Category: Guest article

Rate Yourself As A Winning Sales Coach

Rate Yourself As A Winning Sales Coach

This is a follow-on guest article by L. T. Dravis from the previous article 7 Secrets Of A Winning Sales Coach. If you haven’t read this previous article then it makes sense to jump over and do the pre-reading.

Take time to discover just how good you can be by taking time to understand how good you already are!

Respond to the following scenarios using five basic scales. A quick way to score this test is to simply use a highlighter to hit the number that most closely matches your response.

Your responses will not only help you determine where you stand on the following five critical elements of Sales Coaching but will also help you prioritize those areas you may need to improve:

1. GOAL SETTING SKILLS:

My goals are realistic, clear, compelling and support our company’s complete sales success in our territory. I discuss Sales Goals with Senior Management and with every Sales Player, individually and collectively, on my team. I supply lists of Sales Goals to Senior Management and Sales Players on a regular basis for their review, discussion, and final approval.

NEVER. . . [5] RARELY. . . [10] OCCASIONALLY. . . [15] USUALLY. . . [20] ALWAYS. . . [25]

2. COMMUNICATION SKILLS:

I communicate often, easily, and quickly. I double-check to make certain each person I speak with understands my position and I also double-check to make certain that I understand the other person’s position. I place a greater emphasis on listening than I do on speaking.

NEVER. . . [5] RARELY. . . [10] OCCASIONALLY. . . [15] USUALLY. . . [20] ALWAYS. . . [25]

3. JOB SATISFACTION AND PERFORMANCE:

I enjoy my work. I make a solid contribution to the bottom line with my Sales Coaching skills. I take good care of myself, physically and mentally, so I remain capable of performing at the top of my game.

NEVER. . . [5] RARELY. . . [10] OCCASIONALLY. . . [15] USUALLY. . . [20] ALWAYS. . . [25]

4. PROFESSIONAL RELATIONSHIPS:

I work to maintain a sense of balance between my position as Sales Coach and the responsibilities of my superiors and colleagues. I consistently challenge myself to improve my performance as a Sales Coach, as a colleague, and as an employee. I constantly search for newer, better ways to expand my skills and the skills of my Sales Players. I am willing to delegate wherever necessary and I freely share coaching responsibilities with Assistant Coaches and role models.

NEVER. . . [5] RARELY. . . [10] OCCASIONALLY. . . [15] USUALLY. . . [20] ALWAYS. . . [25]

5. TEAM BUILDING SKILLS:

I stay in close, daily touch with each Sales Player to coach, motivate and help in any way I can to increase sales and profits. I am quick to praise Sales Player successes and I never publicly criticize anyone in the organization.

NEVER. . . [5] RARELY. . . [10] OCCASIONALLY. . . [15] USUALLY. . . [20] ALWAYS. . . [25]

RATE YOURSELF AS A WINNING SALES COACH

What does this test mean? How did you score? Add up the total number of points and consider the following score analysis:

TOTAL POINTS – 125-115: EXCELLENT. You are doing a great job. Your goal setting skills, communication skills, job satisfaction and performance, professional relationships, and team building skills are well thought-out, realistic, and viable. Pat yourself on the back and keep up the good work.

TOTAL POINTS – 110-95: GOOD. You are performing well. Your scores tell you which areas need improvement. Prioritize objectively; select the single most critical area to work on first and take immediate positive steps to develop the skills you need. Put your ego aside and ask your Assistant Coach(s) and Sales Players for suggestions.

TOTAL POINTS – 90-80: FAIR. Review your responses. Pay special attention to high scores and low scores. On reflection, do your responses accurately portray you as Sales Coach? Would you change any response? If you wouldn’t change any response, change your behavior relative to the lowest scored scenario. A tip: The most critical scenario is number 1, Goal Setting Skills. If you didn’t score well on number 1, jump on the problem and get all the help you can . . . immediately.

TOTAL POINTS – 75 or LESS: TIME FOR A CHANGE? If you are not suffering some sort of temporary setback (domestic problem, health problem, personality clash at home or on the job, short-term financial crisis, etc.), stop what you are doing and discuss your situation with someone you trust. If you’re unable to immediately change your responses to these scenarios, you should seriously consider stepping aside in favor of someone else in the organization who is better equipped to perform as a Sales Coach.

Copyright © 2008 by l.t. Dravis. All rights reserved.

If you have questions, comments, or concerns, Email me at LTDAssociates@msn.com (goes right to my desk) and since I personally answer every Email, I look forward to hearing from you soon.

Article Source: http://EzineArticles.com/expert/L._T._Dravis/204600

http://EzineArticles.com/?7-Secrets-Of-A-Winning-Sales-Coach&id=1446994

Header Photo by 472301 (Pixabay)
7 Secrets Of A Winning Sales Coach

7 Secrets Of A Winning Sales Coach

Guest Article By L. T. Dravis

I recently heard a fascinating story from a Sales Coach who told me how he succeeded in overcoming some significant challenges when he was recruited as a rookie sales manager for a major-brand forklift dealership in the late 1990s. Despite the brand name and the brand’s reputation for quality and excellent resale value, the dealer’s sales record for new, reconditioned, and used forklifts was abominable and had been lousy for quite some time.

At this Sales Manager’s request, I’ve agreed to keep him anonymous, so for our purposes, I’ll just refer to him as George.

George had been the number one salesman for a southern California forklift company selling more units in his territory in a month than most of his competitors sold in a quarter. George was relatively well known throughout the industry, so a failing dealership in the northwest desperately needed to sell or die, so management went after George like the hare chasing the tortoise.

Well, this was nothing new for George. He’d been recruited for years by dozens of other dealers all over the country. But the dealership in the NorthWest was something else. Sales had been slipping for several years, market share had plummeted to historic lows, and the service and parts departments were experiencing a severe revenue shortfall due to the cumulative, drop-off in overall new, reconditioned, and used forklift sales. So, the dealer principal called George and literally begged him to meet for dinner so he could offer him tons of money and complete freedom to run the sales department anyway he saw fit.

George is anything but dense. So he looked at this opportunity for what it could be, not for what it seemed to be. The new job would undoubtedly be a tough challenge with lots of inherent risk of failure. On the other hand, it could be a once-in-a-lifetime opportunity. When he looked at the new job’s potential, George realized he had nothing to lose. Not really. After all, if he could turn this company around, he’d be able to write his own ticket with anyone, anywhere. On the other hand, even if he failed, he could always hit the road and earn six figures selling forklifts for any dealer, anywhere.

So, he looked the dealer principal in the eye, shook his hand, and accepted the position.

George inherited nine salespeople with his new job. The only producer in the entire sales department was a mid-forties salesperson we will call Jasmine (not her real name). Now, Jasmine had only been in the industry for about five years, yet she was selling forklifts like there was no tomorrow. None of the other eight salespeople seemed to have the experience, training, motivation, or the character necessary to focus on much of anything beyond a draw, driving a company car, and taking paid holidays.

Morale had dropped as low as sales, profits, and the infrequent commissions check.

George immediately sat down individually with each salesperson to talk about what was really going on. He promised to keep each conversation confidential as he asked each sales person to talk about why they weren’t generating more sales and profits. He was disappointed but not surprised to hear the usual excuses for the poor performance he’d heard from salespeople for years, “There’s no business in my territory because it’s saturated with forklifts.” And, “Our competitors outsell us because their prices are lower and I can’t compete.” And, “The economy is slowing down, and no one is buying.”

Within 3 months of George’s arrival in the sunshine, all those excuses faded like memories of last year’s Grammies, and the sales department was selling new, reconditioned, and used forklifts like never before.

So, what happened?

What did George do to change things around so dramatically?

Well, here’s what he told me:

GEORGE’S 7 SECRETS

1. George’s First Secret – Do nothing:

For the first few weeks, after he became Sales Manager, George did nothing at all. He didn’t make any changes; in fact, he didn’t even make any suggestions.

The sales crew was delighted because they began to believe that George would never be as good a sales manager as he had been a territory salesman. There were two reasons for this unlikely attitude. First and foremost, the sales crew didn’t want things to change, not really, because they didn’t believe changes would do anything but make them work harder for less. Secondly, they’d heard all about George’s heavy-hitter reputation and thought it made them look bad, so they secretly rooted for George to finally fall flat on his behind.

Given the severity of the sales situation, the big question floating around the company was why isn’t George doing anything? Is he just lazy? Is this the Peter Principle in action? Is George not up to the job? Or, is he too much of a wimp, too scared to tackle this huge, long-term problem head-on?

Not hardly.

George did nothing because he was too smart to move too quickly, too soon. He knew that before he could institute changes to increase sales and profits, he first needed to invest some serious time and patience learning to understand the dynamics that had killed sales for so long at this particular dealership.

This time and patience thing took more than a little courage on George’s part. It was tough for a results-oriented guy like George to overlook caustic comments from Senior Management and pass off the disappointed stares flashed his way by the few people in the sales department who really did want change. Nevertheless, he stayed focused on gathering information, analyzing sales records and call reports, talking with salespeople, managers, department heads, and customers, digging for the root causes of the only problem that really mattered: Not Enough Sales!

2. GEORGE’S Second – Secret Build Relationships with Sales Players:

After George analyzed management support, financial resources, company image in the territory, facilities, equipment, customer service, parts and service support, product quality, and the company’s relationship to its factories, he concluded that he was right about the root cause: The sales team was utterly incapable of doing its job. Sure, like any warm body, each sales person was capable of taking an order for a forklift, but nine of nine salespeople weren’t trained in the skills they needed to sell significant numbers of forklifts. Eight of the nine obviously lacked confidence and direction and had never experienced any consistent success … so they had no positive history to fall back on. Nine of nine salespeople worked – when they worked – only for themselves because not one of them had a clue about the collective importance of working together as a team. Last but not least, since Jasmine had always been off doing her own thing, completely disassociated with the rest of the group, her colleagues had no role model to emulate.

George made it his business to continue to get to know each salesperson, both as an employee and as a person. Each afternoon, he would invite one of the nine to come to his office early the next morning for 15 minutes or so before the switchboard opened, just to talk. He provided fresh coffee, hot chocolate, and a variety of pastries to please any taste. Discussions were friendly, casual with lots of give-and-take. Over time, each individual came to learn that George wasn’t a threat and, at the same time, they began to believe in George as a leader and as a coach who could and would help them sell more and earn more, more often.

3. GEORGE’S Third Secret – Create a success role model on the team:

If you’ve heard the term “Stepping Up” then you probably heard it in the NBA or NFL. “Stepping Up” means that a top performing player assumes a leadership role on the team. Because Jasmine was the only real performer in the sales department, George decided to help her step up. He trained her thoroughly on the ins and outs of the Sales Coaching concept to help her realize that despite years of separation, the team really needed her to become a Success Role Model. George knew very well that the best way to transform eight below average producers was to get them to emulate the one strong performer.

George also realized that if Jasmine’s sales began to drop – for any reason – she would lose credibility with the rest of the team. So, he worked to coach her, subtly and quietly, because he didn’t want to offend her sensibilities as a top performer. He worked with her consistently because he wanted to keep her numbers strong. In George’s second month as Sales Coach, Jasmine was able to generate nearly 200% of budgeted new, reconditioned, and used sales in her territory. And, senior management and others around the company began to drop their doubts about George’s abilities.

At this point, we asked George why he didn’t merely set himself up as the team’s role model. After all, his sales history was nothing to sneeze at!

His reply?

“I felt that my example wouldn’t be as meaningful as the example Jasmine could set,” he said with a smile. “After all, even though these salespeople weren’t particularly friendly with each other, they knew Jasmine well enough to respect her abilities as a top-notch sales person and would, therefore, be more likely to emulate her strategies and tactics.

“We started slowly at first. In Sales Practices and Team Meetings, I’d ask Jasmine to talk about her week was going. She’d tell us who she sold to and why. It was just a casual conversation. No lectures, no pressure. After a couple of weeks, I began to encourage the others to interact with Jasmine, to ask questions, to talk about their successes and failures. And, in no time at all, we had our Success Role Model working to help the team sell more, more often, with no resentments and no resistance.

“Over time, I realized that Jasmine had become Sales Coach in Sales Practices and Team Meetings while I had become the moderator. Gotta tell you, I couldn’t have been more pleased that my plan worked out so well, so quickly.”

4. GEORGE’S Fourth Secret – Clearly communicate performance goals:

George refused to waste time with mealy-mouthed platitudes. Because he felt obligated to turn the company around as quickly as possible, because forklift salespeople work in an incredibly competitive business, George refused to take anything for granted. He believed that he owed it to Senior Management, to himself, and especially to Sales Players, to come clean and communicate his expectations to everyone concerned.

So, George established the following three categories of Performance Goals for the team:

Activity Goals, Behavior Goals, and Results Goals.

An ACTIVITY GOAL, for example, requires each Sales Player to send out a minimum of 25 mailers per week with telephone follow up calls within seven days of each mailing.

A BEHAVIOR GOAL requires each Sales Player to provide a quote to the customer within 24 hours of the initial contact.

The RESULTS GOAL that got the most attention requires each Sales Player with at least one year in a territory to sell a minimum of $100,000.00 in sales of new, reconditioned, and used forklifts each and every month.

5. GEORGE’S Fifth Secret – Set your standards high:

No matter how productive you are as a Sales Coach, George says, no matter how hard you and the company work to support the sales department, there will always be someone who won’t step up to the plate. George doesn’t hesitate to confront poor performers because he refuses to tie the team’s performance to the lowest common denominator. He focuses on the only thing that really matters: Consistent, profitable sales! If a salesperson can’t or won’t generate enough in profits to exceed the company’s cost in payroll, commissions, benefits, etc., George recruits a replacement and immediately cuts the player from the team.

If a Sales Player is a marginal performer but is willing to admit the shortcomings that need to be fixed, George, Sales Coach, works to bring that person to the point of making the final decision. This means they either ‘decide’ to join the team, immerse themselves in the Sales Coaching process, and start selling or they ‘decide’ to leave the company… immediately.

George told us that that the only thing worse than someone who resigns and leaves is someone who resigns and stays… so he never allows anyone to stay if they are already checked out.

Author’s comment: Sensible approach… no wonder this guy’s a winner.

6. GEORGE’S Sixth Secret – Emphasize dignity and respect for all:

Look, George says, after the dust settles, we are all just people. We are fallible human beings who make more mistakes than we care to admit. So, George makes it his business to firstly admit his own mistakes, no matter how tough it may be to do so. Because he agrees with Dr. Phil when he says you can’t change what you won’t admit, George expects Sales Players to accept responsibility for their own shortcomings. Irrespective of performance failures and character flaws, George continually reminds the team of his expectation that everyone – Sales Players, senior management, department heads, key personnel and, of course, the coach – will treat everyone else with complete dignity and respect.

George promotes this aspect of his Sales Coaching effort by taking the entire sales team out of the office once a month – every month – for a fun dignity and respect building group activity – go-karting, golfing, dinner, lunch, breakfast, something.

7. GEORGE’S Seventh Secret – Coach hard, play hard, and win:

George believes that his job as Sales Coach is just as critical as an NFL coach. Like any winning NFL coach, George recognizes that he has to stay close to the action. To be a capable, credible coach, he has to be visible to Sales Players, customers, prospects, senior management, department heads, and key personnel in the company. So, like any good coach, George spends a great deal of time each week talking to people, on the phone, in meetings in his office, traveling with Sales Players, in front of prospects and customers, asking questions, and observing how sales plays are won and lost.

As a result, George has gained incredibly accurate and timely insights into his performance, into the performance of the Sales Team, and into the real needs of customers and prospects. These insights, of course, have helped George set realistic team goals, reward winning Sales Players, supply real customer needs, and thereby triple sales within 12 months.

You can do the same and more… if you really want to.

Right?

EPILOGUE

This team thing is nothing new. We all play our lives out on a variety of teams … the team at home with our families, the on the job team with colleagues, the team we play on with good friends and close neighbors and on and on.

Some of us stand on the sidelines, watching and cheering… we are called receptionists, sales coordinators, service, and parts folks, truck drivers, and senior managers. Some of us take the field and compete… we are called Sales Players. And a crazy few of us do it all: we watch, we cheer, we train, we cajole, we motivate, we even play… we are called Sales Coaches!

As Sales Coach, your primary responsibility is to create a winning environment in your company, an environment that comes about only when you:

  • Identify precise goals… be clear and very vocal about what you want to achieve and when you want to complete it, and colleagues & friends will hold you to your goals!
  • Clearly communicate winning ideas to your team
  • Transform winning ideas into winning realities

When you clearly communicate your goals to individual Sales Players, they will begin to adopt your goals as their own. And, when your Sales Players understand the value and significance of your goals, they will play harder to help you achieve them.

And that’s how you play the sales game to win.

Copyright © 2008 by l.t. Dravis. All rights reserved.

If you have questions, comments, or concerns, Email me at LTDAssociates@msn.com (goes right to my desk) and since I personally answer every Email, I look forward to hearing from you soon.

Article Source: http://EzineArticles.com/expert/L._T._Dravis/204600

http://EzineArticles.com/?7-Secrets-Of-A-Winning-Sales-Coach&id=1446994

Header Photo by geralt (Pixabay)

 

Disqualify Sales Prospects to Facilitate Sales Cycles

Disqualify Sales Prospects to Facilitate Sales Cycles

Guest Article By Michael Halper

As a sales person needing a commission and to hit quota, we are usually in a mode where we are telling sales prospects why our products are the right product for them. But if the sales opportunity is not moving in the direction or at the speed that you would like, it can be powerful to do the opposite and disqualify the prospect by questioning if our product is the right fit for them.

New Car Example

Let’s take an example of a new car shopper to display how this could work. The prospect has been looking at cars, done the research, completed the test driving, and narrowed the choice to one car. She has expressed interest but is hesitant to move forward to the next step in the process which is to purchase.

At this point the momentum and speed of the sales cycle has slowed so the sales person has three options:

1. Do nothing: The sales person could do nothing and let the prospect manage the speed and direction. This can lead to getting stuck in “idle land” which could result in more time being wasted on both sides and increase the probability of “no decision”.

2. Push harder: The sales person could push harder and try to sell more aggressively to the prospect. The risk here is that, if there is internal confliction going on in the sales prospect, then by pushing harder could push them away.

3. Disqualify: When the sales person notices the hesitation and confliction, they can disqualify by mentioning that maybe the purchase is not right. After this is done, if the purchase is a good fit, the sales prospect will begin to respond by selling on why it is a good fit and get through their hesitation.

As you can see from those options, disqualifying a prospect when they show resistance or hesitation can be a very powerful sales tactic. Below are some of the key benefits from doing this at the right time in sales opportunities:

Improve Momentum

When you do this on a qualified prospect with genuine interest and authority to buy, when you push them away by disqualifying, they will typically come back by selling you on why it makes sense. By the prospect selling you, this can take a deal that is either not moving or moving backward and create new momentum.

Uncover New Information

When a sales prospect begins to sell you after a disqualification, you will stand to uncover new information as they will likely communicate in their own words why it makes sense and that could uncover new details on their needs and how they stand to benefit.

Establish Credibility

By disqualifying a sales prospect, you will take a huge stride in the area of establishing credibility. This is powerful as the typical sales person will opt to be more aggressive in a scenario where they sense hesitation. By you disqualifying, not only do you stand out from the competition, but you also appear to be putting the interests of the prospect before your own interests of closing a deal.

Michael Halper is an ICF certified coach that works with individuals and organizations helping to drive growth and improvement. For more information about coaching and development visit Compass Coaching you can read more about Disqualifying Sales Prospects or Sales Coaching.

Article Source: http://EzineArticles.com/?expert=Michael_Halper

http://EzineArticles.com/?Disqualify-Sales-Prospects-to-Facilitate-Sales-Cycles&id=5415606

 

 

Photo by familymwr

LinkedIn Profile Tips – The 10 Mistakes You Want to Avoid and Why

LinkedIn Profile Tips – The 10 Mistakes You Want to Avoid and Why

Guest Article By Neal Schaffer

A lot of people tell you what you should be doing, but what about what you shouldn’t be doing?

LinkedIn is the place to not only find others but also to be found. And that is why you need a LinkedIn Profile that not only helps you get found but also will entice people to contact you once they view your profile. I see many people making fundamental mistakes that actually work against them in this aspect. If you’re going to spend time putting together a LinkedIn profile, I assume you want to maximize your chances of being contacted by the right people, right?

With that in mind, I have created an easy-to-understand list of a few things to check for with my reasoning. If it sounds like an exercise in search engine optimization, you are on the right path. Just like any website owner, you want your LinkedIn profile to stick out and be found!

Enjoy my LinkedIn Profile Tips!

1. Not Displaying Your Personal Photo

I wrote an entire blog post about why you should include your photo in your LinkedIn profile, but it all comes down to having social media credibility or not. There are too many fake profiles on LinkedIn, so you want to show that you are real. If you have taken the time to complete your LinkedIn profile, why wouldn’t you display your photo? It just raises too many potential questions. And company logos or photos of pets obviously have no value here

2. LinkedIn Profile Headline is Not Branded Enough

See that space underneath your name? That is your “Professional” or Profile Headline. It will appear in search results next to your name, as well as next to any questions you ask or answer. It is, in essence, your elevator speech in a few words. Are you just putting your title and company name here? Don’t! This is the place where you need to appeal to anyone who finds you in a search result to reach out and look at your profile. Your Profile Headline is the single most important piece of real estate on your LinkedIn Profile, and you need to brand it as such.

3. LinkedIn Status Update is Not Appealing

This is that “What are you working on?” box that I refer to as a “Status Update.” Assuming someone finds you and looks at your profile, chances are they are going to be looking at what you write here simply because that it appears just underneath your Headline Profile. What do you write here? Many people in transition note that they are looking for a job here. What do you use your LinkedIn Status Update for? It is part of your branding exercise, and it should be something appealing that will both inform the reader of your latest activities as well as hopefully add to, not subtract from, your LinkedIn Brand.

4. Don’t List Enough Companies You Worked At Or Schools Attended

One of the ways you are found on LinkedIn is through searches on company names or schools. If you are only listing your current company and/or not even displaying your college, you are missing out on potentially being found. Check this out: I did my Junior year of college abroad in Beijing nearly 20 years ago. I had been out of touch with all of the 15 or so Americans that were there that year. Two of those 15 have found me on LinkedIn! And another high school friend who I lost touch with found me this week on LinkedIn. They would not have found me had I not listed my Junior year abroad school and high school name on my profile. Companies are even more important in that there are potentially more colleagues that may be trying to find you or recruiters trying to network with you! You may be missing out!

5. Not Having Three LinkedIn Recommendations

This is the same as not having your personal photo on your LinkedIn profile. Why? When you sign up for LinkedIn and first fill out your profile, LinkedIn recommends that you write three LinkedIn Recommendations. You need to do this in order to get your LinkedIn Profile to 100% Completion. Job postings on LinkedIn similarly require three LinkedIn Recommendations. These recommendations can only work in your favor, so why don’t you have at least three of them?

6. Too Few Connections

This is a topic for debate, but too many people have too few connections on their LinkedIn Profile, and thus are not getting found. The idea is simple: when you do a search you will see results from your network. And vice-versa. So the more connections you have the more search results you will appear in pure and simple.

7. Not Listing Three Websites

LinkedIn gives you the ability to list three websites on your profile. Are you taking advantage of it? Do you have a Twitter profile or other social networking profile that you want to advertise? Company website? A blog that you enjoy reading? Anything that you would want associated with yourself should be listed here. You will be adding to the search engine optimization of your own websites just by the fact that you list them here!

8. Not Claiming Your Personal URL

When you sign up to LinkedIn you are provided a public URL which you can then include on your email signature or wherever else you want to lead people to your LinkedIn Profile from. You can customize this when you edit your profile. Claiming your name here is one of the first things you should have done on LinkedIn. If you have a common name, make sure you claim your LinkedIn URL before others do!

9. No Branded Summary Rich with Keywords

Assuming that someone finds you in a search result, likes your Profile Headline, and isn’t scared away by your Status Update, the next most important part of your profile will be your Summary. This is the chance to fully brand yourself and ensure that any keywords that you want associated with yourself are found here. You also want to write something compelling, just as you would in the Executive Summary of your resume. This is your stage to tell the world who you are and what you can do! Utilize it to your fullest advantage!

10. No Job Descriptions

Even if you’ve listed positions at companies that you previously held, it means nothing if you don’t have any job descriptions. Job descriptions provide you the perfect opportunity to pepper your profile with keywords that will help you get found. Why aren’t you taking advantage of this?

Did I miss any that you’d like to share? Let me know! And if you didn’t make any of the above mistakes, congratulations! Your LinkedIn Profile is in good shape!

Neal Schaffer is an internationally recognized social networking guru helping companies and individuals embrace social media for personal and business applications. His experience in creating the Windmill Networking Blog – a social networking world that has become so vast in one year that it constitutes one of the widest read LinkedIn blogs world-wide-resulted in his upcoming first book Understanding, Leveraging & Maximizing LinkedIn. Schaffer is a highly sought-after speaker and consultant noted for his energetic and passionate presentations. His development of Windmill Networking and the LinkedIn potential parallels two decades of success in sales and business development in the technology sector, concentrating on the Asia-Pacific region He is the former Director of Sales, Asia Pacific East for Datapath, and Regional Vice President of Asia Pacific Sales for Espial. He earned a Bachelor of Arts from Amherst College in Asian Studies and is fluent in Chinese and Japanese. He resides with his wife and two children in Newport Beach, CA.

Article Source: http://EzineArticles.com/?expert=Neal_Schaffer

http://EzineArticles.com/?LinkedIn-Profile-Tips—The-10-Mistakes-You-Want-to-Avoid-and-Why&id=2769684

 

Photo by nan palmero

The 3 Key Components To Grow Any Business

The 3 Key Components To Grow Any Business

Guest Article By Kay R. Sanders

If you are in sales, have you ever wondered why you can’t seem to increase your sales results? There has to be a way to get predictable results! Right? The answer is yes; you can produce predictable results. In order to produce such predictable outcomes, there are three key components every sales person must consider to grow a business.

The three key components to grow any business are:

  1. Generating Leads
  2. Setting Appointments
  3. Converting Leads into Sales Presentations

Each component is a vital part of growing a business. It starts with generating enough leads or contacts of individuals who are in the target market and who would benefit or are interested in the product(s) or services a salesperson is selling. Without leads, a sales person would not have anyone to present their product or service! Next is setting up the appointment that creates the opportunity to present the product or service to individuals who would benefit and possibly would want to buy. Last but not least is the part where leads convert into sales presentations. These three components are the stepping stone in any sales process, and one would not work without the other.

The sales industry is one of the best industries to be in, with unlimited income potential and a lifelong job security. Salespeople are in high demand because every business needs salespeople to sell their products. Without salespeople, businesses would not be able to operate. Being in sales in not a bad thing, even though many feel bad or embarrassed about being in sales. Instead, be proud to be a sales person because you do can make a difference in people’s life’s with the products or services they are selling.

Every year more and more people start a career in sales. Unfortunately, many also quit the business because of one major obstacle: they don’t know how to sell! You see if you know how to sell and you know about the sales process, you have the potential to make a substantial amount of money. But the majority of salespeople start in sales with limited knowledge of how to sell. Their employers give them some basic training on what to say to prospect, and then they send them out with these words:

Go make a lot of calls and talk to as many people as possible since eventually someone will buy.

That’s just like throwing mud on the wall. Some mud sticks, but most of it falls off.

It’s the same in sales, if you talk to people without the knowledge of

  • how to approach them,
  • what to say,
  • figure out what their true needs are.

You are throwing mud on the wall. The majority of people say: “I’m not interested.” Occasionally you do get to make a sale but that’s probably because the prospect wanted what you were selling.

Selling is not always easy. If you’ve ever struggled in sales before, I can understand and relate to you. At the end of the day, in sales, you have to know how to sell. You have to know about systems that can assist you in the sales process. You have to know

  • what to say,
  • when to say it,
  • how to close,
  • how to handle objections,
  • how to set appointments,
  • how to build trust and rapport.

These are all skills that you have to know to be successful.

You also have to decide if you want to become successful and do whatever it takes to get where you want to be, meaning there will be sacrifices that you have to make to get there.

However, if you are not willing to make those sacrifices and take action, and you rather continue to argue for your limitations, guess what’s going to happen… you get to keep your limitations.

Fortunately, selling is a learned skill! If you want to become successful in your sales career, you have to do is learn new skills. Then practice, practice, and practice some more. You should be able to generate leads, book appointments, and convert leads into sales. Once you learn new sales skills and consistently apply these skills, you will quickly see a tremendous increase in not only your sales results but also your confidence and self-esteem. Nothing feels better than success, and anyone who sets their mind to it and does what is necessary to improve their skills can become successful.

Kay Sanders is a Sales Acceleration Coach who helps Network Marketers and Sales People to increase their sales results and take their business or sales career to the next level. Visit http://www.embracingsales.com for more information or to schedule a complimentary coaching consultation.

Article Source: http://EzineArticles.com/?expert=Kay_R._Sanders
http://EzineArticles.com/?Key-Components-To-Grow-Any-Business&id=8902889

Image courtesy of jscreationzs at FreeDigitalPhotos.net