a position to watch your sales climb. However, you must act upon the change, before your competitors do. Change is constant and change creates sales opportunities.
REPRINT PERMISSION
Ron La Vine, MBA is president and founder of Accelerated Sales Training, Inc., a LIVE cold call training firm located in Oak Park, CA. You can get a special report “41 sales Tips You Can Use Right Now” AND the free bimonthly Sales Tips and Telesales Tips for Selling Success eZine all by signing up at http://www.ast-incorp.com. If you would like information on Live Cold Calling Sales Training please call Ron at 818-991-6487 PST. © 2010 by Accelerated Sales Training, Inc.
Until then. . .
Make it a great day and a successful week!
Ron
Friday, August 27, 2010
Thursday, August 19, 2010
Why is the telephone like a violin?
Imagine an orchestra playing before you. Now think what would happen if one of the violin players suddenly ignored the what the composer had written on the sheet music started playing another tune right during the middle of another piece. Or what if the violin player kept their instrument aloft and accidentally played a note or two?
What would happen? At the very least, the harmony would end. Why? The person was not paying attention or was intent on making themselves heard.
Now imagine being on the telephone having a conversation with a prospect when all of a sudden instead of listening to what is being said to you, you decide you must start talking about all the features and benefits you feel the prospect must know about your technology. Instead of continuing to listen and discuss what is important to the prospect, you interrupt thinking if only they knew how great your technology is they would buy immediately.
Let's go back to our orchestra scenario. What happens when a violinist decides to play another piece or accidentally plays a note during the middle of a piece? Similar to the disharmony they would cause, you would probably end up with something equally bad. This maybe the loss of a sale and possibly damaging any future relationship.
The telephone is similar to a violin. It is an instrument. It takes practice to learn how to derive the most benefits from using it. When you learn how to play the violin, unless you are a prodigy born with innate talent, you need to practice following what the composer has written (or in the case of a conversation, listening to what the prospect is saying without interrupting).
This can and is a real challenge for many of us. Why? We like to hear ourselves speak. We like to share all of what we know.
While on the telephone, one of the ways you can prevent this is to place a finger over your mouth reminding yourself that your job at this point is to listen and not speak. This serves four purposes.
One, it is very difficult to talk when your finger is covering your mouth.
Two, it will remind you to listen (and concentrate) more and while speaking less.
Three, you will begin to become conscious of your need to speak.
Four, you will be able to learn how to control your urge to speak.
This is a simple yet useful technique to force yourself to get in the habit of listening.
Using the telephone to make sales requires discipline. Since you cannot see the other person and therefore cannot rely upon visual signs, you must rely solely upon what you hear. Decide to listen. STOP! Stop talking on purpose.
Encourage the person to answer each question in detail by remaining silent. Remember that silence often gives the person on the other end of the line time to think about an answer to your question. If you interrupt them, you may never know what important piece of information they were going to tell you.
Allow them time to think, you will get more information that way, rather than trying to fill in the gaps of silence. Show you are listening by using statements such as "I see" or "I hear you" "Okay" "I understand what you mean" or "Right." If you overlook this step, misunderstandings can come back to haunt you later.
Have you ever watched an orchestra when a group of instruments are not playing or are not getting ready to play? What do they do? Typically they put their instruments down or away from their mouths. Why do you think they do this? Could it be so they don't accidentally play a note and ruin the piece that is being played?
Control your urge to speak and you will make more sales. Remember, the secret to listening is to be interested, not interesting.
--
Make it a great day and a successful week!
Ron S. La Vine, MBA, President
Accelerated Sales Training, Inc.'s -
Live Cold Call New Business Development Sales Training™
Helping you Break into Large Accounts™
638 Lindero Canyon Road, Suite 283
Oak Park, CA 91377
818-991-6487 Office PST
818-519-3852 Mobile
818-991-5938 Fax
mailto:rslavine@ast-incorp.com
http://www.ast-incorp.com
Complimentary Sales Tips -
http://www.ast-incorp.com.com/free.htm
Join me at LinkedIn -
http://www.linkedin.com/in/ronlavine
What would happen? At the very least, the harmony would end. Why? The person was not paying attention or was intent on making themselves heard.
Now imagine being on the telephone having a conversation with a prospect when all of a sudden instead of listening to what is being said to you, you decide you must start talking about all the features and benefits you feel the prospect must know about your technology. Instead of continuing to listen and discuss what is important to the prospect, you interrupt thinking if only they knew how great your technology is they would buy immediately.
Let's go back to our orchestra scenario. What happens when a violinist decides to play another piece or accidentally plays a note during the middle of a piece? Similar to the disharmony they would cause, you would probably end up with something equally bad. This maybe the loss of a sale and possibly damaging any future relationship.
The telephone is similar to a violin. It is an instrument. It takes practice to learn how to derive the most benefits from using it. When you learn how to play the violin, unless you are a prodigy born with innate talent, you need to practice following what the composer has written (or in the case of a conversation, listening to what the prospect is saying without interrupting).
This can and is a real challenge for many of us. Why? We like to hear ourselves speak. We like to share all of what we know.
While on the telephone, one of the ways you can prevent this is to place a finger over your mouth reminding yourself that your job at this point is to listen and not speak. This serves four purposes.
One, it is very difficult to talk when your finger is covering your mouth.
Two, it will remind you to listen (and concentrate) more and while speaking less.
Three, you will begin to become conscious of your need to speak.
Four, you will be able to learn how to control your urge to speak.
This is a simple yet useful technique to force yourself to get in the habit of listening.
Using the telephone to make sales requires discipline. Since you cannot see the other person and therefore cannot rely upon visual signs, you must rely solely upon what you hear. Decide to listen. STOP! Stop talking on purpose.
Encourage the person to answer each question in detail by remaining silent. Remember that silence often gives the person on the other end of the line time to think about an answer to your question. If you interrupt them, you may never know what important piece of information they were going to tell you.
Allow them time to think, you will get more information that way, rather than trying to fill in the gaps of silence. Show you are listening by using statements such as "I see" or "I hear you" "Okay" "I understand what you mean" or "Right." If you overlook this step, misunderstandings can come back to haunt you later.
Have you ever watched an orchestra when a group of instruments are not playing or are not getting ready to play? What do they do? Typically they put their instruments down or away from their mouths. Why do you think they do this? Could it be so they don't accidentally play a note and ruin the piece that is being played?
Control your urge to speak and you will make more sales. Remember, the secret to listening is to be interested, not interesting.
--
Make it a great day and a successful week!
Ron S. La Vine, MBA, President
Accelerated Sales Training, Inc.'s -
Live Cold Call New Business Development Sales Training™
Helping you Break into Large Accounts™
638 Lindero Canyon Road, Suite 283
Oak Park, CA 91377
818-991-6487 Office PST
818-519-3852 Mobile
818-991-5938 Fax
mailto:rslavine@ast-incorp.com
http://www.ast-incorp.com
Complimentary Sales Tips -
http://www.ast-incorp.com.com/free.htm
Join me at LinkedIn -
http://www.linkedin.com/in/ronlavine
Saturday, August 14, 2010
Are You Missing the Close?
I think you'll find this article on closing of great value. Enjoy!
Are You Missing the Close?
By Robert Middleton
I tend to spend a lot of time writing about the front-end of marketing -- getting attention -- but not so much about the tail end -- the close. I'm becoming convinced that people are just as bad, if not worse, at closing than they are at getting attention. And this means that business that should by all rights be yours is slipping through your fingers.
And there's a lot of misunderstanding about closing. Closing isn't a one- time thing you do at the end of the sales process; it's something you do several times throughout the process.
But first, what exactly is a close?
A close is a question that asks for some kind of commitment. It asks for a decision (yes or no) or for a choice (this or that).
If you're not closing, you're "pouring from the empty into the void"; that is, just talking is going on. Information is being conveyed, questions are being asked, answers are being given, but no decision or choice is ever asked for or made. And the sale never happens.
Here are some opportunities for closes that you may be missing.
You meet someone in person and they show interest in your services. Instead of just exchanging cards, you use this close: "I have a report on improving teamwork. Can I send you a copy?"
You have asked and they will usually agree to receive your report. This first close paves the way for the next step in the process. And you have also put the "law of value" into action, which increases their level of interest in you and your services.
Add even more value by offering to assist in some way. You might be able to offer a resource, an idea or provide feedback of some kind. You make a suggestion and close by asking for a decision: "I'd be happy to review your brochure. I'll take a look and get back to you with some suggestions. Can you send me a copy?" Close accomplished, which gets you an automatic invitation to follow up.
Closes can also be used to screen out or qualify prospects and save you a lot of time and misunderstanding.
If someone calls and asks if you do a certain type of consulting, for instance, you answer with your Audio Logo and then close:
"What I specialize in is working with companies whose meetings are killing their productivity and who want meetings to actually increase productivity. Is this what you're looking for?" If the answer is "yes," you've saved a lot of time and can take the next step.
Closes can be used to nail down commitment when people are showing real interest, but haven't yet taken the final step. This is when you tell them exactly what to do.
They say, "I think executive coaching for our management team is a good idea." You say, "So do I. Here's the first step I recommend. (Name the step.) How does that sound to you? If they say "good," you have the sale.
My favorite close, however, is getting the prospect to ask you to close. If closing is the prospect's idea, then there is little or no resistance. I find this works well when I have a qualified prospect on the phone.
I spend most of the time asking questions, giving examples of results I've produced with other clients, and suggesting ideas they might try as well. I never explain how my services work until they ask. When they ask how I work they are really asking me to close. Don't miss it. It's time to nail down a decision or choice.
I usually explain briefly how my services are structured and how they are priced and then ask a very non-threatening question: "Does that work for your budget right now?" This is so much less stressful than directly asking if they'd like to work with you. If it works for their budget, then they have said they are ready to move forward.
Start looking for opportunities to close; that is, opportunities to ask for a decision or a choice. Several positive decisions inevitably lead to the final decision to work with you.
* An old sales saying goes, "Close early and close often." This is good advice, but usually misunderstood. It doesn't mean put on the pressure and make your prospects feel uncomfortable. It simply means asking for small decisions in the course of the sales process.
* Closes should never look formulaic. That is, when you close, you shouldn't look like you're using a technique. That's a turn- off and feels manipulative. Every time you ask a closing question you should sincerely want to know the answer. Your attention is very much on the prospect.
* Sales-closing techniques are neutral. That is, they are not manipulative in and of themselves. They become manipulative if your intention is to trick, deceive or cheat. So don't avoid using closing techniques just because you don't want to be seen as a "sales type."
* The opposite of closing is "order-taking." That is, you don't try to do anything to move the sale forward. You just wait to see what they want to do and then you tell them what you offer. Order- takers think they are being low-pressure and appropriate. They're really just missing the boat.
* In closing, timing is everything. It takes real listening and tuning into your prospect to close at the right time. You only get good at it by doing it a lot. The more contact you have with prospects, the better closer you'll become -- but only if you work at it!
"By Robert Middleton of Action Plan Marketing. Please visit Robert's web site at (http://www.actionplan.com) for additional marketing articles and resources on marketing for professional service business."
--
Make it a great day and a successful week!
Ron S. La Vine, MBA, President
Accelerated Sales Training, Inc.'s -
Live Cold Call New Business Development Sales Training™
Helping you Break into Large Accounts™
638 Lindero Canyon Road, Suite 283
Oak Park, CA 91377
818-991-6487 Office PST
818-519-3852 Mobile
818-991-5938 Fax
mailto:rslavine@ast-incorp.com
http://www.ast-incorp.com
Complimentary Sales Tips -
http://www.ast-incorp.com.com/free.htm
Join me at LinkedIn -
http://www.linkedin.com/in/ronlavine
Are You Missing the Close?
By Robert Middleton
I tend to spend a lot of time writing about the front-end of marketing -- getting attention -- but not so much about the tail end -- the close. I'm becoming convinced that people are just as bad, if not worse, at closing than they are at getting attention. And this means that business that should by all rights be yours is slipping through your fingers.
And there's a lot of misunderstanding about closing. Closing isn't a one- time thing you do at the end of the sales process; it's something you do several times throughout the process.
But first, what exactly is a close?
A close is a question that asks for some kind of commitment. It asks for a decision (yes or no) or for a choice (this or that).
If you're not closing, you're "pouring from the empty into the void"; that is, just talking is going on. Information is being conveyed, questions are being asked, answers are being given, but no decision or choice is ever asked for or made. And the sale never happens.
Here are some opportunities for closes that you may be missing.
You meet someone in person and they show interest in your services. Instead of just exchanging cards, you use this close: "I have a report on improving teamwork. Can I send you a copy?"
You have asked and they will usually agree to receive your report. This first close paves the way for the next step in the process. And you have also put the "law of value" into action, which increases their level of interest in you and your services.
Add even more value by offering to assist in some way. You might be able to offer a resource, an idea or provide feedback of some kind. You make a suggestion and close by asking for a decision: "I'd be happy to review your brochure. I'll take a look and get back to you with some suggestions. Can you send me a copy?" Close accomplished, which gets you an automatic invitation to follow up.
Closes can also be used to screen out or qualify prospects and save you a lot of time and misunderstanding.
If someone calls and asks if you do a certain type of consulting, for instance, you answer with your Audio Logo and then close:
"What I specialize in is working with companies whose meetings are killing their productivity and who want meetings to actually increase productivity. Is this what you're looking for?" If the answer is "yes," you've saved a lot of time and can take the next step.
Closes can be used to nail down commitment when people are showing real interest, but haven't yet taken the final step. This is when you tell them exactly what to do.
They say, "I think executive coaching for our management team is a good idea." You say, "So do I. Here's the first step I recommend. (Name the step.) How does that sound to you? If they say "good," you have the sale.
My favorite close, however, is getting the prospect to ask you to close. If closing is the prospect's idea, then there is little or no resistance. I find this works well when I have a qualified prospect on the phone.
I spend most of the time asking questions, giving examples of results I've produced with other clients, and suggesting ideas they might try as well. I never explain how my services work until they ask. When they ask how I work they are really asking me to close. Don't miss it. It's time to nail down a decision or choice.
I usually explain briefly how my services are structured and how they are priced and then ask a very non-threatening question: "Does that work for your budget right now?" This is so much less stressful than directly asking if they'd like to work with you. If it works for their budget, then they have said they are ready to move forward.
Start looking for opportunities to close; that is, opportunities to ask for a decision or a choice. Several positive decisions inevitably lead to the final decision to work with you.
* An old sales saying goes, "Close early and close often." This is good advice, but usually misunderstood. It doesn't mean put on the pressure and make your prospects feel uncomfortable. It simply means asking for small decisions in the course of the sales process.
* Closes should never look formulaic. That is, when you close, you shouldn't look like you're using a technique. That's a turn- off and feels manipulative. Every time you ask a closing question you should sincerely want to know the answer. Your attention is very much on the prospect.
* Sales-closing techniques are neutral. That is, they are not manipulative in and of themselves. They become manipulative if your intention is to trick, deceive or cheat. So don't avoid using closing techniques just because you don't want to be seen as a "sales type."
* The opposite of closing is "order-taking." That is, you don't try to do anything to move the sale forward. You just wait to see what they want to do and then you tell them what you offer. Order- takers think they are being low-pressure and appropriate. They're really just missing the boat.
* In closing, timing is everything. It takes real listening and tuning into your prospect to close at the right time. You only get good at it by doing it a lot. The more contact you have with prospects, the better closer you'll become -- but only if you work at it!
"By Robert Middleton of Action Plan Marketing. Please visit Robert's web site at (http://www.actionplan.com) for additional marketing articles and resources on marketing for professional service business."
--
Make it a great day and a successful week!
Ron S. La Vine, MBA, President
Accelerated Sales Training, Inc.'s -
Live Cold Call New Business Development Sales Training™
Helping you Break into Large Accounts™
638 Lindero Canyon Road, Suite 283
Oak Park, CA 91377
818-991-6487 Office PST
818-519-3852 Mobile
818-991-5938 Fax
mailto:rslavine@ast-incorp.com
http://www.ast-incorp.com
Complimentary Sales Tips -
http://www.ast-incorp.com.com/free.htm
Join me at LinkedIn -
http://www.linkedin.com/in/ronlavine
Friday, August 13, 2010
Has Your Career Derailed?
Dr. Frankel, in her book "Overcoming Your Strengths, 8 Reasons Why Successful People Derail and How to Get Back on Track provides the following reasons why people maybe letting their strengths be their downfall.
Reason 1. Overlooking the Importance of People
Strategy: Build strong one on one relationships.
We build our reputations early in our careers on competence. We remain successful, however, based on a combination and the eight reasons listed here.
Reason 2. Inability to Function Effectively in a Work Group
Strategy: Become an integral member of your team.
People who create strong support systems consisting of relationships with individuals may derail due to their inability to participate as members of task forces or project teams.
Reason 3. Failure to Focus on Image and Communication
Strategy: Capitalize on the power of perception.
Research shows that a full 90% of the impression you make is based upon how you look (50%), how you sound (40%) and what you say (10%). A rule of thumb in business is that you should not dress for the job that you have, but rather dress for the one you want.
Reason 4. Insensitivity to the Reactions of Others
Strategy: Craft a winning personality.
A pleasing personality includes having self-confidence and insight into how you affect others, relating to all kinds of people and making them feel easy around you, knowing that you don't control everyone and everything, striving to act with integrity at all times, treating others the way you would want to be treated and acting graciously even in the most difficult situations.
Reason 5. Difficulty Working with Authority
Strategy: Learn how to manage up.
Managing up means that you are aware of the need to cultivate a relationship with management that produces satisfactory results for both parties.
Reason 6. Too Broad or Too Narrow Vision
Strategy: Balance detail organization with strategic thinking.
To avoid derailment become good at both. Don't sacrifice close attention to detail for broader, more strategic thinking and vice versa.
Reason 7. Indifference to Customer or Client Needs
Strategy: Develop a "Can-Do" attitude.
People who avoid career derailment go above and beyond the obvious job requirements or requests - they anticipate needs and meet them without being prodded.
Reason 8. Working in Isolation
Strategy: Network for success.
With the proliferation of information technology, and the increasingly popular movement towards team-based efforts, individuals are no longer expected to perform their job responsibilities in isolation. Today's sales rep is expected to function interdependently with a large base of information accessible through his or her relationships with others.
In conclusion, until one is committed there is hesitancy, the chance to draw back, always ineffectiveness. Concerning all acts of initiatives (and creation), there is one elementary truth, the ignorance of which kills countless ideas and splendid plans: that the moment one definitely commits oneself, then providence moves too.
Consider your strengths and take steps to break old patterns and overcome them. Life is too short not to get the success you deserve.
Lois P. Frankel, Ph.D.
LPFrankel@corporatecoachingintl.com
(http://www.corporatecoachingintl.com)
626-405-7310 (phone)
626-405-7312 (fax)
--
Make it a great day and a successful week!
Ron S. La Vine, MBA, President
Accelerated Sales Training, Inc.'s -
Live Cold Call New Business Development Sales Training™
Helping you Break into Large Accounts™
638 Lindero Canyon Road, Suite 283
Oak Park, CA 91377
818-991-6487 Office PST
818-519-3852 Mobile
818-991-5938 Fax
mailto:rslavine@ast-incorp.com
http://www.ast-incorp.com
Complimentary Sales Tips -
http://www.ast-incorp.com.com/free.htm
Join me at LinkedIn -
http://www.linkedin.com/in/ronlavine
Reason 1. Overlooking the Importance of People
Strategy: Build strong one on one relationships.
We build our reputations early in our careers on competence. We remain successful, however, based on a combination and the eight reasons listed here.
Reason 2. Inability to Function Effectively in a Work Group
Strategy: Become an integral member of your team.
People who create strong support systems consisting of relationships with individuals may derail due to their inability to participate as members of task forces or project teams.
Reason 3. Failure to Focus on Image and Communication
Strategy: Capitalize on the power of perception.
Research shows that a full 90% of the impression you make is based upon how you look (50%), how you sound (40%) and what you say (10%). A rule of thumb in business is that you should not dress for the job that you have, but rather dress for the one you want.
Reason 4. Insensitivity to the Reactions of Others
Strategy: Craft a winning personality.
A pleasing personality includes having self-confidence and insight into how you affect others, relating to all kinds of people and making them feel easy around you, knowing that you don't control everyone and everything, striving to act with integrity at all times, treating others the way you would want to be treated and acting graciously even in the most difficult situations.
Reason 5. Difficulty Working with Authority
Strategy: Learn how to manage up.
Managing up means that you are aware of the need to cultivate a relationship with management that produces satisfactory results for both parties.
Reason 6. Too Broad or Too Narrow Vision
Strategy: Balance detail organization with strategic thinking.
To avoid derailment become good at both. Don't sacrifice close attention to detail for broader, more strategic thinking and vice versa.
Reason 7. Indifference to Customer or Client Needs
Strategy: Develop a "Can-Do" attitude.
People who avoid career derailment go above and beyond the obvious job requirements or requests - they anticipate needs and meet them without being prodded.
Reason 8. Working in Isolation
Strategy: Network for success.
With the proliferation of information technology, and the increasingly popular movement towards team-based efforts, individuals are no longer expected to perform their job responsibilities in isolation. Today's sales rep is expected to function interdependently with a large base of information accessible through his or her relationships with others.
In conclusion, until one is committed there is hesitancy, the chance to draw back, always ineffectiveness. Concerning all acts of initiatives (and creation), there is one elementary truth, the ignorance of which kills countless ideas and splendid plans: that the moment one definitely commits oneself, then providence moves too.
Consider your strengths and take steps to break old patterns and overcome them. Life is too short not to get the success you deserve.
Lois P. Frankel, Ph.D.
LPFrankel@corporatecoachingintl.com
(http://www.corporatecoachingintl.com)
626-405-7310 (phone)
626-405-7312 (fax)
--
Make it a great day and a successful week!
Ron S. La Vine, MBA, President
Accelerated Sales Training, Inc.'s -
Live Cold Call New Business Development Sales Training™
Helping you Break into Large Accounts™
638 Lindero Canyon Road, Suite 283
Oak Park, CA 91377
818-991-6487 Office PST
818-519-3852 Mobile
818-991-5938 Fax
mailto:rslavine@ast-incorp.com
http://www.ast-incorp.com
Complimentary Sales Tips -
http://www.ast-incorp.com.com/free.htm
Join me at LinkedIn -
http://www.linkedin.com/in/ronlavine
Wednesday, August 11, 2010
Sales Reporting or Sales Planning?
I found an interesting article in Sales & Marketing (www.SalesAndMarketingMag.com) It was written by John Graham, president of Graham Communications, Quincy, MA (http://www.grahamcomm.com/home.htm). The question posed was "Does the weekly sales report still have value?"
I adapted Mr. Graham's article to look at a bigger picture or what I call the Sales Planning Process.
Where are you now?
Where do you want to be?
How do you plan to get there?
Now take action.
Throughout Mr. Graham's response he asks questions I feel are more important than solely determining if a sales report is still needed. In validating, the use of a sales report Mr. Graham said the report should help the salesperson answer five critical questions.
1. How am I using my time?
If you are in sales, ask yourself the following.
Am I conscious of where my selling time is being used?
Am I making calls on my most profitable or most comfortable clients?
Can some of my face to face calls be replaced by more time and cost effective phone calls?
If you are in management or sales management ask yourself the following.
How much time are my reps spending on non-selling tasks such as meetings?
What is the effect of these meeting interruptions on the productivity of my sales rep?
How can I increase my sales by reducing or eliminating non-selling tasks?
2. How good am I at understanding a client's business?
Do I have a clear grasp on what is happening in each client's business?
What are the problems facing the industry?
Were and what are my client's objectives?
How do my company and me fit into all of this?
What can we do to be helpful and add value to our client relationships?
What must we be doing to become an indispensable vendor, supplier or partner?
3. How effective is my planning?
Do I know who I am going to see and why?
Do I have everything down in writing so I am not depending on my memory?
How am I going to use my time day by day next week?
What do I need to accomplish with these clients over the next thirty days?
4. What is going on within my territory?
"Salespeople need to understand what they see and hear about current customers, prospects and competitors. Sales reps are their company's intelligence agents. But those in sales must recognize that even if the tidbits of information they obtain don't seem to make sense or appear to possess value, the individual pieces can serve to create a helpful picture."
I am constantly reminding my students the answers they are seeking are within the little details. Are you paying attention and keeping track of the little details?
5. Who should become a client?
What is the profile of my company's most profitable client?
What is the prospecting strategy both the sales rep and sales management have adapted for evaluating and cultivating these types of prospects?
Are you capturing and using this type of information? If so, great! If not, why not? When you are answering these questions on a regular basis, you will not only have justified a weekly sales report (assuming you use one), you'll be able to make better use of your time.
=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=
Resources for Last Weeks Issue on Calculating ROI
=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=
Going back briefly to last week's subject "Different Methods of Calculating ROI", I found a web site that has the different formulas for calculating ROI.
On this page you will gain access to the Corporate Finance Live web site. www.prenhall.com/divisions/bp/app/cfldemo/Contents.html
ROI Concepts and Calculators
* Time Value of Money Calculator
* Cash Flow Calculator
* Capital Budgeting Calculator
* Expected Return Calculator
* Two Asset Portfolio Calculator
* External Financing Needed Calculator
I have found the most believable ROI calculations use smaller assumptions to make their point. For example if the going hourly rate for a programmer is $85, then use on $50 or even $40 in your equation.
If an executive saves money when the variable is $40 an hour, ask them to imagine how much they will save if the variable is what the going marketplace is paying.
Our prospects and clients are increasingly turning to ROI calculations to justify large capital expenditures.
Since this is the way executives want to buy, we must be ready to help them by having our ROI calculations prepared well in advance.
--
Make it a great day and a successful week!
Ron S. La Vine, MBA, President
Accelerated Sales Training, Inc.'s -
Live Cold Call New Business Development Sales Training™
Helping you Break into Large Accounts™
638 Lindero Canyon Road, Suite 283
Oak Park, CA 91377
818-991-6487 Office PST
818-519-3852 Mobile
818-991-5938 Fax
mailto:rslavine@ast-incorp.com
http://www.ast-incorp.com
Complimentary Sales Tips -
http://www.ast-incorp.com.com/free.htm
Join me at LinkedIn -
http://www.linkedin.com/in/ronlavine
I adapted Mr. Graham's article to look at a bigger picture or what I call the Sales Planning Process.
Where are you now?
Where do you want to be?
How do you plan to get there?
Now take action.
Throughout Mr. Graham's response he asks questions I feel are more important than solely determining if a sales report is still needed. In validating, the use of a sales report Mr. Graham said the report should help the salesperson answer five critical questions.
1. How am I using my time?
If you are in sales, ask yourself the following.
Am I conscious of where my selling time is being used?
Am I making calls on my most profitable or most comfortable clients?
Can some of my face to face calls be replaced by more time and cost effective phone calls?
If you are in management or sales management ask yourself the following.
How much time are my reps spending on non-selling tasks such as meetings?
What is the effect of these meeting interruptions on the productivity of my sales rep?
How can I increase my sales by reducing or eliminating non-selling tasks?
2. How good am I at understanding a client's business?
Do I have a clear grasp on what is happening in each client's business?
What are the problems facing the industry?
Were and what are my client's objectives?
How do my company and me fit into all of this?
What can we do to be helpful and add value to our client relationships?
What must we be doing to become an indispensable vendor, supplier or partner?
3. How effective is my planning?
Do I know who I am going to see and why?
Do I have everything down in writing so I am not depending on my memory?
How am I going to use my time day by day next week?
What do I need to accomplish with these clients over the next thirty days?
4. What is going on within my territory?
"Salespeople need to understand what they see and hear about current customers, prospects and competitors. Sales reps are their company's intelligence agents. But those in sales must recognize that even if the tidbits of information they obtain don't seem to make sense or appear to possess value, the individual pieces can serve to create a helpful picture."
I am constantly reminding my students the answers they are seeking are within the little details. Are you paying attention and keeping track of the little details?
5. Who should become a client?
What is the profile of my company's most profitable client?
What is the prospecting strategy both the sales rep and sales management have adapted for evaluating and cultivating these types of prospects?
Are you capturing and using this type of information? If so, great! If not, why not? When you are answering these questions on a regular basis, you will not only have justified a weekly sales report (assuming you use one), you'll be able to make better use of your time.
=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=
Resources for Last Weeks Issue on Calculating ROI
=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=~=
Going back briefly to last week's subject "Different Methods of Calculating ROI", I found a web site that has the different formulas for calculating ROI.
On this page you will gain access to the Corporate Finance Live web site. www.prenhall.com/divisions/bp/app/cfldemo/Contents.html
ROI Concepts and Calculators
* Time Value of Money Calculator
* Cash Flow Calculator
* Capital Budgeting Calculator
* Expected Return Calculator
* Two Asset Portfolio Calculator
* External Financing Needed Calculator
I have found the most believable ROI calculations use smaller assumptions to make their point. For example if the going hourly rate for a programmer is $85, then use on $50 or even $40 in your equation.
If an executive saves money when the variable is $40 an hour, ask them to imagine how much they will save if the variable is what the going marketplace is paying.
Our prospects and clients are increasingly turning to ROI calculations to justify large capital expenditures.
Since this is the way executives want to buy, we must be ready to help them by having our ROI calculations prepared well in advance.
--
Make it a great day and a successful week!
Ron S. La Vine, MBA, President
Accelerated Sales Training, Inc.'s -
Live Cold Call New Business Development Sales Training™
Helping you Break into Large Accounts™
638 Lindero Canyon Road, Suite 283
Oak Park, CA 91377
818-991-6487 Office PST
818-519-3852 Mobile
818-991-5938 Fax
mailto:rslavine@ast-incorp.com
http://www.ast-incorp.com
Complimentary Sales Tips -
http://www.ast-incorp.com.com/free.htm
Join me at LinkedIn -
http://www.linkedin.com/in/ronlavine
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