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Add You - Sales Training - How to Maximize Sales by Changing Your Sales Training Focus
Recruitment is a delicate and complicated procedure. You have to find the ideal candidate for the vacancy within your company, and the candidate will have to find out if your company is the right one for them. Perhaps the most stressful part of recruitment is the interview – many candidates will be stressed and anxious, which does not make your job any easier. Though it is near impossible to eliminate all the stress, there are ways to make the interview stage a more fruitful and enjoyable experience for both sides.Offer RefreshmentOffer the candidate a drink. Either the choice between coffee
Unfortunately, when salespeople leave these training sessions, they often have no idea how to find or qualify opportunities for the product or service they were just "trained” to
Your reputation precedes you. Like it or not, consumers choose whether or not to use your service based on how you're viewed in the market. Your name or logo will influence when and if consumers use your service. Building credibility with your target will help you in the long run. It will also polish up your image for all to see.Brand image is the physical and psychological reaction your brand receives when it is viewed or talked about. It can be brought up from seeing a logo or simply by two people having a conversation. It is also impacted by where they see your brand and how they perceive what it
Think about it – if every one of your company’s salespeople sold every product and service in their portfolio to every business unit, department, and division of every account, what kind of number would they produce? Something huge, right?
From a sales management perspective, few things are more frustrating than having a bunch of “one trick ponies” on a sales team. These are salespeople that have developed a comfort level with one product or service, and that product or service makes up 80% to 100% of their sales.
I used to work for a computer distributor that had numerous salespeople that fit this mold. They would congratulate themselves for selling servers to an account, completely oblivious to the fact that the very same account was also buying storage, networking equipment, software, and professional services. The distributor’s salespeople only scratched the surface of the total available opportunity in most accounts.
Here is a second huge frustration for sales managers and executives -- salespeople that don’t produce “traction” with new products and services.
When your company introduces a new product or service, you make a pretty sizeable investment to train your salespeople to sell the new product or service, right? Doesn’t it drive you crazy when only a fraction of your salespeople actually sell the new product or service? The return on your sales training investment stinks, and your company never sees the revenue boost it expected to receive from the new product or service.
Why do I bring up lack of account penetration and lack of sales traction for new products and services in the same article? Because the same problem is often at the root of both issues! That problem is an excessive focus on technical details.
Many managers and salespeople believe that salespeople need to become experts in order to sell a product or service effectively. To develop this understanding, companies invest enormous amounts of time and money in exhaustive training to educate salespeople on product features and benefits, performance characteristics, industry information, pricing guidelines, promotional activities, available collateral material, etc.
Unfortunately, when salespeople leave these training sessions, they often have no idea how to find or qualify opportunities for the product or service they were just "trained” to s
What is a role of a bookkeeper in your organisation: BOOKKEEPERS keep complete, up-to-date, and accurate records of accounts and financial arrangements. Bookkeepers verify and enter information into journals and ledgers or into a computer. They periodically balance the books and compile reports and financial statements. Bookkeepers also receive, record, bank and pay out cash. They balance checkbooks with monthly bank statements. They may calculate employee wages from plant records or time cards and issue payroll checks. Some of the other work they may do includes posting accounts receivable and payable,
I used to work for a computer distributor that had numerous salespeople that fit this mold. They would congratulate themselves for selling servers to an account, completely oblivious to the fact that the very same account was also buying storage, networking equipment, software, and professional services. The distributor’s salespeople only scratched the surface of the total available opportunity in most accounts.
Here is a second huge frustration for sales managers and executives -- salespeople that don’t produce “traction” with new products and services.
When your company introduces a new product or service, you make a pretty sizeable investment to train your salespeople to sell the new product or service, right? Doesn’t it drive you crazy when only a fraction of your salespeople actually sell the new product or service? The return on your sales training investment stinks, and your company never sees the revenue boost it expected to receive from the new product or service.
Why do I bring up lack of account penetration and lack of sales traction for new products and services in the same article? Because the same problem is often at the root of both issues! That problem is an excessive focus on technical details.
Many managers and salespeople believe that salespeople need to become experts in order to sell a product or service effectively. To develop this understanding, companies invest enormous amounts of time and money in exhaustive training to educate salespeople on product features and benefits, performance characteristics, industry information, pricing guidelines, promotional activities, available collateral material, etc.
Unfortunately, when salespeople leave these training sessions, they often have no idea how to find or qualify opportunities for the product or service they were just "trained” to
Imagine having at your disposal a means to immediately inform house buyers that you have just the property they are looking for. Potential buyers have given their details and their preferences - imagine that you can send them this information no matter where they are or what they are doing, they can read it at a time that’s convenient and can act accordingly in their own time. Imagine that you can do this quickly and easily, in a matter of minutes, regardless of the number of recipients.Sounds too good to be true? Well it's not - it's available now, it's inexpensive and you can be taking advantage of it wi
Here is a second huge frustration for sales managers and executives -- salespeople that don’t produce “traction” with new products and services.
When your company introduces a new product or service, you make a pretty sizeable investment to train your salespeople to sell the new product or service, right? Doesn’t it drive you crazy when only a fraction of your salespeople actually sell the new product or service? The return on your sales training investment stinks, and your company never sees the revenue boost it expected to receive from the new product or service.
Why do I bring up lack of account penetration and lack of sales traction for new products and services in the same article? Because the same problem is often at the root of both issues! That problem is an excessive focus on technical details.
Many managers and salespeople believe that salespeople need to become experts in order to sell a product or service effectively. To develop this understanding, companies invest enormous amounts of time and money in exhaustive training to educate salespeople on product features and benefits, performance characteristics, industry information, pricing guidelines, promotional activities, available collateral material, etc.
Unfortunately, when salespeople leave these training sessions, they often have no idea how to find or qualify opportunities for the product or service they were just "trained” to
I had an interesting conversation on the phone during class the other day. This took place over the course of 20 minutes or so with the class listening in on the conversation. Here are some of the details I can recall.I called on a prospect that was entrenched with another supplier. After asking and receiving his permission to speak we covered all the reasons why he liked his current supplier. At this point my goal was to pinpoint what was of importance or value to him. I asked if he was aware of the current recall of a certain part of equipment his supplier recalled. My intention was not to attack the sup
Why do I bring up lack of account penetration and lack of sales traction for new products and services in the same article? Because the same problem is often at the root of both issues! That problem is an excessive focus on technical details.
Many managers and salespeople believe that salespeople need to become experts in order to sell a product or service effectively. To develop this understanding, companies invest enormous amounts of time and money in exhaustive training to educate salespeople on product features and benefits, performance characteristics, industry information, pricing guidelines, promotional activities, available collateral material, etc.
Unfortunately, when salespeople leave these training sessions, they often have no idea how to find or qualify opportunities for the product or service they were just "trained” to
Millions of people are starting online businesses in hopes of creating additional income for themselves and their families. With many men and women sharing the same names how do you get your name to stand out?The only solution is to create a Unique Personal Brand.What is a personal brand?A unique personal brand is a word or phrase that describes you. It is what sets you apart from every other internet business owner.Some people have been fortunate enough to create a following for their own name, while others are associated with a website, line of business, or marketing strategy.o sell a product or service effectively. To develop this understanding, companies invest enormous amounts of time and money in exhaustive training to educate salespeople on product features and benefits, performance characteristics, industry information, pricing guidelines, promotional activities, available collateral material, etc.
Unfortunately, when salespeople leave these training sessions, they often have no idea how to find or qualify opportunities for the product or service they were just "trained” to sell! This leaves the salespeople frustrated, as they feel the time spent in training was wasted. Management is equally frustrated with their sales team's inability to gain traction with new products and services, and their inability to learn to sell their company's entire portfolio of products and services.
This mutual frustration results from a lack of recognition of one very important fact:
When a salesperson identifies a qualified opportunity, there is usually no shortage of knowledgeable resources that can assist the salesperson with converting the opportunity into a sale.
These resources may include technical or other specialists from the salesperson's own company, or similar resources that are employed by suppliers or channel partners.
If salespeople have access to product/service experts, why should they spend time learning technical details? Instead, why don't they laser-focus their learning on how to find and qualify opportunities?
Your company can facilitate this kind of focused learning by redesigning product and service training curriculums to address the following topics:
- Product/Solution/Service Overview: What does the product or service do (in plain English)?
- Differentiation: What are a few key differences between this product or service and competitive products or services?
- Business Problems: What business problems does the product or service solve?
- Qualifying Questions: What questions should salespeople ask to determine whether a prospect or customer has the business problems that the product or service can solve, and to quantify the impact of these business problems?
- Expert Resources: What expert resources are available to help salespeople manage technical details?
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