How Do You Deal With Customer Rejections?
How Do You Deal With Customer Rejections?
By CJ Ng
Practical Tips for Sales People:
How do You Deal with Customer Rejections?
Here’s the situation. You had made your sales pitch, and you believe you did a good job. From the customer’s responses, it seems to you that they really like you.
A few days later, you find that there’s no response from the customer. They didn’t reply your e-mails, and seemed not to have time for your follow-up calls.
Then, the bad news came. They’ve chosen someone else, despite the fact that you really felt that you were the best possible solution for them.
The question is: what do you do next, and how do you deal with this rejection?
No matter how good or how experienced you are in sales, you will still have customers who will say “no” to you. In fact, if you haven’t had a rejection by a customer, you probably haven’t done any selling.
However, as human beings, we would like to be accepted rather than be rejected by others. When someone rejects us, we feel hurt. And the more time, energy and effort that we put into a deal, the greater the hurt if that someone or some company rejects us. Ouch!
The worst thing you can do, in response to that hurt, is to be a sore loser. That is you tell the customer that it’s their loss and they had missed “a great opportunity” for not working with you. Even if they have below-average intelligence, they know you are crying “sour grapes”.
The other thing you shouldn’t do is to commit too much time to try to win back the deal. As a sales person, you job is to influence the customer BEFORE they made the buying decision. The moment that decision has been made, it’s unlikely that they will change easily. It’s better to commit your time to win the next deal.
So is there just nothing you can do to soothe the hurt of the rejection?
If you have lost the deal, here’s one way to lose graciously. You can tell the customer:
“I’m glad that you found a more suitable vendor. If there’s one thing that we should have done better to make us more suitable for you next time, could you tell me what would that be?”
Most customers will not even reply to this question. Others may just reply politely without telling much about how you should have done better.
However, doing so leaves the door open for future possibilities. If the customer knows that you can be humble, and are willing to take suggestions, they are more likely to give you more chances in future.
While overcoming the hurt and disappointment of the rejection, you are also better positioned for the next deal with this customer.
By c.j. Ng
c.j. is the trusted sales advisor who have helped international companies achieve quantum improvements in sales profits in China and beyond. He is also the 1st-ever sales trainer and consltant to speak at the American Society for Training & Development (ASTD) International Convention.
Visit http://www.psycheselling.com/page4.html for more details.
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Popularity: 5% [?]
The Top 10 Ways to Integrate Field Sales With Inside Sales
By: Jim Domanski
Do your field and inside sales team work harmoniously with one another or do they operate unto themselves in separate kingdoms?
Unfortunately many inside and outside sales teams exist in open conflict with one another vying over accounts, sales and territories. The time and effort it requires to handle the subterfuge is simply not worth it. Not only does it impact the morale of your reps (and your company), it affects the relationships and perceptions of your customers and prospects, not to mention your sales revenues.
Inside sales and outside sales can and should work in unison to produce stellar results. Here are 10 ways to bring these two powerful sales teams together and maximize their results.
1. Report to a Single Executive
If the field sales team reports to a sales executive and the inside sales team reports to a customer service or operations executive (as it often does), conflict is inevitable. Each department has different priorities and there are bound to be clashes. But the moment a single sales executive is made directly accountable for the results both teams is the moment that the squabbling ends and entire department begins to fire on all cylinders.
2. Develop Blistering Clear Plans & Communicate
The biggest battle with inside and outside sales teams is ‘who handles this and who gets credits for that.’ While there will never be perfect division of accounts and territories take the time to think and plan your approach. Marginal, inactive and geographical remote accounts are perfect for your tele-sales team and will force you field sales team to focus on priority accounts.
Explain the rationale in writing so it is indelible to them and to you! If accounts are given up or traded, reduce sensitivities by paying double commissions for three or four months. This step will save you hours of needless conflict and help make the transition smoother.
3. Compensate and Motivate in Like Manner
You do not have to pay your inside sales team exactly the same as your field sales reps but you must pay in ‘like’ manner. If your field sales comp program includes base, commission and bonus so too should your inside sales team on a proportionate basis. This strategy reduces the ‘have’ and ‘have not’ mentality.
If there is a sales contest, make certain inside sales is an active participant and ‘mind the gap.’ Avoid the temptation of offering lavish rewards (e.g., the trip to Vegas or Hawaii) for field sales and offering pathetic rewards (toaster ovens or movies passes) for inside sales. If the recognition gap is so vast- and it often is- it sends a resounding and discouraging message to your inside sales team.
4. Create an In-to-Out Career Path
One of the best strategies is to develop a career path where you inside reps can be promoted to outside reps; a farm system. This will do several things. First, your inside team works harder and smarter for a chance at achieving an outside sales position. Second, the cost of recruiting and selecting a field rep is reduced dramatically. Third, the customer barely notices the transition because they get an experienced, knowledgeable rep. Finally, once the inside rep becomes an outside rep, the integration process becomes much more complete.
5. Attend Conferences, Trade Shows and Other Event, Together
Tension, frustration and confusion are reduced dramatically when the sales teams meet together at the same events, conferences and trade shows. Typically they have to work as a team on the trade floor. They begin to bond at lunch and dinner. They ‘play’ together in evening. It works if for no other reason then they get to know one another.
6. Attend Sales Meeting Together
This is so obvious that it is very often overlooked. Integrate inside and field sales by having them attend the same sales meetings. Have them participate, present results and be held accountable to one another. If the team is geographically spread out, have a conference call so that communication is fostered. If you have a sales rally or president’s club, make absolutely certain that both attend.
7. Train in Exact Manner
If training is required train the teams together. For example, ‘boot camp’ training is a great way to get reps to bond together from the get-go. If you have skills or knowledge training sessions throughout the year, pull your teams together. Do NOT train inside and outside teams separately.
8. The Day in/Day Out program
Here’s one of the best tips to pull your teams together. Every quarter or every six months have the outside reps spend a day on the phone with the inside rep. Have the inside rep spend a day on the road with the field rep. In short order, each rep will have a great appreciation of the job and one another.
9. Do Not Tolerate, Excuse or Permit Saboteurs
Here’s the cold hard truth: depending on your situation and environment, you can expect that some reps will seek to sabotage the efforts of others. A saboteur is a rep who subconsciously and often consciously, seeks to wreck, dilute or cheat the policies you have established. For example, a field rep might say to customers, “I can’t deal with you any more. You’re stuck with an inside rep” and thus taint the entire program. Equally, an inside rep might remark, “Your field reps never visited you in the first place, so I’m your new account rep” which simply shows the customer that your sales team is on shaky ground.
Sentiments like these will lose you customers in a heartbeat. Deal with these saboteurs quickly, efficiently and if necessary, brutally. Stick to the policies. Do not tolerate belligerence because it will fester and spread.
10. Be Vigilant and Keep Your Word
Continuously monitor the integration of your teams. If you get wind of dissension, act fast and deal with it. Get your managers together and talk. Don’t ignore the situation.
Above all, keep your word. Beware the temptation to change the rules as you go because it will have a significant impact on sales results, morale and customer satisfaction. Walk the walk.
Popularity: 5% [?]
How to Hire a Sales Superstar
By: Andrew Botieri
With the economy making a slight comeback in the first quarter of 2010, several of my recent coaching work with my clients has been concentrated on improving upon and/or adding to their current hiring efforts. During our calls, we’ve been discussing the challenges they are facing during their hiring and interviewing process for sales and service professionals. A re-occurring theme was their lack of formal training in their own interviewing/hiring skills. Let’s face it…if you don’t interview for a living, like a recruiter, then it’s easy to become “atrophied” in this process. In addition, if you don’t have time to practice your interviewing skills, then you’ll continue to make hiring mistakes. Let me pose a question to you…can you afford to continue to make hiring mistakes? Have you calculated what it costs to hire a replacement, especially in this challenging job market?
Here are some of the common mistakes that are made by interviewers:
1. The expression, “First rate people hire first rate people and second rate people hire third rate people” should say it all. The insecurities or confidence of the interviewer will show in their hiring process, especially if the position is within their own department.
2. Not having a formal job description. The only way you can “inspect what you expect” is to set the expectations with a written job description. This allows each candidate to know what is expected of him or her and creates personal accountability.
3. An inadequate screening process. Utilize a telephone screening process before bringing a candidate in for an in-person interview. Your time is valuable. I use a formalized telephone questionnaire to give me a “snapshot” of the foundation of each candidate. If you would like a copy of this questionnaire email me.
4. Brush up on your in-person interviewing skills and the types of questions you want to ask. Ask questions that illicit an emotional response vs. the responses they think you want to hear. After a candidate response to your question, follow that up with “How did that make you feel?” Do you have a written list of questions to ask each sales/service candidate? If not, ask me for one.
5. Not utilizing a second opinion. If you feel you have a strong candidate, ask one of your managers or a top sales/service professional to meet with the candidate for a “mini” interview. This gives you a second set of eyes and eliminates the “halo” effect. The “halo” effect is when you are “blinded” during the interview process when the person reminds you of yourself.
6. Not checking references thoroughly. When I ask my sales/service coaching clients ‘who handles their reference checks, some of them say their assistants’ do the reference checks. OUCH! If you are being held accountable for your hiring decisions, then you need to be the one who does your own reference checks. Your assistant may miss some crucial information or miss what the reference is saying “between the lines” that could save you a big headache down the road.
7. Utilize assessment tests for every new hire to find out what motivates this individual and what their work habits are like before you hire them. It can save you a lot of angst later on. Email me if you’d like information on the assessment tests I offer my clients.
By implementing these seven key areas in your hiring and interviewing process you will eliminate the chances of making a bad hire. Remember….hire the “right” person the “first” time!
TPP Tip: Before you conduct a telephone interview, know what you’re looking for in each sales/service position you’re hiring for. If the candidate sounds strong on the telephone, immediately set up an in-person interview. Don’t let them get away. In addition, do your homework before the candidate comes in, by reviewing their resume and making notes in the margins about questions you may want to ask, aside from your prepared list of formal questions. Most importantly, take the interviewing process very seriously, because the success of your sales/service company and your career depends on it! If you’d like more information on hiring a sales SuperStar or other sales interviewing tips please email me.
Popularity: 5% [?]
How To Measure Sales Success
How To Measure Sales Success is the question on most sales managers lips at this moment in time when every sales is vital, alongside measuring those who are delivering in your team.
Companies most likely to thrive are those that scrutinize their strategic sales-management plans, from forecasts to pipelines. They look hard at the cost of sales, percentage of market share, salesperson-effectiveness ratios and customer lifetime value. Conversely, companies that struggle often lack such blueprints.
Effective plans require combining an organization’s goals with the individual salesperson’s business plan with a set of metrics designed to gauge everyone’s progress in meeting those objectives. The fundamental metrics to include in “dashboards” for measuring sales team effectiveness:
Accuracy percentage for monthly forecast, by salesperson
Dollar or pound value of pipeline by stage; number of opportunities by stage
Dollar or pound value of pipeline ratio to future monthly quotas
Actual sales activity compared to a defined set of standards
Average order value
Win/loss percentages by salesperson
Beyond the Basics
As you continue developing your dashboard, consider additional metrics such as:
Value of net new account sales as percentage of total sales for month and year to date
Existing account sales as percentage of total sales, month and year to date
Salesperson profitability to sales volume
Revenue per current customer per year as percentage of total sales
Cost per lead by source
Sales-cycle time from initial contact by salesperson to decision
Number of days with sales outstanding, goal vs. actual
Blended billing consultant rate, goal vs. actual
Realization consultant rate, goal vs. actual
Utilization consultant rate, goal vs. actual
Consultant backlog days, goal vs. actual
Direct sales expense as a percentage of volume, margin and quota
Looking Ahead: Leading Indicators
Leading indicators are activities or ratios that can predict revenues at least 60 days out. While simply looking at future pipeline values can provide a similar forecast, these indicators are also useful. In most cases, certain events early in the sales cycle are most likely to lead to high-percentage sales opportunities. If these begin to fall, future pipelines and revenues will probably do the same. Potential leading indicators include:
New-prospect calls made per week
Face-to-face sales calls made per week
Subject-matter expert or pre-sales tech-support calls made per week
Discovery calls made per month
Demonstrations and executive presentations made per month
Graphs comparing these numbers to dollars booked or margins generated help salespeople see the relationship between indicators and results. Finally, the ultimate goal is improving ratios and results each month and each quarter-not simply tracking them. That’s the real reason for developing a dashboard and the real route to success.
Ken Thoreson, Acumen Management president, is a recognized sales management thought leader with more than 20 years of software/technology experience, including 17 in niche market distribution with emerging and high-growth national companies. The sales management strategist is regarded worldwide as an expert in sales execution, channel management, revenue generation, sales analysis, forecasting, recruitment, and training within the sales function. Prior to founding AMGL, he led development-stage, entrepreneurial, and $250-million national vertical software sales organizations as vice president of sales.
Ken is a frequent speaker and keynote presenter at major industry conferences, including Microsoft Worldwide Partner Conferences, Cisco Systems Worldwide Partner Conference, Sales and Marketing Executives International Conference (SMEI), CA World, TechData/TechSelect Member Conferences, Ingram Micro’s XChange Conferences, SAP Partner Conference, SolidWorks World, Gartner IT Visionshare, CompTIA BreakAway, and NASBA Management Academy. He has authored two books and many articles spanning a variety of sales management topics, which have appeared in Personal Selling Power, VARBusiness, Reseller Management, Business Products Professional and SmartReseller. He is currently a columnist for Redmond Channel Partner Magazine.
Popularity: 44% [?]
Sales Manager Duties: Is being on Twitter one of them? Here are 10 Reasons why it should be.
Sales Manager Duties: Is being on Twitter one of them? Here are 10 Reasons why it should be.
As a sales manager your duties are many and varied never more so than now in the new business economy. The question is will updating Twitter be one of them.
Now that is an interesting one. Am I on twitter? the answer is yes. Have I found any value? Actually yes. For another part of our business.
The value of twitter is really rapid communication in 140 characters or less. Now that really does focus the mind.
The question I would ask you is what would be your outcome for signing up for twitter be is it part of your overall long range plan or strategy?
If it is then go for it. If not could it be?
Lets just think of some top reasons Twitter could help you:
1. It generates leads for you. Period. People you can then direct message. How good is that!
2. Its friendly to techno phobes and non geeks.
3. It gives free advertising to you, your product or service no outrageous PPC fees or yellow page advertising. Basically it costs
nothing to join.
4. You can search for contacts using an advanced search.
Type in a key word and it will bring up all the conversations going on with that word..amazing?. So say you are interested in
one particular type of customer e.g. real estate put that in your search.You will then see a list of people.
Have a look at them and their profile if they look interesting follow them. Top tip follow the people they follow as well.
5. The law of reciprocity works. If you follow some one they will follow you back. Therefore a potential new customer. It is one
of the easiest ways to develop a tribe of followers
6. Building relationships to create wealth. Easy to do with Twitter. Don’t just twitter about your product all the time with
every tweet…boring and a great way to switch people off. Reveal a little more about you. What you like doing.
Share some free resources, top tips.This way you wiil get noticed.
I unfollow people who straight away say ” go and look at my free report” Long term sales growth comes from building
a relationship first never forget that
7. Use your communications i.e. Tweets as a way to add value to potential customers.Use somethin like www.tinycc.com to short url websites you are sharing. This will save you lots of characters!
8. With a focussed attitude it does not take much time. Check out ping.fm.
Sign up for a free account. You can even manage to tweet from your phone by SMS text in you live in the US.
In fact with ping.fm you can link all your social network accounts.
9. Make sure you have a compelling bio that draws people in and ideally a website url that offers something of value.
10. It enhances your brand helps people get a sense of you and your service. Costs very little time or effort.
It is really easy to sign up to. A top tip is go and get yourself a google mail account it is really easy to do and will help you stream line all those people that start following you when you sign up to twitter.
There are many guides out there about twitter. PLus some different software programmes some free and some paid that help you generate followers on auto pilot. Easy Tweets is one that is very popular.
Then log in and either use your own name as we do or?? why not use a keywod that is associated with your product or service offering.
So that is very much top line. to get you started. I have linked to a couple of low cost resources you can buy.
One a guide with instructional videos.
The other some software to fast track your results.
Or just google twitter advice or guides. It will get you started.
To you and your teams success
Best Wishes
Denise and Sharon
Popularity: 70% [?]
What Does President Barack Obama, The Principle of Cause- Effect and Sales Managers Have in Common?
What does Barack Obahma, the principle of Cause-Effect and Sales Managers have in common you may well ask?
During the November Presidential campaign, the principle of cause and effect was often employed by Barack Obahma. There’s a great lesson here for any sales manager not just new and aspiring sales managers!
As with most political campaigns, there seems to come a time when one of the opponents begins to criticise professionally and often very personally their fellow opponent. Sometimes it seems with little regard for the feelings of others.
There were times in the recent Presidential campaign when Presidential nominee Barack Obahma was criticised for his inexperience, lack of depth regarding policy detail and his views on foreign affairs to name a few.
Often in these situations, the recipient of the initial verbal attack launches an equal if not more critical response.
The now President Barack Obahma was an exception. Even in the face of recommendations from his campaign team to some heavy criticism, President Obahma stood firm and refused to respond. He did not want to allow himself to get thrown off track or message and be at the effect at what was happening in his environment.
Rather, his chosen response was to focus on his own campaign and “key messages”.
This was all part of a well thought out plan, where the “Effect”, was to win the Presidential campaign.
In order to do this, Obahma and his team researched Presidential campaigns dating back to J. F K’s
campaign and included the speeches of Martin Luther King. The team identified what they believed were the key success factors that ‘Caused’ a Presidential nominee to win the election.
Then they designed their campaign strategy and implemented it. One of the ‘success factors’
identified was ‘Cause and Effect’.
In simple terms;
Focus your efforts and energy on what will ‘cause’ you to get the results you want. Stop yourself from reacting to and being at the ‘effect’ of what is going on around you.
Back then to my original question.
What does President Barack Obahma, the principle of Cause- Effect and Sales Managers have in common?
It can be easy as a Sales Manager to allow yourself to be at the “effect” of others in your peer group,
senior management, your own team, even clients.
For example, at the moment you might find some of your management colleagues having a conversation about how “difficult” times are right now. Maybe even saying, “How hard it’s going to be this year to hit sales quotas and targets”.
A Sales Manager, like any other person, has a choice.
You can either, join your colleagues and allow yourself to be at the ‘effect’ of what is going on globally right now. OR, you can focus your energy on the “cause” and what are the key things you will do and actions you will take to move your business forward.
Managing and Leading a successful Sales Team is an ‘effect’. It has specific causes.
Find a successful Sales Manager and ask them ‘What are the key things they focus on that deliver results?’ Then go and do those same things. If you implement the ‘Cause’, you will ultimately get
the ‘Effect’.
Thinking then about your Sales Representatives, the same ‘Cause, Effect’ principle applies.
Millions of people are involved in the fields of Sales and Sales Management. Sadly, the vast
majority are unaware of the ‘Cause, Effect’ principle. When they are, few truly understand it and even fewer use it.
Now you understand the principle, let me ask you a few questions.
What will it mean for you in terms of how you now generate sales with your team?
What will you do differently?
When will you start?
How will you share this principle with your Sales Team?
To your success
Sharon
Popularity: 44% [?]
Oprahs Business Mantra
This last weekend in the UK was not the best for weather. At least not in the lakes! So I decided to have a bit of a clear out. Very therapeutic. In the process as normally happens a couple of articles from one of the women’s magazines caught my eye.
It was from one of my favourite business people and a great role model. Oprah.
I am sure many people are aware of her various struggles in life. As one of a handful of billionaire business women across the globe she is worth listening to.
Putting the basic business building practices to one side for a moment. It is always worth exploring what different peoples “mantras” are. What they believe in and have experienced as being truths for them.
If you attend any seminars on building a business or being successful you will be advised to read books and articles by successful people who have done what you want to do. They are an inspiration of course. Yet also they give great insight to the mindset to develop and nurture that will bring you the results you want and deserve.
The thing is to be successful it starts with you. As a sales manager and director on the frontline for many years I discovered it all starts with me. My mindset, what I believe. The thoughts I think. The passion and desire I live. Then how I actually act on all this or not.
So read and enjoy Ophrah’s top 15. Some will resonate and some won’t. …and that is ok.
1. What you put out comes back all the time .No matter what.
(Oprah’s creed!)
2. You define your own life don’t let others define your script.
3. Whatever someone did to you in the past has no power over the present.
Only you give it power.
4. When people show you who they are believe them the first time
(A Lesson from Maya Angelou)
5. What you believe has more power than what you dream wish or hope for.
You become what you believe.
6. Worrying is wasted time. Use the same energy to do something about
whatever worries you.
7. If the only prayer you ever say is thank you, that will be enough.
8. The happiness you feel is in direct proportion to the love you give.
10 Let passion drive your profession
11. Every day brings a chance to start over.
12. When you don’t know what to do get still the answer will come.
13. Trouble don’t last always
14. Trust your instincts. Intuition does not lie.
15. If you make a choice no one agrees with your world will not fall apart
To you and your teams success,
Denise and Sharon
Popularity: 32% [?]
6 Ways Sales Managers Get Organised
Organising yourself at work is easy. It’s a great feeling to be organised don’t you think? My suspicion is if you have found this article on the blog you are on the up and up.
Why because the first sign of people moving forward is they have a keen desire to get organised. So well done you.
I remember all too well as a sales manager how difficult it was to actually get everything done. Not only your own job, but what also feels like all the team as well. Or is that just some days.
After many years of trial and error I thought I would share my top tips. I have honed these over the last few years with a little help from my friends. It’s not about lots of lists either though that is something I would advise.
So if you are really serious and want to see and experience a difference read on and give it a go
Let’s start at the very beginning.
1. Know your goals and your companies
One of the number one reason people are disorganised is because they don’t know what their priorities are. Usually because they don’t know what they are heading towards. As an experiment. Get a piece of paper and pen (or better still put it in your note book) Write down your top 5 outcomes that you want to achieve this year.
This could be:
Raise the team product knowledge
Improve my management knowledge
Increase the number of contacts made with customers.
Have at least one of my team promoted
Increase the market share by 5%
Get myself on the next IT project team etc
Then commit to do one thing a day that takes you closer to this. It does not have to be huge either e.g. It could be reading for 20 minutes to improve your management skills. Like reading this article for instance.
2. Spend the minimum amount of time on email a day possible
This might be a challenge at first! I know. We complain about it and we all love to see what’s going on?
In the new economy it is the biggest stealer of time. How about checking it twice a day and minimise it to 10 minutes max.
3. Speed up! And Get up
This is a new strategy I am having a go with. It’s working to. Let’s be honest as working in a sales environment we all like to tick things off. I have learnt this from a guy who suggests just testing it and seeing. Just do something as fast as you can. Check for errors. Hey presto there you go. Of course this is better for the admin type tasks.
My experience is that it really gets things moving and will actually free up time. Which you can then use on the important things like getting into a conversation with your team.
The other thing is getting up early. You may well do that already, if so great. If not, be outrageous and get up at 5am for a couple of days. I actually spend time doing me stuff. Boring maybe, I take the dog for a walk, read a book etc. So when I sit down at my desk I am relaxed energised and ready to really go for it. This is one strategy that results in me getting so much more done.
4. Plan your day in Time slots
This may sound a bit of a pain and trust me it is so well worth it. Plan out what you want to do preferably the end of the week before. Allocate blocks of time. It’s a great way to test if your speed strategy is working. Read you list every night before you finish to give your unconscious mind a chance to work on it overnight.
Then wait and see what surprises it has in store for you the next morning. What is great is that when you have done this for a couple of weeks you will realise what is actually important and is making a difference to your sales results and your stress levels.
5. Delegate whenever possible
As a new sales manager we are often nervous about losing control. So we think we have to do everything ourselves. Not so. Your team are very capable. Why not ask them to take responsibility for a couple of things. It will also give you the added bonus of being able to build rapport with your team even quicker.
6. Lists Files and Folders
At last what you thought I had forgot. Being able to put your hand on something just when you need it is a great way to reduce stress levels.
It is an obvious thing to do. It might surprise you that not every one has a folder and a label for everything. If you are reading this article you probably want to make a change. Why not allocate a day to clear out your folders files and desks. Re organise in a way you can find things. It’s worth giving yourself the gift of that time.
Next up. Make a list. And align it with your plan. Whether that’s a 30 or 90 day plan.
If you have a list that can be used again file it. E.g. Do you run regular team meetings? I expect as a sales manager you will. Why not have your list of everything you need to take. I even used to have a crate in the garage where I kept all my team meeting stuff. You know marker pens. Toys! (Team building can be fun as well you know)
If you are more of a geek. Great, use the many systems available to you. Ask friends what they use and find useful. Most people love sharing their ideas and new finds.
Well this change your life overnight? Who knows. Don’t organise yourself to quickly who knows what might happen.
To you and your teams success,
Denise
Popularity: 28% [?]
Sales Goals 2009: What’s possible: Part 3
So 2009 is the year that you and your team will have your best year ever, as you realise what is actually possible for all of you.
You have decided to Think big and to continue to apply that tissue that is inside your head to do some serious thinking. You see business growth can be quite simple if you follow a process. What often happens though is sales people and their managers lose focus and go off at tangents.
The simple remedy for this is planning. I know for many sales managers this is when you run the other way. Let’s be honest here, no truly great business was ever built without a strategic and tactical plan. Now don’t panic it is so much easier than you think. Break it down.
What are the big chunks?
What month?
What are the key actions?
What are the main priority goals?
Which one will give you the greatest impact quickly?
Which one is cost effective?
Plan the activities by month and week. When you do this it focuses the mind on what really is important.
It is actually good fun! Because you are taking action. Guess what so few people do it that you automatically increase your chances of success.
Did you know that less than 10 % of the world population have their goals written down?
I know from my own experience . The years sales were huge we had a plan. The years it didn’t quite go the way we wanted was at the beginning, when planning was the last thing on my mind!
At the time as a new sales manager I was so desperate to be a success and hit target/quota I was like a headless chicken. Not really thinking things through. Scared to ask for advice and wanting to be flexible to jump on any opportunity that came along. Without really thinking through the consequences.
I was deluding myself. How can you tell if you are off or on track without a plan?
With so many distractions today how do you keep focused on the 80/20 rule and maximise your time on the job? and still have time for family and friends?
Plans take thought, and investment of time and sometimes resources. Rome was not built in a day or for ten quid. You might need to invest more of your time in your people coaching and helping them. Perhaps ask your boss for some extra budget. If you have a plan and a reason you just might find they agree.
So 2009 has started. Forget 2008 don’t beat yourself up about what did or did not happen. Start afresh you deserve it. Because different results always start with what you are thinking now.
You have an idea/desire about what you want you think about it, you see it in your mind . Other people have achieved it so why not you? Things start to happen and appear. You take action and down the line the faith and belief you have delivers the results you truly deserve.
Here’s to a great 2009 for you and your team.
Have a great weekend
Best Wishes
Denise
Popularity: 36% [?]
Sales Manager Challenges: Motivating Your Sales Team Part 1
Sales manager challenges will be the subject for the next few videos on the blog. Starting with motivation.
I have split this into two parts. So it is easier to digest and gives you time to process the information and the implications for you and the team.
There are key leverage points for sales managers to truly be high performing. One is the ability to be able to ” motivate” and “inspire” your team to success. The others include helping them build their skills and mindset to become unbeatable …and not just when you are there.
Getting the right people in position and then coaching them to success is vital. So OK you might not have recruited them so where do you start to improve their perfomance….and ultimatley your?
Check out the video and post your comments on the blog,
Have a great weekend,
To you and your teams success,
Sahrin and Denise
Popularity: 44% [?]
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