Sales training for entry level sales reps can take an eclectic mix of sales techniques and sales management skills from a background of contradicting sales and marketing experiences and formulate them into a dynamic sales team that is conditioned to consistently meet your company's strategic sales goals. If your sales manager is trained and skilled at hiring entry level sales reps that strive to reach their fullest potential, sales training can fuel performance results.

Hiring sales managers often pride themselves in having the intuition to hire sales representatives that are driven to succeed. Companies pride themselves in their policy to hire young talent that can be molded to grow with the firm. Being driven and being molded can cause explosive and terminating conflict if left alone. However, systematic sales training can turn the potential conflict into a synergy that drives performance growth adhering to company standards and strategies.

Lead generation, customer relationship building and management, presentation methods and closing skills all have a direct effect on the company's image and marketing and branding strategies. The task of sales representatives is to represent their company. Personality is a must, but it must be integrated into systematic sales procedures for your staff - and not merely at the data documenting stages. By choosing sales courses for your sales representatives that are aligned with your business practices and business strategies and culture, your sales team can be driven to reach your target sales goals while maintaining the company image.

Group sales training is an effective strategy to keep the sales representatives growing as a team. However, it can be stifling if the chosen sales courses are not challenging enough for all team members. Sales programs and sales courses must be carefully selected to provide a challenge, and not a redundancy. Group sales training followed up with individual training will also serve to reduce company turnover. The sales reps will see the training courses as personal gain, and the perception of job worth will increase. Individual training sessions will also prove to your sales representatives that you are committed to their individual professional development within your organization.

Sales training for sales representatives can parent your sales rep team to grow from infancy to corporate excellence as defined by your corporation. Sales training motivates sales reps and gives them the skills to best represent your company and increase your company's revenue. Sales training also proves to your sales rep team that you are dedicated to contributing to their success. With carefully selected and systematic sales training, new sales reps can turn into masters of sales that will keep your company outperforming your competitors.

Author: Tim Williams

About the author:
Tim Williams founded Deakon Pty Ltd. in 2004 to provide professional Sales Training, Sales Courses, Sales Programs, Sales Training Courses and Sales Recruitment Services in Melbourne, Sydney and Brisbane. Tim is as a leader in the Sales Training industry in Australia.

Article source: Free Sales Articles.

There are 2 people in my house who are addicted to Christmas mandarin oranges. Me and my lovely little black dog. (Yes - she thinks she's a person!)
We're discerning Christmas orange eaters. We wait for them anxiously as soon as Halloween is over.
I prefer the Japanese oranges (fewer seeds) and my little black dog...well - she supports my choices. (Mainly because I'm the girl who peels them for her!)
I was stocking up on my weekly box of oranges when I spotted it.
A pile of smaller boxes, with miniature oranges inside.
Small, delicate little oranges that said 'Mini Honey Oranges.'
So I bought a box.
And after ONLY ONE I was a convert.
As in - I will NOW ONLY EAT mini-honey Christmas oranges! (My little black dog has also decided these are a HIT)

How Can A Customer Change Long-Term Habits So Quickly?
Easy. You try something better.
These new little oranges not only taste better, they have thinner skin, less waste, no seeds and the flavor is out of this world.
Plus - they are darn cute! (My niece informed me when she saw the oranges that I definitely am the coolest aunt EVER)

What Needs To Be 'Mini-Oranged' In YOUR Business?
Listen - Christmas oranges just aren't that exciting.
But they have been MADE exciting by changing it up.
I didn't even KNOW that I needed mini-oranges until I had one. (Now I've switched
a 42-year old Christmas habit!)

What Else Have I Changed My Mind On?
� Spanx vs normal Lycra nylons
� Nailpolish remover in a jar with a sponge vs the bottle and Kleenex
� A rhinestone stapler vs a boring one
� Blow Driers with retractable cords vs wrapping a cord 10x
� Oooooh the list goes on and on lady!
I really don't care if you think you have a boring product or service.
You need to change it up. (And SOON I might add!) Your business depends on it!

Customers Are Wanting What They Didn't Know They Wanted...
Sip your tea and think about THAT for a few minutes.
I Double Diva Dare you to give your products and services a TWIST.
Your bank account will thank you.
So there.
Love From Your Bossy Sales Diva and Her Orange-Eating Dog...
Kim

Author: Kim Duke

About the author:
Kim Duke, The Sales Diva, provides savvy, sassy sales training for women small biz owners and entrepreneurs. Kim works with clients internationally, showing them The Sales Diva secrets to success! Sign up for her saucy and smart FREE e-zine and receive her FREE Bonus Report 'The 5 Biggest Sales Mistakes Women Make' at http://www.salesdivas.com

Article source: Free Sales Articles.

What does value mean? When addressing this fundamental question I first thought about its relationship to money which got me thinking about when money was invented and who invented it. Internet to the rescue�

What is money?

Money means different things to different people - to you it may mean coins, notes or credit cards. To some people in developing nations it may mean beads, shells, acorns or human toes. In short, money is whatever we think has value.

So who invented it?

The first written records of the use of money date from 1200BC, in the area of land now known as Southern Algeria, although then it was covered with water. Inscriptions in stones record that 'twelve shekels' were paid into the bank account belonging to Algar Hammurabi, in return for 'use of his daughter'. Twelve shekels in today's money would buy you hundreds of prostitutes, all better looking than Hammurabi's daughter, who was, by all accounts rather dull.

More generally, before 'money' was introduced as a common currency, cost was determined by the effort / innovation we personally had to apply in return for other things that we needed to be supplied by others. For example, the local Blacksmith might shoe a farmer's horse in return for a few sacks of flour. In the modern world, common currency allows us to purchase products and services from a broad range of suppliers, many of them offering similar items at sometimes similar and sometimes very different prices! Why is this? Why does a hotdog at a pop concert or a football match cost 3 times as much as at the village fete? Why does a bunch of bananas sell for 3 times as much in Marks & Spencer as it does from a market stall? Why do 80% of consumers use BT for their domestic telephone services when the same services are available from other vendors at half the cost?

The answer lies in the 'value propositions' that these products and organizations offer in terms of the customer's perception of the cost / benefit equation. The, key word, of course, is: 'perception' which gives us a clue regarding the importance of, not only our value propositions, but also how we communicate them to our customers.

Why is it important for a company to define its value propositions?

Any organization that has to sell things (and most do), needs to be able to communicate value to its customers if it is to optimize its long-term profitability. The sales team in particular needs to be able to articulate value to its customers to demonstrate that their cost / benefit equation is stronger than the competitions'. But what is customer benefit? It is clearly not just a long list of the company's offerings in terms of features and advantages. It is only a benefit if the customer gains 'pay-off' in relation to their needs and wants. The salesperson's job is to define these needs and wants through careful positioning, questioning and listening but to do this, the value propositions of the organization and its products / services need to be clearly defined.

So who seeks the value?

Shareholders want value in terms of profitability and ROI. The CEO and Board members usually have a weather eye on this! Departmental heads tend to look at the value that is added to the department and the achievement of their local objectives. In all cases, value is sought by the individual driven by their personal, emotional wants as much as the needs of the business. Again, sales people need to expose and develop these.

Brainstorming

There are likely to be several key people in your organization who are well placed to help build value propositions. Form a task group comprising sales people, marketing, product development, finance and any others who might be able to contribute (they can soon leave the party if they can't).

In traditional brainstorming style, fill up flipcharts with all ideas, no matter how 'zany' they may be at first. (Mind Mapping software can also be a useful tool for doing this). Assuming you are in a business-to-business selling environment, start with the fundamentals of the value a customer might be seeking. The central theme is profit. How to increase sales and / or how to reduce costs. Remember you can sell more by increasing volumes or prices. You can reduce costs by paying less or increasing productivity. Consider the functions within the customers' business that contribute towards these goals, and then consider what your value propositions are to help your customers to achieve them. Think about the negative consequences of them not having your products / services. These negative impacts can soon be converted into positive value propositions. Draw up where your product / service fits in their value chain. How much value does it add? What profits do they make as a result of your inputs? If in a 'product' business, don't forget your service 'wrapper'. Very often, in the customers' eyes this is of more value than the product!

Once you have listed your value propositions, prioritize them into ABC's in terms of how much competitive edge you think they represent. A's being USP's (unique selling point), B's generally strong v the competition and C's as 'me too's.

Finally, alongside each proposition, consider the best possible 'proofs' you have to substantiate your claims. Technical bulletins, case studies, presentations, testimonials etc.

Oh, and one more thing!

Make sure the sales team develop the value propositions by adding the questions that need to be asked of specific individuals to engage needs and wants for your propositions.

Otherwise, no deal!

Article source: Free Sales Articles.

The manufacturers of fountain pens apparently have not seen such an increase in sales since the year Lewis Waterman made the 3 key inventions that have enabled the mass production of quality writing instruments. Although ball and roller were reported to kill the market for fountain pens and hi-tech by e-mail and cell phones is to eliminate the writing activity, something unexpected has past - and changed the world of writing instruments.

I think this can be explained by several factors.

First, writing was a man, like many of us have been taught in school. No technology can replace the art of writing and reduce the value of habit. Spell-checkers in Word do we rely on automated scripts which, as we all know, cannot guess our thoughts. You cannot trust a spell checker to your article, grammatically correct, and review of the man is always necessary, whether a dissertation, an agreement, or an internal policy of the company.

Writing involves a lot of emotional component, changing the style, the pressure on the paper, and handwriting. A handwritten letter indicates that the reader a lot about the writer, all typed text email is a pure lack of soul.

Finally, the fountain pen is a tradition - and this is something we need badly in the volatile world. Gadgets we lack the spirit, lack of humanity, and are regarded as devices only. You cannot really express your personality, your attitude towards the goods and values with an iPod, which is almost everyone in the pocket.

Thus, pens saw the second birth, so to speak. The fans started the wave, collectors, he supported, and then ordinary white-collar joined the craze.

So why do you need a pen?

Here's a short list of reasons that might prompt you to take a look at the consideration of different brands.

1. Pen is easier with the writer that roller balls and ballpoint. Thank you to the construction and mechanism of feather pens do not need the pressure from a writer.

2. If gold is the best investment of money, so pens are sure to take place among the five most reliable investments. While the cars are too large to maintain and usually lower prices fast, feather pens are often made in limited quantities.

3. Wood Fountain pen reflects the personality, with all sorts of models, manufacturers, filling machinery, etc. The world of fountain pens is probably much more diverse than the world of computer games.

4. If you care about your health, a pen can help. Yes! Doctors say that the muscles involved in holding a pen release the tension on the heart. In addition, people with diseases such as arthritis, have difficulty writing with ballpoint, fountain pens, but help relieve the pain.

5. The collection of pens is a hobby; many people find it a great pleasure. There are online communities with thousands of members receiving the communication and sharing of experience, with feedback, problem repair. Each year, Pen shows are held in cities around the world, such as Chicago and London. These are spectacular events, where each feather fan can see and feel almost any pen display, and receive more detailed information on all aspects of the collection of fountain pens.

Thus, possession of a pen is something you can really enjoy the rest of your life and your children and grandchildren s have the chance to inherit the assets that never loses in the price - your pens.

Author: Manseo

About the author:
Manseo Author of wndpens.com that provides biggest collection of handcrafted Wood Fountain Pens, Custom Pen, Fountain Pen, pen display, wood pen, fine writing instruments and many more.

Article source: Free Sales Articles.

The staff member that contacts the customer face-to-face, so to speak, is the person who represents the business in the customers mind. If that representation is not a great experience for the customer, the business suffers.

Yes the contact with every customer every time must be a great customer experience because we must out service the competition. Staying even with them is not good enough.

There are 4 things every employee can do to increase sales and profits for the business.
1. TREAT EVRY CUSTOMER LIKE A MILLIONAIRE. Just think of it this way. If you knew the next customer to come through your front door was a millionaire, capable and ready to purchase your most expensive products and services, at your highest markups, how would you treat them? Most of us would role out the red carpet. Fall all over them with great service. Spare no effort to satisfy their ever need and want.

Well first of all you do not know if that next customer through your door is going to be millionaire. Millionaires for the most part do not look, dress, or sound different than everyone else. And even if they are not a millionaire, people will buy more products and services when they get treated like one.

The second thing every employee can do to increase sales and profits is GET THE CUSTOMER INVOLVED IN THE SALE. When I owned and operated a jewelry store we outsold all of our competition combined by simply getting as many different pieces of jewelry on the customer as possible. When women came into our store we strived to get her to try on a necklace, ear rings, bracelets (arm and ankle), rings, pins, etc. all at the same time. The old seller's rule- The more products the customer views themselves as owning, the more they will buy. Possession becomes ownership.

In our tire business we involved the customer by having them lift the tires we wanted to sell them, not just look at them as our competition did. We out sold all of our tire competition. Our furniture business was successful because we involved the customer in the sale. No one ever walked into my mattress department that did not lie on at least 3 of our beds. Even while selling intangibles like extended warranties and service contracts we involve the customer in the sale. Physically by having them do the math (the cost savings they will receive or expenses they will incur) and mentally picturing the problems they may encounter if they do not purchase the coverage.

The third thing every employee can do to increase sales and profits is always GIVE THE CUSTOMER CHOICES of products and services to purchase. People always take the easy way out and saying no to a request for them to buy is easier than saying yes. After all, most people do not want to give up their money. And people like to shop around to make sure they are getting the best deal. When you give the customers a choice of products and services, it is no longer - 'Will they buy from you or the competition, it is what they will buy from you.'

And the last, fourth, way every employee can increase sales and profits is simply ASK FOR THE SALE.
It is estimated that over 90% of sales people never actively ask for the sale. Sure they show the products and tell about their services, but they never ask for the sale. They never ask for the sale because they are afraid to the customer will say the one terrible word that will cause them to feel rejected. The word 'NO'.

Hockey great Wayne Gretzky once said when asked why he shoots the puck so much, 'I miss 100% of the shots I do not take.'

The easiest way to ask for the sale over and over again is constantly give the customers choices of different products and services that will solve his/her problems, needs and wants.

Always remember the # 1 rule of selling: 'The seller that solves the customer's problems, needs and wants the easiest for them will get the sale.' Make it easy for your customers to make a buying decision from you.
1.Treat them all like a millionaire
2.Get them involved physically and mentally in the sale
3.Give them choices
4.Ask, Ask, Ask, Ask and keep on asking for the sale

Author: Bob Janet

About the author:
Speaker/seminar leader/author Bob Janet uses 40 plus years of face-to-face selling and marketing experiences, combined with his unique fun-entertaining presentation audience involved style to help sellers increase sales and profits. See all Bob's sales growth programs at http://www.BobJanet.com

Article source: Free Sales Articles.

A few years ago, I was working as a catering manager of a local historic hotel. The hotel had been in terrible condition for many years until a group of investors purchased it and began the long arduous process of renovation. They were able to get the majority of it renovated before the funding started to run out, at which time they opened for business to offset some of the costs of ownership. As a result, all of the rooms, lobby and ballroom were completely renovated, while the restaurant was still in a sorry state. Since the ballroom was booked for events, I was hired to cater, using the kitchen in its un-renovated condition. The kitchen could handle an event every week, but wasn't ready for the business a new restaurant would bring. So, I took the job, set up shop in the kitchen and began catering every event that came through.

Shortly after the hotel reopened, things started getting very busy. In addition to being full most of the time, people were booking events right and left. I was soon catering two or more events a week, with a schedule booked months in advance. What had started as a part time job was quickly turning into double overtime. They even expanded my floor staff and hired two full time assistants for the food preparation work, which I normally handled myself.

Then, inevitably, the investors who owned the hotel decided it was time to renovate the restaurant. I was quickly told that I wouldn't be needed anymore. They would use an outside caterer who could bring food in. I really didn't want the business to end, and while commiserating over its inevitable demise with one of my staff members, he suggested I contact a restaurant supply company just to see what it would cost to set up shop on my own.

This turned out to be one of the smartest moves I've ever made. My restaurant supply dealer practically guided me through what I would need and how I should go about setting up my equipment to maximize the amount of food I could produce. He was able to not only recommended the best equipment for my situation, but also gave me several tips on how I could save money and steered me away from some of the unnecessary equipment I thought I had to have. I don't think I would have even considered starting the business from scratch without his advice, considering my limited budget and lack of location.

As you might have guessed, I decided to take the risk and give it a try. It's now two years later and business is booming. I still thank my restaurant supply dealer every time I talk to him, because without his knowledge, I might never have taken the chance on myself and my business.

Article source: Free Sales Articles.

Most salespeople think of 'stalls' and 'objections' as synonyms. Wrong. Stalls and objections are both things you may hear after you have asked for commitment, but an objection is a specific reason not to buy. In a stall-'I need to think about it'-the customer offers no particular reason for hesitating.

Almost all salespeople buy in to the stall. Very few ever get the deal once they do.

What the stalling customer is really saying is this: 'I'm not quite sold yet. Sell me some more.' Well then, by all means, do some more selling. But do it right. Here's how:

Never challenge a stall. Since the customer offered no specific reason for hesitating, don't force him to come up with one by saying something like, 'What is it that you need to think about?' Challenging stalls creates conflict, not sales.

Don't try to manipulate the customer. If you've learned any manipulative sales techniques, forget them. They do more harm than good. The old 'feel, felt, found' method rarely worked even in its heyday, and it certainly doesn't work today.

Identify a Universal Stall Breaker. The USB is a capability of your product or your company that minimizes the risk to the customer who buys. Every company has one. Yours might be a money-back guarantee, a no-hassle return policy, a try-and-buy arrangement, extended terms, or an unusually comprehensive warranty. Whatever this capability is, do not present it to the customer up front. Hold the USB in reserve, in case you hear a stall when you ask for commitment.

When you do hear a stall, follow this procedure:

Say, 'I understand.'

Restate the product features the customer liked before the stall arose.

Present the USB.

Ask for commitment again.

It works like this: 'I understand. You like ____, _____, and ____ about our product. With our _____ policy (the USB), you can try it with no risk at all. How does that sound? (Customer responds.) Would you like to go ahead with it then?'

Far too many salespeople fail to ask for commitment even once in a sales call. With this stall-breaking method, you are asking twice. And you have followed the customer's lead by doing exactly what the stall really asked you to do: 'Sell me some more.'

Believe it, you will make more sales!

In The Field:

Equity Residential is the largest apartment leasing company in the United States. In a tough economic climate, Equity decided to invest in developing the selling skills and sales strategy of its leasing consultants. Needless to say, these consultants often hear stalls such as, 'Let me think about it and I'll get back to you.'

Equity has a Service Promise Guarantee that minimizes the risk for customers who choose to rent. 'But prior to the Action Selling Sales Training Program we presented our Service Promise Guarantee as just another feature,' said Jonakan O'Steen, director of education and leadership development. With their eyes opened to a new way of looking at stalls, Equity's consultants quickly identified the guarantee as their Universal Stall Breaker. That is now how they use it.

'It's easy to get stalled when working with rentals,' O'Steen said. Or, rather, it used to be.

Article source: Free Sales Articles.

What business are you in? 'The car business' would probably be your normal answer. I would invite you look deeper into that question. Rarely, is your first answer to that question your most accurate answer. The majority of businesses fail, or fail to reach their potential, because the owner and managers haven't figured out the most important and most basic question: 'What business are we in?'

Saying you are in the car business seems logical. However, that answer does not stir emotions in you, your team or your customers. It's kind of like saying Disneyland is in the 'theme park' business. The general answer is that you are in the 'problem solving and emotional relationship' business.

People don't sell or buy cars. They solve problems. Those problems may be wants or needs based problems or perceived or real problems, but they are problems nonetheless. If a customer gets the itch for a new car and, even though they may not need the new car, the emotion of the desire creates an incredible pull that becomes a problem for the customer until it is solved. Therefore, you are always in the emotions and problems business and the vehicle just becomes a part of the answer. Stop selling cars and start creating relationships based upon solving problems and matching answers to your customer's emotional desires.

Your product knowledge, sales skills nor any other skill will help you accomplish solving the customer's problem more than people skills. The old adage that 'People buy form people' is true. People buy you first, before they buy the car. In order for the customer to buy you, you must make a memorable impression. In most cases, you have about 15 seconds to two minutes to create a connection that creates trust and respect. However, most sales people treat the meet and greet as if it's no big deal.

Try the following meet and greet, 'Hi folks, welcome to our dealership. Are you out beginning to look and shop around a little bit?' This question is a universal truth statement. It's a universal truth that people are looking and shopping. If you don't believe it, just greet them the way you normally do and see how they reply 99 percent of the time.

If you know how the customer usually replies to your standard greeting and you know that all customers share certain unexpressed fears, all you have to do is proactively remove those fears and you have at least a 70 percent greater chance of the customer buying from you than someone else.

Most all customers are afraid of getting the wrong vehicle, wrong price, wrong information or the wrong sales person. Somewhere in the beginning of the sales process, I invite you to make a Job Mission Statement that proactively addresses the customer's fears and concerns. This Job Mission statement will position you as a person, not a sales person. Try the following Job Mission Statement, 'Mr. Customer, I try to help every customer of mine find the right vehicle at the right budget and give them all the right information and just make it an easy, fun and painless experience, fair enough?'

Addressing the customer's fears up front creates trust and allows you to create cognitive dissonance. That's just a fancy term for saying you have in the customers mind mentally distanced yourself from the other sales people they have experienced, or even their perceptions of sales people in general.

Don't get caught up in the 'best price wins' trap. It's a loser's game played by people losing in the sales game. Everyday people are buying goods and services and paying premiums for them because of their perceptions created about the product, service or lifestyle change. If all things are equal, then price becomes the final decision. Your mission is to make everything that you offer and the way you offer it so unique that you completely change the decision game.

Selling is a game of positioning. You must create leverage for yourself with the customer. If there is no leverage, then you are doomed to play the best price game. In other words, without a strong position and leverage, you are begging for the sale.

The 80/20 rule applies to sales people. Eighty percent of sales are made by 20 percent of the sales people. The reason the top 20 percent of sales people thrive is because they have figured out what business they are in, and it's not the 'car' business.

Author: Mark Tewart

About the author:
Mark Tewart - Speaker, Consultant and Author of 'How To Be A Sales Superstar: Break All the Rules and Succeed While Doing It' published by Wiley - Order a copy now at www.marktewart.com
http://www.marktewartlive.com
888 2 Tewart (888 283-9278) / 513 932-9526 / info@tewart.com

Tewart Enterprises Inc.

Tewart Management Group Inc

Ninth and Main, LLC

Article source: Free Sales Articles.

The reference is being made to making a purchase that requires servicing. In recent years it has become apparent that the new business model is to withhold telling the prospect about all of the fees involved until after the sale is made. This is done in order to make the product appear to be less expensive.

Most typically, a prospect will purchase a product such as disc storage space. The prospect turned client is relieved the decision making process is over as the product was finally selected and is excitedly anticipating receiving the product. But to the great disappointment of the prospect and annoyance, after the fact, the businessperson from who he purchased reveals service is not included.

The prospect turned client is now told that if service is desired, there will be an added fee. And, not only is the service fee additional but many times it is more than the actual product. The prospect is so far into the process there is no turning back and must agree to acquire the pricey service agreement.

This practice may inflict further ramification of the problem. The client consequently may not have budgeted properly thus making it a difficult situation for everyone concerned.

Relationship selling involves putting oneself in the mindset of their prospect and working accordingly. Because the service contract was not mentioned during the sales cycle, the client assumed that service was included. You can imagine how the client felt receiving word after the fact that not only is the service not included but costs twice as much as the product.

Here are two questions to seriously consider:

1. Will this new client be a returning client?
2. How much damage will bad word of mouth do to the business?

Too many businesspeople are so concerned about making a quick sale that they do not stop to think about earning repeat business, referrals and testimonials or building goodwill in the community. These are the companies that are most likely to lose market share and potentially go out of business.

The practice of hiding fees is diametrically opposed to my advocacy of relationship selling. No one can afford to take the road of greed and not do the right thing by their clients.

The wisest approach to take on a first meeting with a prospect is to build relationships, discuss pricing upfront and sell value. Should the frank discussion about price scare off a prospect, then he was not a good candidate. However, when you have the frank discussion with a qualified prospect, she will be appreciative of receiving all of the information upfront in order to make an informed decision and deal with budgetary issues.

Have you ever made a purchase when it was implied training was included, but after you paid, it was revealed the training was not included? Did you become angry due to an apparent lack of ethics on the part of the selling party?

As a salesperson in corporate and as a businessperson, make it a practice to explain to your prospects all of the fees involved upfront and the value they will gain from your products and services.

When a range of possibilities exist for product and service, lay out packages that are easy to compare. Help your prospect make the right choice for them, not for you. They will be appreciative you did and the returning clientele will be coming your way along with testimonials and referrals to help you grow business more quickly.

Author: Elinor Stutz

About the author:
Elinor Stutz, CEO of Smooth Sale, LLC and author of Nice Girls DO Get the Sale trains others on her proven relationship selling techniques through services and products. Her book sells worldwide. Services include training, coaching, and speaking. Her products suit all learning styles. She writes for Diversity Edge Magazine.
Visit Smooth Sale or call 800-704-1499.

Article source: Free Sales Articles.

Whenever decision-makers are willing to meet with you, you have reached a favorable juncture of circumstances. If you are then prepared to take advantage of this opportunity by building a level of trust with these individuals, there is a good chance that they will tell you enough about themselves so that you can easily recommend the appropriate package of your products and/or services that will meet their express needs.

Many top sales representatives feel that the sale is as good as closed if they can just obtain an appointment or meeting with a decision-maker. Their feeling is that their prospective customer must need their products or services or they would not be willing to set an appointment in the first place. The following checklist has been developed to help you make the most of a favorable juncture of circumstances and build the trust levels that are vital to your overall sales success:

Smile! No matter what kind of day you are having, if you will smile it will give those people you contact a feeling of acceptance. It will also help you feel better about your day. Tape a smiley-face or the word 'smile' on your desk or telephone to remind you of the importance of a smile on your face and in your voice. Top sales professionals use the technique of thinking of a funny story or the latest joke they have heard just before meeting a prospective customer. Thinking about the story or joke almost assures them of having a smile on their face as they meet a decision-maker for the first time. Make sure you are smiling as you call for appointments or are conducting a sales presentation.

Shake your client's or prospect's hand. A warm, firm, friendly handshake goes a long way in building a trusting relationship. It tells your clients or prospects that you are a friendly person and that you are glad to see them. If your handshake is limp it can leave a negative impression. It can be equally as bad to grip someone's hand too hard. Remember you only have one chance to make a great first impression.

Ask an open-ended personal question. (Open-ended questions require an explanation and can rarely be answered with a 'yes' or 'no'). Psychologists tell us that when a person reveals something personal about themselves, it builds trust.

It's vital for you to practice using open-ended questions to create a short period of small talk (the prospect doing 80% of the talking), at the outset of your presentation. Remember, people buy from people that they trust. When people start to talk about themselves, they start to build a trusting relationship with you so that later, as you discuss your products and/or services, the things you say will be believed.

Research shows that people decide whether to follow the advice and buy from a sales professional in the first two minutes of the conversation. By following the track outlined above, you can make the most of your initial contact and truly turn each meeting of transaction into a favorable juncture of circumstances (a sales opportunity).

Article source: Free Sales Articles.

The best defence against them is preparation and effective professional sales training helps you prepare your best stance against them.

1. Allowing a prospect to lead the sales process.

The best way to control the sales interaction is to ask questions. This is also the best way of learning whether or not your product or service meets the needs of your prospect. Quality questions that uncover specific issues, problems, or corporate objectives are essential in helping you establish yourself as an expert.

2. An incomplete PMR

An incomplete Pre- meeting research not only makes takes away a client but also makes you what I call a professional slacker. I once met a client without garnering enough information about his company. Resultantly I spent the entire meeting learning fundamental information, which to senior executives is sheer waste of time. A thorough research helps you appear better, more knowledgeable and most importantly more concerned about your client and his business.

3. Not talking the talk

As a salesperson your most effective tool is your talk. But what you say, how you say all depends on how much you say. If you talk at length about yourself, your company, your products, without offering what your client wants, it's only foreign language to the client. An illustrious professional sales training will help you understand it better.

4. Irrelevant is unwanted

The client's main concern is how good a solution you can provide to him and not how good you are. If he has come to you for a solution he has done his homework on you. He is not looking for an eloquent speaker but a solution provider. It's as simple as that. Give him only what he wants in a language he understands best, his own.

5. Lack of preparation

I remember calling a prospect expecting to receive his voice mail. That meant I was completely unprepared when he answered the call himself. Instead of asking him a series of qualifying questions I simply responded to his questions, allowing him to control the sale. Unfortunately, I didn't progress any further than that initial call. This is where a professional sales training will come in handy; as it will help you learn how to prepare a check list of all the vital information and be prepared at the time of need. Remember, your first impression is your way for more

6. Neglecting asking for sale
Well isn't selling the ultimate motive. And the client is fully aware of the fact. We are not taking people's time and spending our own just to leave it there. You know your purpose and for those who think they are pushing it too far by asking for a commitment, well, they will suffer. A professional sales training teaches you to ask for the sale in a non-threatening and confident manner to garner favourable responses.

7. Failing to prospect

A common mistake found among common salespeople. A through professional knows the importance of prospecting even when the business is at its peak. A professional sales training teaches you the importance of prospecting everyday with undying zest to never stop the results from coming.

Always be careful because every step counts.

Author: Tim Williams

About the author:
Tim Williams founded Deakon in 2004 to provide {a href= http://www.deakon.com.au}Sales Training and Sales Training Courses in Melbourne, Sydney and Brisbane. His {a href= http://www.deakon.com.au/services/sales-programs/sales-training-courses-public-access.aspx}Sales Course, Fear - The Art of Selling differs to other {a href= http://www.deakon.com.au/services/sales-programs.aspx} Sales Courses as it focuses on hunting, developing and closing new business.

Article source: Free Sales Articles.

The last thing a sales manager wants to do is to go through a certification course in 'Sales Prospecting'. They've been there and they've done that, or they'd not have been promoted to a sales manager level. After all, that's up to the sales rep. That's why they are hired on. In fact, I recently asked a Vice President of Sales in a competitive industry if he'd be open to looking at a 'Sales Prospecting System' for his sales managers his remark was 'That's what we hire sales reps for. If they don't do it, we fire them and find some that will.'

Well, by definition, I guess that's fair. Because if you take a look at any outside sales representative job description, you'll see experience criteria listed such as: 'Excellent cold calling and lead generation experience,' or 'Must be able to identify Target Prospects and maintain an appropriate activity funnel,' or 'Must meet or exceed activity standards.'

So why should a sales organization consider establishing a prospecting certification course for their Sales Managers? In order to consider this argument, let's first take a look at standard criteria within a sales manager job description:

'Responsible for managing Sales activity for new and existing Account Executives'

Now let's break this job criterion into individual elements and look at it as a professional Investor would look at a 'Business Case'. Here are some synonyms for the word 'Responsible':
- Accountable
- In charge
- To blame
- Liable
- Guilty
- Answerable
- Dependable
- Conscientious

I don't know about you, but if I understand the King's language here, I am beginning to feel I have some 'Skin in the game' as a sales manager already. Let's investigate a little further by pulling out the phrase 'managing sales activity'.

There are (2) different ways to manage. You can choose to 'Supervise' or you can elect to 'Organize'. If 100% of your sales team is 100% effective at professional prospecting; meeting or exceeding the necessary activity standard, 'supervising' will do the trick.
You're dismissed.

But to the extent that they are not is the extent you will need to 'organize', put in order a best practice prospecting system to support new sales appointment activity. (Or start over like the sales executive fore-mentioned.)

Now let's peel back the phrase 'new and existing account reps'.
In a sales manager dictionary, 'new' means 'New-hires' and 'New-hires' reflects 'Ramp-to-quota'. Simply put, the quicker a new-hire ramps to Quota the better for both parties; the new-hire and the sales manager. Both get more credit, earn more recognition and receive more commission. And what is the most important facilitator in getting a new-hire sales rep to Quota in the least amount of time?

It's making sure they secure the necessary amount of new appointments. It's the fuel in the tank. The quicker they do that, the quicker they will ramp to quota with the proper mentor support of course.
And that brings us back to the leadership choice between choosing to 'Supervise' versus electing to 'Organize'.

Here's a (1) rep 'Hard-number' example.

Average New Hires per Year: 1
Monthly Sales Quota: $7,500
Average Term Agreement: 24 months
Current Average Ramp-to-Quota: 5 months
Improve Average Ramp-to-Quota: 4 months
Average 'Sub-Quota' Revenue per Month during Ramp: $2,800
Annual ROI: $112,800

In this example, reducing the time it takes for (1) new-hire sales rep to achieve Quota by only 1 month returns back to the sales manager $112,800 in additional sales revenue.

The other and sometimes forgotten performance silo within the term 'New-hire' is sales employee turnover. Most sales employee turnover occurs with the first 8 months of bring a new sales employee onboard. My studies also tell me that 90% or more of that turnover is directly related to low sales activity; not setting enough new appointments to meet the quota ramp criteria.

Using the same model as above, let's look at what's in it for the Sales manager to promote a Prospecting system to reduce new-hire employee turnover.

Number of Sales Reps: 10
12 Month Turnover Rate: 40%
Average Salary: $25,000
Recruiting Costs/Rep: $1,000
Training Costs/Rep: $1,800
Monthly Sales Quota: $7,500
Improve Turnover Rate To: 30%
Revenue Ramp-up Costs: $60,000
Total Annual Cost: $178,533
Revenue Production Loss: $63,000
Saved Reps: 1
Annual Savings: $44,633

Reducing annual turnover for just (1) new-hire sales rep returns back to the sales manager $44,633 in additional sales revenue and recovered costs. Multiply that out by your own sales employee turnover number.

Now back to our sales manager job description criteria of 'Responsible for managing sales activity for new and existing Account Executives.' Let's investigate the term 'existing account managers' and what managing sales activities by 'supervising' or 'organizing' means to our career.

First of all, what percentage of your existing sales team is reaching or exceeding quota each month. Of the percentage that is not, what percentage of them are not achieving quota due to sub-par sales activity? When you uncover that sales performance number and understand the ramifications to revenue result, you will move another notch closer to your ultimate answer of 'supervise' or 'organize'.

Secondarily, what percentage of your sales reps time is spent on securing new business appointments? JDH Group clients spend on average 50% of their weekly 'hourly rate' on prospecting. For a sales rep working 45 hours per week, that's over 22 hours dedicated to front end activity. If you decided to 'organize' a prospecting system, become certified in it and help others with it, would that drive that number down? Will that allow your sales team more time to pursue higher-value, solutions-based selling opportunities?

One definition of 'Best practice' is the sum of everything everybody in your sales organization knows that gives you a competitive edge in the market place. Putting in place a 'Prospecting system' with best practice components and elements, becoming independently certified to it as a manager/leader and mentoring it throughout your sales team will ensure that nobody is left behind.

And enabling your sales team to share knowledge and insight stimulates 'Targeted' sales activity that will drive new business and help you reach your desired results more often.

Article source: Free Sales Articles.

Your website exists either to sell products or generate leads that can be later converted into paying customers. In the former case, unless you sell inexpensive commoditized widgets, it takes several interactions with a prospective customer before you can close the sale. Therefore, a top priority of almost every online business is to gather, organize, and convert website leads to sales.

1. Gather leads

Most of website visitors who are interested in your products or services aren't ready to buy just yet, but they sure have some questions and would like additional information (if it's not too hard to obtain). Don't make them search for it -- put your contact information right in front of them. Every page of your website must have call for action and contact options that are impossible to miss. Some examples include:

- Ask a question via email
- Call your sales phone number
- Request an instant call-back
- Sign up for special offers
- Contact for a price quote
- Download product brochure
- Submit an inquiry form
- Chat live with a sales representative
- Subscribe for a newsletter

When gathering leads, stick to the KISS principle. Don't ask for more information than absolutely necessary. For example, if you only need to know your potential customer's state of residence, don't ask for a full mailing address. If you do all your sales via email, don't require a phone number, or at least make it optional.

Be sure to provide a clear, concise statement about how the information you collect will be used. Assure your prospects that their contact data will not be shared with other parties and they can stop receiving communications from you at any time.

2. Organize leads and prospects

Leads are useless unless they are properly organized. First, you must establish the systems and processes for recording all pertinent information for leads collected via different channels, such as website, incoming phone calls, trade shows and so on. Aside from the contact information, each prospective customer record should date and source, products and services of interest, subscription and contact preferences, and any other relevant data.

Your lead management system must also be able to record the history of all communications with a lead, such as incoming and outgoing emails, phone calls, voice mails, faxes, and items sent via postal mail. Each lead must be assigned to a sales representative, and categorized by the level of interest, size of opportunity, and sales pipeline status (more on that later). Sales reps should also be able to enter internal notes and comments about the prospect, and set reminders for the future follow ups.

Last, but not least, your lead system must be centralized. Every person involved in a sales process should have the ability to instantly access and update the information, without the need to upload, download, and synchronize the data. This is especially critical if members of your team are geographically dispersed or telecommuting.

3. Convert leads to prospects to customers

This is where the rubber hits the road. There is a number of distinct steps in any sales process. Below is a typical example of a sales process. You can easily adopt its stages and definitions to your situation:

Lead - a contact that has expressed an interest in your product or fits the target profile of a potential customer.

Prospect - a lead that continues to express interest in your product or service after a two-way information exchange.

Qualified prospect - a prospect that has participated in a discussion with a sales representative and confirmed their need.

Confirmed prospect - a qualified prospect who has the info they need to make a decision and budget to go with it.

Committed prospect - a qualified prospect who has reviewed your price quote or proposal and has indicated that she is ready to move forward with you - but haven't yet.

Customer - ka-ching!

You can use your sales pipeline status report to not only organize and monitor the effectiveness of your overall sales process and individual sales representatives, but to forecast sales as well. To estimate the dollar value of your entire prospect base, multiple the average probability of closing the sale at every stage of the pipeline by the number of prospects currently assigned to that stage.

Establishing and managing your lead conversion process is all but impossible without proper customer relationship management (CRM) tools. You will need a system that captures lead information from your website and other channels, and integrates it with email, contact manager, calendar, and sales force automation software.

The companies that have established the systems and processes for converting leads to sales are already reaping the rewards.

Article source: Free Sales Articles.

1) Is it an essential component to your sales mission or just an ingredient in the recipe?

List 10 actions, routines or tasks that are part of your sales day and considered essential components of your sales process.

Now, ask yourself. How many of these are essential components to my sales mission are just ingredients in the recipe?

Think about a professional golfer's essential competencies from tee-off to last putt. Is the ball and club a core competency, or is it the golf swing and putting stroke? What about a basketball player with the essential competency of passing, dribbling, and shooting?

2) Can it be measured routinely and accurately?

A Core Competency is a definable entity that is related to performance and results.

Ask yourself. Can I measure this with a napkin, pencil, and calculator? Can I put it on one piece of paper and be able to evaluate the status of my business? Do this first. You can always transfer it later to the million-dollar sales automation system.

Can you apply a universal performance benchmark that is realistic and assures revenue goals individually and collectively?

3) You know you have achieved this when you can tell a sales recruit during the interview process the (3) simple numbers that will assure them success.

Have you identified the 'Key Performance Indicators' in your sales process?

A good KPI example in the sales process might be how many times you advance the first sales appointment to the next phase, whether that's a demonstration, a site visit, a survey or a proposal. Another KPI is how many times you gain a new customer once the first gateway is passed. And when you do gain a new customer, what's the average revenue you achieve? That's certainly an important KPI. Because if your average revenue per sale is 40% less than the average peer KPI, you might want to find out why and take focused action to improve it, as you're leaving money on the table.

And what about the length of a sales cycle in days? Is that conditional or do you have a degree of control over it? If you have a team member that has an average sales cycle 30% shorter than the peer group, uncover and assimilate those best practices out to the rest of the sales team. Less time, more results. That makes 'Sales Cycle' a valuable KPI.

Once you have your KPI averages you will be able to communicate to a sales recruit exactly how much sales activity (new appointments per week) is required on their part to successfully ramp to Quota is a pre-determined amount of time. That's right, a 'Pre-determined amount of time in days'. And that will shorten the time to Quota and reduce the Hard-dollar cost of Turnover from low appointment activity.

But don't assume they can do it on their own. Provide them with a training 'System' to help them achieve the activity routinely and effectively.

4) Can it be determined operationally that you're performing similar business activities better than your competitors?

Strategy is the 'what' and tactics are the 'how.' If you are superior in operational effectiveness, you will tactically perform better than your peers and competitors. This works a lot like the outcome of a football game. The winning team almost always outperforms their opponent in fundamentals like 'Blocking and Tackling.'

5) Can you apply 'Timely Training' and 'Powerful Routines' around each core competency?

We know what training is, but do we understand why training fails? Timely Training is having appropriate structures for learning and application, defining useful short-term objectives, measuring results, and working closely with qualified trainers for follow-up and support. Most importantly, there must be organizational commitment. Focus on one core competency at a time until a pre-determined benchmark result is realized. Don't move on or over until you do. Powerful Routines are linked to selling scenarios and allow you to dust off all the bases and then cover all of them to have the highest ratio of success aligned with each situation.

Article source: Free Sales Articles.

If you are a loan officer or mortgage broker that is in the market for mortgage leads, your salesmanship has a lot to do with the end results of the mortgage leads you receive.

If you are dealing with a good reputable mortgage lead provider that delivers good quality leads, than you are off to a good start.

But your approach to the customer can have a lot to do with the end result of the mortgage lead.

For instance, once you receive a lead, call the person immediately. Don't let the lead sit around on your desk for a day, let alone an hour.

Especially if you are buying your lead's non exclusively. Most mortgage lead companies will sell their non exclusive leads up to four to five times. So by waiting to make contact with your potential customer, you are allowing your competition to get a jump on you.

Also, don't be discouraged by an obstacle. If a potential customer gets cold feet and shows disinterest, don't give up.

Place yourself in the customer's shoes. Buying or refinancing a home is a huge financial deal in the life of your customer. Most likely the largest financial transaction they will ever make.

For this reason, it is very important that they find a comfort level with you.

In the beginning of the conversation, do most of the talking. Remember you are the expert.

Say something to this effect in your opening statement:

Hello Mrs. Jones, My name is Jon Smith and I work for XYZ mortgage company. I'm calling in reference to the on-line application you posted by way of the internet, and I have some great products I believe you may be interested in. Would you mind if I took a few minutes to go over them with you?

Nine times out of ten they will happily agree to listen because you have taken the pressure off of them.

Whatever happens, never give up just because you are faced with one objection. There are other avenues for you to go down.

Send them an e-mail with a brief description of your products, or send them out a mailer explaining the benefits of the products and services you have to offer. And, don't forget your business cards.

Do everything in your power to get your products in front of them either verbally or through mailers, and you can be sure your closure ratio will go up.

Article source: Free Sales Articles.

Contact forms are such a mundane part of a website that they are often neglected. But they are a very important component of a successful website, and should be given consideration.

The first thing you should do is to create a contact us page. Ideally, you should have several methods of contact - email, phone, form, chat, etc. The contact form is important, because some people may not be very adept at email and it's easier to just submit a form than type and send an email.

Once you've created a contact us page, add a link to this page to your site navigation, and make it easily noticeable. Anytime your customers have a question about something on your website, you want to be quickly and easily available to answer their questions and close the sale.

There are other important uses for contact forms. One is to convert your online leads into offline leads. Here is what I mean by that. Joe Doe is browsing your website, looking at your products. If he doesn't buy right away, he may close your website and forget about it. However, if you can get his address before he leaves the site, you can mail him a brochure. He now has a tangible piece of literature to remind him of the benefits of your product, and tell him how to buy it.

The same is true for online contact info capturing, though it may not be quite as effective. If you can get Joe Doe to signup for your newsletter before he leaves your site, you can continue to follow up with him, and his chances of making a purchase from you increase.

Of course, there are ways to increase the chances that Joe Doe will fill out your contact form and leave you his contact info. One of the best ways is to offer him a free report, ebook, or valuable newsletter in exchange for joining your mailing list.

To sum it all up, never neglect your contact forms - they are the crucial link between you and your customers!

Article source: Free Sales Articles.

If you're a solopreneur, consultant, business owner, or independent professional, you probably have asked yourself some or all of the following questions:

* How can I get more clients?
* How can I get better clients?
* How do I sell more to the clients I've got?
* Can I earn more money and still have a life?
* Why are sales activities so difficult sometimes?
* Is there a 'right' way to sell?
* Where can I turn for hands-on advice when I need it?
* When will this get easier?

Well, I've got some answers. Here's what most sales training companies will tell you is the answer to your sales and marketing challenges: sales training. Here's what most marketing consultants will tell you is your answer: marketing consulting.

Well, that just isn't the case.

If anything, you need to UNlearn what a lot of sales training and marketing seminars and sales books have told you. You need to reconnect with how to sell based on WHO you are - in short, to start using and recognizing the power of selling differently.

And here's something new and different coming from someone like me: You don't need sales training.

Sales training (and any training) is for people who lack knowledge. My clients are typically very smart. But they've learned to sell from the head - using gimmicks, clever phrases, manipulative 'closing' techniques, and artificial 'rapport-building.' None of this works or lasts because it's outside-in - trying to force you into a mold that you just don't fit.

A truly effective approach will unlock your thinking and help you sell FOR REAL. It's more authentic, and it works and lasts because you start to sell from the inside-out - based on WHO you are, and not on an external set of behaviors that work for only a very small percentage of 'old school' salespeople.

Think about it. You know how to sell (or at least you know you don't like what a lot of sales training SAYS is the way to sell). You have probably had some sales training; and you might have gone to a few sales seminars; you have probably read a sales or marketing book or two; and you may even have heard some fluffy 'woo-woo' talks that call themselves sales training; but none of it stuck because none of it seemed relevant to you or spoke to your desire to help people by providing genuine value.

You need a personal sales and marketing strategy that seamlessly combines your natural self with your strongest message to your best prospects with the highest value, using the least time and effort.

Then you need a plan and an accountability mechanism (sales manager, coach, or colleague) that will help you work your plan, day by day, prospect by prospect.

Unlike traditional sales training, true sales and marketing effectiveness is a process, not an event. And it always works from the INSIDE out. That means that it's focused on internal skills and lasting tools, not sales training gimmicks or external 'techniques.'

When selecting a sales and marketing professional, you need to be aware that a lot of marketing consultants give detailed blueprints but no tools. And a lot of sales training provides specific tools but no overall blueprint.

You want to look for a resource that integrates big-picture marketing strategy with day-to-day selling tools so that your marketing WORKS and that MORE SALES HAPPEN. The truth is that nobody needs 'one-size-fits-all' sales training or 'here's-your-marketing-plan-good-luck' consulting. You simply need a customized set of keys to unlock the business answers you need. There is no cookie cutter. You're no cookie.

Article source: Free Sales Articles.

If you are in the market to hire a professional label printer, you have probably noticed that prices can vary a great deal among the various printers. Why will one label printer charge more than another? What influences the prices offered by a label printer? Let us look at a few factors influencing label printer prices.

Material Quality
In some cases, the price asked by a label printer will reflect the quality of materials used. Some printers have been known to use off-grade materials, which is available at a low price. Of course, a label printer relying on these supplies may not be able to produce a high quality label. Compromising quality in pursuit of a lower priced label printer is probably an unwise idea.

Quality Control & Customer Service
Some label printer outfits will neglect quality control, customer service and other elements of their business in order to concentrate on supplying the lowest possible prices. The bargain basement price tags may be attractive, but the results are often disappointing.

Overhead
One label printer may be cheaper than another due to overhead factors. The amount of money they are forced to spend on payroll, their leased space and other factors all translate into price differences. In today's global economy, overhead costs can vary greatly between companies and this is often a cause of seeming price inconsistencies.

A label printer may be able to offer amazing prices due to factors that can have a detrimental effect on the quality of the final product. Another label printer may charge more due to high regional labor costs. There is a variety of factors at play, which makes shopping for a label printer purely based on cost a risky proposition.

Article source: Free Sales Articles.

When you hold purse home parties for fundraising there are many things to consider so it is successful. You can hold an awareness party for just about anything. These things include animal rights awareness, breast cancer, poverty, and other things. You should consider the purses you are selling, how the proceeds will be donated, and much more.



Purse home parties as fundraisers can be very successful events at your home or someone else's. You cannot have an awareness party if you are planning on making money. The goal of an awareness party is to support a cause that you believe in. When you advertise the party you will ensure that all of the guests know that their purchase of a purse will go to the cause you are supporting. If you do plan on making a profit or gaining back any costs of the party then you will need to make it clear to the guests at the beginning of the party. You might say that 75% of the proceeds are donated to the charity or cause.



When you hold the event, you need to consider the types of purses you are selling. If the fundraiser is to support animal rights then you do not want to sell leather or fur purses. This would be offensive to people who really were for animal rights and make you lose all credibility for your support. Plus, you wouldn't sell any of the purses. Also, if you are having a home party for poverty then you may not want to sell Prada purses at the charity. The best type of purses at a charity for poverty would be those that are handmade.



There are many different awareness groups around the world supporting many different causes. There are thousands of medical awareness charities, tons of poverty groups, and much more. When you support a charity you may decide to find out if the local charity provides a way to give recognition for the donation like a plaque or something. This would allow you and all of the attendees at the party who bought purses at the purse home parties to receive recognition for their donation. Although, when donating money it is not about the recognition but about the charity. However, when you do receive recognition by a plaque, name on the wall, or something else from a donation it is a great way to get the name of your home party business out there and build credibility.

Author: Dee Schrock

About the author:
For more purse home parties business ideas and tips on increasing sales, visit http://www.craft-selling-parties.com/purse-home-parties.html for great advice on making money from home in your own home party business.
� Copyright 2009. Feel free to reprint this article on your site as long as the article is not modified in any way and the resource information (about the author) is listed as above.

Article source: Free Sales Articles.

Here are 7 key ways to jump start your cold calls:

1. Research Your Market
Before you start your cold calls it's important that you're prepared. This way, your prospect feels you really do understand their situation. Research the company you are calling, identify what issues they are having based on your other clients in their same industry and ask others in your company the main reasons why people buy your product or service.

The better prepared you are about discussing you prospect's issues, the easier it will be to allow the conversation to flow.

2. Change Your Mental Expectations
Traditional selling has always taught us that our main goal of the cold call should be an appointment or a sale. With that mental focus, our mind is focused on the end goal before we even have a conversation with the person we are calling.

This creates conflicts because you will be trying very hard not to use words that make you sound like all you care about is the sale. And if your prospect senses you are focusing on the appointment or sale, they will immediately be defensive.

Change your mental expectations to focus on building a conversation first. Once you have generated a good dialogue, you can determine if you are a fit or not with your prospect. Be careful not to mentally 'jump the gun'.

3. Understand Your Prospect
Take a few minutes to think about the focus of your call. Think about how you are going to approach the conversation. Put yourself in the mind of your prospect.

How would you want to be approached? Certainly the last thing you want to hear is a sales pitch from someone you don't know.

Instead, begin the conversation diffusing any mystery as to who you are with 'Hi, my name is Jim and you and I haven't met yet'. This removes the mystery of who you are and allows you to begin talking about how you can help them solve a problem, rather than you having to default to a sales pitch.

Think before you speak.

4. Build Trust Through Conversation
Learning to build a conversation is the key to cold calling success. Engaging in a conversation should be as natural as calling a friend. Your objective is to build trust on your call so that your prospect feels comfortable conversing with you rather than trying to focus on getting you off the phone.

How do you build trust? You build trust by removing any elements in your approach that connect you to the negative 'salesperson' stereotype.

5. Ask A Question
Begin your cold call with 'Hi my name is John, maybe you can help me out for a moment?'

Yes, that's really all you have to begin with because in the next few seconds you will hear 'How can I help you'. That is how you can build a two-way dialogue rather than having a one-way talk.

The truth is you are asking for help because you don't know if you can help them yet, right? Until you have the information you need about their situation, you can't determine if you are a fit or not.

6. Eliminate Pressure
Pressure is the main reason most cold calls turn into a negative rejection-filled experience. It doesn't have to be that way.

If you can become aware of things you are doing that trigger pressure on your prospects, you can turn cold calling into a very productive and enjoyable experience.

The key is to never force your sales pitch, engage only in a natural conversation, and most importantly let your prospect talk. By doing all three you will eliminate pressure from the call and your prospect will be more open to the idea of what you have to offer.

7. Learn To Determine A Fit
So how do you know if your prospect is a fit with what you have to offer? You need to ask them this question towards the end of your problem solving discussion 'Is solving your problem a top priority or something that is on the back burner for now?'

By determining the answer to this question, you can see if you can decide if your prospect is worth pursuing or not. You will also be able to determine their time frame which helps you better adjust your expectations.

Make no mistake about it, if you really want to be successful cold calling you'll need to let go of traditional sales thinking. Try these strategies and watch how cold calling can be fun and productive.

Article source: Free Sales Articles.

Imagine for a moment that you have an elephant standing in your office right now.
A huge, gray, long-eye-lashed beauty weighing in about 6 tons; really big feet, long trunk and she's not going anywhere.
You would think that would be something to talk about - wouldn't you?
How would you react if everyone came into your office and didn't say a thing about the elephant?
You'd think you were losing your marbles or that they were!
Well - guess what lady ...

This is what YOUR potential customer is thinking about you.

So What's The Elephant You Need To Talk About?
So you've attracted a potential customer and you're either on the phone with them or in their office.
You're doing an excellent job (or so you think) of interviewing the customer and finding out what their needs are.

Look Down Lady - There's An Elephant On Your Foot!
(And this is a pachyderm in dire need of a pedicure.)
This is the ELEPHANT that hardly anyone ever asks about with their potential customer:
'Who was your previous supplier and why are you unhappy with them?'
Don't be sooooooo afraid of mentioning your competition because you're terrified you'll lose the sale too.
A BIG, elephant-sized mistake that would be.

Pssst. You need to know what your customer's expectations are of you.
You need to know what made them so unhappy with their last supplier that they dumped them (or are considering it)
Why?
Because if you don't ask about the elephant - I can pretty much guarantee you'll make the SAME MISTAKE as the other guy and you'll get dumped too.
Remember - Your Client Has A Memory Like An Elephant
Oh yeah. And they have a hot button that was pushed by your predecessor. And if you slip unintentionally - you'll get the butt-end of the elephant as well.
You need to know what the hot button is AHEAD OF TIME so you can make sure what you're offering will not only MEET but exceed their expectations.
A pretty simple concept that will stop you from feeling like Dumbo.
So there.
Love From Your Bossy Sales Diva,
Kim

Author: Kim Duke

About the author:
Kim Duke, The Sales Diva, provides savvy, sassy sales training for women small biz owners and entrepreneurs. Kim works with clients internationally, showing them The Sales Diva secrets to success! Sign up for her saucy and smart FREE e-zine and receive her FREE Bonus Report 'The 5 Biggest Sales Mistakes Women Make' at http://www.salesdivas.com

Article source: Free Sales Articles.

A few days ago I returned from my annual National Speaker's Association (NSA) conference in Atlanta. The educational sessions were OK, the hotel was so-so, and the town was lacking in exciting things to do, but my experience was stellar. How is that possible?

Though I am often accused of being an extrovert, I consider myself quite introverted, as I truly dislike social events and networking gatherings where I am forced to meet new people and mingle with individuals whom I don't know. You know the feeling - that insecure child inside of you automatically assumes that you won't like anyone new and that they probably won't like you, either. It's simply safer to stick with people with whom you already have a relationship.

Of course, the adult inside knows that to grow as a person (and as a business), you must meet new people, network effectively, and experience new challenges. So, what do you do?

As an introverted defense mechanism, I learned that becoming involved with committees, task forces, and boards, I could meet a lot of people without the painfulness of cold networking. Joining committees provides the unique opportunity to hide behind the tasks of the group to meet others until you feel more comfortable and less socially awkward. It allows you to get to know someone well, while working together on a joint effort. What a concept!

My NSA convention was a huge personal and professional success because I am actively involved with one of the charitable events surrounding the organization. My involvement with this group gives me the avenue to meet people whom I would have never even met under normal convention circumstances.

Some of my closest friends, mentors, buddies, and clients have come into my life as a result of being an involved member of an organization. Though, of course, being involved often means giving up a significant portion of time working towards the greater good of the organization, but it provides a unique opportunity to meet people who can make a difference in your life.

So, if you are like me, and don't enjoy business card exchanges, networking events, baby showers, or standard social gatherings, then by-pass them all and join a committee or get on a board. It will be your quickest and most effective path to meeting people with whom you can connect personally and professionally.

It will impact your business and your life all while working on a worthwhile project. How fantastic is that?

Article source: Free Sales Articles.

You are talking to a customer and after you present your product, service or solution, she asks, 'What discount can I get?' or 'What can you do about the price?' Think before you speak otherwise this innocent-sounding question will cost you money right off your bottom line. While it's tempting to offer a discount or better price resist the desire to do so. Here's why.

First, just because someone asks you for a better price, does not mean they expect to get it. Some people ask for a discount because they have been told to. They are often uncomfortable doing this and will seldom press the issue. However, professional buyers and key decision-makers know that many sellers will drop their price at the first sign of resistance so they ask everyone for a discount-and they can be aggressive in their approach. Plus, experienced negotiators lose respect for people who drop their price too quickly. Standing your ground and refusing to cave in right away is also a show of strength and executives respect this type of behaviour.

Second, when you drop your price too quickly, you teach your customer to repeat that behaviour in future transactions. Remember, everything you do now affects your customer's behaviour toward you in the future. When I first started my private practice, I gave a client a discount on a package of services. The next time he contacted, he demanded that same discount which put me in a somewhat precarious position-did I give the same discount or risk losing the sale? A business executive once told me that she knew which of her suppliers she could browbeat into giving her a better price and she always took advantage of that perceived weakness.

So, what is the best way to respond to a request for a discount or better price?

Professional negotiators will tell you to flinch. A flinch is a visible reaction to a request or demand and goes something like this, 'You want a discount!?! Even though we have been working together for four years and you know our services will help you get better results you still want a discount?' When coupled with the right facial expressions and body language, this technique is extremely effective. However, I have found that most people are extremely uncomfortable using this approach and even I find it difficult to apply on a consistent basis.

An effective way to respond to a request for a better price is to ask, 'What did you have in mind?' or 'What were you looking for?' When you ask one of these questions, you get the other person to tell you how much of a discount they want. In many cases, their expectation will be less than you are prepared to give which means you will increase the size of the sale and save money at the same time-a double win. One word of caution here-an experienced negotiator will say, 'Well, I want a better price than this' which means you need to be prepared to ask the question a couple of times.

This also applies to email correspondence. Many people will ask their sales person for a discount via email which makes it next to impossible to use some of the standard negotiating techniques. Before you respond by offering a better price, take the time to properly craft your email. Here is what you can say, 'We might be able to do something for you. What did you have in mind?' The key is to give the indication that you have flexibility without committing to something you might regret later.

This sounds like an easy technique to use but it's not. You have to train yourself to listen for your customer's question and be prepared to respond with your own. I hate to admit it but I have fallen for this question because I wasn't expecting it. In one situation, an existing client asked me for a package price on some bundled services. Instead of responding by asking what price he was looking for, I automatically offered a small discount. I kicked myself afterwards because I felt that I should know better.

It is essential to listen carefully to what your prospect says and to think before you speak. It is also critical to practise asking your question until it becomes second-nature so you can respond quickly when a prospect asks for a discount or better price.

� 2008 Kelley Robertson, All rights reserved.

Article source: Free Sales Articles.

The words ' business proposal ' are expected by any sales representative, marketing or public relations person. Even if writing a business proposal doesn't represent a very pleasant activity, marketing reprezentatives are happy to do it as they see a potential business opportunity.

The best business proposal is made by having direct contact with the client. However, there are situation in which direct contact with the client is not possible. In this case, some suggestions are required.

Things you need to take into consideration before sending a business proposal :

1. Start by writing a business proposal by creating a short and convincing summary of the document in question

2. concentrate more on the results rather than process and methods. A client will buy tools and methods only when they are convinced that you can obtain the results they want.

3. Be generous with your ideas and show your inventivity.

4. The length of the business proposal doesn't matter much. What matters is quality! Business proposals are accepted based on their quality.. not quantity.

5. The contens of the business plan needs to reffer to the client and solving the client's problem.

6. Check and recheck if all information written in the business plan are valid and to the point.

7. Pay attention to the smallest details, stay away from stereotypes, use good quality paper and make sure you send your business plan on time.

8. After you write the business plan, wait on day and pay more attention to it, read it again and again until you are satisfied.

9. Write a real business plan based on what you actually can offer to the potential client. This will help avoid having unsatisfied clients and unpaid bills!


Writing a business plan is necessary. A well written business plan can play a decisive role in winning a project, while a bad written business plan can lead to failure, even when everything concerning your sales activities went excellent.

Article source: Free Sales Articles.

I'm your customer and I want to you to know that I like you and I like doing business with you.

Some of my reasons may sound a little odd, and to tell you the truth I don't fully understand them myself, but I assure you my comments are sincere.

1. I like you because you like me. You are the only supplier who has ever taken the time to send me a personal note stating how you feel.

2. I like you because you are like me in so many ways. We share common beliefs and experiences. Because of this I know you understand me better than any other supplier.

3. I like you because you are an expert at what you do. I know I can count on you to provide me with accurate information saving me time and money.

4. I like you because you don't take yourself to seriously. You can laugh at yourself and that makes me comfortable to be around you.

5. I like you because I feel happy when I'm with you. I look forward to seeing you and hearing from you because you make me feel joyful when I'm with you. You make me laugh.

6. I like you because you pay attention to how you present yourself. You take care of yourself and it gives me confidence that you are taking care of my business at the same time.

7. I like you because you are genuine. I never feel like you are putting on airs or trying to be someone you're not. I trust you.

8. I like you because you associate with others that I admire. I do judge people by the company they keep, and you keep good company.

9. I like you because I like to associate with people other people admire. I feel special when I am in your presence.

10. I like you because you are attentive to my needs. You take the time to ask pertinent questions before offering a solution. You care.

11. I like you because you're courteous. You respect my time and space and you always let me know how much you appreciate my business.

12. I like you because I know you're on my team. I can count on you to be there when I need you.

13. I like you because you give me the opportunity to do things for you too. You've done so much for me. It makes me feel good about myself when you allow me to do something as simple as buy your lunch.

14. Most importantly, I like you because I like me best when I'm with you. You make me feel smart and interesting and funny and wise. This is your greatest gift.

And because I like you, I want to see you succeed. I want to buy what you're selling and refer you to everyone I know. I'm delighted to go out of my way to add to your success.

Thank you for making it so easy for me to like you and to do business with you.

Signed, Your customer

Author: Bob Sommers

About the author:
Bob Sommers is the likability guy. Learn how to become immediately more likable by signing up for Bob's likability e-class.

Article source: Free Sales Articles.

A growing number of American families are getting back to nature and purchasing rural spreads-their own 'little pieces of heaven.' And in the beginning, they may feel they can handle all of the related outdoor tasks. But work and school schedules often leave only the evenings and weekends for chores, so it becomes increasingly difficult to keep the property maintained.

To that end, many homeowners with acreage to maintain recognize that compact utility tractors are some of the handiest machines available to efficiently tackle chores ranging from mowing and blading to hauling and cultivating.

'We thought we could handle all of our outdoor tasks by hand, but our place was starting to look ratty,' explains Mike Hepworth, who, with his wife Nikki, bought a home and three acres in Prineville, Ore. 'It was then that we decided we wanted one piece of equipment that would do what we needed around our home. That's when we started looking at compact utility tractors.'

In recent years, the marketplace has exploded with a flood of products from dozens of manufacturers, which can make finding the right tractor a daunting task. However, keeping a few key criteria top of mind when considering your next compact utility tractor can make the buying decision much easier and more enjoyable.

Your Acreage Can Have

The Answers

Before looking at tractors, take a look at your property. What type of work needs to be done? Tougher tasks demand more horsepower and versatility. Other chores, covering more acres, require a larger tractor for greater efficiency. Making a list of current and future chores you want to tackle around your property can help you determine exactly what you need.

Not Just A Purchase

Skimping on quality to save money may be more costly in the long run. Make sure the tractor is capable of the work you demand of it. Otherwise, you may put extra strain on the machine, risking expensive repair and downtime.

'The upgrade from our old tractor to the John Deere 2210 enabled us to have more power to do our chores more efficiently without causing strain on the tractor,' explains Mike. 'And because the John Deere provided more implement options, we were able to cut down on the amount of equipment we had in our shed and rely more on our tractor as a universal machine for our chores.'

See For Yourself

Long hours can seem even longer when you're working with equipment that doesn't work with you. What appears to be your perfect match on paper may not live up to the task, which is why it is important to test-drive any tractor. Pay attention to comfort and ease of operation. If it's not easy to use, chances are you won't use it often.

Go Behind The Scenes

When you purchase equipment, you engage in a partnership. Get to know your dealer and their commitment to you. Find out what services they provide from financing, warranties, maintenance and hands-on advice.

'We rely on our tractor to do almost every heavy-duty outdoor chore, which is why it needed to be durable, dependable and reliable,' says Mike. 'We found peace of mind in John Deere's long history in the tractor business. In addition, our dealer was awesome to work with, and supported us even after the sale was made.'

Article source: Free Sales Articles.