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Actual for You - Transforming Your Sales Force by Creating Specific Expectations
Are you aware that some of the things we use in our everyday lives are plastics? When we talk about convenience, durability, efficiency, stability, usefulness and practicality in the things we use nowadays, chances are, those things are made out of plastic.One example of this is Zip-lock plastic bags for storing foods. Another one is the Coleman or Rubbermaid coolers we use to keep preserve foods while camping outside or going out of town and water jugs to keep our beverages cool and a handy gadget outdoors. And a lot more of plastics used for everyone's convenience. But these are not just ordinary plastics! Plastic is...- Durable - Reliable - Tough - Helpful - Easy to use - Low in cost1. ThermoformingThermoforming is one of the procedures being done to manufacture plastic. A plastic sheet or film is used that can be easily soften up when heated and becomes hard again when it cools down. The kind of plastic used in Thermoforming can undergo melting and freezing without changing its chemical state and it can be re-used. The plastic sheet or film is heated between specialized heaters in order to form the product with its usual temperature range. Th
Every company, no matter how diligently they may endeavor to do otherwise, makes mistakes from time to time. Many progressive companies, large and small, employ redundant checks to help ensure that each department operates in an optimal, error-free manner. In fact, it is not the company, rather some human being who is likely at fault when a mistake is discovered. We may blame computers, freight companies, email problems, busy telephones and so on, but the truth is that fallible people make the mistakes.It often is not the error itself that irritates our customers so much as it is our response to the problem or resulting situation. More business volume is lost each day because of poor customer service than as a result of any multitude of mistakes otherwise experienced. Be empathetic; put yourself in the shoes of your customer. How do you feel about excuses, the blame-game, endless paperwork, being put on hold, and being transferred among departments, often without a satisfactory solution to the issue at hand? Become determined to change this direction in your company.When the inevitable happens, and your customer is now upset with you; how will you respond? Here is an interesting thoug
He wanted the salespeople to call on new prospects to expand the company's base. Instead of just seeing established customers, he asked them to call on prospects, and report back to him on the progress they were making.
There were almost no results. Instead he got comments like: "I'm not going to do this, I'm not a new salesperson." Or, "That's just more paperwork." This list could go on and on. The salespeople resented being asked to do something they saw as outside of their responsibilities, and the manager was extremely frustrated.
This is a classic example of the chronic malady I call a lack of "directability."
The problem is that management has not cleared up this murky difference of opinion.
It may be, of course, that the salespeople choose to ignore management's direction. That's a different but associated problem. It really doesn't come into play until the expectations are made clear.
For example, one of my clients moved his company to a CRM system. He gave the salespeople six months to learn to type, offered to pay for a typing class for them, and mandated that on a date approximately six months from now, the company would totally implement the CRM system. That meant that every sales person would be expected to use it to record sales calls, customer info
Trade show booths are designed to attract visitors and generate potential clients. The more professional and prominent your display, the better your chances of generating interest in your company's products and/or services. Most of the conversations you will have while exhibiting will take place out in front of your booth. A kiosk or tower can provide an excellent place to engage visitors out in front of your normal display area.Many kiosks have monitors mounted to them, which would allow your sales staff to use computer systems to better showcase your products and services. In addition to monitor mounts, most kiosks have counter surfaces, which are great for taking notes on the needs of your attendees or for displaying a product catalog.In addition to the practical use of kiosks and tower structures, they add a striking visual element to your display. Most exhibitors set up a back wall display, but kiosks give your booth a presence near the aisles. The closer your company name and logo can be to the people passing by your booth, the more likely it is that they will stop to visit your trade show display area.In general, kiosks are a great way to add dimension to your display. V
He wanted the salespeople to call on new prospects to expand the company's base. Instead of just seeing established customers, he asked them to call on prospects, and report back to him on the progress they were making.
There were almost no results. Instead he got comments like: "I'm not going to do this, I'm not a new salesperson." Or, "That's just more paperwork." This list could go on and on. The salespeople resented being asked to do something they saw as outside of their responsibilities, and the manager was extremely frustrated.
This is a classic example of the chronic malady I call a lack of "directability."
The problem is that management has not cleared up this murky difference of opinion.
It may be, of course, that the salespeople choose to ignore management's direction. That's a different but associated problem. It really doesn't come into play until the expectations are made clear.
For example, one of my clients moved his company to a CRM system. He gave the salespeople six months to learn to type, offered to pay for a typing class for them, and mandated that on a date approximately six months from now, the company would totally implement the CRM system. That meant that every sales person would be expected to use it to record sales calls, customer inf
A Fortune 100 director willingly passes confidential board room chatter to the press; a CEO slips into using any means available to plug the leak; private eyes are seduced from keyhole peeking into alleged criminal impersonations hoping to impress a big client, and a phone company clerk is flustered or pressured into releasing confidential call records.What were they thinking?The actors in the unfortunate events at Hewlett-Packard most likely weren't thinking at all, and in fact may have been acting under the direction of their hard-wired personality preferences - traits which, in the absence of discipline or policy redirection, and in the presence of a personality-driven and divisive environment, hijacked the director's recognition of his fiduciary responsibilities and common sense. The devil didn’t make them do it, their psyches did. It could happen to anyone.It should be noted the authors have no special knowledge of the people and events that have taken place at Hewlett-Packard since May of 2005. We are simply observing, as is the rest of the business community, and expressing those observations as an expert in corporate intelligence gathering with 15 years' experience, and
This is a classic example of the chronic malady I call a lack of "directability."
The problem is that management has not cleared up this murky difference of opinion.
It may be, of course, that the salespeople choose to ignore management's direction. That's a different but associated problem. It really doesn't come into play until the expectations are made clear.
For example, one of my clients moved his company to a CRM system. He gave the salespeople six months to learn to type, offered to pay for a typing class for them, and mandated that on a date approximately six months from now, the company would totally implement the CRM system. That meant that every sales person would be expected to use it to record sales calls, customer inf
There is nothing wrong in wanting to get rich. The desire for riches is really the desire for a richer, fuller, and more abundant life; and that desire is praise worthy.There are three motives for which we live; we live for the body, we live for the mind, we live for the soul.No one of these is better or holier than the other; all are alike desirable, and no one of the three--body, mind, or soul--can live fully if either of the others is cut short of full life and expression.It is not right or noble to live only for the soul and deny mind or body; and it is wrong to live for the intellect and deny body or soul.We are all acquainted with the loathsome consequences of living for the body and denying both mind and soul; and we see that real life means the complete expres- sion of all that people can give forth through body, mind, and soul.Whatever you can say, no one can be really happy or satisfied unless their body is living fully in every function, and unless the same is true of their mind and their soul. Wherever there is unexpressed poss- ibility, or function not performed, there is unsatis- fied desire.Desire is possibility seeking exp
It may be, of course, that the salespeople choose to ignore management's direction. That's a different but associated problem. It really doesn't come into play until the expectations are made clear.
For example, one of my clients moved his company to a CRM system. He gave the salespeople six months to learn to type, offered to pay for a typing class for them, and mandated that on a date approximately six months from now, the company would totally implement the CRM system. That meant that every sales person would be expected to use it to record sales calls, customer inf
It has long been accepted that “people buy people – not things”. If that is so, then do you want to be able to build the strongest possible selling relationships? We’ll show you how. Values, Positioning & Selling When you apply NLP in selling you will increase your customer satisfaction rating and your repeat business. The approach enables you to ensure that you match your products or services to your customer's precise needs... ...and ensure that your customer is aware of how carefully you are attending to their needs! By doing this you are positioning yourself differently in the mind of your customer. You're no longer just another 'rep' or even a salesperson. In their mind you become 'someone to be consulted' and a valuable resource rather than a nuisance-to-be-tolerated. Pie in the sky? Unrealistic? Not so... Customers respect salespeople who respect them.. . ...and the converse applies, too. Who do you prefer to buy from? The pushy salesperson who talks at you or the person who takes the time to discover your
The expectations were perfectly clear. At the end of the six months, three of the salespeople had not improved their typing skills. When asked about the use of the system, they responded, "We're sales people, not clerks. We're paid to sell, not enter information."
In this case, the expectations were clear, but the sales people held onto an outmoded definition for their jobs. The company's course of action was clear and those three salespeople were replaced.
While there are a number of things that should be done to cure this patient, they begin with an often-overlooked initiative - creating a clear set of expectations for the job of the sales person.
This malaise of undirectability has, at its heart, a difference of opinion as to what the salesperson should do. The sales people believe that taking care of their current customers and being rewarded by a portion of the gross profit is the total extent of their responsibilities. Management believes otherwise.
The difference in these basic expectations generates conflict, resentment and frustration almost daily. This negative condition leads, of course, to dismal productivity. The sales manager continually squanders his time in the dubious effort of trying to shape the behavior of the salespeople. The salespeo
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