9 Steps To Increase Sales
EDITOR'S NOTES:
How to make the most of the information we provide you:
Each week when you receive your new issue of the whatUseek Weekly, take a moment to scan the table of contents. The information
you skip over may be the crucial information you need to pass your competitors. So invest the 15 seconds each week to scan the
table of contents - and it could pay off BIG!
Don't have time to read the whatUseek Weekly now? Print it now, and read it later when you're having lunch, or in between
appointments, or sitting in a taxi, limo or subway.
____________________________________________
whatUseek Weekly Contents
1) Article: Nine Steps To Building A Winning Sales Organization
2) Contest: Enter To Win - Your Ad In 3 Issues ($119 Value!)
3) Weekly Marketplace: Exceptional Products and Services
4) Article: It Ain't What You Say, It's The Way You Say It...
If you have an informative article that you would like us to feature, please email your article to
editor@whatuseek.com.
If we use your article, a link to your web site will be featured as well.
____________________________________________
*__________ A word from our sponsor - start _________*
SUPER WEB HOSTING AT A SUPER PRICE
http://superhost.com
$55/month for your own Virtual Server
FRONTPAGE 2000 EXTENSIONS
UNLIMITED TRAFFIC
NO ADDITIONAL BANDWIDTH USAGE CHARGES
MULTIPLE OC3 AND DS3 LINES
#1 Great customer service (friendly, courteous, and very knowledgeable)
#2 You get your own Virtual Server (the same as having your own physical server, and better than just virtual hosting)
#3 You can subhost multiple domains on your Virtual Server (subhost your own domains or subhost for others and charge them)
Quotes from our clients:
"The people at SUPERHOST.COM are great to work with."
"I'd be happy to tell anyone that asked what I think of your great service"
http://superhost.com
*___________ A word from our sponsor - end __________*
____________________________________________
1. NINE STEPS TO BUILDING A WINNING SALES ORGANIZATION
By Kevin Davis
Is your sales team performing far below potential?
Mine was. In my first sales manager's job almost 20 years ago, I inherited a 10-person sales team that was ranked dead last out
of 64 offices. Our only producer was an 18-year veteran with the company. None of the other nine salespeople had more than one
year of sales experience. Obviously, they/we were performing far below standards. The attitude in the office was pitiful.
I heard a lot of excuses for poor performance like "lousy territory,"
and "our prices are too high." But what salespeople really lacked was a success role model.
Eighteen months later the office had moved up to number five, having posted the biggest increase in sales of any office in the
company. Perhaps a few of the strategies I used will help you improve the performance of your sales team.
* STEP ONE: DO NOTHING
When you first arrive on the scene of a sales office in distress, don't do anything. Take the time to understand your organization's
situation, gather information about the people involved, and...
* STEP TWO: ANALYZE YOUR PROBLEM(S)
My main problem was my salespeople didn't believe in themselves.
They hadn't yet experienced success, and there was no role model, a salesperson of whom others could say, "there's somebody like
me who's successful."
You may be thinking, "Hey, isn't it my role as a sales manager to
set a leadership example?" And, of course, the answer is "yes."
But the example you set for your people is not enough, because many salespeople emulate the actions of their peers. Since many
salespeople play "follow the leader," you've got to ask yourself which
salespeople do your less experienced salespeople look up to? And, what kind of example are these "leaders" setting?
You can get peak performance out of average producers if you can get average producers to emulate the success habits demonstrated
by a leading salesperson. Clearly, I needed to find a leader. Fast.
* STEP THREE: FIND YOUR SUCCESS ROLE MODEL
In sports, when a player assumes a leadership role on a team, it's called "stepping up." Hopefully, you already have a few players
capable of stepping up. If so, talk to them. Help them see the importance of their success example, and ask them to share more
of their knowledge and experience with less experienced salespeople.
Unfortunately, I had to recruit a new salesperson to be my success model because nobody else on my team was capable of leadership.
I knew that my next hire could play an important role in reversing the downward performance trend.
I had my new leader when I hired Bill Zeeb. I told Bill, "if you stick
with me, do exactly as I teach you to do, you will succeed." Bill knew
that I was counting on him, and he didn't let me down. In his fourth
month, he produced 200 percent of quota.
Overnight, the attitude in the office changed, from one of making excuses for poor performance to "What's that Bill Zeeb doing?"
Bill's performance forced others to take a hard look in the mirror.
That's the day when they finally accepted responsibility for their own poor performance.
* STEP FOUR: DON'T TOLERATE MEDIOCRE SALES PERFORMANCE
Far too often, poorly performing salespeople are allowed to continue
their lackluster ways. A manager may not want to face the hassle of recruiting a replacement, or may want to avoid confrontation.
This is a big mistake.
A successful sales manager doesn't tie the ship to a poor performer's anchor. Instead, successful managers take a "hands-on" role by providing the coaching and training the poor performer
needs to improve.
Your objective is to bring those that are lagging behind to "the intersection of choice." By that, I mean poor performers must make
a decision themselves to either a) recommit themselves to perform the necessary behaviors and activities, or b) leave the company
immediately.
As my manager once told me, "There's only one thing worse than somebody who quits and leaves - and that's somebody who quits
and stays." The key question is this: If you knew then what you know
now, is there anybody on your team you would not have hired? If so, get "hands-on" and escort that individual to his or her intersection
of choice.
* STEP FIVE: INSTALL PERFORMANCE STANDARDS
You've got to communicate your expectations. So raise the BAR on everybody with standards that consist of Behavior, Activity
and Results.
A behavior standard, for example, could be to arrive in the office every morning before 8 a.m.. An activity standard could be to make
a minimum of 25 telephone prospecting calls every day. A result standard could be that a sales rep with seven to nine months sales
experience must sell a minimum of $50,000 per month.
On results standards, I recommend you set two standards. One, a lower "keep your job" standard. Salespeople who fall below the
minimum standard for a three-month period are placed on probation.
If sales don't pick up in the next quarter, that person must be "de-hired."
Another standard performance is, of course, a higher sales quota.
* STEP SIX: DE-HIRE THOSE BELOW MINIMUM STANDARDS
Your salespeople will be wondering, "Do you really mean it?" The first person you de-hire will send a loud and clear message -
performance standards will be enforced. If you don't enforce them, your
standards are meaningless.
* STEP SEVEN: COACH, COACH AND COACH SOME MORE
Don't be a "desk jockey." Get out and work with your salespeople.
It's the only way to grow your people and your business.
* STEP EIGHT: CULTIVATE A BETTER "QUALITY OF LIFE"
Have more fun. We instituted a series of contests that got everybody
focused on a team goal. For example, if we hit our office goal, salespeople who achieved their individual standards earned
a round of golf with the others.
Then there were sales blitzes, where everyone would pair up and make a bunch of cold calls. The salespeople who received the
resulting leads had to repay the group with a comedic skit. Some of these skits were really creative!
* STEP NINE: KNOW WHAT EACH SALESPERSON WANTS
Every person has his or her own personal motivators. Your job is to find out what they are and help the salesperson toward
achievement.
Sit down with each salesperson one on one. Try to learn something about each of them: what are their goals with your company and
beyond? What is their past like? How can you help them be, have and do more?
For example, one of my salespeople wanted to buy a house, while another wanted to play the top 10 golf courses in the world. Two
very different goals, but both could be achieved faster by the salesperson exceeding quota.
The results we experienced from all these steps: average sales per salesperson doubled, and turnover was reduced by 45 percent.
Good selling!
--------------------------------------------------------
About the author:
Kevin Davis is president of Kevin Davis Selling Systems LLC, and provides sales and sales management training programs to
corporations. Clients include BellSouth, IKON, Siebel Systems, as well as many smaller, aggressive growth companies. He is
the author of the award-winning book and audiobook, "Getting Into Your
Customer's Head". Available at Kevin's website http://www.customershead.com and at Amazon.com
---------------------------------------------------
____________________________________________
*__________ A word from our sponsor - start __________
I N T R A S E A R C H
FREE SITE SEARCH TOOL FOR YOUR WEB SITE
http://intra.whatUseek.com/?synd=weekly&chan=17
3 MINUTES TO SET UP
You can customize the intraSearch results pages to match the current look and feel of your site, and you will be able to
view the following stats:
* number of visitors that performed an intraSearch on your site
* what the top keywords that people were searching for on your site
* what queries provided no results
* visitor stats and much more
http://intra.whatUseek.com/?synd=weekly&chan=17
*_______ A word from our sponsor - end _______*
____________________________________________
2) CONTEST: Find the ad that is listed twice in the WEEKLY MARKETPLACE section and email a copy of that ad to
contest@whatUseek.com (this is your entry). If we pick your entry, you will receive a 3-issue classified ad package for
FREE (a $119 value!). Winners picked each week, so send in your entry today!
____________________________________________
3) WEEKLY MARKETPLACE
--------------------------------------------------
SUPERHOST - SUPER WEB HOSTING SOLUTION FOR YOUR BUSINESS
Super Fast, Super Reliable!
Multiple domain hosting on your virtual server
Excellent customer service
VISIT NOW: http://superhost.com
********************
Add a professional-level search engine to you web site in five minutes or less. whatUseek intraSearch site search engine is FREE!
Know who your web site visitors are and what they're looking for.
Customize the look, feel and search results of you site's search engine.
VISIT NOW: http://intra.whatUseek.com/?synd=weekly&chan=17m
********************
YOUR CLASSIFIED AD HERE!
Affordable advertising for your business!
Increase traffic!
Your ad sent to 40,000 subscribers for only $44
********************
The whatUseek Weekly Ad Rates:
Run your classified ad in one issue of The whatUseek Weekly Ezine.
If you are on a limited budget and need a quick boost in sales, this is the right package for you!
1 issue - US $ 88.00
3 issues - US $ 238.00
6 issues - US $ 440.00
TOP SPONSOR POSITION
1 issue - US $ 606.00
SECOND SPONSOR POSITION
1 issue - US $ 440.00
VISIT NOW: http://weekly.whatuseek.com/buyad.shtml today to reserve a space for your classified ad today!
Direct questions to buyad@whatuseek.com
____________________________________________
4) IT AIN'T WHAT YOU SAY, IT'S THE WAY YOU SAY IT....
by Jennifer Stewart
What thoughts flashed through your mind when you read these words?
What was your impression of the writer? (Now, now ... don't be like that.)
Did you think to yourself, "this is going to be a very informative and erudite treatise on the use of tone in writing"?
No?
Perhaps you thought, "what sort of dingbat uses 'ain't' these days?"
Closer to the mark? I thought so.
You were responding to the TONE of the writing. Tone is one of those difficult terms: we all know what it means, but it's
really hard to explain it.
Tone can best be defined by using an example - when you're trading insults with your best friend, you might say, "I don't
want you living next door to me, mate. You'll lower the whole tone of the neighborhood!"
Tone is the pervading atmosphere of a place, or the general impression you receive about something.
Tone is determined by the writer's feelings about the subject matter and the mood he / she was in when writing.
TONE IN SPEECH
When we speak, we indicate our feelings through the way we use our voice - we can change the pitch, pace and intensity of our
voice to show whether we're being serious, sarcastic, sympathetic or sycophantic.
How many times have you heard someone say, "..don't use that tone of voice with me!"?
TONE IN WRITING
When we write, we convey the tone through:
* our choice of words
* the length and structure of sentences
* the length and structure of paragraphs
* the punctuation
* the order of ideas presented
* the format we choose to communicate our ideas
WRITING FOR THE WEB
Whether you're writing your first home page or updating your business site, the first thing you MUST do, is decide on the
tone you want to convey on your site.
What impression are you trying to give? Here are some of the many possibilities:
CASUAL
* use short sentences and paragraphs
* include plenty of colloquial expressions
* ask questions of your reader
* use contractions e.g. you're, don't, I'll
* use personal pronouns e.g. I, you, we, us
* choose shorter, rather than longer words e.g. "he's a quiet chap" rather than, "he is a taciturn fellow"
* use the active, rather than passive voice e.g. "you must
remember to ...." instead of "it must be remembered that...."
* vary your use of punctuation - dashes (-), ellipses (...), exclamation marks
A casual style is friendly, relaxed and intimate - you feel that the writer is speaking directly to you.
FORMAL
* sentences and paragraphs are longer and more complex in structure
* vocabulary is also more complex and specialised (according to the subject matter)
* punctuation is more formal (no place for dots and dashes here)
* passive voice can be used (but don't overdo it - it can be too impersonal)
* personal pronouns are usually avoided in favour of "it", "one" and "they"
A formal style is business-like, no-nonsense, no time to waste writing.
It is designed to inspire confidence in the ability of the writer to get on with the job.
PERSUASIVE
* makes great use of emotive words - consider your response to these pairs of words: home & hovel; confusion & shambles;
unemployed & dole bludger. By choosing the appropriate word, it's possible to sway your reader's feelings to your way of thinking.
* sentences and paragraphs are usually short
* ideas are organized very simply - in chronological or reverse
chronological order
* content is carefully selected to present one particular point of view
* personal pronouns are used, especially "us" and "them"
Persuasive writing can be used by advertisers trying to convince us to buy a particular brand of toilet paper or by governments
trying to get us to rush out and enlist!
You can see from these short examples, how important it is to work out what tone you want to convey on your site. On the web,
you only have a few seconds to convince your readers to stay - if they receive a favorable impression, they'll keep reading,
if not ....
Take a look at your home page. What tone does it convey? (Look at the word choice, sentence length, punctuation etc and
compare it with the short list above.)
Is this the tone you set out to convey? If not, you now have a few ideas on how to change it.
-------------------------------------------------------------
About the author:
Jennifer Stewart offers professional writing services for web pages, press releases, advertising material, business reports,
content for autoresponders, technical booklets and articles for newsletters. For those who want their own writing double-checked
for accuracy, Jennifer offers proof reading or full editing http://www.write101.com For free Tips to improve your
writing: mailto:WritingTips-subscribe@onelist.com?subject=Tips
-------------------------------------------------------------
____________________________________________
The whatUseek Weekly Ad Rates:
Run your classified ad in one issue of The whatUseek Weekly Ezine.
If you are on a limited budget and need a quick boost in sales, this is the right package for you!
1 issue - US $ 88.00
3 issues - US $ 238.00
6 issues - US $ 440.00
TOP SPONSOR POSITION
1 issue - US $ 606.00
SECOND SPONSOR POSITION
1 issue - US $ 440.00
VISIT NOW: http://weekly.whatuseek.com/buyad.shtml today to reserve a space for your classified ad today!
Direct questions to buyad@whatuseek.com
____________________________________________
Published weekly by subscription only.
Read by intelligent web marketers.
If you have an informative article that you would like to share, please email your article to editor@whatuseek.com . If we use
your article, you will get great exposure and a link to your site.
Have a great week!
|
|
|
|
|
|
|
| Recommended |
 |
|
|
