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Suggest You - Execs' Top Priorities This Year: Acquiring & Retaining Customers
1. They influence your luckIt has been wisely said that a man is known by the company he keeps. By observing the friendly circle of a person we can tell about his character and traits. If you move with the drunkards you will get their habits and start drinking. If you move with the poets you will soon develop a way of thinking like theirs.
Most sales managers and their salespeople are stuck in the old "Needs Selling" paradigm. However, their pros
Many prospects skim through catalogs and brochures, glancing at the photos and reading the accompanying captions only when a particular image arouses their interest. That's when you have their attention. And so that's when you sell them.My advice for writing captions is to never describe what readers can see for themselves in your photo.<
Acquiring and retaining customers is usually a major priority - that isn't news. Top salespeople are in great demand - that isn't news, either. What would qualify as real news? If more CEO's succeeded in developing a highly competent sales force.
Most CEO's have no idea what it takes to sell in today's marketplaces, and their Sales Managers only think they know. Most sales managers have been placing their hopes in getting salespeople to work "smarter and harder." They've been hoping that streamlining sales procedures will produce the results they need - more sales. Has it worked? No. Will it ever work? No.
As long as sales managers stay grounded in the past, new Contact Management systems and Customer Relationship Management systems will merely automate obsolete selling practices. Huge cultural and economic changes over the past ten years have forced almost every business function to adapt and innovate. But not sales; most sales organizations are still being managed as if it's still 1990.
Most sales managers and their salespeople are stuck in the old "Needs Selling" paradigm. However, their prosp
Complete Industry, employer and job research gives job career search applicants a competitive edge. The work you do before the interview will pay off in spades many times over and over.Employers nationwide report soundly that applicants who research employers well increase their employability as much as 25- 40 %. Thus by doing a thorough
Most CEO's have no idea what it takes to sell in today's marketplaces, and their Sales Managers only think they know. Most sales managers have been placing their hopes in getting salespeople to work "smarter and harder." They've been hoping that streamlining sales procedures will produce the results they need - more sales. Has it worked? No. Will it ever work? No.
As long as sales managers stay grounded in the past, new Contact Management systems and Customer Relationship Management systems will merely automate obsolete selling practices. Huge cultural and economic changes over the past ten years have forced almost every business function to adapt and innovate. But not sales; most sales organizations are still being managed as if it's still 1990.
Most sales managers and their salespeople are stuck in the old "Needs Selling" paradigm. However, their pros
Q. I hate my job as a computer consultant. I am ready for a career change. The aptitude tests say I should be a recreation specialist. I like the idea but I dread returning to school for a new degree.A. Before you invest in a degree, try out the new career. A test drive will tell you more than any pencil-and-paper test. Find two or three pe
As long as sales managers stay grounded in the past, new Contact Management systems and Customer Relationship Management systems will merely automate obsolete selling practices. Huge cultural and economic changes over the past ten years have forced almost every business function to adapt and innovate. But not sales; most sales organizations are still being managed as if it's still 1990.
Most sales managers and their salespeople are stuck in the old "Needs Selling" paradigm. However, their pros
One thing is for sure if you keep doing what you did you will keep getting what you got.When I started my consultancy business I was struck by the reaction of people who knew me and knew my experiences and background. The reaction of my wife was totally supportive and my children were neutral. (they were going thro' college at the time!)<
As long as sales managers stay grounded in the past, new Contact Management systems and Customer Relationship Management systems will merely automate obsolete selling practices. Huge cultural and economic changes over the past ten years have forced almost every business function to adapt and innovate. But not sales; most sales organizations are still being managed as if it's still 1990.
Most sales managers and their salespeople are stuck in the old "Needs Selling" paradigm. However, their pros
In my years helping small business start-ups, I’ve seen the same mistakes repeated over and over. Many of these mistakes are the same ones I made with my first business two decades ago. They’re really easy to avoid for start-up entrepreneurs who are willing to learn the secrets and short cuts of other successful entrepreneurs. With each, I’ve inclu
Most sales managers and their salespeople are stuck in the old "Needs Selling" paradigm. However, their prospects and customers are now in the "Wants Selling" paradigm. Sales managers and their salespeople need to substantially change the way they think and operate, if they're going to span the differences between the Old and New Sales Paradigms.
The traditional Needs Selling paradigm is briefly:
Find prospects who are interested in your products and services. Do whatever it takes to get an appointment. Then, do whatever it takes to get them to buy from your company. Let the service department handle customer satisfaction.
The new Wants Selling paradigm is briefly:
Only make appointments with prospects when they are ready to buy your products and services. Treat your customers with respect, and insist they do the same. Make mutual agreements and mutual commitments with your prospects and customers, honor those agreements and commitments, and insist they do the same. Base your business relationships on mutual trust and respect, and use that as the foundation for cross-selling throughout the company. Take personal responsibility for customer satisfaction and get plenty of referral busin
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