The document discusses the changing role of salespeople. It notes that prerequisites for sales jobs are getting longer and more impressive, reflecting higher expectations of skills. However, few people aspired to careers in sales when younger. The archetypal salesperson is described as someone selling financial, insurance or medical products. The document advocates profiling successful salespeople to identify key traits, using sales aptitude tests, and recruiting people with the right attitudes of commitment, accountability, and cause-orientation. It suggests salespeople should take on different roles like student, doctor and architect to understand customers' needs during the buying process.
Carla Johnson is a speaker and strategist who focuses on marketing and customer experiences. She discusses how marketing has evolved from focusing on relationships to creating valuable experiences for customers. She outlines a 12-step content creation management framework to help organizations manage and measure content-driven experiences. The framework includes defining roles, organizing content teams, managing a portfolio of experiences, and measuring outcomes rather than just tactics.
We’re moving into a new era of marketing, moving from product-centered content to customer-centric experiences that drive content strategy and performance. How do you make the transition?
This webinar gives a deep dive into this new era of marketing. Big Brands, as it turns out, are achieving content marketing performance goals much faster with delightful, sustainable brand stories that draw readers in and make them want to engage more. You’ll learn why relevant content that’s centered creating meaningful, relevant customer experiences based on what matters most to them transforms browsers into brand loyalists and evangelists.
7 Deadly Sins of Startup Marketing - and How to Avoid Them (Katie Martell at ...Katie Martell
WATCH THE REPLAY: http://katie-martell.com/replay-slides-inbound-19-the-7-deadly-sins-of-startup-marketing
@KatieMartell
---
Snow White had seven dwarfs, the world has seven seas.
Likewise, startups often make seven critical mistakes when bringing a new brand to market.
Founders and startup marketers must navigate a particular set of challenges: you’re strapped for time, cash, resources, and facing down a barricade of indifference from buyers.
How does any brand break through in these conditions?
In this session, “unapologetic marketing truth-teller,” startup marketer, and B2B entrepreneur Katie Martell gets real about why MOST early-stage businesses fail at marketing, and what it takes to succeed.
VIDEO HERE: http://katie-martell.com/replay-slides-inbound-19-the-7-deadly-sins-of-startup-marketing
This document discusses how the sales landscape has changed from the mid-2000s to today. It notes that in the past, customers had more disposable income, easy access to credit, and were willing to spend freely. This environment allowed salespeople to act as "order takers" rather than having to truly sell. However, today customers have less money, are more risk averse, and take longer to make decisions. As a result, the rules of selling have changed and salespeople must adapt. Specifically, decision makers are harder to access, customers research online rather than talk to salespeople, and relationships are more important for gaining trust and influence over customers.
Top salesworld march 2015 - virtual trainingJennifer Cerda
This document discusses what it means to be an expert in sales. It argues that while having in-depth knowledge of a provider's products is important, it is not enough on its own to be considered an expert. To make a real difference, a salesperson must have expertise in their customer's industry and business challenges. They must understand market trends and the customer's specific goals, buying processes, and needs. The document advocates that sales experts are lifelong learners who continuously study their customers and markets. They have made many mistakes which help them better understand what works and doesn't work when selling.
Inspiration for Marketers: 10 Inspiring Posts from Influencers on LinkedIn LinkedIn
Take a break with inspirational thoughts on creativity from some of the top LinkedIn Influencers in the field of marketing.
As an added bonus, check out the final pages to learn how you, as a marketer, can best utilize the Influencer channels for inspiration, education, and content curation.
Children's Apparel Retailers. Market Share ShiftGary White
The document discusses trends in the children's apparel retail market, including:
1) Flash sales sites like Zulily, Myhabit, and Nordstrom's Hautelook are gaining market share from brick-and-mortar retailers. These sites offer designer brands at discounted prices on a first-come, first-served basis.
2) Established retailers like Gymboree, The Children's Place, Gap Kids, and Old Navy are facing challenges with expense management and driving top-line growth through fashion and digital competency.
3) Department stores are also competing for the children's apparel market and have strengths in fashion, events, brands, and omni-channel strategies.
Success in Sales and Marketing Part 1- BASIS Marketing TrainingKenny Ong
Part A: Success in Sales & Marketing begins with your own Potential (1 hour)
1. Attitude, Character, and Habits
2. Maximizing your Potential
3. Building Relationships and Networks
4. Sales & Marketing: Why both are important
Part B: Success in Marketing (30 mins)
1. Overview of Marketing Strategies and Concepts
2. Introduction to Different marketing Options: Mass/Indirect Marketing Techniques, Targeted/Direct Marketing Techniques, Guerilla and Word-of-Mouth Marketing
3. How to develop a “Total Marketing Plan” introduction
Part C: Success in Sales (1½ hours)
1. Sales Mindset
2. Laws of Selling
3. How to Influence other people
4. Tele-Sales Tips
5. Practical and Easy-To-Learn Techniques to increase sales
Carla Johnson is a speaker and strategist who focuses on marketing and customer experiences. She discusses how marketing has evolved from focusing on relationships to creating valuable experiences for customers. She outlines a 12-step content creation management framework to help organizations manage and measure content-driven experiences. The framework includes defining roles, organizing content teams, managing a portfolio of experiences, and measuring outcomes rather than just tactics.
We’re moving into a new era of marketing, moving from product-centered content to customer-centric experiences that drive content strategy and performance. How do you make the transition?
This webinar gives a deep dive into this new era of marketing. Big Brands, as it turns out, are achieving content marketing performance goals much faster with delightful, sustainable brand stories that draw readers in and make them want to engage more. You’ll learn why relevant content that’s centered creating meaningful, relevant customer experiences based on what matters most to them transforms browsers into brand loyalists and evangelists.
7 Deadly Sins of Startup Marketing - and How to Avoid Them (Katie Martell at ...Katie Martell
WATCH THE REPLAY: http://katie-martell.com/replay-slides-inbound-19-the-7-deadly-sins-of-startup-marketing
@KatieMartell
---
Snow White had seven dwarfs, the world has seven seas.
Likewise, startups often make seven critical mistakes when bringing a new brand to market.
Founders and startup marketers must navigate a particular set of challenges: you’re strapped for time, cash, resources, and facing down a barricade of indifference from buyers.
How does any brand break through in these conditions?
In this session, “unapologetic marketing truth-teller,” startup marketer, and B2B entrepreneur Katie Martell gets real about why MOST early-stage businesses fail at marketing, and what it takes to succeed.
VIDEO HERE: http://katie-martell.com/replay-slides-inbound-19-the-7-deadly-sins-of-startup-marketing
This document discusses how the sales landscape has changed from the mid-2000s to today. It notes that in the past, customers had more disposable income, easy access to credit, and were willing to spend freely. This environment allowed salespeople to act as "order takers" rather than having to truly sell. However, today customers have less money, are more risk averse, and take longer to make decisions. As a result, the rules of selling have changed and salespeople must adapt. Specifically, decision makers are harder to access, customers research online rather than talk to salespeople, and relationships are more important for gaining trust and influence over customers.
Top salesworld march 2015 - virtual trainingJennifer Cerda
This document discusses what it means to be an expert in sales. It argues that while having in-depth knowledge of a provider's products is important, it is not enough on its own to be considered an expert. To make a real difference, a salesperson must have expertise in their customer's industry and business challenges. They must understand market trends and the customer's specific goals, buying processes, and needs. The document advocates that sales experts are lifelong learners who continuously study their customers and markets. They have made many mistakes which help them better understand what works and doesn't work when selling.
Inspiration for Marketers: 10 Inspiring Posts from Influencers on LinkedIn LinkedIn
Take a break with inspirational thoughts on creativity from some of the top LinkedIn Influencers in the field of marketing.
As an added bonus, check out the final pages to learn how you, as a marketer, can best utilize the Influencer channels for inspiration, education, and content curation.
Children's Apparel Retailers. Market Share ShiftGary White
The document discusses trends in the children's apparel retail market, including:
1) Flash sales sites like Zulily, Myhabit, and Nordstrom's Hautelook are gaining market share from brick-and-mortar retailers. These sites offer designer brands at discounted prices on a first-come, first-served basis.
2) Established retailers like Gymboree, The Children's Place, Gap Kids, and Old Navy are facing challenges with expense management and driving top-line growth through fashion and digital competency.
3) Department stores are also competing for the children's apparel market and have strengths in fashion, events, brands, and omni-channel strategies.
Success in Sales and Marketing Part 1- BASIS Marketing TrainingKenny Ong
Part A: Success in Sales & Marketing begins with your own Potential (1 hour)
1. Attitude, Character, and Habits
2. Maximizing your Potential
3. Building Relationships and Networks
4. Sales & Marketing: Why both are important
Part B: Success in Marketing (30 mins)
1. Overview of Marketing Strategies and Concepts
2. Introduction to Different marketing Options: Mass/Indirect Marketing Techniques, Targeted/Direct Marketing Techniques, Guerilla and Word-of-Mouth Marketing
3. How to develop a “Total Marketing Plan” introduction
Part C: Success in Sales (1½ hours)
1. Sales Mindset
2. Laws of Selling
3. How to Influence other people
4. Tele-Sales Tips
5. Practical and Easy-To-Learn Techniques to increase sales
This document provides information about the Transforming Retail. Together conference happening from May 16-18, 2017 in Toronto, Ontario. The conference will feature speakers from major retailers like GAP, Overstock, and Reitmans who will share secrets and case studies on ecommerce and omni-channel retail innovation. There will also be presentations from disruptors in the space like Frank + Oak, Rent Frock Repeat, and BuildDirect Technologies. The agenda outlines keynotes and panels on topics like identifying omni-channel trends, reinventing large retailers with a startup mentality, using customer data for tailored experiences, and enhancing customer relationships with brands. The exhibitor list features over 50 retail leaders from companies participating in the event.
The document discusses various sales techniques and strategies including the foot-in-the-door technique, diagnostic selling, dealing with prepared buyers, and developing collaborative buyer-seller relationships. It also profiles influential salespeople like David Ogilvy and discusses the evolution of sales approaches in a changing business environment.
Traditional Marketing is Dead... Long Live the CustomerStan Phelps
Traditional marketing is dead. Today's consumer is empowered. Tell and sell marketing is no longer effective. Companies need to differentiate themselves to stand out in a sea of sameness. Brands need to find ways to leverage their most important asset: their current customer. Referrals and word of mouth are keys to future growth. This presentation features nine customer-centric marketing lessons from leading brands such as Apple, Disney, Five Guys, Kimpton Hotels, Southwest Airlines, TD Bank, Wells Fargo, Zane's Cycles, and Zappos.
WORKBOOK - The Ultimate Indestructible Blueprint For Maximizing Sales in 2017Meredith Oliver
Presented at the 2017 International Builders Show by Meredith Oliver, Evan Carroll, and Stan Phelps. Three hour master session. This session helped attendees recognize and understand the role customer experience plans in the customer buying journey.
15 Tough Questions Every Business Owner Must Ask ThemselvesSusan Smith
The document lists 15 tough questions that successful business owners ask themselves to strategically think about the future of their businesses. The questions cover topics like understanding the core business, having the right resources for success, anticipating future customer and market needs, managing growth, and identifying opportunities and risks. Business owners are encouraged to regularly ask themselves candid questions like these to spur deeper creativity, problem solving and goal setting for their companies.
Most marketers are obsessed with the conversion: that magical moment when all of our hard work is validated. It's a glorious, "home run" moment. But lost in our collective conversion maximizing obsession is what happens after the form is submitted or the sale is complete. For most organizations, the answer is simple: nothing. And for marketers to maximize their potential, this must change. We must stop viewing the conversion as the "home run" and start considering it first base.
By the end of this session, you'll learn how to:
- Discover what data is most predictive of each milestone in the funnel from initial contact to MQL/SQL to close/completed sale
- Build a strategy specific to each milestone
- Uncover the most common mistakes performance marketers make in conversion strategies
Identify post-conversion KPIs you're not measuring but should be
- Primary research in the form of surveys and interviews was conducted to understand male consumers' shopping experiences at Mothercare stores.
- Respondents indicated feeling uncomfortable and that stores need to be more male-oriented. One interviewee said stores need to "adapt, mutate and reflect changing families."
- Current in-store events seem to be focused on the mother's experience and do not cater to single fathers. Events could be improved to better engage male consumers.
- Store layouts and visuals also do not seem optimized for male shoppers who may spend more time browsing. Themed rooms and creative displays could improve the shopping experience.
The document discusses overcoming strategic marketing roadblocks when implementing a new marketing strategy. It identifies three major roadblocks companies often face: resources, silos between departments, and history or reluctance to change. To overcome a lack of resources, the document suggests starting with a proof of concept, experimenting, taking baby steps, or crowdsourcing ideas. To overcome silos, it recommends increasing collaboration between departments. And to overcome history issues, it suggests identifying innovative team members, trying new tools and processes, and measuring results. The key is adapting the strategy based on the specific audience, goals, product, budget and other considerations.
Looking for ideas on how to "wow" your audience and get them to sing your praises? Here are some great idea for Turning your Customers into Brand Ambassadors!
Marketing programs often fail because they do not genuinely connect with customers or address their real needs and emotions. Several contributors note that successful marketing programs listen to customers first to understand their needs and desires, rather than starting with preconceived tactics, in order to form a real partnership. Authentic organizations that treat customers as partners, not just buyers, and align their values and culture with effective marketing are more likely to succeed.
Marketing for Manufacturing with Wakefield Manufacturing ForumDave Pannell MCIM
Many manufacturing companies still rely on pre-Internet strategies to find new business, but with customers becoming unwilling to directly engage with a supplier until late on in their decision-making process, traditional opportunities to directly ‘sell’ have become limited.
These slides made up a three-hour 'marketing for manufacturers bootcamp' in conjunction with Wakefield Manufacturing Forum as part of Wakefield Business Week.
Slides 1-20
Business growth expert Mark Prince talks about why a manufacturer has to first create a point of difference and embrace how the world of business has changed. Young, agile companies are disrupting every industry and manufacturing is no different.
Slides 21-62
The Chartered Institute of Marketing's Ambassador for Manufacturing Dave Pannell looks at the changing behaviour of the industrial buyer and explores the culture clash between marketing and manufacturing. Dave then explains the strategies for marketing a manufacturing company, from company branding to marketing to your own team.
Slides 63-87
Sales guru Stewart Leahy then talks about digital marketing tactics, and how websites really generate referrals by being part of a wider strategy of digital marketing activity - including Google PPC, email marketing and remembering to pick up the phone!
Download the accompanying free guide Marketing for Manufacturers here:
http://tdmuk.com/marketing-for-manufacturers
The Secret To Marketing To Women is the guide you need that’s going to take you straight to the money if you do it right. Women are a different breed and if you don’t know how to capture their undivided attention you really need to zone into the way they think and perceive things.
The only way you can do this is to understand them and that’s exactly what this guide does for you. It shows you how to use this knowledge to your advantage so you can get them on board quickly and for good. The secrets to marketing to women gives you the power to connect with this highly lucrative niche target market and that’s golden if you like money.
The Secret To Marketing To Women is your solution to uncovering the facts to attract women to your product or service with their purse open. Sounds pretty sweet to me.
The outbound sales handbook how to inject your sales machine with rocket fuelUberConnectForce, Inc.
The document provides guidance on effective outbound sales strategies. It recommends having a targeted audience, speedy contact, personalized messaging, rigorous timing, and multi-channel execution. Content like white papers, blogs and ebooks can be used at different stages but should always add value. Personalized emails and an 8-touch cadence are important. Building brand authority through content is key for small companies. Outsourcing sales development is recommended over building an in-house team due to lower costs and higher productivity.
Dec 12-13 Retail Insights Conference — Atlanta, GA
Join us as we reveal our retailer and shopper expectations for the next five years and the strategies
you will need to succeed with core channels and emerging growth platforms over the long term.
This document outlines 10 principles for effectively marketing to women. It begins by noting that women now make up over half the workforce, account for over 85% of consumer purchases, and are quick adopters of new technologies. However, women feel that only 9% of brands understand and market to them well. The document then provides a diagnostic for organizations to assess where they fall on a spectrum of marketing to women. It proceeds to outline 10 principles for improving marketing efforts to women, including understanding differences between men and women, treating women as "knowledge customers," incentivizing brand advocates, embracing technology, and acknowledging changing gender roles. The overall aim is to improve marketing practices and better reach both women and men customers.
Content Marketing World 2014 Social Selling with LinkedInKoka Sexton 💼
During Content Marketing World 2014 Koka Sexton of LinkedIn Sales Solutions talked with 100 content marketers and social marketing professionals about how to leverage LinkedIn and other social media for Social Selling by thinking like a publisher.
Eighty percent of companies think their brands have superior experiences. Unfortunately, only eight percent of their customers agree.
It’s time for brands to tackle the experience gap – the gap between how consumers want to experience brands, and what brands are actually doing.
It’s not just a marketing imperative; it’s a business imperative. That’s why we’re proud to share our latest research looking at brand experience examples and ideas that you can apply to your brand.
How Jessica Alba Grew Her Startup to Worth $1.7 BillionBusiness Glory
The Honest Company is an ecommerce site co-founded by Jessica Alba. The Honest brand has become popular for whom are willing to pay extra money to overcome the fears of exposing their babies to chemical products.
Looking back to what Jessica Alba had achieved, three lessons we can learn from her startup
7 Secrets Of Successful Neighborhood Marketing ExcerptJohn Marek
This document summarizes the key principles of neighborhood marketing from a book. It provides examples of unique promotional strategies used by local businesses to attract customers in their immediate area. The strategies aim to create memorable experiences for customers to associate with the business and consider them for their purchase over competitors. Some techniques discussed include giving away small gifts, customizing generic marketing materials, and finding opportunities to help customers solve problems they may face. The overall message is that local businesses should think creatively about how to market directly to their neighborhood customers in a personalized way rather than relying on traditional mass advertising methods.
2014 Sales Industry Predictions to Sell Smarter in 2014Velocify
Today’s high-velocity selling environment is constantly evolving. To make the most of the opportunity and drive revenue, sales reams must be nimble, and arm themselves with smart practices and strategies. To help sales professionals start 2014 strong and get ahead of the competition, we asked 20 sales thought-leaders and practitioners for their predictions and insights on how to sell smarter in the year ahead. We hope you find some key strategies that will transform your 2014 sales efforts!
The document discusses how technology and online research has changed buyer behavior, with customers now 57% through the purchasing process before contacting a salesperson. This has increased the value of subject matter experts who can provide insights beyond what customers find online. The document recommends that companies train their salespeople to become subject matter experts by understanding customer buying behaviors, industry trends, and how to identify opportunities to add value. It provides examples of how one financial company significantly increased sales by restructuring their sales team and processes to focus on a consultative, subject matter expert approach.
This document provides information about the Transforming Retail. Together conference happening from May 16-18, 2017 in Toronto, Ontario. The conference will feature speakers from major retailers like GAP, Overstock, and Reitmans who will share secrets and case studies on ecommerce and omni-channel retail innovation. There will also be presentations from disruptors in the space like Frank + Oak, Rent Frock Repeat, and BuildDirect Technologies. The agenda outlines keynotes and panels on topics like identifying omni-channel trends, reinventing large retailers with a startup mentality, using customer data for tailored experiences, and enhancing customer relationships with brands. The exhibitor list features over 50 retail leaders from companies participating in the event.
The document discusses various sales techniques and strategies including the foot-in-the-door technique, diagnostic selling, dealing with prepared buyers, and developing collaborative buyer-seller relationships. It also profiles influential salespeople like David Ogilvy and discusses the evolution of sales approaches in a changing business environment.
Traditional Marketing is Dead... Long Live the CustomerStan Phelps
Traditional marketing is dead. Today's consumer is empowered. Tell and sell marketing is no longer effective. Companies need to differentiate themselves to stand out in a sea of sameness. Brands need to find ways to leverage their most important asset: their current customer. Referrals and word of mouth are keys to future growth. This presentation features nine customer-centric marketing lessons from leading brands such as Apple, Disney, Five Guys, Kimpton Hotels, Southwest Airlines, TD Bank, Wells Fargo, Zane's Cycles, and Zappos.
WORKBOOK - The Ultimate Indestructible Blueprint For Maximizing Sales in 2017Meredith Oliver
Presented at the 2017 International Builders Show by Meredith Oliver, Evan Carroll, and Stan Phelps. Three hour master session. This session helped attendees recognize and understand the role customer experience plans in the customer buying journey.
15 Tough Questions Every Business Owner Must Ask ThemselvesSusan Smith
The document lists 15 tough questions that successful business owners ask themselves to strategically think about the future of their businesses. The questions cover topics like understanding the core business, having the right resources for success, anticipating future customer and market needs, managing growth, and identifying opportunities and risks. Business owners are encouraged to regularly ask themselves candid questions like these to spur deeper creativity, problem solving and goal setting for their companies.
Most marketers are obsessed with the conversion: that magical moment when all of our hard work is validated. It's a glorious, "home run" moment. But lost in our collective conversion maximizing obsession is what happens after the form is submitted or the sale is complete. For most organizations, the answer is simple: nothing. And for marketers to maximize their potential, this must change. We must stop viewing the conversion as the "home run" and start considering it first base.
By the end of this session, you'll learn how to:
- Discover what data is most predictive of each milestone in the funnel from initial contact to MQL/SQL to close/completed sale
- Build a strategy specific to each milestone
- Uncover the most common mistakes performance marketers make in conversion strategies
Identify post-conversion KPIs you're not measuring but should be
- Primary research in the form of surveys and interviews was conducted to understand male consumers' shopping experiences at Mothercare stores.
- Respondents indicated feeling uncomfortable and that stores need to be more male-oriented. One interviewee said stores need to "adapt, mutate and reflect changing families."
- Current in-store events seem to be focused on the mother's experience and do not cater to single fathers. Events could be improved to better engage male consumers.
- Store layouts and visuals also do not seem optimized for male shoppers who may spend more time browsing. Themed rooms and creative displays could improve the shopping experience.
The document discusses overcoming strategic marketing roadblocks when implementing a new marketing strategy. It identifies three major roadblocks companies often face: resources, silos between departments, and history or reluctance to change. To overcome a lack of resources, the document suggests starting with a proof of concept, experimenting, taking baby steps, or crowdsourcing ideas. To overcome silos, it recommends increasing collaboration between departments. And to overcome history issues, it suggests identifying innovative team members, trying new tools and processes, and measuring results. The key is adapting the strategy based on the specific audience, goals, product, budget and other considerations.
Looking for ideas on how to "wow" your audience and get them to sing your praises? Here are some great idea for Turning your Customers into Brand Ambassadors!
Marketing programs often fail because they do not genuinely connect with customers or address their real needs and emotions. Several contributors note that successful marketing programs listen to customers first to understand their needs and desires, rather than starting with preconceived tactics, in order to form a real partnership. Authentic organizations that treat customers as partners, not just buyers, and align their values and culture with effective marketing are more likely to succeed.
Marketing for Manufacturing with Wakefield Manufacturing ForumDave Pannell MCIM
Many manufacturing companies still rely on pre-Internet strategies to find new business, but with customers becoming unwilling to directly engage with a supplier until late on in their decision-making process, traditional opportunities to directly ‘sell’ have become limited.
These slides made up a three-hour 'marketing for manufacturers bootcamp' in conjunction with Wakefield Manufacturing Forum as part of Wakefield Business Week.
Slides 1-20
Business growth expert Mark Prince talks about why a manufacturer has to first create a point of difference and embrace how the world of business has changed. Young, agile companies are disrupting every industry and manufacturing is no different.
Slides 21-62
The Chartered Institute of Marketing's Ambassador for Manufacturing Dave Pannell looks at the changing behaviour of the industrial buyer and explores the culture clash between marketing and manufacturing. Dave then explains the strategies for marketing a manufacturing company, from company branding to marketing to your own team.
Slides 63-87
Sales guru Stewart Leahy then talks about digital marketing tactics, and how websites really generate referrals by being part of a wider strategy of digital marketing activity - including Google PPC, email marketing and remembering to pick up the phone!
Download the accompanying free guide Marketing for Manufacturers here:
http://tdmuk.com/marketing-for-manufacturers
The Secret To Marketing To Women is the guide you need that’s going to take you straight to the money if you do it right. Women are a different breed and if you don’t know how to capture their undivided attention you really need to zone into the way they think and perceive things.
The only way you can do this is to understand them and that’s exactly what this guide does for you. It shows you how to use this knowledge to your advantage so you can get them on board quickly and for good. The secrets to marketing to women gives you the power to connect with this highly lucrative niche target market and that’s golden if you like money.
The Secret To Marketing To Women is your solution to uncovering the facts to attract women to your product or service with their purse open. Sounds pretty sweet to me.
The outbound sales handbook how to inject your sales machine with rocket fuelUberConnectForce, Inc.
The document provides guidance on effective outbound sales strategies. It recommends having a targeted audience, speedy contact, personalized messaging, rigorous timing, and multi-channel execution. Content like white papers, blogs and ebooks can be used at different stages but should always add value. Personalized emails and an 8-touch cadence are important. Building brand authority through content is key for small companies. Outsourcing sales development is recommended over building an in-house team due to lower costs and higher productivity.
Dec 12-13 Retail Insights Conference — Atlanta, GA
Join us as we reveal our retailer and shopper expectations for the next five years and the strategies
you will need to succeed with core channels and emerging growth platforms over the long term.
This document outlines 10 principles for effectively marketing to women. It begins by noting that women now make up over half the workforce, account for over 85% of consumer purchases, and are quick adopters of new technologies. However, women feel that only 9% of brands understand and market to them well. The document then provides a diagnostic for organizations to assess where they fall on a spectrum of marketing to women. It proceeds to outline 10 principles for improving marketing efforts to women, including understanding differences between men and women, treating women as "knowledge customers," incentivizing brand advocates, embracing technology, and acknowledging changing gender roles. The overall aim is to improve marketing practices and better reach both women and men customers.
Content Marketing World 2014 Social Selling with LinkedInKoka Sexton 💼
During Content Marketing World 2014 Koka Sexton of LinkedIn Sales Solutions talked with 100 content marketers and social marketing professionals about how to leverage LinkedIn and other social media for Social Selling by thinking like a publisher.
Eighty percent of companies think their brands have superior experiences. Unfortunately, only eight percent of their customers agree.
It’s time for brands to tackle the experience gap – the gap between how consumers want to experience brands, and what brands are actually doing.
It’s not just a marketing imperative; it’s a business imperative. That’s why we’re proud to share our latest research looking at brand experience examples and ideas that you can apply to your brand.
How Jessica Alba Grew Her Startup to Worth $1.7 BillionBusiness Glory
The Honest Company is an ecommerce site co-founded by Jessica Alba. The Honest brand has become popular for whom are willing to pay extra money to overcome the fears of exposing their babies to chemical products.
Looking back to what Jessica Alba had achieved, three lessons we can learn from her startup
7 Secrets Of Successful Neighborhood Marketing ExcerptJohn Marek
This document summarizes the key principles of neighborhood marketing from a book. It provides examples of unique promotional strategies used by local businesses to attract customers in their immediate area. The strategies aim to create memorable experiences for customers to associate with the business and consider them for their purchase over competitors. Some techniques discussed include giving away small gifts, customizing generic marketing materials, and finding opportunities to help customers solve problems they may face. The overall message is that local businesses should think creatively about how to market directly to their neighborhood customers in a personalized way rather than relying on traditional mass advertising methods.
2014 Sales Industry Predictions to Sell Smarter in 2014Velocify
Today’s high-velocity selling environment is constantly evolving. To make the most of the opportunity and drive revenue, sales reams must be nimble, and arm themselves with smart practices and strategies. To help sales professionals start 2014 strong and get ahead of the competition, we asked 20 sales thought-leaders and practitioners for their predictions and insights on how to sell smarter in the year ahead. We hope you find some key strategies that will transform your 2014 sales efforts!
The document discusses how technology and online research has changed buyer behavior, with customers now 57% through the purchasing process before contacting a salesperson. This has increased the value of subject matter experts who can provide insights beyond what customers find online. The document recommends that companies train their salespeople to become subject matter experts by understanding customer buying behaviors, industry trends, and how to identify opportunities to add value. It provides examples of how one financial company significantly increased sales by restructuring their sales team and processes to focus on a consultative, subject matter expert approach.
20 top sales_leaders_reveal_their_biggest_productivity_secretsMiguel Spencer
This document summarizes insights from 20 top sales leaders on important shifts in sales strategies, technologies, and processes. Key points include:
- Sales professionals must adapt to changing buyer behaviors and implement fact-based research and briefings rather than just value propositions.
- Cross-functional collaboration, understanding how revenue flows through organizations, and focusing on long-term customer sustainability are important.
- Specializing sales roles into prospectors, market response reps, closers, and account managers can dramatically improve pipeline and scale.
- Qualifying sales prospects thoroughly and providing sales enablement infrastructure helps reps focus on closing deals.
Every three years we conduct global research
into “What it Takes to Win Business” based on
the perspectives of 178 global Buyers and Sales
Professionals from a range of industry sectors.
We use the findings to help our clients understand
how their customers make their buying decisions,
become more customer-centric and improve their
win/loss ratio.
This document discusses 15 common time wasters in inside sales and lead generation departments. It provides examples of each time waster and a best practice for addressing it. Some of the major time wasters discussed include poor sales and marketing strategy, poor hiring practices, low motivation among salespeople, and slow response to lead inquiries. The document advocates for investing in quality lead generation resources and sales coaching or mentoring to help eliminate inefficiencies.
The document provides tips and strategies for successful sales prospecting and career success. It includes a four-week prospecting campaign with daily activities, the stages of a sales process, qualities of a qualified prospect, and conditions for success such as commitment, consistency, and character. It emphasizes developing a systematic approach and planning to achieve goals and increase opportunities.
This document discusses content marketing strategies for franchise sales. It recommends segmenting target audiences and developing audience profiles. It outlines a three stage sales process: discovery, lead, and sales ready lead. It advises using different content like blogs, reports, and webinars at each stage to influence prospects. The key point is that compelling stories must be told to stand out from competitors and connect with audiences on an emotional level. Metrics like website traffic, lead capture, and prospect conversion should be tracked.
The document discusses various topics related to sales, goals, and personal development. It provides a four-week prospecting campaign with daily activities, discusses the stages of the sales process and importance of having a system for success. It emphasizes developing the right attitude, commitment to excellence, effective planning, and asking the right questions to be successful.
AIMIA The Connected Consumer Conference | MashUp CX on Customer Experiencebrittneygraham16
MashUp CX is a global consultancy firm specialising in customer experience strategy and design. MashUp CX Director Nicola Mansfield was a guest speaker at AIMIA's half-day forum, 'Connected Consumer: The future of digital retail experience' in Sydney on July 15th. In this forum Nicola shared her thoughts on how retailers can be more profitable and relevant in today's omni-channel world through efficient design thinking.
SLS07. Buying Has Changed: Sellers Have NotSalesLoft
Today’s buyer has evolved. They leverage data to be more empowered than ever. Mark Roberge discusses how we, as sales leaders, must also evolve - particularly around talent, enablement, and compensation.
Top Takeaways:
. Data has changed the way we sell
. The old rep may not be able to climb the change curve
. Changes in hiring, training, and compensation plans drive the right behavior
The document provides information on prospecting and developing a target market for a business. It discusses identifying prospects from a natural market of friends and contacts, using friendship farming to meet new people, employing a friendship borrowing system to get referrals, and utilizing professional prospecting tools from the company. Specific techniques are outlined, including developing a list of 100+ names, qualifying the top 25 prospects, using the FORM method to connect with strangers, and applying the STEAM questions to generate referrals. The importance of ongoing prospecting to sustain business growth is also emphasized.
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Lead Generation Strategies for Every Channel- Go For the Gold! [Free In-Depth...Mohamed Mahdy
Here are my top tips for sales and marketing alignment based on the document:
1. Define what a lead is together. Sales and marketing should meet regularly to agree on the definition of a qualified lead and iterate it over time based on changes.
2. Align on lead handoff. The teams need a shared understanding of when a lead becomes sales-ready and the process for passing leads from marketing to sales.
3. Implement service level agreements. Put timeframes in writing for how quickly sales must respond to marketing-generated leads. Include escalation procedures if timeframes are missed.
4. Measure leaders on the same goals. Both sales and marketing executives should be compensated based on revenue targets to ensure alignment on priorities
This document discusses closing business in the fourth quarter and selling techniques. It is from a company called MIMS Morning Meeting LLC that provides business development and sales skills training. The document contains tips, quotes and surveys related to closing more deals in the fourth quarter through prospecting, communication skills, creating value for clients, and understanding customer needs and motivations. It emphasizes the importance of asking for business in order to generate sales.
Webinar: Rethinking Sales Motivation: A Modern Approach To Drive GrowthMaritz Motivation
Check out the webinar slides to find ways to better motivate your channel sellers, inspire long-term loyalty and drive sustained growth with a modern strategy. Read the full webinar recap here: https://maritzmotivation.com/resources/sales-motivation-strategy-drive-growth/
DealMarket DIGEST Issue 167 // 19 December 2014CAR FOR YOU
The document summarizes several news items from the private equity industry:
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3) A survey found that almost all LPs expect returns above 11% in 2015 and many plan to increase their PE allocations.
Being your own boss can be one of the most rewarding endeavours—and also the most risky.
This Each One Grow One presentation is designed to help you:
Learn about the business landscape in B.C.
Review what influences lasting success
Discover if you're ready to weather the risks to reap the potential rewards
This document provides an overview of the role of salespeople and the field of selling. It discusses what selling is, why learning about selling is important even for non-sales roles, and the role of personal selling in firms. Personal selling involves uncovering customer needs and providing long-term benefits to both parties, not just making a sale. It also discusses the changing nature of sales roles and how salespeople add value for customers. Salespeople play various roles like relationship managers, account managers, and information providers. The document emphasizes that selling principles are useful for many occupations and interactions beyond just sales jobs.
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Mastering the team approach our-march2019editLeahcim Semaj
The document discusses several rules for building an effective team. It begins by explaining that an organization's behaviors are shaped by what is reinforced, either directly or indirectly. It then discusses Jesus as the ultimate example of effective team building, as he had a clear vision, trained others, led by example, and made sure his team had fun. The document outlines that a team requires diverse skills, effective communication, a clear purpose, and emotional intelligence. It describes the different team roles and working styles that should be represented, and emphasizes leveraging each person's strengths.
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Leadership Development Jamaica Inn Nov2018ALeahcim Semaj
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This document appears to be a presentation on leadership. It discusses how leadership can be learned rather than being an innate quality. It covers several topics related to leadership such as the changing global environment, necessary leadership skills, different leadership styles, and what research says about effective leadership. The presentation provides examples and advice from various leaders throughout history. The overall message is that leadership skills can be developed through training, self-evaluation, and learning from others.
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DEVELOPMENT IS ASYNCHRONOUS
‘Ready-up Children, Parents & Teachers: Transitioning from Primary to High School’.
Dr. Leahcim Semaj
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www.AboveorBeyondJM.com
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Selling in challenging times 2015 AoB
1. L E A H C I M S E M A J
Selling in a Challenging
Economic Environment
11/14/2015
1
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2. •Each week we can see a growing
number of ads seeking sales persons
•The lists of prerequisites are
getting longer and more impressive:
The Death of A Salesman
… As We Knew Him
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2
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3. The Ad
“At least 2 years experience;
be creative flexible and outgoing;
professional and business-like;
possess strong oral and written skills;
own a reliable motor car;
be able to travel island wide;
have a minimum of 6 CXC subjects;
previous sales experience an asset;
be able to work on their own initiative”
11/14/20153www.LTSemaj.com
4. I frequently remind these ambitious employers
that persons who are able to work on their own
and are self-motivated
more often that not
tend to be self-employed
But the problem is deeper than that
Where do they expect these sales persons to materialize from?
What aspect of our school experience is producing this subtle mix of
technical and interpersonal skills?
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5. Who is the archetypical typical sales person?
I would think that in Jamaica many would
nominate someone selling
Financial products
Insurance
Consumer goods
Medical supplier and drugs
What did these persons want to be when they
“grow big”?
I can guarantee that it was not sales
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6. The Aspirations
What percent of people who are now in sales
had these aspirations in primary school?
Few?
In high school?
Less
In college?
None
11/14/20156www.LTSemaj.com
7. Here is a career path
that can generate very high income and
autonomy,
while at the same time being extremely
critical to most business,
yet has received no support from the formal
educational system
Were there any sales persons at your
school’s Career Day?
11/14/20157www.LTSemaj.com
8. The Attraction
The most common attraction to the area of
sales has been
the ability to set ones earning capacity and
your own hours
I dare say that more people have these desires
than have the capacity to meet the expectation
11/14/20158www.LTSemaj.com
9. The Male Profile
I have always thought that the best profile
for an old order sales man would be
one that does not live with parents
have expensive tastes for
material things
and high maintenance women
11/14/20159www.LTSemaj.com
10. The Female Profile
would be
an ambitious single mother
who wants the best for her 3 children
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11. will be driven to produce
Today sales have evolved well beyond these
parameters
We had better wake up and begin some
serious preparation work for this profession
Both of these persons
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The Birth of the New Sales Person
The new sales person must be much
more than an order taker.
The internet and Business to
Business activities (B to B)
procedures
can do a more effective job
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The digital model
has the supplier with a cash register online,
the customer has an inventory control system
with a preset reorder point at which an email is automatically
generated directing an order to the supplier.
All this takes place without someone stopping
by to enquire
“How much yu want dis month baas?”
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The new salesperson
Is a strategic business partner
who is no longer interested in
“closing a sale”,
but instead “opening a relationship”.
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Digicel
I was involved in training some persons who worked in a
Digicel store
shortly after the company came on-stream.
They had the ‘old order’ mind set
that a phone was a once-in-a-lifetime purchase.
I had to prepare them for the reality that
the lifetime of a cell phone would be about one year.
Based on the quality of the relationship established with the
customer,
you could develop a continuous income stream from not only phones,
but also for accessories.
16. 11/14/2015www.LTSemaj.com 16
The Data
"How to Hire and Develop Your Next Top
Performer: The Five Qualities That Make Sales
People Great“
Herb Greenberg, Harold Weinstein and Patrick Sweeney
Correlations of hundreds of thousands of
assessments that were performed over several
decades
with various sales performance measurements.
17. 11/14/2015www.LTSemaj.com 17
They help us understand
why it is that some people succeed in
sales,
while others seem to get nowhere.
They arrived at a frightening conclusion
that may well be applicable to the Jamaican
situation.
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The Facts
55% of the people earning their
living in sales
should be doing something else
25% have what it takes to sell,
but they should be selling something else
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WHY?
The reasons for these dismal figures
are largely based on the fact that most sales persons are primarily driven
by the earning potential
Usually selected for the job by limited and subjective
processes.
This usually means a resume (self-report)
and an interview.
We recommend that if Sales is critical to your business,
an employer must go well beyond this.
20. Your Best Sales People
Lynette Ryals & Iain Davies
Harvard Business Review
December 2010
21. The Data
Observation of 800 Sales Professionals in live sales
meetings
Discovered 8 sales types
Only three (3) types accounting for 37%
were consistently effective
Five (5) types – 63%,
Consistently under performed
22. The Bad News
9.1%
of sales
meetings
result in a sale
1 of 250
sales people
exceed their
targets
23. The Good News
The 8 types represent behavioral tendencies,
not set-in-stone personalities
Managers can effect changes in their current
salespeople,
and recruit better team members in the future in the
understand the 8 types
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Profiling
Begin by developing a profile of your most
successful sales persons.
This will allow you to identify the common
element(s) that distinguishes them from the rest.
Next,
identify some more people who have these same traits.
How?
Use the available research which has identified
traits that are usually present in persons who
excel in sales.
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The Sales Aptitude Test
The Sales Aptitude Test was developed by Science
Research Associates
to assess behavioural and personality characteristics which
have been shown to be important to success in sales
occupations.
It is used for personnel selection and placement for
Sales and Sales Management positions.
The assessment measures an individual’s sales
aptitude.
The test utilizes items related to seven (7) personal
attributes
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Achievement Motivation
the internalization of high standards for
performance
and the preference for working on challenging or difficult tasks.
Individuals who are highly motivated to
achieve
are ambitious and strive to accomplish something important.
They are often highly competitive,
and they place a priority on winning
37. 11/14/2015www.LTSemaj.com 37
Ego-Strength
resilience to criticism, rejection or failure
Individuals with high ego strength have
a strong sense of self-worth
and like themselves for who they are
These persons are able to maintain a
positive attitude in the face of failure or
rejection
39. 11/14/2015www.LTSemaj.com 39
Enterprise
the preference for adventurous
activities
and willingness to take risks that will pay off
in a materialistic sense
Enterprising people enjoy working
in a competitive business
environment.
41. 11/14/2015www.LTSemaj.com 41
Self-Confidence
the willingness to take action
based on the belief that effort will produce
desired outcomes
Individuals with a high level of self-
confidence approach tasks
with the belief that their abilities and drive are
all well matched to the task
42. 11/14/2015www.LTSemaj.com 42
Sociability
the preference for interacting with
people during work and recreation
Highly sociable people gain
satisfaction from relationships;
they are friendly, outgoing, articulate
and socially at ease
43. 11/14/2015www.LTSemaj.com 43
Based on these traits,
sales aptitude is characterized by
a tough-minded social confidence,
a competitive ambition,
a need to persuade and influence others
and a high level of energy and industry
The test produces a single score
which has been shown to predict successful sales
performance
in a variety of industries
45. To Really Be A Top
Financial Advisor?
DO YOU HAVE WHAT
IT TAKES
11/14/2015
46
www.LTSemaj.com
46. Do You Have the Right
Attitude to Sell?
High-efficiency
selling begins with
attitude
Successful
salespeople listen
well and generally
are open-minded
11/14/2015 47
www.LTSemaj.com
47. 1. Willingness to be Different
Success often requires a
different approach
You don’t have
to look, sound, act
or get compensated like
everyone else
Do what works for you
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48
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48. For Instance
Track your own
sales instead of
waiting for for a
sales manager to
do it for you
11/14/2015 49
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49. 2. Commitment
Cutting corners and
compromising standards
offer short-term gain
but undermine relationships
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50
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50. Commitment
Develop a sense of purpose and
resolve in what you do
You operate in your own best
interests when you serve your
customers
unfailingly and without hesitation
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51
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52. 3. Self-motivation
You are responsible for your own
success
Keep in mind the adage
good luck is found at the
intersection of preparation,
hard work and opportunity
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53
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53. 4. Accountability
The most effective way to
handle a problem is to confront
it directly
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54
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55. 5. Long-term Perspective
Some interactions are short-
term purchases
Others offer the opportunity
for long-term relationships
11/14/2015
56
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56. Long-term Perspective
Learn to recognise the difference
Remember that selling ultimately
is an interaction between
individuals,
not institutions
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57
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57. 6. Focus
Your objective is to propose
solutions for your customers
Delegate to support staff those
routine tasks that interfere with
your objective
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58
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58. Focus
Ask someone else to go to that
meeting you had planned to
attend
Concentrate on bringing in new
business to the company
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59
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59. 7. Optimistic
Salespeople, like actors, need to
know how to experience emotions
without getting caught up in them
Anger, frustration, and fear are
part of the sales game
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60
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63. 9. Cause-oriented
Believe in what you do for a
living
If you don’t believe in your
contribution or your company
get another job
11/14/2015 64
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64. Do You Enjoy Your Work?
If you win the lottery
You will be happy for a year
But if you enjoy what you do
You will be happy for a lifetime
14 November,
2015
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65
65. There is work that is work
And there is play that is play;
There is play that is work
And work that is play
And in only one of these lie
happiness
Gelett Burgess
Work and Play
14 November, 2015
66
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66. 14 November, 2015 www.LTSemaj.com 67
Do You Enjoy Your Job?
Man who enjoys
his job will never
have to work
a day in his life
Confucius
14 November, 201567www.LTSemaj.com
68. You Can
Fulfil buyers’
evolving needs by
taking on a different
role for each of the
eight steps in the
buying process
11/14/2015 69
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69. 1. Act As A Student
To study the change
affecting your
customers
Find opportunities
to add value
11/14/2015 70
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70. 2. Act As A Doctor
Diagnose
customers’
discontents
Uncover their big
needs
11/14/2015 71
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71. 3. Act As An Architect
As prospects research
solutions
You design buying
criteria that meets
their needs
11/14/2015 72
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72. 4. Act As A Coach
When customer starts
comparing your
offering to the
competition’s
You make a game plan
to win the account
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73. 5. Act As A Therapist
To draw out
prospects’ fears
and resolve them
11/14/2015 74
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74. 6. Act As A Negotiator
Try to reach a
mutual
commitment to
“open” a
relationship
Not “close” a sale
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75. 7. Teach Your Customers
So they learn to
use your product
and fulfil their
expectations
11/14/2015 76
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76. 8. Act As A Farmer
Cultivate customer
Satisfaction
Grow the account as a
Farmer cultivates his
crops
11/14/2015 www.LTSemaj.com
77
78. Sales Role 1: Student
Study the change
affecting prospects
Find opportunities
for you to add
value
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79. You must first study in detail
What are the customer’s needs?
As a “student,”
you must do research
for example
What is the person’s risk tolerance?
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81. Look for External Changes
New government
regulations
Foreign competitors
Internal changes
Mergers
Reengineering
programs
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82. Once You Identify Changes Affecting
Your Customer
You can offer solutions to help them deal with
those changes
The key to being a good student is to forget
about your products
imagine that you work for your customer
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83. Ask yourself
What results is my
customer trying to
achieve?
How can my product
or service help?
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84. 2. Act As A Doctor
Diagnose discontent and
uncover big needs
At this step of the process,
customers recognise a problem
or opportunity
Question the seriousness of the
problem
Decide whether to buy a
solution
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85. A Doctor
Helps people achieve
wellness through
knowledge and
questioning
As a “doctor” of selling
You ask questions
Help prospects diagnose
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86. 1. Ask History Questions
Get background
facts and current
information
Identify actual
performance and
the ideal level of
performance
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87. 2. Ask Symptom Questions:
Why is the customer
unhappy?
Where does the discontent
stem from?
Customer may or may not
know the cause of the
discontent
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88. 3. Ask Cause Questions
Determine the source of
the problems
Customers may also not
realise the seriousness of a
problem
The seriousness is
important in helping
determine whether or not
they have a pressing need
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89. 4. Ask Complication Questions
Uncovering serious
underlying problems
By digging further,
you can reveal any “big”
needs of which the prospect
may be unaware
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90. 5. Finally, Ask Cure Questions
Helps you identify
expectations of value
Example of a cure question
“What would a new income
stream allow you to do?”
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91. After Gathering This Information
You can begin
showing how you can
help
a prescription for
their needs
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92. You are
Offering a preliminary
prescription so that
you can go with your
customer to the next
step of the buying
process
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93. Sales Role 3: Architect
Design unique solutions that
influence your customers’
research
At this point in the process
prospects have a general concept
of what they want
Based on the needs identified
previously
But they haven’t made any
decisions on the specifics yet
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94. Your Role
To help customers move from a general concept to a specific
plan
a plan that contains the specific criteria on which they will
make their decisions
These criteria should
correspond as much as possible to the strengths of your offering
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95. You Must First
Understand the customers’
concept
An architect knows what a
client wishes to accomplish
with a new building
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96. As an “Architect” of
Financial Planning
You must ask the
same question:
What do they want
to accomplish?
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97. As an Architect
You want to draw out the must-have
requirements prospects haven’t thought of
but that are required for the job to get done to their
satisfaction
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98. The clients of an architect
Often see a new building as an opportunity
They don’t realise all the ways in which a
new building can help them improve
operations
By questioning clients carefully
Architects elicit “nice-to have” criteria not
mentioned before
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99. Question them carefully
About their operations and their goals
You can uncover “nice to haves” that
they might never have thought of
Ask your prospect to rank the relative
importance of each nice-to-have item
Help prospects emphasise benefits in
which you are strong
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100. On the other hand
A customer might demand
“Show me what you’ve got”
Try saying,
“I can show you many options.
But to know which ones are
pertinent for you,
I need to ask you a few
questions first….”
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101. ALTERNATIVE
Show the prospect what
you’ve got
Then immediately back up
and identify the problem or
opportunity the prospect is
trying to solve
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102. Sales Role 4: Coach
Compare your offering to
the competition’s then
implement a game plan to
win the account
In step 4 of the buying
process, customers are
comparison shopping
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103. Your Mission
To convince buyers
Without getting into a self-
destructive price war
That you offer the best solution
to their needs
Think of step 4 as a sport
match between you and the
competition
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104. To win the game
You must act
as a “coach”
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105. “Who is the best choice?”
Customer’s number one question in the comparison
step
If you can’t answer that question, you’ll be in a price
war
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106. How do coaches win games?
First
they analyse their team’s
strengths and weaknesses
match them up against
the strengths and
weaknesses of the
opponent
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107. From that comparison
They develop a winning game
plan designed to exploit their
team’s strengths and the
weaknesses of the opponent
Then the team executes the
plan
Winning an account involves
the same three steps
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108. The Pre-game Comparison
First, “scout” your opponents
Ask customer outright who the
competition is
Listen carefully to objections
Scout opponents through
competitive analyses
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109. One by One
Take the must-have and
nice-to-have criteria
developed in step 3
see how you match up
against the competition
Don’t limit yourself
Add in intangibles that add
value to your offering
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110. The Game Plan
Design a game plan to exploit your
strengths and opponents’ weaknesses
You already put yourself in a better
position in the architect phase when
influencing the criteria list
Bolster those strengths on the list by
asking buyers to explain why those
features are important to them
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111. LET THEM TALK
The more they themselves
talk about the features, the
more those features will
rise in importance
Don’t forget to emphasise
intangible strengths in your
game plan
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112. Some other strategies to keep in mind:
If you have weaknesses
– and you will –
repackage them to
focus on your strengths
instead
Carefully look for
weaknesses in your
competitors’ strengths
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113. First
show that you fully understand your clients’ needs
and objectives
Then,
based on your strengths and opponents’ weaknesses,
you must describe how your solution meets those needs
Next –
justify the costs of your solution by showing how the buyers’ profits will
improve
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114. Emphasising
Your strengths and
opponents’ weaknesses
Justify costs
Lead prospects to just
one conclusion:
Buy from you
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115. Sales Role 5: Therapist
Draw out
fears and
resolve them
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116. Reluctance Is Not Objection
The last-minute
reluctance to
plunge forward
into the
purchase is
more emotional
than rational
Some sales
people ignore
this component
and stubbornly
repeat rational
arguments for
the purchase
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117. Instead of Treating Fear As an
Objection to Be Countered
Encourage open
expressions of concerns
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118. Instead of Treating Fear As an
Objection to Be Countered
This is only way that prospects can
move past those concerns and on to
the next step: commitment
The first step
Be sensitive and observant so that you
can recognise when prospects are
becoming fearful or reluctant
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119. Signs of Fear
Negative body
language
Unreturned phone
calls
A reluctance to meet
Unrealistic demands
Such as on price
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120. If You See the Signs of Fear
First, explore your
buyers’ concerns
Ask:
“Can you tell me more
about that?”
“Why do you feel that
way?”
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121. You Are a Therapist
You must ask questions
Keep digging
The first concerns are often
smokescreens chosen to provide quick
escapes for the prospects
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122. To Uncover the Hidden Real Concerns
Empathise with prospects’
feelings
Put yourself in their shoes to
understand their
motivations
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123. To Uncover the Hidden Real Concerns
Help your prospects resolve
their fears for themselves by
discussing alternatives
Ask your prospects to think of
possible solutions to their
concerns
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124. If You Have a Solution
Present it as an alternative
Not a solution
Prospects who choose solutions themselves will be
more committed – and less fearful – about those
solutions
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125. All Change
Involves risks
which in turn
raise fears
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126. Your Goal As a Therapist
To help prospects
explore alternatives
To resolve their
fears so that you
move toward in the
buying process
not backward
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127. Sales Role 6: Negotiator
Try to reach a
mutual
commitment to
“open” a
relationship
Not “close” a sale
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128. Win-Win Negotiations
Don’t destroy the
relationships that
you’ve
painstakingly built
up with your
prospects by
haggling over prices
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129. The Result Will Be a Win-lose Situation
Someone has to lose so that the other
party can win
This situation is hardly conducive to the
type of long-term relationship you want
to nurture with a customer
Try to reach a win-win agreement that
meets the present and future needs of
both you and your prospect
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130. Negotiation Strengths
Analyse the negotiating power of
both you and the buyer
Many salespeople underestimate
their strengths in a negotiation
Eager to make a sale afraid the
buyer will go someplace else,
they make overly generous
concession
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131. The Result
Profits from the sale are limited
The salesperson
As well as his or her company
Loses in the agreement
Make sure that you are aware of your negotiating
strengths
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132. Establish a Range of Flexibility
The minimum positions that
you will accept
Your most-favourable list-
price scenario
What you hope to achieve
through the negotiations
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133. Your Negotiating Strengths
Armed with justifications and possible
concessions
You are now ready to negotiate
Remember to strive for a win-win agreement
Negotiations shouldn’t be a battle to the bloody
finish
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134. Once a Buyer’s Offer Is Proposed and Countered
Get all additional buyer demands out in the
open
This will prevent a buyer nibbling
concessions through the negotiations
Never give a concession without getting one
in return
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135. The Goal of Negotiations
To open a relationship
Not close a sale
You want to get the buyer to
commit to you
But you must also commit
to the buyer
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136. Sales Role 7: Teacher
Identify
expectations and
teach customers to
use your product so
expectations are
fulfilled
For most
salespeople, the
sales process
comes to and end
when the customer
says “yes”
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137. For Buyers
The process is just beginning
To keep customers for life,
you must see things from the customer’s perspective
You must see the “close” of a deal as
the beginning of a new sales process
Not the end of an old one
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138. During the Sale Process
Buyers form expectations of the value that would
result from the purchase
If you and your product don’t fulfil those
expectations, you will have unsatisfied customers
They won’t be back for repeat sales
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139. The Problem
Inexperienced customers often have
exaggerated or unrealistic expectations
They are often ignorant of the learning process
required to master the new product or service
Your first post-sales role is that of “teacher”
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140. Teaching Buyers
As a teacher
for new
customers,
you want to
do three
things
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141. First
Set realistic objectives and
expectations
Ask customers how they will know that
the new product or service is successful
This sets concrete, realistic objectives and
expectations for the purchase
Customers can then monitor the
effectiveness of a new product or
service
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142. Second
Show your buyers how to make the most of your
offering
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143. Finally
Test whether objectives have been reached
Depending on the size and scope of the purchase
Testing can range from follow-up phone calls or
questionnaires to months of tracking and analysis
Cultivate customers satisfaction
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144. Sales Role 8: Farmer
Cultivate customer satisfaction
and grow the account
Unhappy customers are often
the result of bankers who have
become complacent
They don’t hear from
customers and assume
everything’s okay
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145. Try to Nurture and Grow the Account
As a farmer nurtures and
grows his crops
As a “farmer” of selling
You must first nourish the
relationship with your
customers
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146. Most Unhappy Customers Don’t Complain
They’ll just look elsewhere the
next time around
To avoid becoming complacent
start thinking of “account
development”
instead of “account maintenance”
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147. Keep in Touch With Customers
Through regular account review
Ensure that everything is going well
For example
If any problems crop up, attack them with
vigour
Show that you care
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148. Next
“Sow’ new applications for your
product or service
Find new ways for your
customer benefit from your
offerings
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149. A Farmer
Cultivates his fields
Irrigating the crop
Keeping away pest and
weeds
You should do the same
Keep generating new ideas
to help your customers grow
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150. Maintain Your Relationships
Keep away “pests and weeds”
Your competitors
Your extra efforts will yield results
Just as a farmer reaps the fruits of
his labours
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151. For Example
You will have placed
yourself in good position
to be awarded future,
perhaps larger loans
You will have cultivated
receptive outlets for new
products and services
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152. Next Season
The farmer will start over
You must do the same
In the months and years after a
purchase, your knowledge of
your customer may become
outdated
You then return to customer-
focused sales role 1 and
become a student once again
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153. M O B I L E : 8 7 6 . 3 8 3 . 5 6 2 7 S K Y P E : L S E M A J
O F F I C E : 8 7 6 . 9 4 2 . 9 0 5 7 T W I T T E R : L S E M A J
E M A I L : S E M A J @ L T S E M A J . C O M F A C E B O O K : L T S e m a j P h D
B L O G : T H E S E M A J M I N D S P A . W O R D P R E S S . C O M
WWW.SLIDESHARE.NET/LSEMAJ
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