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When it comes to driving organizational performance, the experts agree: If you want to create and deliver the value necessary to establishing a competitive advantage, effective coaching is critical.

In their groundbreaking book The Service-Profit Chain, for example, James L. Heskett, W. Earl Sasser and Leonard A. Schlesinger described the “new economics of service,” noting that, “Successful service managers pay attention to the factors that drive profitability in this new service paradigm: investment in people, technology that supports front-line workers, revamped recruiting and training practices, and compensation linked to performance for employees at every level.”

As the Service-Profit Chain illustrates, leadership is the first link in the value chain. Employees who believe their managers are committed to understanding and supporting their individual strengths and potential will be more engaged and aligned with organizational goals and objectives. Coaching demonstrates to them that:

  • They are valued, and their work is appreciated.
  • Their work is meaningful and contributes to the success of the organization and its customers.
  • What they do ties to important organizational outcomes, and they are clear about those connections.
  • They have a say in what they do and how work gets done.

What’s more, a consistent coaching culture has a multiplier effect, raising not only the level of employee performance and engagement but also the value delivered to customers. As numerous studies have shown, the more engaged your employees are, the more satisfied your customers will be—and you’ll have the bottom-line results to show for it.

Here’s what’s puzzling, though. The research is well established. The Service-Profit Chain isn’t a new concept. So why aren’t more organizations making headway in this area?

In our experience, there are some common barriers that get in the way. For one, while leaders may talk about building a strong coaching culture, managers often struggle to be successful in their role as coaches. Without adequate preparation, training and role-modeling from the top, managers may:

  • Confuse coaching with performance management
  • Play an overly directive role, not realizing that effective coaching hinges on a two-way conversation
  • Have trouble building trust and connecting in a meaningful way with all of their employees
  • Downplay the importance of coaching or let other priorities take over
  • Come to the table with preconceived beliefs that the employee’s potential is limited (which the employee picks up on and often lives down to)

3 Strategies for Creating a Strong Coaching Culture

Establishing a coaching culture requires an organizational commitment for developing a manager’s ability to coach and, most important, changing deeply embedded behaviors to develop new coaching habits.

Here’s a road map for getting your coaching culture off the ground and making sure it delivers the business and competitive impact you’re looking for.

1- Shift mindsets at all levels. This starts at the top:

  • Communicate new coaching expectations.
  • Assess current leadership styles and their impact on improving performance.
  • Develop new, positive attitudes and beliefs about coaching.
  • Link desired coaching outcomes to the success of the business.

2- Develop coaching capabilities. Equip your managers to:

  • Use coaching to balance goal directedness with people development.
  • Focus coaching on developing attitudes, beliefs, skills and behaviors.
  • Shift an employee’s inner beliefs that inhibit their success.
  • Ignite an employee’s ability to be self-motivated through self-discovery.

3- Sustain new coaching behaviors and skills. In addition to coaching your coaches to raise the bar on performance, work with and encourage your managers to:

  • Develop personal action plans for improving coaching capabilities.
  • Increase accountability for coaching frequencies.
  • Share practices and learn from colleagues.

Finally, make it a cultural standard to reward and recognize how coaching is affecting organizational success. Let people see the value it’s delivering, both internally and externally.

What’s your game plan?

Don’t assume that just talking about the importance of coaching is enough. Make sure you have the culture, behaviors, beliefs and skills in place so that coaching can truly strengthen your competitive edge.

Re- Blogged From :- Integrity Solutions

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In the financial services sector, like many other industries today, teams have become a critical foundation for sustainable growth. As Greg Winsper noted in a recent GAMA International webinar, a highly collaborative culture is a win for the firm, the advisor and the client.

From the firm’s perspective, teaming creates a variety of advantages, including faster skill development, increased productivity and increased client retention rates. For the advisor, the benefits are clear as well, from increased revenue, prospects and referral flow to having more opportunities to apply your unique skills to solve client problems. In fact, the advisors who regularly collaborate with their colleagues to meet customer needs typically stand apart from the rest. A recent LIMRA study found that the most productive advisors are those who partner with other advisors for specialized needs.

Firms are also discovering that a collaborative culture fosters the kind of environment that attracts a growing population of advisors who are looking for greater purpose in their work and deeper connections with their colleagues and leaders.

All of this translates into better service for the clients. They get more value from a team of complementary and collaborative partners who are committed to uncovering needs and finding the right resources to address them.

The question is, how do you make a team approach really work in practice?

3 Factors That Fuel High-Performing Teams

In our research and work with a variety of firms, both inside the financial services sector and in other industries, we’ve identified a few pivotal factors that drive high performance in teams. (For more in-depth discussion, tips and exercises on the critical factors for success, check out Chapter 4 Team Resources featuring Integrity Solutions in the new book, The Power of Teams, from the GAMA Foundation)

1- The Team Leader’s Coaching Skills

The best teams build on each other’s strengths, keep aligned and focused on the goal, and work together from a point of mutual respect. It all starts with a great coach.

Team members look to their leaders to provide guidance and support, to run interference when necessary, and to set the example for how the team will operate. We’ve found that there are two key traits that influence a leader’s coaching effectiveness: being goal focused and being people focused. Some are overly focused on people and don’t want to hurt team members’ feelings by challenging them. Others are goal directed to the exclusion of being sensitive to people’s feelings and often may run over advisors. Successful leaders have a blend of both and know how to be flexible to the needs of their team.

2- The Team’s Coaching Skills

Coaching isn’t just the job of the leader, though. High-performance teams develop coaching skills within their ranks to create a group of highly effective peer-to-peer coaches.

But keep in mind, this requires a strong, healthy team dynamic. You have to do the work upfront to align attitudes and behaviors around providing value for the customer and to encourage an openness to feedback and new possibilities.

3- A High-Trust Culture

We often say that EQ—Emotional Intelligence—is the secret sauce of great team coaches, whether you’re talking about the leader or a peer-to-peer coach. Particularly when the going gets tough, a team can’t thrive without healthy interactions, trust in each other and trust in their leadership. Emotional Intelligence produces traits such as stability, persistence, the ability to stay calm under pressure, and resilience in the face of challenging situations and change — conditions that describe the daily reality for most teams today.

The good news is that unlike IQ, which is essentially fixed, Emotional and Social Intelligence can be developed.

Getting into the Team Mindset

There’s no denying the power of teams in the workplace today, and particularly for your advisors who are used to working solo, this represents a significant mind shift. Make sure the coaching and culture is in place to support a successful transition.

Below is a list of questions to get your team off on the right foot so they can collaborate and coach each other to success:

  1. Where are we now as a team and where would we like to be?
  2. What does that look like? How will we determine success?
  3. What about our team goal(s) excites you? Motivates you?
  4. What about our team goal(s) de-motivates you?
  5. What progress have we made with our team goal(s)? Are there revisions/changes we need to make in any goal(s)?
  6. What incremental mini-goals have we already achieved?
  7. What new mini-goals do we need to set?
  8. How will we build belief that our goals are possible?
  9. What prior successes can we build on? What new beliefs will we need to build?
  10. What new attitudes, habits, skills, and specialized knowledge do we need to develop?
  11. What affirmations will strengthen our belief and desire?
  12. What can we do today that will take us one step closer to our goal(s)?

By Terri O’Halloran

Re- Blogged From:- Integrity Solutions

Source:- https://www.integritysolutions.com/insights/3-secrets-unlocking-high-performance-teams

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It used to be that product and service quality were considered the main contributors to competitive advantage. No longer. A highly cited Bain & Company study of hundreds of American companies with customer satisfaction ratings of 85% to 90% found absolutely no evidence that their high customer satisfaction scores correlated with revenue growth.

Today, product and service quality are the expectation, not the differentiator. All too often customers who appear to be very satisfied with a product or service are only as loyal as the next best offer made by your competition. If you want to develop a strong base of loyal customers who will stay with you and recommend your organization to others, you have to create exceptional value beyond your product or service offerings, and you have to deliver superior service.

The Role of Employee Engagement

In addition to a strategic plan that puts customers at the center of your business, the biggest factor contributing to the level of loyalty your customers have for your organization or brand is whether your employees are dedicated to creating value for them.

Fundamentally, this is a question of employee engagement. A growing body of evidence shows that a high level of employee engagement enables the sustainable profitability that comes from customer loyalty. To deliver exceptional value and service, you need employees who are committed to the work, willing to contribute their talents, and inspired to put in more than the minimum required to get by. And these things can’t be mandated by management. They can only be willingly given by enthusiastic and dedicated individuals.

In other words, the more engaged your people are, the more willing they will be to put in the level of discretionary effort that strengthens customer loyalty.

This is why it’s also critical that you build a culture where employees understand and believe in your organization’s vision, mission and values. People work best when their activities are clearly aligned with a set of principles that they can connect with and get behind.

Does your culture support the kind of engagement that will inspire people to go above and beyond? Ask yourself:

Does our organization’s purpose inspire our employees?

Does every employee understand how his or her role contributes to the overall purpose?

Can our employees describe, in their own words and in a meaningful way, how our organization creates value for our customers?

A Management Roadmap for Creating a Customer-Centric Organization

So, what concrete actions can you take to increase employee engagement and move more of your customers from the “satisfied” box to the “loyal” one? Here’s a 5-step roadmap to get you started:

1- Create a vision, mission and set of values (or guiding principles) that focus on creating value for customers—this is essential to drive the right employee behaviors.

2- Operationally define “customer-centric”: Establish metrics that define success and identify the right behaviors to reinforce.
Put your people first:

  • Help them fulfill their personal values and goals and develop their talents.
  • Involve them in creating the implementation plans needed to drive your customer-focus strategy.
  • Invest in them by providing training that’s aligned with organizational strategy.
  • Empower them with the authority and responsibility to make decisions that will produce desired results.

4- Align all human resource and management practices necessary to implement your customer-focus strategy, and communicate the necessary behaviors and competencies required for successful implementation.

5- Emphasize the importance of communication and building trust between employees and managers; be as transparent as possible about your organization’s performance and operational strategies.

When people are driven by values and an organizational purpose they believe in, given responsibility for the results of their efforts, and recognized and rewarded for what they do, they will deliver exceptional value and service to your customers. And that’s how you create long-term customer loyalty that results in superior long-term growth.

 

Re – Blogged From :- Integrity Solutions

 

 

 

 

 

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How do they do it?

It’s the question on everyone’s minds when they see the successes of those people who always do better in their jobs than all the rest. What factors are driving that success?

Regardless of their industry, product or service, all highly successful salespeople share a few specific core traits that allow them to consistently outperform their peers. So the bigger question that training, learning and development, and sales leaders should be asking is this:

Do our sales training and coaching initiatives take these four traits into account?

Let’s take a closer look at each of them.

Strong Goal Clarity: Goal clarity is having clear, specific written descriptions of what you want to have in your future. And here’s the thing: Very few people have it.

In fact, almost without fail, it’s the dimension that participants in our sales training programs rank themselves the lowest on in their own self-assessments. Whether it’s a personal goal or a professional one, you can’t get there if you aren’t clear on:

  • Where you want to go
  • When you want to arrive
  • How you’re going to get there

What goal is possible for someone to achieve? As the saying goes, anything is possible—as long as the person has the general abilities, training, resources and desire levels of someone who’s achieved similar goals. Because selling is an “inside job,” the salesperson’s inner needs will always drive their goal possibilities, including the size of the goals they set and reach and the size that they don’t think they can reach.

High Achievement Drive: This is a topic we explored in detail in our recent research project with the Sales Management Association. Put simply, Achievement Drive is energy. It’s the energy released from within you when you have goal clarity. The amount of energy released is first determined by:

  • Level of desire for the goal
  • Belief in whether it’s possible for you to achieve it
  • How worthy you feel to enjoy the goal

These factors then influence the effort, commitment and persistence you’ll exhibit in pursuit of the goal.

Salespeople with high Achievement Drive think differently than others. They think in terms of the rewards for reaching sales goals, not just reaching them. They’re motivated to serve customers exceptionally well, earn high respect, enjoy a certain lifestyle and other benefits. They spend time daydreaming about the exciting things that can happen for them in the future.

For more on Achievement Drive and how it acts as a multiplying factor in someone’s success, check out the on-demand webinar Skill or Will: What New Data Reveal About Sales Success.

Healthy Emotional Intelligence: Two other names for Emotional Intelligence are maturity and stability. Essentially, it’s the ability to:

  • Understand your feelings and how they influence your external behaviors.
  • Take control of your emotions and do the difficult things you might not want to do but must do in order to achieve your worthwhile goals.

When salespeople face possible rejection, failure or ego damage, it’s easy to play weak emotional games: call reluctance, ducking responsibility, being unwilling to hang tough when difficult problems come up. The antidote is courage: calling when you’re afraid to, meeting with people you’re afraid to meet, asking the questions you’re afraid to ask.

Both the avoidance behaviors and the acts of courage come from a person’s internal values, which determine how they will act when faced with a difficult situation. Strong, positive values open the door to higher success.

Excellent Social Skills: This is more than the “gift of gab” or engaging in surface-level communication and small talk. It involves:

  • Valuing people
  • Listening to what people say and how they feel
  • Understanding what people say and how they feel
  • Responding appropriately to varied social situations
  • Causing others to feel understood

Even in today’s technology-dominated culture, a salesperson’s ability to relate to other people reigns supreme when it comes to successful sales performance. Plenty of people who are highly competent technically fail at their sales jobs because they can’t get along with people.

Think about your own salespeople and how well they exhibit each of these traits. Do you notice any patterns? Understanding what these four qualities are is an important step in helping salespeople build and sustain their own high achievement.

But knowing about them doesn’t necessary make someone successful, just like reading a book on flying won’t prepare you to pilot an airplane. Training is the first step on the path to growth, which is incremental and comes through application.

How will you develop and nurture these sales success factors in your team?

 

Re- Blogged From – Integrity Solutions

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LIsa Bullock

Companies with superior and sustained sales performance create environments where salespeople have what they need to perform, grow and be recognized. In other words, their sales managers excel at coaching their teams to success.

Unfortunately, according to CSO Insights, the percentage of managers fully capable of mentoring and coaching their teams has been trending down, and a big part of this is due to the increase in newly promoted sales managers:

  • Over 40% of front line sales managers are recently promoted salespeople.
  • Managers who are newly promoted from a sales role tend to have the lowest coaching effectiveness ratings, with over 65% of companies seeing a significant gap in their ability to coach and mentor.

This isn’t all that surprising. When sales managers are functioning as “super salespeople”—highly skilled at evaluating the team’s sales challenges but less skilled and comfortable with the role of leading and coaching—they often end up focusing their time and energy on filling the gap to help close sales opportunities, rather than on building up the confidence of their team to do it themselves.

This is a problem in and of itself, since the sales manager is now taking on a role the salesperson should be handling, but the issues also self-perpetuate and lead to even bigger problems. The salesperson’s self-confidence may take a hit—or they simply begin relying on the manager to close the deal—while the manager gets increasingly frustrated about having to step in to save the day yet again. The manager eventually assumes that this is the best that employee can achieve and stops challenging him or her to go further. The employee, in turn, recognizes those signals coming from the manager and ultimately plateaus out. It’s a dynamic that we call the Law of Limited Performance.

The problem isn’t just with newly promoted sales managers, though. Whether it’s a lack of skills, awareness or commitment to coaching, many managers are struggling to improve their sales team’s skills and behavior. To successfully break the Law of Limited Performance, sales managers must:

  1. Understand the belief boundaries inhibiting a salesperson’s success. Managers can increase a salesperson’s confidence to step outside their belief boundaries by seeing more in the salesperson than they themselves might see.
  2. Help each salesperson set and achieve goals just outside their current performance levels. Great coaching conversations ignite a salesperson’s ability to “own” their own breakthroughs.

Sales Coaching Tips for Unleashing individual Potential

Here are some tips your managers can apply to engage in coaching conversations that uncover inner belief boundaries, increase the salesperson’s ownership and confidence in developing solutions to overcome their challenges, and appropriately challenge them to break through today’s level of performance.

Stay curious about the salesperson’s perspective:

  • Ask open-ended questions about goals, challenges and beliefs.
  • Resist the urge to have all the answers.
  • Listen actively to fully understand the employee’s viewpoint.
  • Observe how employees are stepping outside their comfort zones.

Boost salesperson engagement and creativity:

  • Solicit ideas for new options to manage limitations and solve challenges.
  • Provide positive reinforcement of the value the salesperson brings.
  • Offer praise to increase the likelihood of using new skills and behaviors.
  • Encourage employees to discover and try new things.

Translate new skills and behaviors into actionable results:

  • Link them to delivering organizational value.
  • Promote commitments that are SMART: Specific, Measurable, Actionable, Realistic and Time-Bound.
  • Recognize progress frequently, and provide course corrections as needed.
  • Leverage mistakes as learning opportunities.

Take a look at how you’re developing your newly promoted sales managers as well as your more experienced ones. Are you providing them with the skills and behaviors they need to meet this critical coaching requirement? Stepping in to fill the gap for their salespeople isn’t a sustainable solution. To unleash individual potential and drive long-term sales performance improvement, your sales managers have to take the time to recognize and understand the belief boundaries of each of their salespeople.

By Lisa Bullock

 

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By Bruce Wedderburn

As a sales leader, you’re there to make a difference—a difference in team performance. You’ve looked at the range of experience on your team and seen multiple opportunities for growth, so you immediately implemented the latest sales and marketing thinking to pave the way for double-digit gains over the next 12 to 24 months. It’s the kind of vision and take-charge leadership that has impressed organizational leadership.

The only problem is, the expected sales gains from your initiatives have been slow to materialize. As the months have progressed, others in the organization have begun expressing doubts about your strategy. Worse still, you’re beginning to have your own doubts.

This isn’t unusual. As organizations look for organic growth in increasingly competitive markets, leaders are searching for the latest technology, the next app, that one competitive strategy that will elevate them above their peers. But despite all of the new advances and approaches, the reality remains: Your salespeople still have to have conversations with customers.

Another sobering reality? More than any other factor, the quantity and quality of those conversations will determine whether or not your organization reaches its sales goals this year.

We recently conducted a research study in partnership with the Sales Management Association, and the findings were illuminating. We learned that there’s not one but three critical conversations every salesperson must focus on for the organization to consistently realize its growth goals. Improving any one of these will increase your team’s productivity. Improve all three and you’re on your way to a breakout year.

Here’s what those conversations are:

  1. The conversation that salespeople have with their customers. Customers have more access to more information than ever before, and that’s driving increased commoditization in your industry. As a result, your customers’ perception of “value” has shifted from what you’re selling to how you’re selling. In other words, your salespeople’s interactions are where the real value is today—the value that will differentiate you from the competition. It’s in these critical conversations that salespeople can move the discussion away from price and begin building the elusive “Trusted Advisor” status in the customer’s mind. Succeeding with this conversation is mostly about your salespeople’s skillset.
  1. The conversation that salespeople have with themselves. These are the conversations that all of us have dozens, if not hundreds, of times each day. We each have a set of inner beliefs about who we are and the level of success we deserve to enjoy. Countless external influences over the course of our lives—parents, friends, relatives, teachers, co-workers, clients, spouses, good experiences, negative ones, highs, lows—have contributed to these beliefs and shaped who we are, our level of confidence and what we say to ourselves about ourselves. For salespeople, this inner talk affects what level of buyer they will call on, how many customer meetings they will have, how they feel about prospecting, how they respond to being coached, their vision for their career, how they handle rejection, how they handle success, whether or not they will improve, and the hundreds of experiences that make up a sales or management career. This all affects a person’s attitude and confidence. Succeeding with this conversation is mostly about the salesperson’s mindset.
  1. The conversation that salespeople have with their coach. Coaching is a key determining factor for growth and one of the great buzzwords of our times. However, when and if sales coaching actually happens, it’s nearly always focused on how to improve the first conversation—a salesperson’s ability to interact effectively with the customer. It rarely addresses the other critical conversation, the one that both salespeople and managers are having all the time—with themselves.

What the Pros Know About Success

Professional athletes know that the three S’s— stamina, strength and stretching—are essential for success, and so they constantly work at training and developing all three. Most recreational athletes, on the other hand, work at improving only one or occasionally two of these critical fitness qualities.

In the same way, all three success conversations can and should be constantly developed. Your salespeople’s skillset and mindset can both be improved through training and coaching. And when their skillset and mindset are working together, supported by effective coaching of both, your sales organization will be on the way to new levels of success and satisfaction.

Too many organizations look to external factors such as new technologies and the latest fads for the answers to growth. That’s like a professional tennis player who looks to the latest advances in racquet string technology, cloud-based ball tracking systems and energy-rebounding shoe design while overlooking the importance of improving foot-speed, confidence and fitness.

Without mastering what’s most important, the rest doesn’t matter.

What conversations are your salespeople having?

 

Re-blogged from Integrity Solutions

 

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“Baseball is 90% mental. The other half is physical.” -Yogi Berra

I love that quote. It fits so well into the world of sales, where salespeople are regularly expected to give more than 100%. And while it’s certainly true that half of sales success can be attributed to skills, it’s also true that there is a strong mental component to being “at the top of your game.” In both professions, coaches have to focus on more than just the player’s tactical skills. They need to focus on the whole person: body and mind.

What good coaching looks like?

At CSO insights, we define coaching as “a process which uses structured conversations to help salespeople develop their performance in the short and long term.” I like that definition for several reasons:

  • It focuses on the dialogue that needs to happen between salesperson and manager. Coaching is not about performing the role for the salesperson—a trap many first-time sales managers fall into. Coaching is not about telling what to do. Instead, it’s about asking the right questions to help the salesperson develop adaptive selling skills that allow them to reach ever-higher levels of performance and self-sufficiency in a dynamic selling environment.
  • These conversations are structured, following a proven approach for improving performance in sales and service roles, tailored along the entire customer’s journey. They are not drive-by criticisms that leave the struggling person more demoralized than motivated. Nor are they “atta-boy” comments about good performance that do nothing to turn around problem areas.
  • The focus is on both the short- and long-term performance goals. Coaching that focuses only on the short term will never create sustainable performance improvements.

Our work also emphasizes the need for front-line managers to focus both on managing the activities and coaching the related behaviors that lead to results and can be managed directly. That last component is vitally important. Many new managers make the mistake of focusing on end results, e.g., quota attainment, but not enough on how to get there. In their defense, it’s often not their fault. This is the way they were managed, and they are just modeling the non-coaching behavior of their previous bosses.

The problem is that you can’t really “manage” a quota or revenue. You can only manage the activities and the related behaviors—pre-call prep, adherence to proven sales methodologies, tailoring the value messages, collaborative selling techniques, etc.—that lead to this desired outcome.

The conference on the mound

Baseball isn’t nearly as popular in Europe as it is in the U.S., but given how much traveling I do in America, I’ve watched a game or two. I can’t say that I’ve grasped all the nuances yet, but one aspect of the game fascinates me: the conference on the mound. To me, this is coaching put to the test.

This conference seems to happen most often when a pitcher is struggling. The coach, followed by the catcher, trots out to the mound for a short, private confab with the pitcher. I’m not sure what gets said, but I doubt the coach is instructing the pitcher on the finer points of throwing a curve ball. The time for that has passed. Nor do I think the coach is threatening the pitcher: Strike this guy out or you’re finished! That would hardly be helpful in an already stressful setting.

More than likely, the coach is sharing some perspective on the game that the pitcher doesn’t see because he’s under so much mental stress. It also seems likely that he’s offering a few words of encouragement, maybe even asking the pitcher how he’s feeling, e.g., How’s your shoulder holding out? He wants to make sure the pitcher still feels confident in his ability to perform. It’s the ultimate moment of truth for coaching because there isn’t much time for the discussion, and everyone, including the coach, is under pressure.

Sound familiar?

A typical sales or service coaching session is no less pressure-filled for all involved. And the same strategies that work so well on the mound apply here, too. That’s why Integrity Solutions’ laser-like focus on the mental side of the frontline manager’s coaching responsibilities is so important—and so effective. Their % drivers of high achievment sets a pitch-perfect tone for a productive coaching session by encouraging the coach to create a supportive environment focused on how the person can succeed rather than dwelling on what’s going wrong. Not only does this approach help the person improve their performance, it helps keep their attitude positive and their head in the game.

No matter who the players are, that’s a winning formula.

Tamara-Blue-5-213x220Guest blog contribution
By Tamara Schenk
Research Director, CSO Insights

Reblogged from Integrity Solutions.

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Have you ever listened to a renowned professional speaker who has mastered the art of boosting sales like never before? The energy level and the enthusiasm they put in making their presentation a huge success is commendable. These motivational speakers bring freshness to the content by engaging their audience with appropriate content, motivation and direction that will help them to master the expertise over the sales job. They entertain, they make their audience laugh over gags, they make their audience feel uncomfortable by asking them some straight forward questions and most importantly they will challenge their audience with new idea and concept related to practical problems. These extra efforts that they put in make them special and unique.

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Among the sales tips that they share using theoretical examples, five are discussed in this article which will help novice sales executives to learn and master the trade.

Lead generation

Achieving sales target begins with the first step that is lead generation. There are plenty of theoretical tips related to lead generation by using lead magnets and extensive campaigning. But sales experts always suggest practical ways of lead generation and that is reaching out to existing customers and convincing them with solutions that solves their problems sooner. This way they can do a trust building activity and also learn how many customers are interested in trying the new product.

Effective campaigning

There are plenty of campaigning techniques that one can exploit in order to boost their sales. One of the most effective sales techniques is to do extensive campaigning on all the available mediums. Internet marketing, email marketing, Facebook Marketing, Radio and Video are some techniques through which a sales executive can create curiosity about the product and try to lure more customers.

Product launch and extensive promotion

Another way to boost sales and hit the market is with a grand product launch and extensive promotional activities in the form of commercials, road shows, campaigns etc. These techniques create new customer bases who can introduce many more into the loop. Sales executives should constantly think of new idea wherein they can capture the attention of avid buyers.

Customer follow-up

A sales representative should have the capacity to convert potential leads into valuable customers by continuous follow-up meetings. Though there are social networking channels available for them to interact on frequent basis, personal follow-up meetings create a great deal of confidence in the customer’s mind.

Feedback call

A sales professional should always manage to create a warm relation with his customers. His intention should not just be to sell the product for time being, but to make the customer a loyal customer who is ready to subscribe and try all the products launched by the company based on the sales executive’s suggestion. In this process, the sales representative must gather feedback about the product and if possible pass their feedback to the concerned authorities. As per the international professional speakers, this way a trust factor is built between the customer and the executive which will help in future deals

These five sales techniques tips are really important for an aspiring sales professional or a newbie one in this field. These tips not just helps the sales professional to group their audience but also helps them to understand how sales has to be conducted from start till end.

About the Author

Phil-M-Jones_2051675Phil M Jones is one such motivational speaker who is an expert in addressing international audience with his practical yet professional sales tips. One can benefit from home by subscribing to his audio CD’s and training materials. Visit the website philmjones.com for more information on the speakers training schedules and materials.

Article Source: http://EzineArticles.com/expert/Phil_M_Jones/2184770

You will definitely experience times in the sales cycle process when you don’t manage to ask for the order. Sad to say, a great number of sales representatives have hassle closing sales because of inadequate closing skills. Here are a few tips on “Closing Skills” which will stop you from turning into one of those sales representatives.

Sales and service trainingImportance of the Sales Process

You can’t continuously be closing simply because “Closing” is only one among the stages in the sales process. There are several factors that need to be carried out before you decide to start closing sales. At the terribly least, before you opt to shut a deal, you must build rapport with your current customer, recognize a use for the product or service and then offer the product or service as being the solution. Every one of these factors needs to be done before you decide to start closing sales. There are many factors that lead to a successful close.

Should you fully understand the sales process, you will be aware when and the right way to ask for an order. Well-trained sales representatives carry out a well-defined sales process so they understand precisely when the one thing left to do is close the order. Closing sales is all about knowing the sales process and it is undoubtedly an essential aspect in sales closing skills.

Methodology on Closing Skills

As soon as you have explained all the merchandise or service advantages that your current client will have, you will need to close the sale. You should not think about closing skills, simply ask for the order. Your current customer would either give you the order (Well done!) or alternatively, give you a couple of sales objections. The approach is to use all your closing skills once you have handled all your client’s objections.

Objection is a Step Closer

So, you’ve got a number of sales objections, no problem. Certain potential customers would like you to satisfy their business and believe it is their responsibility to have a few sales objections. Some customers might have misinterpreted something you have said or have a few queries. Take it easy and don’t panic, simply because you have just taken one step closer to closing the sale. An objection is certainly not a rejection. An objection is merely a request to get more information so make use of your sales skills to properly overcome the objections.

How to Close the Sale

Just how do closing skills work? Effectively, closing skills are initially put into use in the course of your trial close. Subsequently, as soon as all of your customer’s sales objections have already been properly addressed, you need to once more close the sale and thus ask for the order. You should not even think about it. Simply ask for the order. Just be direct and assertive whenever closing sales. Make use of all your amazing closing skills. Positively believe that your customer is willing to conduct business with you. This is definitely a powerful sales methodology that may help you close more sales.

For more information on sales and service training, please call us at 1800-102-1345(toll free) or visit our website at www.integritysolutionsindia.com or you can also email us at info@integritysolutionsindia.com

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