How to Write Proposals - Doing the Up-Front Work Part 3 - Research

What information do you need? Where can you find it? Is it accessible? Is it necessary?

The research process began when you were asked to make a bid on a proposal? If there was a briefing you would have done preliminary research on the client and what they wanted to achieve. You'd have decided whether this project was something you wanted to do, or respectfully decline.

You've chosen to bid. Your team will need to sit down and discuss what research to do, who does it, and how much of the bid budget to allocate.

Discussion comes first. People have different backgrounds and skill sets. You open up the conversation and encourage everyone's participation. You want their input and ideas. Really listening to what individual team members have to say becomes very important and of extraordinary value. It generates and clarifies direction.

If time is short-and it usually is with proposals-prioritize which research is most important. If there's information you simply must have compared to what might be useful, weigh that first. Sometimes it's easy to get what you want. At other times it seems impossible-the people you need are on vacation, you can't access a particular web site, the information you want will be released in six months but you need it by week's end. Regardless of the situation, try to obtain what you need. Too often people go for what's easy to get, which may be useful, but not what you need.

My experience in getting information is that it usually depends on the client. How willing is the client to spend time with you? Or rather, how willing are client staff to help you? This can be tricky, depending on their availability, and whether assisting you interferes with their regular work. Or, whether they like you. I once ran into a situation where a client's marketing department had already decided which firm they wanted to win the proposal and it wasn't us. They weren't exactly forthcoming with their cooperation. The lesson here is do whatever you can to make things easy for the client and client staff.

Expert advice

You may require expert advice. Where do you go for that? Do you have to pay for it? Will that expert component be a part of your actual bid?

The danger of perfection

When do you say enough is enough? I've been in situations where we didn't have all the information we would have liked. There wasn't enough time to get it, or the information wasn't readily available, or it was going to cost too much. At some point you have to realize that you have as much information as you're going to get, and that's what you must work with. If you get the project, then you can check further with the client to see if you need further information to complete the job.

I enjoy doing research, finding out the information I need to submit a proposal consistent with what the client requires, and to exceed client expectations. Encouraging full team participation and doing the appropriate research helps give you more of the necessary up-front foundation for developing a successful proposal.

Neil Sawers develops books and e-books to help entrepreneurs, small business and students write more easily and effectively. Visit us at http://www.howtowriteproposals.com and download our free chapters containing key tools to help you get your message across in the way you want.

Have you heard the latest on the Bhutto Assaniation in Pakistan?

If You're Not Selling

Are you working hard, but not getting the results you want? If you're a professional salesperson and you're not selling, it could be because:

? You are boring. Do customers cut you off in mid-sentence, or jump in when you pause for breath? Chances are, you're boring them. Paint a vivid picture and put them in it; use an example or interesting case history to illustrate your point. Whip out some visuals to show them how much they will save.

? You insult their intelligence. "Mr. Jones, would you like to save money on your long distance phone bill?" Polling prospects with lame questions in an attempt to get them to say yes is manipulative and insulting. Instead, ask open-ended questions to elicit their needs. Treat them with respect by tailoring your questions to their company, industry and circumstances.

? You are uninformed. Take time to visit the website of your prospect's company. Check out their competition, industry association and trade journals. Remember: the more you learn, the more you earn. If you do not understand what your prospects do, and what issues they face, how can you expect to determine how your product or service can best help them?

? You are talking to the wrong person. Oops! Once again, you have not done your homework, and end up pitching someone who has no decision-making authority. This hurts, because it's usually hard to get a second bite of the apple.

? You do not listen. Pay attention to what your customers are saying and how they are saying it, including their non-verbal communication. Effective listening will provide you with most of the answers to your qualifying questions without even asking them. You will learn about your customers' needs, what their hot buttons are, and how to convince them. Simply put: when your customer talks, you sell; when you talk, you lose.

? You talk about features, not benefits. You are crazy about all those neat bells and whistles your product offers, but you do not let the buyer know how they will directly benefit him.

? You do not understand their needs. In the world of sales, one size rarely fits all. Find out your prospect's special needs and concerns, and show how your product or service can help. Again: listen and he will tell you.

? Buyers do not like you. You have heard it a million times: people buy from people they like. If your prospect doesn't like you, he's not going to spend time getting to know your product or service. Investing some time in your rapport-building skills will pay big dividends.

? They do not know you, and have never heard of your company. All things being equal, who do you think your prospect is going to buy from: the company he has known for years, or you, the new kid on the block? Allay his fears by providing him with current customer lists (including contact names and numbers for some of your accounts), testimonial letters on your customers' letterhead, documented case histories, and press coverage. A referral from someone he knows and respects will swing doors wide open.

? Make your buyers heroes. Even in a business-to-business sale, you need to show your prospects what's in it for them personally. How do they personally gain? Will they look good to their boss? Will they save time and effort? Will they make their customers or employees happy? There's an important difference between, "Your company will save over $50,000 a year with our product" and "You will save your company over $50,000 a year with our product." People want to be heroes. Make it so.

It's the little things that make a difference in the sale. Pay attention to these ten factors, and make more sales.

Michael Dalton Johnson is the Editor & Publisher of "Top Dog Sales Secrets", the best-selling sales book featuring advice from 50 renowned sales experts. He is the Founder and Publisher of SalesDog.com, an education resource for sales professionals. Johnson is a successful entrepreneur with over 30 years of business leadership. For a free subscription to his weekly sales tips newsletter, visit his website at http://www.SalesDog.com

The Fine Art Of The Handshake

Your handshake says a lot about you. It can convey confidence, warmth, and honesty, or it can signal weakness, uncertainty, and disinterest. Either way, it sends a subtle yet powerful message about who you are, that is not lost on prospective buyers. Use these pointers to make sure your handshake sends the right signals, and creates a good impression with prospects and customers.

? Avoid the power grip. A handshake should be firm, but not overly forceful. Beware of the unconscious tendency to pull the other person toward you as you shake. This can be interpreted as aggressive, and the prospect's resistance to you will go up a notch or two.

? Nothing wimpy. It may seem painfully obvious, but it's amazing how many salespeople offer weak, perfunctory handshakes. This is a major turnoff to many customers. Firm and friendly always wins the day.

? Look 'em in the eye. As you extend your hand, establish eye contact and smile. Show some teeth! A warm and sincere greeting can make you an instant friend - and all things being equal, people prefer to buy from friends.

? Get a grip. Never grasp the other person's fingers. Take their entire hand completely in yours, and gently pump it two or three times.

? Turn on the charm. You've been talking with a customer on the phone for several months, and meet them in person for the first time at a trade show. To express your pleasure at finally meeting face to face, you may want to cover his extended hand with your left hand briefly during the handshake. This increases the familiarity and warmth of the handshake. Do not attempt this with someone you don't know. However, it is often a pleasant gesture when you are shaking hands with someone you've met previously. It simply says, "I'm very glad to see you again."

? What to say? No handshake is complete without a spoken greeting. You can't go wrong with, "It's a pleasure to meet you." When meeting someone of high rank, such as the chairman of the board or founder of a company, you may want to up the ante with, "It's a great pleasure to meet you." After the initial greeting, your conversation should begin while you are still shaking hands, for example, "John tells me you've made some significant additions to your product line." Your hand should be slowly and somewhat reluctantly withdrawn as the person begins to speak. This slow withdrawal indicates your keen interest in the person and what he is saying.

? What's your body language saying? Posture is important, so stand erect, about three feet (one pace) away from the client, with your hands out of your pockets. Face the client squarely; never approach from an angle, or when the subject is engaged in conversation or otherwise distracted. Wait until you have his full attention before extending your hand.

? Saying goodbye. When the meeting is over, it's time to shake hands again. You now have the opportunity to leave a lasting impression. If you've established rapport with the buyer, it's a good idea to gently grasp his right forearm with your left hand during the handshake, and restate any promises you may have made during the meeting, for example, "I'll put the technical report you requested in the mail to you today, and give you a call next Wednesday. I enjoyed meeting you." This two-handed shake signals your interest and commitment to your customer.

? Practice makes perfect. Much like dancing, the fine art of the handshake takes practice. Stand before a mirror and extend your hand. Check to see if you're projecting an image of confidence, warmth, and enthusiasm. Keep in mind that your handshake reflects your personality, and should be a spontaneous gesture of friendly greeting that comes naturally from within. With a little rehearsal, you will develop the ability to tailor your handshake to every situation you face, and each individual you meet.

Your handshake is a powerful business asset that can help you close more sales, and build lasting and profitable relationships. The time you spend working on it will be time well spent.

Michael Dalton Johnson is the Editor & Publisher of "Top Dog Sales Secrets", the best-selling sales book featuring advice from 50 renowned sales experts. He is the Founder and Publisher of SalesDog.com, an education resource for sales professionals. Johnson is a successful entrepreneur with over 30 years of business leadership. For a free subscription to his weekly sales tips newsletter, visit his website at http://www.SalesDog.com

Are You Talking to Me? The Secret to Successful Sales Speak

You've got a great product or service. You've got your sales pitch down pat. And now you're on your way to what promises to be a very disappointing sales call.

Of course you must have something to meaningful to say. But to assume that a canned sales spiel is going to work on every sales prospect is a severely misguided notion.

Consider this concept instead: effective selling is always a dialogue, a conversation. It is an exchange of information. If you're not receiving twice as much information from your prospect as you're delivering, you aren't even coming close to maximizing your sales effectiveness.

It is your job to create and nurture a relationship with your prospect. And the more meaningful that relationship, the greater the rewards for both of you.

Solution selling. Promoting benefits, not features. However you say it, the bottom line is this: the needs and desires of your prospect dictate how you will sell, if you're actually going to do any selling at all. And in order to craft the right message for THIS client, you will have to get to know them pretty well, at least as it relates to the sale.

Why is this level of personal understanding so critical today? Why do you have to really "know" someone in order to sell to them? Simply because the world and everything in it is at our prospective customers' fingertips, 24/7. There is nothing your customers don't have access to. Information about your company, your product or service, about you and your background, who likes you and who doesn't. And most important of all, everything about your competitor.

The wolf is waiting right outside the door, ready to pounce with a better offer. And your customer knows it. Either you are going to connect with them, or your competition will.

So just what do you need to learn about your prospects, and how do you use that knowledge to make yourself more effective?

1. Find out who your prospects are and what matters to them. The more you know about a sales prospect before you meet, the greater your odds of success. It just stands to reason. People like doing business with people they are familiar with and who understand them. But it goes far beyond a comfort level. By discovering how your prospect thinks, what they like and don't like, what they are trying to achieve and what they're afraid of, you can position your product or service as the ideal solution for THEM. For starters, you should at least know your prospect's age, professional background and education level. But dig deeper. Where were they born? Where did they go to school? Married, or single? Kids? How many? What are their hobbies? Golf or tennis? What specifically are their work responsibilities? What are they trying to accomplish, and what are the greatest challenges facing them in their jobs? How can you find all of this out? ASK-ask them, their colleagues, their assistants. Ask your co-workers or others you know in your industry? Ask Google! The internet can reveal amazing information with just a few clicks. Remember, when it comes to sales success, knowledge is power.

2. Learn their language. If your sales prospect spoke only Japanese, and you could only barely manage English, the conversation probably wouldn't get very far, no matter how strong your pitch. But the "language barrier" doesn't have to be so extreme or obvious to be a deal killer. I've seen sales people who showed up for a meeting in traditional business attire instantly disregarded by ultra-casual customers, and vice-versa. Know the style and attitude, the language, your prospects are comfortable with, and then adopt it to the best of your ability. Are they formal or friendly? Will they be offended if you call them by their first name, or completely put-off if you address them as Mr. or Ms.? Are they interested in hearing a great joke, or do they dislike foolishness? Are they young, either literally, or at heart? Or are they seasoned pros who value maturity and experience? One of the best sales pros I know always says that people need at least a dozen reasons to hire you and only one to pass. Don't let "style mismatch" be that one.

3. Show them how you will make they're life better. Once you know who your prospects are, what really matters to them and how to speak their language, all that's left is connecting the dots. Search for ways to reconcile their needs with what you have to offer, and present it in a way that is meaningful to them. This is the essence of solution selling, and it is key to sales success in the current business environment. Think of your sales negotiations a maze-you're at one end, your prospect is at the other. Your job is to find the way through, uncover the connection, and unite your desire to sell with their desire for a solution.

No more than 20% of selling is "telling." The rest is "gelling," forging strong, personal, mutually-beneficial connections through excellent detective work. Ask questions, watch for clues, use your gut and you'll be able to deliver precisely what your prospects really need.

Keith Harmeyer is a marketing, communication and presentation skills expert, author, speaker and creator of The SuperSkill (sm), a proven method for using traditional marketing techniques to achieve personal and professional success. Currently EVP of Marketing and Creative Services at C2 Creative in New York City, you can email Keith at kaharmeyer@gmail.com, or visit his website at http://www.TheSuperSkill.com.

More Closings Come With Building Authentic Relationships When Selling Cars

Are you a new car salesman or new car saleswoman? Do you want to sell more cars? Then understand that building the relationship comes first and you will be selling cars with far greater success than ever before.

Successful selling today whether the product is a new car or even a new home is far more about building that genuine and authentic relationship than quality or price. For if your prospect has truly bought you and that means trusting you, then you will gain the commitment and close the sale.

No longer do savvy customers stroll in to touch and feel a new vehicle or even a used one. They now use their fingers to stroke the keyboard while surfing the Internet to compare availability to price. Many of these buyers know what they want and let us not forget that the need is already present.

So your goal is to connect with them as people not as objects to securing your goal to increase sales. Additionally through effective questioning or fact finding, you will learn if your prospect has the ability (budget) to purchase that dream vehicle.

Relationship building is not something that happens in 3 to 5 minutes. Yes, you may start a good relationship in the first 90 seconds. However, the long goal is to develop a loyal customer through your self leadership skills. How you handle yourself will either help you achieve that goal or hinder you.

If your thoughts are all about selling cars and this is another notch in your sales belt, forget it. You might as well leave sales now because you will never be successful in this position regardless of industry.

As you are talking with the prospect, imagine that all those cars in the showroom and outside on the lot have suddenly vanished. Listen to what your potential buyer is telling you. Then begin to construct a buying solution to fit his or her needs.

Of course, you will be tempted to grab a set of keys and run out to the lot to force this vehicle or that one on your customer because that is what you have. Yet, by taking a slower approach, you can literally build an emotional response within your potential client.

If you remember that no one wants to be sold, but everyone wants to buy, you will truly understand the impact of building that relationship to your goal to increase sales.

Do you want to sell more cars? Then register for FREE Top Car Sales skills assessment http://www.processspecialist.com/top-car-salesman.htm

Do you know what it takes to develop loyal customers? OurFREE customer loyalty self assessment may just help you to answer that question. Visit http://www.processspecialist.com/customer-loyalty.htm to sign up for your free assessment.

Here's an interesting article about the Land Rover Discovery. The tame side of Land Rover Defender.

Five Tips For Successful Prospecting During The Holiday Season

The holidays loom... Office parties, family celebrations, religious celebrations, celebrations with friends... Meetings are cancelled. Decisions are postponed. Too much to do, no time to do it. The sales process turns to sludge.

The holidays can be a frustrating time for sales professionals. Telephone prospecting calls end with no appointment and prospects saying, "Call me in the New Year." Proposals languish. Decisions are on hold.

During that time from Thanksgiving through the end of the year, how do you keep from losing your momentum and how do you keep the sales process moving forward? If you are not able to keep the process moving, January can feel almost like starting over. Instead of leaping into the New Year with prospect meetings and starting new customer projects you are busy following up with all of the prospects that said, "Call me in the New Year." Here are five ways that you can use to keep your sales process flowing, not only over the holidays, but also year round.

1. If you have been prospecting consistently throughout the year, you should have prospects in your pipeline-even in December!

2. Use these holiday times to prospect for new business. Do not tamely accept the standard response; "Call me in the New Year." Instead, suggest to your prospect that you schedule a meeting in the New Year and promise to call to confirm that meeting. (In the "old days" prospects would frequently say they didn't have their New Year calendar. In these days of palm pilots and contact management software that doesn't fly. After all, January is only next month!) At least 50% of your prospects will go ahead and schedule the meeting leaving you with 50% less follow up calls to make in January.

3. The week between Christmas and New Year's Eve is often very slow. Sometimes that is a good time for prospect meetings.

4. When a prospect asks you to submit a proposal, then and there set up a meeting time with your prospect to go over that proposal. Ask your prospect when they want the proposal. When they give you a date or time frame say:

"Let's set up a time for me to come by and go over the proposal. Is (fill in date) good or is (fill in date) better?"

It doesn't matter if your prospect wants to meet in December or in January. The point is that you have kept the process moving forward, you have an appointment to discuss the proposal and you do not have to spend time in January making calls to follow up to schedule the meeting or get a response on that proposal. (And remember, on the appointed day, make sure to bring two copies of the proposal, both signed and ready for your prospect's signature.)

5. Let your competition take the holidays off.

Happy prospecting, happy closing, happy holidays!

(c) 2007, all rights reserved, Fox Resources Inc.

Nancy Fox is President of Fox Coaching Associates, a coaching and training firm specializing in assisting professionals and business owners nationwide"make rain without the pain(tm)." She has worked with hundreds of legal and other professionals in leveraging contacts, building successful relationships in business, and making lots of rain.

Lately, I've said goodbye to ordinary candles and started using Organic Candles. I tell you, you've got to try them too!

Are You Mining Fool's Gold?

In the 19th century, many seeking to get rich quick spent countless hours mining in the gold fields and ended up only with Fool's Gold. Looked like gold, felt like gold, but lacked the value of real gold. Is today's business world any different?

New customers to satisfied clients may be the Fool's gold of the 20th century. W. Edward Deming, an individual ahead of his times, recognized the value of loyal clients when he said:

Profit in business comes from repeat customers, customers that boast about your project or service and that brings friends with them.

So many businesses are mining for new buyers while ignoring their existing clientele. These business owners are possibly embracing the 20th century strategy of consumer satisfaction forgetting that they are now in the 21st century. Here the marketplace has changed because of the Internet. Now with just a click of a mouse, your satisfied customer can as easily become your competitor's satisfied patron.

The difference between Fool's Gold and real Gold is a matter of value. A new shopper costs 5 to 6 times more to acquire than an existing one. Increasing your client retention just by 5% will increase profits by 25-100%.

Spend 5 to 6 times more mining Fool's Gold seeking new or just satisfied patrons or increase profits by 25-100% by mining and then turning existing client into loyal buyers. What choice would a reasonable, intelligent, business owner make?

Additional customer loyalty research data suggests that your loyal shoppers tell a lot more people about your products or services (boast about you - Word of Mouth advertising, WOM) send far more referrals (bring friends) your way and are a little more understanding when a mistake is made.

Of course you need a map or a customer loyalty plan to mine your existing clientele For some may only buy from you monthly, while others buy from you quarterly. You need to assess your consumers' buying cycles and determine how you can ensure current purchase levels and start to increase those levels if possible. If you cannot increase current revenues for a specific patron, then see if you can gain more referrals from them.

Regardless of what actions you take, you need to stop mining for Fool's Gold and mine for the Real Gold - loyal customers.

Tired of mining for Fool's Gold? Improve your customer loyalty.

Increase sales anyone? FREE professional sales skills assessment http://www.processspecialist.com/sales-skill-assessment.htm.

Improving Sales Through Six Sigma

Improving Sales Through Better Pricing

Earlier pricing policies were based mostly on supply and demand, but due to increased competition, pricing has gradually shifted towards providing value to customers. With the help of Six Sigma statistical tools, price analysts can make accurate predictions about the level of interest shown in a product or service that is made available at a specific price.

These calculations help in adapting a price tag that effectively balances the two main factors involved, i.e. consumer interest and revenues generated through sales. Businesses can also use Six Sigma for comparing their pricing policies with that of their competitors in order to pinpoint shortcomings and devise innovative solutions for making improvements.

Improving Sales Through Optimized Products And Services

By implementing Six Sigma, businesses can improve the efficiency of their business processes, which in turn will enable them to offer better quality and cost-effective products or services to their customers. This results in increased customer satisfaction, allowing the business to develop customer loyalty, something that is necessary for the long-term success of any business enterprise. Having a long list of loyal customers helps because the business can hope to maintain its profitability even when there is a downward trend in the industry.

Six Sigma can also be used for designing and developing new products or services based on specific customer needs and requirements. THis helps because it is quite effective in converting vague customer demands or requirements such as "high quality", or "reasonable price" into measurable terms, which can then be incorporated into the proposed product or service. When such products or services are launched, the probability that they will fail to get customer attention is quite less because most consumers prefer buying products that take care of their needs and requirements and are available at reasonable rates. Since customer needs and expectations have already been taken care of through the use of Six Sigma concepts, it is quite certain that the newly designed products or services will be a great hit amongst customers.

Six Sigma does help in improving sales, but it is not something that can be achieved without the full support of employees. Senior management needs to understand this and make sure that proper training is provided to all the employees associated with the implementation project. It is only after all the above stated factors are taken into consideration that a business can hope to make drastic improvements in its existing sale volumes.

Tony Jacowski is a quality analyst for The MBA Journal. Aveta Solutions - Six Sigma Online - http://www.sixsigmaonline.org, offers online six sigma training and certification classes for lean six sigma, black belts, green belts, and yellow belts.

Article Source: Free Ezine Articles

Why Cold Calling Does Not Work - Using Traditional Methods

So what is the secret to highly successful cold calling? Why is it that some people always seem to get the appointment? Do they use some new fangled tricks that you can only learn at hugely expensive telesales training courses? If you want to find a simple way of boosting your sales, using the phone, without the rejection, then read the rest of this article. So what do you do next - you ask them what I call a "problem statement" question.

Every person that I have ever met hates cold calling. Yet it is hailed as the most important aspect of lead generation that exists. Why do we all seem to hate it? In fact cold calling ranks close to public speaking as one of the most feared things a human being can undertake. Even ahead of spiders, snakes and even dying!

Do you remember one of the most common phrases your mum used to say to you when you were off to school, or going out with your friends?

Don't talk to strangers!

So with this instruction firmly lodged in our subconscious, we have to go, pick up the phone, and speak to a complete stranger, and get them to buy from us! All of the positive tricks in the world are not really going to turn that stranger into a friend are they?

So what do we get taught to do in traditional cold calling training?

• Smile when you speak.
• Stand up.
• Talk about benefits not features.
• Focus on your objective, which is either the sale or getting the appointment.
• Getting past the gatekeeper.
• Use testimonials when calling.

These are all very valuable lessons, and they all have their place as part of the training, but they miss the most important aspect of cold calling - and that is:

Turn a cold call into a warm call

Obviously it is much better to be calling someone who has been referred to you, or someone that has approached your company through some form of lead generation activity. But let's assume that you don't have that luxury yet.

How do you get the ice out of this guy whom you have never met? All of the above techniques that we get taught, will convey to the person that they are just a name on a list, that we are going down, hoping to get lucky.

We have our script ready, we start parroting how we have helped other people in this guy's industry, and how if he just meets us for 2 minutes, we can show him massive savings or revenue generating opportunity.

Yet he says he is not interested - I mean is he mad, we are going to change his life. This is our best possible prospect and he said no - why? Because my friend, he has had 10 other calls from people going to change his life today.

You are not his friend, he is after all just a name on a database that you bought, and he does not know or trust you. You are just like all the others who have been on the telesales 101 course and he has got wise to you.

So how do I make that winning cold call?

By having a conversation with the person on the other end of the line.

There it is that simple! Start by asking who ever answers the phone, if they have a minute to help you with something.

99% of people will say sure no problem, if they are not currently in the middle of something.

So what do you do next - you ask them what I call a "problem statement" question.

If your solution, for example, helps them save specific cost, in a specific area - ask them if they have an issue with cost in that area.

The goal is to have a conversation

What ever their answer, let them know that you appreciate their answer and time.

If it was a negative answer, then let them know that they have saved both of you time, as you would have tried to go and set up an appointment with them, to see if they could have benefited from [use your testimonial here].

If it was a positive answer, ask them if they would be interested, assuming they had the time, to see if they could benefit [use your testimonial].

Do not try and force the appointment, just try and keep having a conversation. And I mean a conversation, never, never, never ever try to sell on the phone.

By having a conversation with the stranger, they might actually end up becoming a friend and a customer. Which ever it is, they will respect you far more than the other 9 calls they received from those other guys trying to sell them something.

If you need help on cold calling, or indeed any aspect of increasing your sales, please do drop me a line. The best way is to request a free sales and marketing assessment.

This article was written by Peter Lawless, founder of 3R Sales and Marketing. For previous articles like this, visit 3R's Articles. Alternatively, subscribe to Success our free monthly Information Bulletin with sales and marketing articles.

Mining for Those Golden Prospects Should Come Easy to Financial Advisors

Prospecting is necessary since the purpose of business is to attract and maintain customers. (Source - Peter Drucker) Many professional sales people including small business owners find prospecting difficult.

In today's world, there are 3 significant investments - house (property), car (transportation) and retirement. As a financial advisor, you have far more golden opportunities to increase sales than many others who seek to sell their products or services.

If you are a financial advisor, you should be able to mine for those golden prospects much easier because:

• More people have a need for financial security
• Less people understand what they need to do
• Very few people know how to do what they need to do

How you mine for prospects can be as simple as asking for referrals, joining a formal networking group or holding seminars that can further educate the need of your prospects. The goal is to build an authentic relationship of mutual trust from which you then have the opportunity to discover additional wants and needs of your prospect.

With so many financial advisors saying the same thing about protecting your money to growing your wealth, you must also use these opportunities to further separate yourself from the other financial advisors. I call this being the red jacket in the sea of gray suits.

Another way to prospect is to focus on a niche market such as:

• New married couples
• Families with children in middle school
• Couples without children
• Early retirement (forced attrition) workers
• Widows
• Widowers
• Business owners looking into succession planning
• Recent college graduates

Once your niche market is identified then you need to create a plan and then execute or operationalize your goals within that plan. All of your prospecting (marketing) activities should then be directed to achieving those goals. By taking these actions, you will be mining a lot more golden prospects and potentially not working nearly as hard to increase sales.

Do you want more sales? Then register for FREE professional sales skills assessment http://www.processspecialist.com/sales-skill-assessment.htm.

FACT: Customer loyalty is the strategic advantage. Receive your downloadable Customer Loyalty Audit at http://www.processspecialist.com/customer-loyalty.htm

Thirteen Keys To Build Trust And Make More Sales

When talented people fail to make a sale, it is not because they don't know how to sell, or because what they are selling is worthless. They fail because many prospects no longer trust anyone who tries to sell to them.

Faced with a daily barrage of heavy-handed marketing and prospecting techniques, most people feel even more cynical and skeptical than they did just a few years ago. While the pressure to increase sales in every industry is higher than ever, the barriers that customers have put up are now stronger.

This is nothing short of a career-threatening crisis for anyone who depends on making sales to make a living. The crisis comes down to one plain fact: If people do not trust you, they will not buy from you.

There is only one way to succeed in this environment. Remove the wall of skepticism by building quality relationships with potential buyers before you try to make the sale. Once you've won the prospect's trust, you will win the sale.

The best way to approach the problem of skeptical prospects is to remember that people buy people long before they buy products or services. To be seen as the right person to do business with, you must focus on the buyer's perspective. People give you access to themselves based on their perspectives, not yours. How then, do go about creating a positive perception and demonstrate trustworthiness?

The key is to have a positive, caring attitude. You must consistently convey this to your prospects, through your emotions, opinions and actions. It's not always easy. People and circumstances often get in the way. Just don't let yourself get in the way.

Here are thirteen keys to help you demonstrate you're the type of person who can be trusted with a prospect's business.

1. Keep things in perspective. Negative attitudes result when you focus only on individual circumstances versus the overall picture of what you are trying to accomplish.

2. Concentrate on thankfulness versus entitlement. Avoid coming across to others as if they owe it to you. Let them know you appreciate their time and their business.

3. Surround yourself with motivated people. Eliminate from your social circle people who are always dwelling on the negative.

4. Listen to one motivational or inspirational message every day. Positive reinforcement can help you project a positive feeling about yourself in the marketplace.

5. Read books by and for successful people. What you put in your mind eventually comes out of your mouth. Reading books that inspire you will help you to inspire others to think of you in a positive light.

6. Face challenges with a sense of opportunity. Look for the good in all ideas, situations, and circumstances.

7. Look past your prospect's faults to see their needs. Nobody's perfect. You may not like the way some of your customers do business, but if you focus on what they are trying to accomplish, you can work on helping them.

8. Treat everyone with respect. The customer's secretary or low-level employee you treat rudely today could move up to a position of power tomorrow, and you can be sure your behavior will not be forgotten when they have a chance to remove your name from the vendor list.

9. Under-promise and over-deliver. This conveys a sense of greater value to the customer, and they will want to do more business with you.

10. Be willing to walk away. Trustworthiness cannot be built on making sales to people when your product or service does not meet their needs. Instead of hurting your reputation, it's better to just walk away, but be sure to leave the door open for the next time.

11. Keep all your personal and professional conversations private. If people find out that you've talked about their personal lives or revealed confidential information about their business to other people, they will decide you can't be trusted, and they'll slam the door on you forever.

12. Avoid stretching even a little. A small lie creates skepticism because, from that point on, people will never feel sure that you are telling them the truth.

13. Keep your word. This simple rule is practiced so infrequently that those who stand behind what they say really stand out from their competitors.

By following these basic principles, you will project a positive attitude that builds a reputation for trustworthiness to everyone with whom you come in contact with.

Remember, that thousands of people are eagerly waiting to buy from you if you can convince them that you are trustworthy. Invest a little of your time to show that you're not just a good salesperson, but a good person who can sell them what they need. Once you do that, their doors will swing wide open for you.

Copyright?2007 by Joe Love and JLM & Associates, Inc. All rights reserved worldwide.

Joe Love draws on his 25 years of experience helping both individuals and companies build their businesses, increase profits, and success coaching programs. He is the founder and CEO of JLM & Associates, a consulting and training organization, specializing in career coach training. Through his seminars and lectures, Joe Love addresses thousands of men and women each year, including the executives and staffs of many businesses around the world, on the subjects of leadership, achievement, goals, strategic business planning, and marketing. Joe is the author of three books, Starting Your Own Business, Finding Your Purpose In Life, and The Guerrilla Marketing Workbook.

Producing The Highest Profits

Whether you provide a product or service, the goal of your business is to produce the highest possible profit on each sale. Sales do not necessarily equate to profits, but it's easy to lose sight of this rule when the excitement of another big sale is looming.

To ensure that your sales do turn into profits, you should evaluate the reasons money is spent. By analyzing all expenses, you can determine how they fit together, the "true" cost of your products, and how to optimize profits.

So where's the money?

Evaluate the cost of sales. Making money begins with controlling the cost of production. To find ways to increase your gross profit, all three aspects of the cost of sales (labor, material, and overhead) need to be evaluated for refinement.

Begin with your labor force. Does the income received from your products offset the workers' costs, including benefits and taxes? Time studies, with employees recording where their time is spent, can help you determine this. If your labor costs are too high compared to the sales prices, new ways to complete the process need to be found, labor costs should be lowered, or the product or service should possibly be discontinued.

With inventory systems available on most off-the-shelf accounting programs, it's easier than ever to understand the costs associated with materials. This information can be used not only to evaluate the cost of materials, but also to measure optimal ordering quantities, financing costs, and losses resulting from waste.

Control operating expenses. Creative thinking can often lead to substantial savings. For example, it might be possible to renegotiate your lease, rent out unused space, or find a new location. Or the cost of a receptionist might be eliminated by leasing a voicemail system-with an added benefit of increased efficiency throughout the company. Every cost, from bills to office salaries, may need to be regularly reviewed.

Downsizing. Rightsizing. Cutting the fat. No matter what it's called, the objective is to keep personnel expenses at the correct level for your current sales. The decision to let an employee go is a difficult one, but it's important to keep personnel expenses in check and not let them grow out of control.

To reduce operating expenses, review every line item on an individual basis and consider how each expense could be lowered. When reviewing salaries, analyze each person's role to determine whether customers could be billed for employees' time (as in the case of paralegals) or whether these costs should be considered in the cost of sales.

Manage taxes. An old rule is still true: "It's not what you make, it's what you keep." Managing taxes is just as important as any other cost. If you wait until the last week of December to do your tax planning for that year, you will surely pay more in taxes than necessary. Planning for the year should begin in January of the new year,and tax ramifications need to be part of each major decision.

Ben Franklin said it best: "A penny saved is a penny earned." And, those pennies can make the difference between average and excellent profits.

Laddie and Judy Blaskowski are speakers and authors of the popular book The Step Dynamic: A Powerful Strategy for Successfully Growing Your Business. Their company, BusinessTruths?, works exclusively with business owners to help them create successful companies that are easier to run and enhance their personal lives.

This article may be reprinted only in its entirety and with the following byline: Laddie and Judy Blaskowski are authors of the popular book The Step Dynamic: A Powerful Strategy for Successfully Growing Your Business and may be reached at http://www.BusinessTruths.com/

Equipment Dealers - You're Still Not Quoting A Monthly Payment?

Your competitors are offering quotes to customers who could be buying from you. Don't lose these sales! Statistics prove that 80% of prospects who plan to finance equipment will accept your monthly payment option.

Do most of your customers pay cash? Consider those who don't, or those who can't. Presenting them with choices could open doors for them and increase sales for you. For example, maybe they need additional equipment, but can't spend the cash up front. When you offer financing options, your client's purchasing power is increased and his money works harder and smarter.

Waiting for the customer to ask about payment options? Don't. Initiate the financial discussion so they don't have to. Customers don't want to be perceived as unable to afford your equipment. You don't want to be perceived as being inexperienced, or worse, unconcerned about their business. Get payment options on the table up front and they will become more comfortable and more focused on your presentation.

Are you bringing up payment options only when you think the prospects can't pay cash? Making that determination could be costing you money. Offering options to every prospect will make money for you. Differentiate yourself from the majority of your competitors. Many equipment sellers still fail to present financing proposals to their clients. Use the financing option as a simple but effective close: Will you pay cash or may we arrange financing for you?

Do your customers have their own sources for financing? Offer them an option and give them the opportunity to make a change. Customers are looking for a total business solution and part of what you sell is customer service. Payment options should be included in that service. Your customers will appreciate the one-stop shopping aspect of doing business with you.

Don't lose another buyer to sticker shock. Follow the proven success model of the automobile dealership. Much of their success results from the financing options they advertise and offer to the buyer. How many cars would they sell if they didn't? In effect, they are selling monthly payments, often easier than asking for the entire price at once. Follow their example and acquire that 80% of the market who will accept your financing proposal.

Reluctant to get involved in the financial aspect of sales? Don't be. Instead, take control. Build a relationship with a lender who offers simplicity in the application process and promptness in the approval process. You'll avoid the pitfall of giving the client a list of lenders to contact on his own, where he risks being turned down. The end result could be your loss of the sale. When you secure the financing, you maintain control of the sale.

Sean Marten, an Account Executive at a leading software financing company, has many years of experience in software leasing and software financing. Articles written by Mr. Marten about business and software financing can be found at: http://www.crestcapital.com/equipment_loan_media.

Hear Me, See Me, Know Me Comes Before Buy Me

If potential clients don't see or hear or know about your business, you can be the best sales person in the world and still have no money in the bank. Marketing is probably the greatest downfall of any business regardless of size. The beliefs of Build It and They Will Come to My Product or Service Will Sell Itself seem to drive all behaviors.

To hear me, to see me to know me is simply marketing. How do you define this critical factor to business success? There are many definitions for marketing. What I share with my clients is that marketing is both a strategy (thought process) and a tactic (action process) to create constant awareness and promotion of your products and services with the desired result of potential buyers also known as prospects:

• To consider your products and services
• To become clients or customers

Then having a plan focusing on marketing makes a lot of sense especially if you have limited resources of time, money and energy. So what should be in a marketing plan?

The answer to this question will probably vary from business coach to marketing expert. Since I am a firm believer in the "Keep It Simple and Succinct" approach, I believe that these five actions will improve the overall efficiency and effectiveness of your marketing plan in securing the goal to increase sales.

First, your marketing plan should be first aligned to your overall strategic business plan. When plans are not aligned, the end result is wasted time, money and other resources. Ultimately, you are working harder not smarter and the goal to increase sales just will not happen.

Second, this plan should include your key foundational marketing statements if they are different from your core business foundational business statements.

Third, there should be a dashboard of key performance indicators that are monitored on a regular basis. Examples may include: hits to the website, number of cold calls made, appointments scheduled to networking events attended.

Fourth, some basic goal categories are necessary. Target market (demographics to psycho graphics), Internet, direct mail, tradeshows, networking and paid advertising are examples of basic goal categories.

Fifth, your marketing plan also needs to be aligned to your sales plan as well as sales process. Marketing and sales work together as partners as you build your business.

Finally, you must be committed to monitoring your plan and making any course corrections. For example if you have a website, how many people are actually contacting you or signing up for your newsletter?

When you take focused action to construct a marketing plan, you will get your message out. Then make sure to measure the results from those marketing activities.

Do you want more sales? Then register for FREE professional sales skills assessment http://www.processspecialist.com/sales-skill-assessment.htm

Customer loyalty is the strategic advantage. Receive your downloadable Customer Loyalty Audit at http://www.processspecialist.com/customer-loyalty.htm

Please contact, Leanne Hoagland-Smith, Your Chief People Officer and Business Coach, who works with individuals and organizations just like you that are tired of not being where they want to be and truly want more for their businesses and their selves. 219.508.2859

10 Steps of Selling Your Self

The backbone of our business is the sales. We market our services. In our long term experience, clients usually observed the way we response, take actions, provide solutions, and so forth. But before they buy our services they asked for discount!

Lots of practical actions you can take to build your business and motivate your team. His article that i would like to quote is about: "Before they buy what you say - 10 steps to selling yourself. You are the product. We're all in the selling business whether we like it or not. It doesn't matter whether you're a lawyer or an accountant, a manager or a politician, an engineer or a doctor.

We all spend a great deal of our time trying to persuade people to buy our product or service, accept our proposals or merely accept what we say. Most of the time we'll meet with resistance - "you're too expensive" or "we deal with someone else" or "I don't agree with you" or "your proposal isn't good enough."There are many things that people will say when they resist what you utter; however how many of these statements are true? Salespeople hear - "you're too expensive" and they reduce the price.

Managers hear "I'm not doing that" and they resort to threats. Politicians hear "I don't agree with your policy" and they try to rationalize. It may just be that the people you're trying to persuade just don't like - you. Okay, so they don't necessarily dislike you, it's just that they haven't "bought" you. Before anyone will accept what you say they've got to like you, believe you and trust you.

If you think about it, you are far more likely to believe someone close to you than a person you've only known for five minutes. Just think for a moment about some of the people who come into your life. They could be people you work with, people on television, politicians or religious leaders. How much of what they say is influenced by how you feel about them?

Before you can get better at persuading or influencing other people - you need to get better at selling yourself. There are so many occasions in day-to-day life that makes this so important. You might be trying to buy something at a better price. Perhaps you're returning a product and know you'll face some resistance. Maybe you're just trying to get a member of your family to do something they're not so keen to do.

The task gets harder if you haven't sold yourself. Every day of our lives we are selling ourselves, nothing will happen until we are successful at doing that. When we meet someone for the first time, be it a potential customer, client or new colleague, they'll make a quick decision about us. I read some research by psychologists who established that we make around eleven decisions about other people within the first two minutes of meeting them. We tend to stick with these decisions until proved otherwise. It's therefore vitally important for us as business people to get the other person to 'buy' us as quickly as possible.

Here are 10 steps to selling yourself:

# 1 - You must believe in the product:

Selling yourself is pretty much like selling anything. Firstly, you need to believe in what you're selling. That means believing in 'you.' It's about lots of positive self- talk and the right attitude. I read somewhere that the first thing people notice about you is your attitude. If you're like most people then you'll suffer from lack of confidence from time to time. It really all comes down to how you talk to yourself.

The majority of people are more likely to talk to themselves negatively than positively. And this is what holds them back in life. There are books you can buy and courses you can go on and I suggest you do. It isn't just about a positive attitude; it's about the right attitude - the quality of your thinking. Successful business people have a constructive and optimistic way of looking at themselves and their work.

They have an attitude of calm, confident, positive self- expectation. They feel good about themselves and believe that everything they do will lead to their inevitable success. Successful business people also have an attitude of caring. As well as caring for their own success they care about other people. They care about their products and their service and they really care about helping their customers make beneficial buying decisions.

One of the first things that people notice about you is your attitude and successful salespeople exude friendliness, modesty and an air of self-confidence. They draw people towards them. If you are in a sales job or a business owner or a manager then you need to continually work on your attitude. You need to listen to that little voice inside your head. Is it saying you're on top, going for it and confident, or is it holding you back. If you're hearing - "I can't do this or that" or "They won't want to buy at the moment" or "We're too expensive" then you'd better change your self-talk or change your job.

Start to believe in yourself and don't let things that are out with your control effect your attitude. Avoid criticizing, condemning and complaining and start spreading a little happiness. Remember the saying of Henry Ford, founder of the Ford Motor Company - "If you believe you can do a thing, or if you believe you can't, in either case you're probably right".

# 2 - The packaging must grab attention:

Like any other product we buy, the way the product is packaged and presented will influence the customer's decision to buy. Everything about you needs to look good and you must dress appropriately for the occasion. And don't think that just because your customer dresses casually, that they expect you to dress the same way. The style and colour of the clothes you wear, your spectacles, shoes, briefcase, watch, the pen you use, all make a statement about you.

Another little tip -- when the person in reception at your customer's office says "have a seat" -- DON'T! You don't want to be the crumpled heap in the corner reading the newspaper when your potential customer comes to greet you. You'll be the one standing in reception looking smart, sharp, poised, confident and ready to conduct business.

# 3 - Smile:

No need to get carried away, you don't need a big cheesy grin, just a pleasant open face that doesn't frighten people away. I meet so many people at different business functions and some of them look so unfriendly, they scare me to death.

# 4 - Use names:

Use the customers name as soon as you can but don't over do it. Business is less formal nowadays however be careful of using first names initially. It never fails to amaze me the number of salespeople I meet or talk to on the phone, who don't tell me their name. Make sure your customer knows yours and remembers it. You can do the old repeat trick - "My name is Bond, James Bond" or "My name is James, James Bond"

# 5 - Watch the other person:

What does their body language tell you? Are they comfortable with you or are they a bit nervous? Are they listening to you or are their eyes darting around the room. If they're not comfortable and not listening then there's no point telling them something important about your business. Far better to make some small talk and more importantly - get then to talk about themselves.

It's best to go on the assumption that in the first few minutes of meeting someone new, they won't take in much of what you say. They're too busy analysing all the visual data they're taking in.

# 6 - Listen and look like you're listening:

Many people, particularly men, listen but don't show that they're listening. The other person can only go on what they see, not what's going on inside your head. If they see a blank expression then they'll assume you're 'out to lunch'. The trick is to do all the active listening things such as nodding your head, the occasional "UH-HUH" and the occasional question.

# 7 - Be interested:

If you want to be INTERESTING then be INTERESTED. This really is the most important thing you can do to be successful at selling yourself. The majority of people are very concerned about their self-image. If they sense that you value them, that you feel that they're important and worth listening to, then you effectively raise their self-image. If you can help people to like themselves then they'll LOVE you.

Don't fall into the trap of flattering the customer, because most people will see right through you and they won't fall for it. Just show some genuine interest in the customer and their business and they'll be much more receptive to what you say.

# 8 - Talk positively:

Don't say - "Isn't it a horrible day" or "Business is pretty tough at present" or any thing else that pulls the conversation down. Say things like (and only the truth) - "I like the design of this office" or "I've heard some good reports about your new product".

# 9 - Mirror the customer:

This doesn't mean mimicking the other person, it just means you speaking and behaving in a manner that is similar to the customer. For example, if your customer speaks slowly or quietly, then you speak slowly or quietly. Remember people like people who are like themselves.

# 10 - Warm and friendly:

If you look or sound stressed or aggressive then don't be surprised if the other person gets defensive and less than willing to co-operate. If you look and sound warm and friendly, then you are more likely to get a more positive response. This isn't about being all nicey-nicey. It's about a pleasant open face or a warm tone over the telephone.

Before we can start to get down to the process of selling our product, our service or our ideas then we need to be as sure as we can be - that the customer has bought us and that we have their full attention.

Jorge Dilag
http://www.kolobialtravel.com

Building the Front End of the Sales Pipeline

Building the front end of your sales pipeline is vital if you are to avoid the highs and lows of sales. It is vital to keep the right type of business, in the right volume to grow your business.

However many teams so busy meeting with prospects and creating proposals, they can't find time to make calls.

Here are some ways to build a strong lead qualification process:

* Where's the lead?

o Start with your database. Many companies have accumulated lists and contacts over the years but have not made recent contact by phone to ensure the contact is still there, all the vital information is up-to-date, and that the prospect fits the specific profile of a potential customer.

o Gather referrals. Spend a day calling your customers and colleagues to compile a list of potential prospects and then approach those prospects with the 3rd party endorsement "Bob from XYZ Company suggested I call you. He felt you could benefit from what we have to offer" approach.

o Acquire new lists. Once your own database has been thoroughly qualified (we recommend you call down your database prospects at least once per quarter), you should consider adding additional prospects to the mix. Some resources for new B2B list providers include InfoUSA, Zapdata, and Lead 411.

* What's the script?

o Define "qualified" and set a next step. Don't try to accomplish too much in a cold call. First, identify your top two to three qualifying questions that makes a prospect an ideal client for you. Secondly, determine what your next step should be for each qualified and unqualified contact. For example, if the lead is determined qualified, the next step might be to set an appointment or send additional information.

o Use a conversational tone. Be sure to test the script, by rehearsing it out loud. So many scripts we see, are in a tone that is appropriate for a written vehicle, but are not comfortable when delivered verbally.

o Follow a structure. Identify yourself and your company, state the purpose of your call, ask your qualifying questions, set the next step, and complete the call.

o Prepare to adapt. Most scripts require some modification after the first day of calls. Make sure you give it some time before you start changing the script (don't let the first two calls dictate the script isn't working), but when you've gotten an hour or so of calls behind you, take inventory of what's working and what isn't and make improvements to accommodate a more successful result.

* How's it work?

o Set aside time every day for calls. We recommend that a company have 20 hours a week (in four hour blocks) dedicated to lead qualification, but we do understand that in some organizations this may not be feasible. Book at least one hour each day for your calls. Vary it each day and make note of what times seem to work best for reaching your particular audience.

o Know your stats. It's important to understand your numbers to be able to forecast what to expect from future call downs. The three main areas to focus on are number of calls made, how many connects were made, and how many successes were had. The statistics vary greatly by company and campaign, but we generally find a focused caller can connect with 20-25% of those called and of those connected with experience a 30-50% success rate.

o Leave voice mail on three. Call through your list up to three times before leaving a voice mail. This is the best way to keep your connect stats where they need to be. On the third call, should you still not reach your prospect do leave a voice mail but keep it brief.

If you don't have the time or skills to accomplish this important task, you may want to consider hiring our team of lead qualification consultants to make your calls!

Article written by Juliette Denny at the http://www.sales-development-zone.co.uk

How to Sell Through an Economic Downturn

It may be time to dust off my notes for a talk I gave a few years ago about the challenges and opportunities of selling in a down economy. Little did I know then, in 2001, that the economic upturn that followed would be so short lived. Before you can prepare to sell in a down economy you need to be sure you're in one or will enter one soon. But how can you tell?

Watch the fortunes of small business. Signals of an economic downturn begin to flash when small businesses cannot obtain the financing they need to operate and grow. It's easy to forget that 90% of American businesses have fewer than 20 employees. As credit markets tighten, and small businesses are unable to secure financing for growth, or for weathering rough waters, it's time to prepare for selling in a down economy.

There are some other unconventional economic indicators I pay attention to when I think about how the economy is doing. Cutbacks in the routes of delivery companies like Federal Express and UPS usually appear as early warning signs of a general slowdown. Federal Express recently advised that it expected reduced revenue in 2008. When Hormel Foods Corporation, the maker of Spam, reports higher sales of the canned luncheon meat, as they indicate they will in 2008, you can bet that folks in large numbers are hunkering down for a recession!

The causes of each economic downturn differ, at least slightly, from previous downturns. The housing industry, which was generally credited with propping up an otherwise wobbly economy for the past several years, now is leading the economy into choppy waters. The large number of interest only, adjustable rate, no money down, no income verification, and no credit-required loans written during the housing boom, and the reality of declining house values, is now a prime cause of the bad moon rising.

How then do you, the sales professional, survive and maybe even prosper when a bad moon rises and you find yourself selling in a down economy? There are at least four things you can do to prepare to sell through an economic downturn:

- Stay in front of your customers.

- Get to the senior executives in buying organizations.

- Share success stories with senior executives that are relevant to their business.

- Manage your time as a guardian of your company's resources.

In tough economic times it's vital that you stay in front of your customers, especially your best customers. One major caveat applies to this advice - only contact your customers when you have something of value to offer them, such as advice, an unusual perspective, or special knowledge. Never, I repeat, never, contact a customer during tough times and ask, "Do you have any orders for me today?" That inane question will drive customers to the nearest exit!

Unfortunately, middle managers are often a primary layoff target when times get tough. This reality, however, presents an opportunity for you to meet with senior managers who might be inaccessible during boom times. Forget about "pitching" special programs and offers to senior executives at buying organizations. Rather, listen carefully to them and be sure you really understand their concerns and the challenges impacting their business.

Senior managers are usually eager to hear about what other companies are doing to address tough issues and circumstances. Without divulging anything held by you in confidence, sharing success stories with executives is a powerful way to build your credibility and your business relationships with company leaders. You might, for example, share the experiences of a vendor who used a particular marketing approach to expand their universe of potential customers.

Finally, while it's always important to effectively manage your time and your territory, it's critical to optimize your selling time and guard your company's resources during an economic slowdown. By pursuing only realistic, profitable sales opportunities, you can help ensure the best use of your time and of company resources - both of which are usually strained in a down economy.

Most salespeople are notoriously poor planners, and preparing to sell in a down economy isn't much fun. Keep in mind, however, the words of Sir John Harvey-Jones who offered this observation: "The nicest thing about not planning is that failure comes as a complete surprise, rather than being preceded by a period of worry and depression."

Steve Chriest is a sought-after sales consultant, author and speaker. He is a founding partner of Selling Up, a San Francisco-based sales development consulting firm. Selling Up can be found on the Web at http://www.selling-up.com

Steve can be reached by email at schriest@selling-up.com

Flower Delivery UK - Delusions Demystified

A lot of people today are sending flowers to their loved ones through the internet. There are various web sites that offer flower delivery UK services. However, there are still those who do not know that flowers can be sent through online orders. And then there are people who know about it, but can not trust this service since it is being done online. This article is for people who do not use flower delivery UK for different reasons and it is aimed to clear some of the misconceptions that people associate with online flower delivery.

True that there are numerous web sites today which are nothing more than cheap gimmick. There are web sites that do not perform up to the minimum expectations. But that does not rule out all of them, especially the good web sites that have put the customers first and met expectations each time. Therefore, when you choose your flower delivery service online, make sure you go through customer testimonials and any kind of quality and reliability certification.

The next you should look for is the local address of the florist. Send an email if you wish to - just to be very sure. This gives an insight into whether they would be reliable enough and would not sell your email id or any other personal detail. Having confirmed all that, now you move on a step further.

Now, check what the flower delivery UK web site has to offer. What does the collection look like. The area that they would cover for flower delivery in UK. Also check if they provide any add ons to flowers. Many online flower delivery site provide add-ons like assorted chocolates, helium balloons, classy wines, scintillating champagnes or goody bags. You can choose to visit those web sites where you get such additional stuff to make your flower delivery more interesting and more delightful.

Bethani Isabell is an expert author in the domain of various types of online gifts such as champagne gifts, flower delivery etc. She has an amazing charisma in her write-ups as she possess the capability of presenting the beautiful and 'emotional' aspect of gift items. This appeals to people from every section of the society.

The Death of the Mirror-Image Sales Force - Thank Goodness

The US pharmaceutical industry is now admitting that its traditional sales model is not working. Its customers, the physicians, do not like the model, and are showing signs of intolerance, while the field-based sales forces are becoming frustrated by physician attitudes towards them and a growing lack of access. Relations between the physicians and the pharmaceutical industry are being severely tested. The industry clearly needs to make changes to its model for communicating with physicians.

The challenge is that for many years the industry has been deploying a so-called "mirror image" model, and that there are now so many sales representatives calling on physicians, that there are sometimes more pharmaceutical sales representatives than patients in a physician's waiting room.

So what is a 'mirror image" sales force, and what are its origins?

A typical sales force calling on Primary Care physicians, for example, will typically consist of 500 sales representatives. Those 500 representatives will each have a target universe of approximately 200 physicians on whom they are meant to call. Unfortunately, as pharmaceutical management from major pharmaceutical companies increasingly competed for "share of voice" among those target physicians, they were compelled to find ways of getting their reps in front of the target physicians even more frequently. They realized that with one sales representative could only call on a physician a limited number of times each year, and that that representative only got a limited amount of time with the physician to talk about the two or three products that were to be promoted. Furthermore, by the time that representative was back in the office talking with the physician the next time, there had been such a gap, and so many of their competitors had been there speaking with the physician in-between, that that physician had frequently forgotten about the products. They were certainly not "top of mind", and that was reflected in prescription performance, or lack thereof. The 'mirror image" sales force concept was, therefore, introduced, and became increasingly popular from around 1995 through 2005. A mirror-image sales force is one that calls on the same universe of physicians as the original sales force but, theoretically details a different set of products to that detailed by the original sales force. However, there are always one, two or more key brands that are detailed by both sales forces. From two mirror sales force, companies introduced a third, and a forth and more, so that certain companies had as many as six or eight mirrors all calling on the same universe of physicians.

This is what started to "kill the goose that had been laying the golden egg". The mirrors killed the relationship between the physicians and the pharmaceutical companies. This was all done at a time when Managed Care was having such a dramatic impact on the professional lives of physicians. Physicians, and particularly those in Primary Care, were required to work harder and see more patients, just maintain the same level of income that they were earning some years ago. Take this dynamic, and place it alongside the fact there was concurrently an increasing number of pharmaceutical sales representatives, and an increasing number from the same company, trying to call on the physicians at times when those physicians wanted/needed to focus on seeing patients. It was clearly a recipe for disaster. And that is what has happened and is happening. It is becoming an unmitigated disaster. More and more physicians are either banning or severely limiting access to pharmaceutical sales representatives.

So what can be done to improve the relations between pharmaceutical companies and physicians while concurrently addressing the pharmaceutical industry's need to reduce costs and increase productivity. ? How can the industry achieve more with less, particularly when there continues to be a need for pharmaceutical companies to regularly and effectively communicate with physicians to explain their products and the benefits to the physicians' patients.

Back in the late 90's and early 2000, a company called iPhysicianNet provided the industry with a means of testing out a potential alternative solution to reduce the number of sales representatives calling on the 'so-called" target physicians". iPhysicianNet was the creator of the "Video Detailing" concept. A concept whereby physicians were provided with the technology and network connectivity to have face-to-face sales discussions with pharmaceutical sales representatives at times of convenience to the physicians. The physicians were in the driving seat, and appeared to be perfectly happy to engage in monthly video detailing sessions with representatives of many of the major pharmaceutical companies. On average such video detailing sessions lasted in excess of seven minutes, and two or three products were detailed in each session.

Companies who deployed the iPhysicianNet video detailing system reported very good results in prescription increases and attractive ROIs. However, the vast majority of those companies saw the iPhysicianNet video detailing service as a means or "augmenting" the activities of their field sales forces, and not as a means of testing a future where they may need to downsize the field sales teams, and adopt a means of more effectively communicating with physicians with less representatives.

Unfortunately, the iPhysicianNet business model proved to be too capital intensive. Maybe the company was just too far ahead of its time. In those days, many physicians did not have access to or use of a computer (that was strictly reserved for the billing area). Also, broadband (Cable, DSL) connectivity/internet access was not widely available. iPhysicianNet was therefore forced to provide physicians with a PC an ISDN telecommunications connection, and internet access. There was, therefore, a major cost hurdle just to install a physician (in excess of $4,000), and an ongoing substantial cost for ISDN usage. As a consequence, iPhysicianNet was forced to close its doors in 2003, and did an orderly wind down.

Since 2003 broadband connectively has become widely available, and physician owned and used of PCs is far more widespread. However, since that time, conditions have continued to worsen for pharmaceutical companies. In fact conditions are distinctly worse. The major pharmaceutical companies, whose patents, pipelines, and profits are drying up, are being forced to undertake quite drastic downsizing measure, and relations between physicians and the industry are probably at an all time low.

This is the time that the industry needs to take another look at video detailing. Historically, a video sales representative has been able to cover a territory of 500 - 600 physicians as compared to the typical field sales/office calling representative that has had a territory of just 150-200 physicians and in some instances much smaller where companies have adopted a "micro-territory" modus operandi. With video sales representatives being able to cover such a substantially higher number of physicians than the field-based sales representatives, the industry has a clear means of doing more with less. Just as an example, for every 100 field-based representatives calling on a total of 20,000 physicians, just 40 or less video representatives would be required to cover the same universe.

The pharmaceutical industry has the opportunity to reduce costs, enhance productivity and profitability, while concurrently improving relations with the physician community via eDetailing and adding video reps to their existing sales force profiles.

By: Colby Wright Pharmaceutical Sales Force Development Expert. Changing the way we do business.

Pharmaceutical eDetailing, Physician Community

Medical Web site Directory

The Key to Good Sales Negotiation is to Eliminate the Causes of Bad Ones

Probably the most often heard objection from customers centres around the issue on price.

In my Nov 2007 issue, I mentioned that (apart from habitual bargaining) the main reason customers want to hack down the price is that they don't see how the value you provide justifies the (high) price they are paying.

However, justifying and educating customers on the value of your offering to be worth more than the price you are charging is just part of the answer to good sales negotiation. If you want to emerge as a winner in the selling game, you'd also have to eliminate the causes of bad negotiation too.

Are You Doing Enough Prospecting?

While most sales training materials will focus on objection handling techniques when it comes to handling price objections, it does not address the fundamental issues of negotiations. When negotiating, you may want to know what is your Best Alternative to a Negotiated Agreement (BATNA), which in simple English, what will happen if you don't accept the negotiation outcome placed on the table.

To sales people, the options are:

• Close a deal, but at smaller profits and smaller commissions;
• Close a deal at no profits and no commissions, but still able to achieve sales quotas
• Close a deal at a loss, but will make it up on the next deal, so that there will be profits for the account in aggregate

As you can see, this is a slippery slope for sales people who may just bend over backwards and give anything away just to make the sale. Now, what will be the root cause of such behaviour in sales people?

It is NOT because they have high sales targets to achieve, or that the sales person does not know how to apply objection handling techniques. The reason is that the sales person is not prospecting enough, and does not have enough prospects in the pipeline.

In the Nov 2007 issue, I mentioned that customers buy because "the pain of not buying is greater than the pain of giving the money to the sales person and buy". Similarly, sales people are unable to stand up against price pressures can also be largely due to the pain of not closing and losing the business is greater than the pain of sustaining losses in order to close the deal.

And what causes the sales person to feel a greater pain to lose a business? Burgeoning sales targets may be the reason, but a bigger reason is that there aren't many leads in the pipeline to follow through, and hence the need to "close something, anything" will be greater than the need to deliver profits.

In fact in most companies, sales people may be fired immediately if sales targets are not reached, but may only be reprimanded if the sales generated are loss-making ones. Strange, but true.

Are You Prospecting for the Right Kinds of Customers?

While some sales people may be masters in the art of handling objections, no amount of objections handling expertise can save the deal if the customer wants nothing but lower prices.

While it is true that most customers are cost conscious, they too will have to accept that there are differences between the price of a product vs. the cost of purchasing. However, there are also customers that refuse to make distinctions in either, and will just buy the cheapest priced offer.

If most of your customers in your pipeline belong to this category, then you'd probably need to do better qualifying and filtering in your prospecting process. This is not to say we will find customers who will buy our products and services at any prices we dictate. I believe we aren't naive enough to wish for that.

What we need to look for are prospects who are at least willing to listen to us, just as we are willing to listen to them. This means that more work is required when prospecting for new customers.

Unfortunately, most sales people love to interact with customers, but simply HATE to prospect. Hence, the sales team who can make the discipline to prospect more, and prospect better, is going beat their competitors hands down.

Eliminating the Causes of Bad Sales Negotiation

While there are many other causes of bad sales negotiation, and how you start your sales process may just determine what you get in the end.

In addition to poor prospecting, the causes of bad negotiation include:

• Poor questioning techniques that upset customers;

• Not knowing what customers want;

• Not knowing your customers' BATNA;

• Poor understanding of the values that customers want (and need) from you;

• Poor articulation of what you can do for your customer;

• Following through with customers with low influence on the decision making;

  Not know what each influencer in the buying process wants to get out of the deal; etc.

The list goes on, but it starts with the beginning, that is have you got enough qualified prospects in your pipeline?

If you would like to find out how you can prospect better and eliminate other causes of bad sales negotiations, simply e-mail info@psycheselling.com or call +86-13671902505 or Skype: cydj001 and arrange to buy me coffee. All information shall be kept in confidence.

c.j. is an Affiliate with HR Chally Group in China. Founded in 1973 through a grant from the U.S. Justice Department, the HR Chally Group provides predictive and compliant assessment system for management, sales, technical, customer care, and administrative talents. Unlike other assessment tools that just conducts personality profiles, Chally profiles what is exactly required by specific job descriptions and responsibilities and predict if these talents can succeed in these roles. The resulting effect is you'll get:

* Up to 40% reduction in turnover

* Up to 30% increase in employee productivity

* 85%+ accuracy in identifying effective performers

Prior to this, c.j. was Asia Marketing Manager for a Fortune 500 logistics company, as well as Corporate Training Manager for Ringier AG, Switzerland's largest media group, in China, where he was responsible for sales team development, and helped increase the % of new hires to close their 1st sales within 2 months by 30%, as well as increase overall sales targets by more than 50%. Visit http://www.psycheselling.com for more info.

How To Increase Sales

In today's competitive environment, the constant dilemma faced by webmasters is how to increase sales. The usual response is to throw even more cash at their AdWords account or spending even more fruitless hours performing SEO voodoo, in the effort to increase website traffic.

Yet, by adopting a different sales strategy and making a simple, proven change to their sales page, they could double, triple or even quadruple the mileage they get from their existing traffic.

This is no unproven theory, because some of internet marketing's best known, and well respected, experts, such as John Reese, have tested this new method and found that even sales pages that are already performing respectably, can be made to increase sales by up to three times. Mike Filsaime and Harris Fellman are among other well know marketers to increase sales. Personally, I have enjoyed a 7.66% conversion rate selling a $40 product to first time visitors, whereas using a regular sales letter would have resulted in little more than 2% of them buying on their very first visit.

And the way we all achieved this remarkable turnaround was to simply add a web video in place of much of the sales page. You see, virtually all your prospective buyers have been brought up on television, movies, dvds and video games, so they are far more inclined to watch a video right through, rather than wading through a long sales letter, no matter how clever and beguiling. Even famous copywriters like John Carlton, concedes web video is an exciting new addition to the online sales armory. So the way forward is clear: increase sales with web video.

But, simply making your sales message easier to get across with video doesn't fully explain the dramatic increase in sales, so here's the underlying reason.The real marketing magic of video is this: people buy with emotion and the language of the emotional part of the brain is pictures, not words. So using moving pictures, reinforced by the emotional viagra of music, has a subliminal effect on the visitor, because it touches their emotional sweet spot in the way a simple text sales page can never do.

Yet using web video to increase sales on your sales page is merely scratching the surface of what video can really do for your bottom line. So here are a few more areas where you can maximize the value you get from every visitor:

**Add video to your squeeze pages: I've found a five second video saying something like "don't forget your free gift" is all I need to quadruple opt-in rates from my exit pop-up.

**Video testimonials: it's a well known marketing fact buyers like to have "social proof", so displaying a testimonial from satisfied buyers is a great way to boost your credibility and increase sales. So just imagine the impact of a video testimonial on your sales page.

**Add value to your existing products: if you sell "how to do" products, you can add a great deal of value by adding video tutorials to your ebooks. Not only will this increase sales, you can also charge more.

**Increase affiliate sales: if you use affiliates to sell your products, you can give each one a standard sales video, designed to send their visitors -- having watched the sales video -- direct to your sales page, via that particular affiliate's own unique affiliate link. It's well known supplying affiliates with effective sales tools is the way to increase sales and this is one of the best tools you can provide.

 

About The Author

Paul Hooper-Kelly owns two online TV stations and has created a FREE book and video package for you, which shows where to get some awesome free video software, which works pretty much on auto-pilot and how to use it to to create great videos you can put straight on YouTube. Claim you FREE copy right now: http://www.SecretWebVideoProfits.com/How_To_Increase_Sales.html

Find The Right Product More Sales On eBay

 You will need a plan to figure out which are the best a products to sell in your eBay auctions.

You can save alot of time and money using this plan before investing in an inventory.

The Competition

Lets say you want to sell an item in your eBay auction or store.

First you have to see if you can compete with the other eBay sellers that are already selling that same kind of item before buying a large inventory.

Price Ranges

Write down the different sellers of the item and the price ranges.

This way you can figure out if you can compete with the average prices and if you'll be able to offer your item at the lower price range if you want to be more competitive and get more sales.

Item Popularity

Also if there are not too many people selling that kind of item start with a low inventory to first make sure that there will be a demand for the item.

Test Product First

Whether you're new to selling on eBay or starting to sell a new product on your eBay auction site you should start off slow.

Why?

Because you have to try it out first so you won't get stuck with alot of products that didn't sell and also cost you alot of money.

So first find a product you'd like to sell and then see if you can compete before going ahead with the business end of the plan.

After listing a new item you'll get to see how it does. You can adjust the price if that would help and if it does well then you can increase your inventory.

Buyer Discounts

You can increase your eBay sales if you offer your customers incentives such as a discount when they buy more than one item around the same time from one or more of your auctions.

Combined Shipping

If the items you are selling are small, light weight, or the s/h cost to you does not go up that much when adding on more items, it is another incentive to buy from you if you offer a discount on combined shipping. This would apply if more than one item is ordered at the same time or within a time frame that you set.

Shipping Calculator

If they can use a shipping calculator to get an accurate s/h cost for their item and they live closer to you then someone else, they will not be paying the same higher shipping cost and that will be an incentive for people who live closer to you to buy from you.

Details

Just put all of the details in your auction and your visitors and customers will always consider buying from you because you gave them a discount and the charge for shipping was accurate.

Business Resources

There are alot of good eBay plans, articles, eBooks, software, tools and resources available that will help you to increase your eBay sales and explain in more detail how to go step by step to a successful eBay home business. what to do and when. What you should not do and much more good advice.

By doing all of the above as part of an eBay business plan you will be on your way to having a successful eBay auction site or store !

 

About The Author

Eric Scott is an online business reviewer who covers the field of eBay auctions. To find more about eBay plans, software, eBooks, eBay tools, and sales: http://www.Internet-Work-At-Home-Online-Info.com