We do not normally show video on Sales Training unless it is relevant to “Making Major Sales” However this video from Noah Hammond is something all Sales Trainers should be teaching their salespeople.
We are astounded at the amount of organizations who do not offer any type of sales classes to their staff, Sales manager training is vital if there happens to be a sales manager running the sales team.
How many businesses offer customer service training? Are you a sales person who has to search the internet to find out how to sell? If that is the case we suggest you talk with your employer and ask about some type of sales program that suits specifically what you sell. If you are in car sales, you need automobile sales training. It must be a sales class in making major sales.
How on earth can this happen? Opra Winfrey calls it a Racist moment, however I call it nothing out of the ordinary in business today. Sales people in retail are struggling all over the world.
This woman working as a sales person in a Zurich high end store walked away from a major sale.
For once this sales loss became world news. A ridiculously high cost hand bag, no doubt covered in glitter. The woman would not show it to Opra and indicated it was out of her price range. Unfortunately Opra sees it as a racist comment but this is standard practice in many stores world wide.
Sales people for some reason just make too many assumptions, they judge customers by appearance, possibly look at their race but generally these sales people have had no sales training and have never attended Sales Classes or have ever had the chance to attend a sales course of any kind. They may understand features of their products but have very little understanding on what their customers wish to buy. Unless they ask their customer questions how can they expect to sell high value product?
This episode in Switzerland is nothing unusual, people who sell high ticket items, especially in retail have no sales training, there Sales Manager (if they have one) has usually had no Sales Managers Training either.
Can you just imagine how this sales person in Switzerland must have felt after all this publicity? It is easy to criticize her but it is not her fault. I can guarantee she does not know the difference in sales skills between making a high value sale as opposed to a simple sale.Continue reading
by: Geoff Ficke
Making a Minor Product Usage Change Can Propell Major Sales Advances
In the middle of the 20th century pre-packaged foods and mixes were not as ubiquitous as they are today. Typically, a middle class home had a housewife present and preparing her families meals from scratch. The advent of mass-market consumerism would rapidly change this tradition.
General Mills was a pioneer in developing and selling prepared food products. The Company Marketed first offered a line of dried cake mixes in the 1940’s and the convenience that these products provided was thought to be a sure fire winner. Sales were initially acceptable but not sensational. General Mills Marketing Managers could not understand what the missing element was that would make sales sizzle.
The great Marketing Guru, the Austrian Ernest Dichter was hired by General Mills to analyze the prepared cake mix business. Mr. Dichter is credited with creating such Marketing breakthroughs as the Focus Group and Behavioral Science as applied to Consumerism. He began his analysis of the products and housewives reaction to them in his normal analytical fashion.
Immediately he noticed that though the cakes baked utilizing the mixes were acceptable, they were dismissed by many housewives as not being as tasty, or velvety as cakes baked from scratch using natural ingredients. General Mills was very aggressive in promoting that the cake mix powder contained dried eggs. Mr. Dichter saw an opportunity.
These are the times that try retailers’ souls. Unemployment is at a 14-year high, consumer confidence is at an all-time low, and the stock market has yet to mellow out. If you own a retail store, you’re not sure what sales numbers to expect this holiday season. Should the stronger-than-expected Black Friday sales give you hope that holiday goodwill could trump the much-vaunted bad economy and surprise savvy retailers with a healthy (if not spectacular) shopping season? Or will shoppers stay away from stores now that the Black Friday deals have come and gone?
Why not ignore all of this economic bad news, let your more positive way of thinking win out, and just say “no” to the recession?
I’ve been noticing lately that the restaurants I go to are still full of patrons. And when the ski shop in my town had its preseason sale, its parking lot was full. And a good friend of mine, a real estate broker, just told me she had one of her best months in three years. My point? People are still buying stuff, big and small. And it’s not like Christmas was cancelled this year, so people will keep on buying. It’s your job to make sure they are buying stuff from you.
In other words, you can no longer use the bad economy as an excuse for not doing well. In fact, overall retail sales are much better than recorded because of two simple reasons:
Retailers who have a successful holiday season will be the ones who simply tune out the bad news and do everything they can to keep their doors open.
Poor management puts stores out of business, not economic climates. Recessions reward the flexible and nimble. There is business out there to be had, and I believe sharp retailers can achieve great sales numbers now despite the economy. They need to adopt the attitude displayed by a store owner who recently posted in response to my weekly Q&A session, Retailer’s Advantage. He said, “We choose NOT to participate in the recession.” The more store owners who mimic his resolve the better.
To make the most of the slow economy, retail store owners should get back to the basics. Here are a few suggestions:
Bring them in with hot items. To get customers into your store this holiday season and after, you must offer them merchandise they simply can’t turn down. Stock your shelves with items that have the Wow Factor and thus send customers into an “I have to have that” or an “I must give that as a gift this year” buying frenzy. Once you’ve identified the “hot” items for the season, determine which ones are the best fit for your store. Then research which other stores in your area sell those products. If you can become the sole seller of a certain “hot” item in your area, you will be in great shape. Providing great merchandise that’s heavy on the “hot” items for a given period will be your trump card for surviving any recession. Don’t you forget it!
Make your store the place to get the best stuff. Too many retailers put price first and item second. Reverse it—always put the item first and the price second. But do remember, this doesn’t mean that you can stick your head in the sand about price. I was at the airport in Louisville recently, and as I was walking past the PGA store, I noticed they had a table out in front with some terrific buys. I was shocked when I saw a sweater I liked for only $9.99. I quickly tried it on and decided at that price I had to buy it. As I was checking out, a store employee suggested another sweater that was $39.99. And since I already had my wallet out I figured I might as well buy it too.
My point is that pretty much everyone has a hard time resisting a good sale. So, get in touch with your vendors and see what buys they’re offering for cheap these days. And don’t be afraid to do some negotiating if necessary. Many of your vendors will be willing to sell cheap because of the slow economy. By including items in your inventory that you’ve purchased from your vendors on the cheap, you’ll be able to tempt your customers to part with their cash.
Give them something to talk about. Strong businesses are built on word-of-mouth advertising. The kicker is that in order for word-of-mouth advertising to work, you have to get people talking about your store. A great way to do that is through creative promotions, eye-catching window displays, in-store contests, and of course, all that great merchandise. All of these things are what make you different from the competition and what make your store stand out in the eyes of your customers.
The holidays are a great opportunity to use promotional activities to excite your customers and generate enthusiastic word of mouth. For example, offer a discount on a certain weekend to anyone brave enough to come to your store dressed as a holiday-related personality or character. Or partner with a nearby bakery and offer delicious holiday treats for shoppers along with a coupon that gives a discount at the bakery to every customer who buys in your store that day.
Stay in front of your customers. If you don’t already ask your customers for contact information when they buy from you, now is the time to start. Simply following up with past customers to ask how they like an item they recently purchased, to inform them about an upcoming sale, or to offer them special discounts is a great way to capture the fruit closest to the ground during a tough economy. You’ll tempt them into coming in again and making a purchase without giving away the store.
The key to having your existing customers come back to your store lies in you and your salespeople mastering the Art of the Friendly Reminder. I have seen stores have huge increases just by requiring their employees to make follow-up phone calls to customers. For example, if a customer recently purchased new cookware from your store, have a sales associate follow up with her to see how she is enjoying it and let her know that you just received a great shipment of cooking utensils or cookbooks.
Introduce the discount-later sales technique. There is a relatively new promotional idea that is being adopted by many retailers with a great deal of success. Here’s how it works: A customer makes a purchase for a certain amount, let’s say it’s $105. Because she’s reached the sales mark of $100 or more, you, the store, give her a coupon for 15 or 20 percent off of her next purchase. The kicker is the coupon cannot be used the day of the initial sale and is valid for only the next six days.
These kinds of deals are proving to be very effective. They give customers a compelling reason to come back to you and come back soon, while that sweater or purse or espresso machine she thought about but didn’t buy is still fresh on her mind. In fact, studies show that the return rate on these discounts is over 70 percent. That is a pretty significant success rate that will help you bring in a bunch of customers who may not have come back at all.
Sell every person who walks through the door. Remember, it is your job to maximize every customer who walks through your doors. You might be rolling your eyes at the impossibility of that proposal, but these tough times require a change in attitude. And yes, you can do this without being too aggressive or pushy.
Keep in mind that if someone enters your store, the potential exists for him to buy simply because he is in your store. Take the time to train your sales associates on how to engage your shoppers without alienating them. Remind them that just selling one item to one customer is not good enough and that the store benefits the most when a customer buys multiple items. So, make sure the phrase “May I also show you our fill-in-the-blank?” becomes second nature to them.
I believe we are about to observe an unprecedented period of growth. But in order to take part in that growth, you have to be around to see it, and that means taking the right steps now. Block out the naysayers who say you can’t be successful in this economic climate and ignore your own negative thoughts. If you take on a positive attitude and stay focused on doing everything you can to please and impress your customers, you will weather the economic storm.
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About the Author:
Rick Segel, CSP, a seasoned retailer of 25 years, owned one of New England’s most successful independent women’s specialty stores. He is the marketing expert for Staples.com, a contributing writer for numerous national publications, and a founding member of the Retail Advisory Council for Johnson & Wales University. Rick is the director of retail training for the Retailers Association of Massachusetts. He is the creator of the Retailers Association of Massachusetts Awards of Excellence Program (RAMAEs) that has recognized over 50 of the most innovative retailers in the state.
Rick is currently serving on the Boards of Directors for five corporations and associations. After authoring and developing The Retail Technology Assessment Survey and The Retail Store Assessment Survey, online assessment applications designed for small- to medium-sized retailers, he created The Retailer’s Advantage, a membership website devoted to helping independent retailers improve their businesses.
CSP (Certified Speaking Professional) designation from the National Speakers Association, an elite rank held by only 7 percent of professional speakers. Rick is a past president of the New England Speakers Association, and he has been a featured speaker in 49 states, and on four continents, delivering over 1,900 presentations.
Rick has authored nine books, two training videos, and a six-hour audio program. Retail Business Kit For Dummies, published by Wiley, Inc., became the #1 selling retail how-to book in the United States in January 2002 and is now in its 2nd edition. Laugh & Get Rich: How to Profit from Humor in Any Business, published by Specific House, has been critically acclaimed as a must-read for its insightful outlook at our entertainment-based society and has been translated into Japanese, Chinese, and Korean. The Essential Online Solution: The Five Step Formula for Small Business Success, published by Wiley, Inc., is a primer for business owners on creating e-commerce success. He is also the author of Rick Segel’s Retail Inventory Control Solution: Open to Thrive and The 5,000 BEST Sale & Promotional Names & Ideas Ever Compiled and co-author of Retailing in the 21st Century. Most recently, he authored WOW Them Into Your Store: The Art and Science of Creating Powerful Promotions and Sensational Sales and Becoming the Vendor of Choice: The Secrets to Powerful Retail Relationships, both published by Specific House.
Rick also has tons of experience with the media and has appeared on TV, radio, and in many print articles. His down-to-earth, street-smart approach to business makes him a crowd pleaser wherever he goes.
About the Book:
Retail Business Kit For Dummies®, 2nd Edition (Wiley, September 2008, ISBN: 978-0-470-29330-0, $34.99) is available at bookstores nationwide and from all major online booksellers.Continue reading
The first step in achieving big sales is to make a list of companies who are really good and fit your company, products and services. The list will include all demographics and psychographics pertinent details of the companies, such as private or public, annual turnover, profit/loss, employee strength, nature of products or services, names and biodata of executives, reputation, if they invest in their people, etc. A list of about 100 companies will be adequate to start with.
Using this basic list, dig deeper and get more information about each of the companies by going through their balance sheets, industrial reports, news from print and digital media, and personal discussions with friends and employees and so on. Use this information to make a smaller list of about 25 big companies, depending upon the size and capacity of your own company.
Using this list as a starting point, scout around for selling opportunities for your products and services in any of these companies. When opportunities present themselves, start taking appropriate action by replying to inquiries, RFP’s, etc. and then follow it up.
New buying strategies:
Most big companies have changed their buying strategies. No longer is buying made by one-to-one contacts between the individual buyer and seller. Instead, big companies now have a team of executives to consult and decide on matters like change of suppliers or purchase of a new product or service or other similar matters. The buying team will have at least one high level executive and stakeholders from various concerned departments like finance, labor, R&D, IT, HRD, and so on. While typically executives have the power to say “yes,” they prefer to have all the stakeholders bless the decision. The object of this exercise is not only to make the correct decision but also to eliminate risks to the business.
The small-mid size company, which is the seller in this case, should also have its own team of executives and specialists, who will be able to interact with their respective counterparts and help to carry the discussions forward. This process offers many advantages to both the buyer and the seller in finalizing big deals satisfactorily.
In the matter of big sales, larger companies generally prefer to deal with other large companies and are wary of transacting business with small companies for various reasons. Big companies speak the same language, have similar systems and processes, and respect each other’s ability to deliver. In comparison, small-mid size companies have the advantages of more flexibility, the ability to innovate, make quick decisions, and to offer more concessions.
As a small-mid size company, you should be able to allay the fears of the big companies and highlight the various advantages mentioned above to ensure that the big sales are decided in your favor.
The benefits of making big sales:
It costs nearly as much to land a small deal as to land a big deal. By landing more and more big sales, small companies stand to gain multiple benefits such as increased market share, higher revenue and profits, as well as enhanced reputation among their clients and customers. With this approach many CEO’s have grown their companies at double the industry average in a shorter period of time.Continue reading
Here is a classic quote, if you are serious about selling make certain you understand it.
A customer is…
The most important person ever to enter your outlet.
A customer is…
Not dependent on us, we are dependent on him.
A customer is…
Not interruption of our work, he is the purpose of it. We are not doing him a favor by serving him, he is doing us a favor by giving us the opportunity of doing so.
A customer is …
Not an outsider to our business, he is part of it.
A customer is….
Not a cold statistic, he is a flesh and blood human being, with feelings and emotions like your own, and with biases and prejudices.
A customer is…
A person who brings us his wants. It is our job to handle them profitably to him, and to ourselves.
Too many times sales recruiters and hiring managers have no idea what they’re looking for in a new candidate before they start a new sales recruiting project. They will tell you that they do – they will even show you a written description of their ideal candidate.
But 9 times out of 10 their description will say something like:
“10 years industry sales experience calling all C level executives. The last 4 years must have been in sales management. managing no less than 10 reps with a total annual sales goal of $23 million.” etc, etc.
Pretty generic right? I’m not making this up. Do a search on any job board. For fun do a search on “software sales”. Read only the required experience for all 10 sales positions.
By the time you finish you’ll notice that they all say pretty much the same thing.
Let me tell you – most job requirements do not say anything about who you’re looking for to fill your sales job. You’re looking for the same person that every single one of your competitors is looking for – and you’re probably offering the same exact compensation package that everyone else is also.
And to top it all off it will be a total crapshoot if you hire someone who is successful in the sales job you’re recruiting for.
If you want to raise your chances of finding a good sales rep who will be successful with your company then you need to know more about the role you’re looking to fill. To do this start thinking about the sales reps first year.
Start with their first day on the job.What is the most pressing issue that this sales person must solve for you? What will they need to do in order to solve that pressing issue? What will the final outcome be once they solve this problem successfully.
Repeat this process until you have a list of at least 6-8 problems that this sales person needs to correct.
Only you can know what these problems are. If you don’t then you should find out what they are very quickly!
Once you have this list completed you can start to figure out the job requirements for your open sales position. You’ll be looking for someone who has been confronted with these issues in the past and successfully solved them.
That’s it in a nutshell.
You will no longer be looking for a “sales rep with 10 years industry experience calling on C level executives.” You’ll be looking for someone who has successfully solved your specific problems in the past. Someone who has “taken over a territory that has not achieved quota in 3+ years. The territory consists of contacts who are Vice Presidents of IT at Fortune 100 companies. The VP level contacts have accepted meetings but no reason to do business with your company was ever uncovered.”
So when you’re recruiting you’ll be looking for someone who has solved issues like this in the past. Someone who has turned around dormant target accounts and uncovered buying pains with prospects where non existed in the past.
This is just one example. Hopefully this can help change your mindset as we head into a new year of sales recruiting and team building!
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Being a salesperson is one thing; managing a team of several sales professionals is entirely another. Sales management brings more people in perspective along with a completely different set of goals. Thus, sales manager training is a wholly separate tract in business management education. Be that as it may, sales manager training is something which cannot be overlooked for it is the pivotal point at where business proficiency and management acumen must be fully demonstrated by the person in charge — that is, the sales manager.
Among all departments in a business, it is perhaps the sales department that has the highest turnover rate not just among the basic sales staff but also among sales managers. It is also the department that has the quickest rate of promotions and expansion. The sales manager position is therefore the most dynamic post in the business hierarchy and requires the most attention in terms of learning solutions and continuing education.
Hence, sales manager training is at a critical position. A good and sufficient training can provide an advantage for the company; however a training that is less than ideal may prove inadequate in helping sales managers excel in their businesses.
Focus on Managerial Skills
Most sales managers go up the ranks from being sales agents, to holding supervisory positions, until they get the managerial job either when the previous manager have gone further up the hierarchy, have left the company or when the business unit expands. Sales manager training should already be enacted at the supervisor level or even earlier among key sales personnel.
The primary learning requirement for upcoming sales managers involve augmenting their knowledge and skills to effectively perform their managerial duties. Most rookie managers have not been in a leadership position before. And the tools and know-how expected of seasoned managers are still all new to them. These include, planning skills, organizational skills, ability to motivate their respective teams, what to do during difficult situations — all these and more go into the content of sales manager training to allow new managers to adjust accordingly to their new duties.
Through sales manager training, the trainer brings together the novice manager’s new found skills and knowledge with his or her achievements and proficiency as sales professional. This brings about profound potentials that tend to improve performance of the manager and the sales team.
Discovering Strengths and Weaknesses
One additional benefit of training up sales managers is the opportunity to discover the strengths and weaknesses of the firm’s sales managerial talent pool. This allows higher management to adjust accordingly either at the individual level or as a team. A sales manager with a weakness on a certain area may be given additional training to help the manager improve. Otherwise, at the team level, certain adjustments can be made to let managers and teams complement each other’s respective strengths and weaknesses.
The importance of sales manager training cannot be watered down. A company that provides continuing sales manager training is sure to reap its benefits of a high-performance sales force.
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Across all industries, one of the major issues professional salespeople struggle with is proper time management. All too often, at the end of the day the professional salesperson can look back and feel as if they accomplished nothing of value. We evaluate three key tips to improving time efficiency and your mastery of time management.
Tip #1 Have your day planned out before you start.
As simple as this sounds, this is by far the biggest key. If you start your day without a plan, you are guaranteed to have an inefficient day. Don’t wait until the morning of to make your “To Do” list. Make it the day before, and when you get to the office or start your day, you will have already mapped out in your mind how you will go about accomplishing your list. Not doing so opens you up to all of the distractions the day can offer. Knowing exactly what you have planned to do for the day allows you to stay focused on the project at hand, and once you accomplish your individual task, you can then move on to the next one and power through an amazing list of productive activities. At the end of the day, you like all goal setters and schedule planners will be shocked at how much more you can get accomplished by planning your day in advance. Likewise, all time management gurus suggest that you plan your week before you start it, plan your month before you start it, and play your year before you start it. Without goals and plans, you are like a rudderless ship that will be unable to maintain its course over any definite period of time once distractions come your way. However, if you have long range goals and all of your activities point toward accomplishing them, you will shocked at how quickly you reach your goals. Start you day, week, month and year with a plan, and watch your productivity skyrocket.
Tip #2 Know your weaknesses, and find ways to limit their impact.
Are you the type that just HAS to respond to emails the moment they come in even if it takes you away from the project you are working on? Do you HAVE to take every call, even if it is interrupting your proposal time, cold calling time, or presentation time? Are you an IM fiend? Are you a cell phone junky? Does your desk need to be in perfect order before you feel you can start you day? Are you entirely too conversational and need to limit the length of your appointment times or “lunch dates”? Do you do too much random surfing on the net when you should be working? Day after day, professional salespeople let minor things get in the way of major objectives. The first step to solving this problem is to identify your weaknesses, and then find ways to limit their impact.
For example, if your email is a distraction, close the program while you work through your “must finish” projects. If you need to finish proposals or have some dedicated cold calling time, perhaps you need to turn off your cell phone, email, and IM for a couple of hours. Contrary to popular belief, the world will continue to operate even if you are not “ever-present” at a moment’s notice. Your emails will still be waiting for you, and so will your messages.
How can you possibly concentrate with the focus you need to accomplish your major sales objectives with constant interruptions? You CAN control the amount of interruptions you receive in many cases, but it takes discipline and will power to keep your weaknesses from running your schedule. Not taking control of interruptions in your daily schedule will cause your day to be chopped up with insignificant “emergencies” that can be dealt with at pre-determined periods. Identify your weaknesses, and make plans ahead of time to limit their effect on your day.
Tip #3 You set your schedule, not your clients.
On a daily basis there are typically a few major activities that must be performed in order to achieve success in sales. They may include a few of the following and more:
• Call backs
• Proposal Generation
• Follow-up to orders
How will you fit all of these in during your limited work hours, and in which amounts? If you do not know when you want or need to perform these activities, you leave your schedule open to the whims of each and every potential prospect you deal with. Top salespeople dictate their schedule. Not their clients. What does this mean exactly?
It is a huge temptation for salespeople to jump at the first opportunity to meet with a client no matter the time or place in the pursuit of the almighty “quota”. But does this make any sense at all? Over time you will have executives ask you to come in at 7 AM or 7 PM, so we come in early or leave late all in the name of duty and service. Do these opportunities work out? Are they worth your time, or are they more likely to be a greater interruption to the bigger goals you have in mind?
When you dictate your schedule, you will find your productivity will increase immensely. Try adding the following changes to your scheduling.
• Write pre-determined appointment times on your calendar, and fill them. Keep your clients on or around those appointment times so that you can set aside the time you need for other activities. Depending on your area and industry, you may want to schedule appointments for 10:00 AM, 11:30 AM, 1:00 PM, and 2:30 PM. The times do not matter as much as the reasons for setting predetermined time frames. Do you live in a metro area? Does traffic get horrific at certain times early and late in the day? Is sitting in traffic a valuable use of your time? Probably not. Set your appointment times at intervals you can run consistently and still be able to maintain a reasonable schedule. Doing so will allow you to “lock out” other time frames for your additional essential activities such as prospecting, returning calls, returning emails, etc…
• Block out prospecting times, and do not let them be interrupted. Perhaps the biggest challenge for professional salespeople is successfully blocking out dedicated prospecting time. We can get so caught up in taking care of “processes” that we can be distracted from our major function. That is selling! Who cares if your email is in perfect order and your desk is spotless if you haven’t sold anything? Exactly. Once you have blocked out appointment times, you should be able to plan specifically when you will be doing your prospecting. Block those times out, and do not schedule anything else. Turn off the cell phone, turn off IM, send calls to voice mail, and do whatever it takes to get your dedicated time to prospect. Your quantity and quality prospecting time that you set aside may very well dictate your success. By setting aside the time it deserves, you can insure your future success.
• Set aside time for communications. This may include all of the types aforementioned and more. Even though it is difficult for us to believe, it is acceptable to return emails, calls, IM’s, etc by the end of the day. We may live in a microwave society that expects instant reaction to requests, but we also live in a society that appreciates dedicated attention to details and problems when they are dealt with. By setting aside dedicated time to communicate, you can be completely focused on your client’s needs without the feelings of guilt that can be associated with being unable to concentrate of the important things of the hour. The best times for communications are the first thing in the morning, lunch hours, and at the end of the day. By dedicating time specifically to this activity, you will not be as tempted to let it interrupt your valuable appointment and prospecting times.
Implementing these three basic time management strategies of planning your days before they start, knowing your weaknesses and limiting their impact, and dictating your own schedule can potentially free up hours of your day, increase your dedicated selling time, as well as make your schedule more predictable and productive. The great world of selling is full of daily and hourly distractions, and it is up to the professional salesperson to limit their effect upon peak performance.
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Sales training is an entrepreneurial necessity. If your business is struggling to succeed, sales training can provide you with the skills you need to sell. And sales are what makes your business an economic success.
Entrepreneurs need sales training to carry them during tough economic times. The stronger the sales skills, the higher the chances of your business surviving during business uncertainty. Every entrepreneur takes a risk when starting their business, and investing in sales training can be one of the safest and most profitable investment risks. Sales training is an investment that lasts the lifetime of the business. It also provides the entrepreneur with a perspective on sales that can provide insight into developing a solid sales strategy.
A sales strategy must be able to survive during every business climate condition. Developing metrics to establish sales productivity levels is an important part of a long-term sales strategy. Without a productivity measurement system in place, an accurate measurement of sales techniques to sales performance can not be made. Sales productivity standards will be a benchmark to determine which particular sales process is worthy of the highest investment. Spending twenty-four hours cold-calling a thousand dead-ends will not have the same productivity value as spending twenty-four hours developing a solid customer relationship that generates one sale.
Sales training can help identify which sales processes are being handled most efficiently, and which are being handled the least productively. By participating in sales training, the entrepreneur can fully examine several sales methods and techniques for each facet of the sales process and determine which techniques and methods are the most productive for the company. Once productivity measures are set, and revenue-producing sales skills are mastered and applied, the business is positioned to be strong enough to weather challenging economic conditions. Productive sales skills applied faithfully in a well-planned sales strategy will replace valueless activity with strategic profitable activity.
A training assessment held in a Fortune 100 company for nine months clearly demonstrated the importance of developing sales skills through sales training. This study tracked changes of a trained sales team and an untrained sales team during a recession and found that untrained sales professionals had a 13% sales drop, whereas the trained personnel had a 17% increase in sales. There was little doubt that sales training was a safe investment when the research showed that trained sales professionals were 79% more successful at developing new leads than untrained sales professionals during a recession.
Sales training can give entrepreneurs the skills they need to survive in any business climate. Skills can sell when activity can’t. Developing productivity sales metrics early on in your business sales strategy is the first step to determining what skills should be considered when investing in sales training. Entrepreneurs know that every investment must go through a risk assessment. A risk assessment of sales training will show you that sales training is an entrepreneurial necessity to reach long-term economic success.
For more information on sales training or to contact us, visit our website – http://www.sales-training.net.au
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