Archive for the 'Sales Strategies' Category

Sep 02 2010

Four Ways Sales Pros Close More Deals With Email

Craig Klein wants you to know that the emails you send to your customers, and the emails you’re not sending, could be shooting your sales performance in the foot. Believe it or not, changing the way you email your customers can do more for your bottom line than just about any new sales technique you learn this year.   

Read more here.

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Aug 30 2010

Two Metrics You Must Capture to Reach Your Sales Goals

According to sales blogger, S. Anthony Iannarino, You have goals. Your company has goals. Whatever your sales goals are, they are these two enabling metrics can help you understand what you need to do to reach your goals. Moreover, the ability to control these metrics has a tremendous impact on your overall sales results and your ability to reach your goals.

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Aug 26 2010

The importance of optimizing eMarketing; An Interview with a COO

Author: Paul Mosenson, NuSpark Marketing

The utmost importance of optimizing the entire “visitor-to-lead-to-sale” cycle as an eMarketing strategy cannot be questioned.

If you don’t pay attention to a specific micro element of an eMarketing plan, the entire strategy won’t work as well; you’ll lose leads and sales.  We speak to a number of companies who have fancy-designed websites; but they can’t be found on search engines; they don’t convert visitors into leads, and once those leads are generated, they aren’t properly nurtured into sales.

To demonstrate the point, here’s an imaginary interview with John Doe, a COO of a large IT company.

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Aug 25 2010

Don’t Let August Dog You

Tibor Shanto, Renbor Sales Solutions was working with a group of sales people earlier this week.  The big complaint was the number of prospects who were on vacation.  Everyone is entitled to a vacation.  In fact they should be required to take one.  A break might have your prospect come back with a fresh outlook that could open the door for you! 

That does not mean you can sit back and take time off.  It means you need to focus on something productive… something that can long term results.  Here, Tibor shares two ideas to assist you with August sales frustrations.

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Aug 23 2010

Sales Productivity Tips in 10 Seconds or Less

Being such a fan of twitter (http://twitter.com/bridgegroupinc)Trish Bertuzzi thought it would be interesting to ask some fellow “twiteratti” to contribute sales productivity tips.  But, of course they had to do so in 140 characters - or just about 10 seconds - or less!  It was a fun and interesting exercise.
Here is what she received.

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Aug 20 2010

When The Sales Team’s Objectives Outweigh the Organization’s Objectives

This weeks post is from Navigas partner Astron Solutions, courtesy of, Michael Maciekowich, National Director. Astron Solutions is a New York-based consulting firm dedicated to the delivery of human resource consulting services and supportive technology. They work nationwide to develop and implement human resource programs that support the strategic direction of organizations through the creation of a positive employee relations environment.

An age-old battle exists between organization needs and the desire of salespeople to enhance their earnings. Many salespeople, understandably, will take the road of least resistance in an effort to enhance their personal wealth. Unless there is a close Return on Investment (ROI) to the organization between sales goals and individual compensation, however, the process becomes a one-sided event. Case in point? When an organization is interested in margin and profitability, and the salesperson is focused on commissions based purely on sales volume.

In a recent client interaction this discrepancy became quite evident. The client had established a sales commission program based completely on total sales volume of all products sold, even though each product had different assigned profit margins. Initially, the organization attempted to address this issue by adding a special “high margin” bonus awarded at the end of the year to the salesperson who had sold the highest volume of high margin products. However, because the commission structure emphasized total volume over margin, the program had little impact.

In addition to this issue, the organization was providing a market competitive base pay, targeting the 50th percentile of the market average, regardless of each salesperson’s actual sales activity. There was no accounting for the base pay in any “cost of sales” calculation. In essence, the salesperson not only was paid competitive base pay from day one, but also given an opportunity to make an extraordinary amount in commission. Upon further analysis, the sales force’s compensation was averaging the 90th percentile of the relevant total cash compensation market.

The issues of commission structure and competitive base pay could no longer continue when the recent downturn in the economy arrived. This organization’s cost of sales, when salaries and commissions were included, was well above any competitor’s. Thus, the organization’s overall profitability had dropped dramatically.

How to address this untenable situation? The answer was to take a step back and re-examine the entire program and the current operating philosophy and strategy. Care had to be taken not to make too many dramatic changes, for fear of losing some key sales professionals who were “mission critical’ to the organization. But something had to be done.

The Astron team and our client’s sales leadership jointly addressed the issue through the following steps:

1. Conducting both a detailed audit of the overall cost of sales, including salaries and commissions, and an employee by employee cost of sales audit, to better understand individual profitability.

2. Making the decision to maintain competitive base pay rates at the 50th percentile of the market. However, it was further decided to link total sales volume to the value of base pay. In essence, the organization used its current program (commission on total volume) to offset the cost of base pay. Until the base pay had been offset on a quarterly basis, there was no movement until the next round of commission.

3. Realigning the commission structures. Once the base pay was offset the individual salesperson moved into the next round of commission, which was based on a matrix of volume and margin. Specific commission percentages were tied to various levels of volume and margin combinations. The organization opted for this alignment to be sure the salesperson was properly incented to focus on high margin products, while still having competitive total earnings if he / she focused on low margin products.

This process and the resulting changes afforded the organization a dramatic reduction in the cost of sales, and at the same time a dramatic increase in profitability. None of the designated “mission critical” salespeople left the organization. There was turnover among low volume producers, however, in that these individuals could not meet the base pay offset. While the change was at first scary for management and employees alike, the program quickly became a “win-win” success story.

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Aug 19 2010

How do I cancel an unqualified appointment graciously?

Recently, Geoff Alexander received an email from a field rep that presented a dilemma he was facing. The situation affects both inside and outside sales reps. So here’s “Dave’s” question, and Geoff’s response. 

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Aug 16 2010

THE TOP 10 MISTAKES MADE BY SALESPEOPLE WHEN USING THE PHONE, AND WHAT YOU CAN DO TO AVOID THESE ERRORS

Based on observing, listening to, receiving, and placing thousands of sales calls, Art Sobczak put together a list of the Top 10 Errors Made by Sales people When Using the Phone. The list details the most heinous, avoidable errors sales reps commit every day; Mis-cues that sabotage their sales efforts. Read through the errors and then pay particular attention to Action Steps. This is what you can do to avoid the errors. Follow the advice, and be more effective.

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Aug 11 2010

No, There Are Not Any Secrets To Closing More Sales

Founder and President of Sales Training And Results, Inc. (STAR) Bill McCormick’s search found that there are over 9 million results in a “secrets to closing” google web search. And, no, this article isn’t about the top 4 hidden secrets to closing more sales. That is because he doesn’t believe that there is some special magical mystery to being effective at closing more sales. The challenge (not secret) lies in having the perseverance or following through to use a system that works. This article will highlight four simple and straightforward methods or choices used by sales professionals to close more sales. Depending on the type of product/service that you sell and the duration of your sales cycle, you may find that some of these methods work better for you than others. Pick and choose the method that fits best for your business and sales approach. Please also keep in mind that you often can combine two or more of these methods in the same conversation with a prospective customer.

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Aug 09 2010

Read Customers Better Using Proven Sales Techniques

Recently, business coaching and adult education expert, Tim Hagen, had a salesperson come into his office to try to sell him a service. He came in, sat down and asked two questions: “What do I do?” and “How I think the business is running?” He then immediately launched into his sales speech. Tim sat back and listened as the salesman made a classic selling mistake.

Tim had no need for his product, but the salesperson was intent on selling. He had an “I have to sell” mentality. This is oftentimes where salespeople go wrong.

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