Posts Tagged ‘Sales’

Book of the Month: The 11 Laws of Likability

by Michelle Tillis Lederman

In a big company, the ‘unlikables’ can stay hidden and never have any interaction with customers.

But if you’re the company, your personality becomes the brand. And if you’re not considered likable, it will hurt your sales.

Now this book doesn’t tell you to become something that you’re not, because authenticity is key. You’re instructed to emphasize the positive. And through the tips and tools, you’ll discover what character traits you already have that are likable and be taught to bring these to the forefront in all interactions.

FROM THE BOOK JACKET:
We all know that networking is important, and that forming relationships with others is a vital part of success. But sometimes it seems like networking removes all emotions from the equation and focuses only on immediate goals… whereas the kind of relationships that have true staying power, give us joy, and support us in the long run are founded on simply liking each other.
This book, featuring activities, self-assessment quizzes, and real-life anecdotes from professional and social settings, shows readers how to identify what’s likable in themselves and create honest, authentic interactions that become “wins” for all parties involved. Readers will discover how to:
* Start conversations and keep them going with ease
* Convert acquaintances into friends
* Uncover people’s preferences and tweak their own personal style to enable engaging, reciprocal interactions
* Create follow-up and stay in others’ minds long after the initial meeting
The worst thing we can do when trying to establish a personal bond with someone is to come across as manipulative or self-serving. Authentic connections go much deeper — and feel much easier — than trying to hit self-imposed business card collection quotas. This book presents a new paradigm that shows how even the most networking-averse can network… and like it.

ABOUT THE AUTHOR:
Michelle Tillis Lederman (South Orange, NJ) is founder and CEO of Executive Essentials, which provides customized communication and leadership programs. She is also an Adjunct Professor at NYU’s Stern School of Business and a faculty member of the American Management Association. She specializes in enhancing interpersonal communications and has delivered seminars internationally for corporations, universities, and nonprofit organizations.

Posted by Ashley in Book of the Month on January 16th, 2012

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Improve your sales: Implement a sales system that works

By Mark Wardell

If you’re an entrepreneur, then you’re already familiar with the fact that a business needs to be structured around systems in order to operate as effectively and successfully as possible. If you’re like most entrepreneurs, chances are you arrived at this conclusion by ‘winging it’ to a certain extent at one time or another. That’s how many of us learn just how important systemization is. Systems introduce a necessary amount of consistency into an otherwise unpredictable environment.

In fact, systems are what make it possible for you, or any of your employees, to improve your business in a more permanent fashion. Without systems, your business can rise only to the level of the individuals involved. If someone improves their own performance, then the business improves in direct proportion to their efforts, but if someone decreases their performance, then the business will deteriorate in direct proportion to their lack of efforts. Systems don’t leave success to chance—they make sure that standards are maintained across the board.

I find it surprising that while most people can see the benefits of a systemized approach to running their business, many feel that Sales is the one area that cannot, or should not, be system­ized. The prevailing thought is that salespeople must be free from the confines of structure in order to do their best work. In other words, “Hire the best people and let them do their jobs.”

Yet, isn’t this the definition of “winging it?” The Sales department, like your other departments, can and will benefit from being systemized. Here’s how.

First, take a close look at the people in your sales department. Of course, if you’re setting out to improve your sales, your first task is to reduce the number of individu­als in your sales force who have no aptitude for selling, and to increase the number who do.

Like your other departments, you will end up with some superstars. But no matter how good your recruiting system is, you may not end up with a whole team of superstars. That’s ok. Developing a system will ensure that each of your salespeople is doing their job as effectively as possible.

Next step: shadow and document. If you followed your best salesperson around for a few days, do you think you would begin to notice any patterns to her approach? Would there be some consistencies in the way she organizes her time, looks for new business, asks for referrals, or explains the features of your products or services? How about if you followed the best salesperson around from a competitor’s company, or even a company from another industry? Could you identify any common patterns within their various approaches? Sure you could. And you will. You’ll want to shadow and document these important details when developing a system for your Sales department.

It’s all about consistency. Now imagine your worst salesperson. If he made a genuine effort to emulate those patterns, would he improve? Of course he would. From this perspective, it is easy to see the potential benefits of designing a sales system that helps improve your weaker salespeople, but what about your best salespeople? How will a sales system benefit them? The answer is consistency. Even your best salespeople will probably admit that they occasion­ally get sidetracked and make a mistake. They might forget to mention a special introductory offer on a new product, for example. We all make mistakes of course, but a good sales system will keep them to a minimum.

And the right amount of flexibility. Another argument against introducing systems into the sales process is that no two sales are exactly alike; after all, no two customers are exactly alike. But while this may be true, it doesn’t mean that sales can’t be systemized. It simply means that your sales systems must be designed with an appropriate amount of flexibility; how much flexibility will depend on your particular business. You’ll have to use your best judgment.

A sales system for a fast food restaurant, for example, will require less flexibility than a sales system for an architectural firm.

For instance, one of our Wardell clients sells office supplies to two distinct target markets. One requires the sale to be made to a C-level executive, while the other requires the sale to be made to a purchasing agent. The executive sale is more complex, depending on highly trained sales reps and interactive presentations, while the purchasing sale is more structured, incorporating significant scripting.

In the end, the most comprehensive approach to sales takes into account both peo­ple and process. In other words, you need to keep your salespeople and sales systems front of mind as you set forth to systemize your department. Do this, and you’ll be celebrating higher numbers in no time!

MARK WARDELL is president and founder of Wardell Professional Development, a business consulting firm, focused on the unique needs of private growth companies. You can reach him at info@wardell.biz or http://www.wardell.biz

Posted by Ashley in Getting Organized, Growing Your Biz on October 17th, 2011

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Keeping customers when things go wrong: Five keys to turning upset customers into fans, PART II

By Jeff Mowat

(Continued from Monday)

3. Prove that you’re listening When a customer voices their dissatisfaction, stop whatever you’re doing, turn toward them and give them an expression of total concern. Listen without interrupting. Then prove that you’ve heard them. That means repeating and paraphrasing. IMPORTANT: make sure you tell them why you’re repeating what they’ve said. For example, you might say, “I want to make sure I’ve got this straight…” (then paraphrase and repeat). That ensures the customer knows that you truly understand the problem.

4. Express sincere empathy Virtually every upset customer feels frustrated because they didn’t get what they expected. It’s that simple. Whether or not they have a valid reason for feeling frustrated is completely irrelevant. Upset customers need to know that you care—not just about their problem, but also about their frustration. So, empathize. That’s something that no refund or exchange will ever replace. Use phrases like, “Gosh, that sounds frustrating.” Or, “I’d feel the same way if I were you.” Empathizing will diffuse an angry customer faster than any thing else you can do.

5. Apologize and provide extras Tell the customer, “I’m sorry.” Even if it wasn’t your fault, but your coworker’s, you represent your organization to that customer, so apologize on behalf of the entire company. Even when you suspect the customer may have erred, it’s better to give the customer the benefit of the doubt, than to be “right” and loose a lifetime of repeat and spin-off business. If your product or service really did fall short of the mark, then to retain the customer, of course you’d give them a refund or exchange. But that’s not enough. On top of the exchange or refund, give them something for their inconvenience. Any small gesture or token of appreciation (that doesn’t force them to spend more money) will be greatly appreciated and will transform that upset customer into one of your greatest advocates.

The Training Solution

Every business has occasions where things go wrong and customers are disappointed. When that happens, your customer base won’t be preserved by money back guarantees or exchanges. Rather, your business will be saved by properly trained, front-line employees.

JEFF MOWATT, CSP is an international speaker and corporate trainer. His focus is, “The Art of Client Service… Influence with Ease.”® For tips, self-study kits, and information about booking Jeff, visit www.jeffmowatt.com or call 1-800-jmowatt (566-9288).

Posted by Ashley in Growing Your Biz on July 27th, 2011

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Book of the Month: Just Tell Me More

By Eric Gilboord

ISBN 978-0-9868932-0-9 / 275 pages
Copyright 2011 Eric Gilboord Publishing
Available in e-book or paperback formats

From the book jacket: 

Take the mystery out of marketing and grow your business.

I’ve written this book especially for entrepreneurs with little or no marketing experience. Regardless of your size or industry, this book will work for you.

If you’re a start-up or start-down (selling your business) or simply a hard-working business owner/operator with a passion to take your established business to the next level, this book is for you.

Just Tell Me More is marketing focused and filled with stories, tips, advice, checklists and ideas in plain language. You’ll get comfortable with traditional and new media marketing, sales, customer service, management, idea generation, business growth and more.

This is a guidebook. Read the stories and apply the tips daily.

The truth is, there are no shortcuts to marketing your business. No get-rich-quick, silver bullet answers. It’s about a lot of small wins that, when added up, become a big win based on an investment of time and consistent effort.

Start with one little win and grow from there. Take your business where you always knew it could be and then some.

Click here to read an excerpt: http://www.ericgilboord.com/book.html

About the author: Eric Gilboord is a specialist in making marketing easy for business owners/operators and any staff with sales or marketing responsibility. He demystifies marketing so they can use it to generate sales today and grow their businesses faster. Eric believes in blending traditional marketing with new media/social media. ROI is a must. Eric is a popular speaker, coach, columnist and author of many articles and books on moving a business up to the next level. The Expert Business Calls for Marketing Advice… That’s Easy to Understand. For more information, call 416-686-2466. To sign up for his marketing tips newsletter and to read his blog please visit: www.EricGilboord.com

Posted by Ashley in Book of the Month on July 13th, 2011

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Five conditions for cultivating a successful Facebook strategy: PART ONE

By Darrell Cook

Ok, you own a small business and you’re trying to figure out the best approach for using Facebook to help grow your brand, increase your sales and drive new customers. This can be challenging, as there is little enough time in your day to read a Facebook profile, let alone write and maintain one. Furthermore, your experience in social media is limited. You’ve read a number of articles and looked at a few Facebook pages, but overall, you are in uncharted waters. After reviewing a number of social media case studies for small business owners, I have put together five conditions for cultivating a successful Facebook strategy.

1. In for a penny, in for a pound

Facebook fans expect a lot for their participation. Their attention spans are exceedingly short, especially if your Facebook content is only changed sporadically or you wait too long to update information. For the best results while hosting and managing a Facebook page, get into a weekly (or daily) habit of updating content, changing images, adding incentives and providing good educational and informative content. Fans will see your commitment and give you their “attention monopoly” if you follow this rule.

2. Slow and steady wins the race

Savvy marketers know that promotion depends on multiple reoccurrences for impact. Therefore, when building your Facebook strategy, count on a slow drip of Fan increases rather than a home run promotion that doubles and triples your fan base. With the fragmentation of information out there, Fans are choosy about which Facebook pages they get sticky with. The good news: the difference between Facebook vs. more traditional marketing/promotional channels means that the small business owner needs only invest as little as two hours per week. Over time, your Fans will begin to provide feedback and start communicating directly with you. Although entrepreneurs start off enthusiastically, it’s important to remember that you are building a relationship with your Fans and not building a selling channel. It takes time to build trust.

3. Interact with each fan

Since the Fan base for small business owners is typically smaller than that of large organizations, who can have upwards of tens of thousands of Fans, small business owners can use this opportunity to reach out to their Fans more intimately by building a direct connection to hearing their voices. It’s a good idea to interact with each new fan on an individual basis. The viral effect of this intimacy can become greatly appreciated across unknown groups. The most hidden sub-culture within Facebook is comprised of the local “Mom” groups looking for family-friendly activities, sharing parenting ideas and yes, learning about good products and services from other group members. You never know if you have a Fan that may be part of a larger group that can springboard additional Fan participation and loyalty.

Stay tuned for PART TWO of Five conditions for cultivating a successful Facebook strategy on Monday.

Darrell is Vice President of Sales and Marketing for Conversys. His focus is to steward the North American growth for Digital Promotions Marketing. His career spans a wide range of technology and Internet companies throughout North America and the UK. From small start-ups to Fortune 500 firms, Darrell excels at bridging offline business processes with effective online channels. He is currently a Board of Director of the Retail Advertising and Marketing Club of Canada (RAC), and former Board of Director of the Internet Advertising Bureau of Canada.

Posted by Lynnette in Growing Your Biz on March 16th, 2011

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23 Marketing Reasons Why Small Businesses Fail

By Eric Gilboord

I was walking past a convenience store the other day and noticed a sign in the window. The sign read ‘No Change.’ It seems they were inundated with people who required change for the subway or for parking and they felt it was more important to keep all these potential customers out of their store than to equip their till with a supply of change. They were making a clear statement that they did not wish to have my business. Instead, they might have considered displaying a large sign that read, ‘Change Available.’ Chances are, prospects might have come in only for change initially, but would have been converted into regular customers with a correction in attitude of the staff. It’s up to you to create either a successful business, or one that plods along, or worse, fails. Doing business can be tough enough without making it more difficult.

Usually, lists are made up of financial reasons for the failure of a small business. There are many sales and marketing reasons why a small business fails. Fortunately, there are positive steps that can be taken to help reduce the chance for failure and increase the chance for success:

  1. The failure to face up to your weaknesses and lack of effort in taking advantage of your strengths can keep a business in no-growth mode.
  2. Follow-through, implementation is key. Plan all you want but be prepared to act on all the steps you have identified and then some you hadn’t planned on.
  3. Understand the difference between accountability and responsibility. Make sure your staff and suppliers recognize that by accepting responsibility, it is their job to get the assignment completed.
  4. A genuine commitment to the customer and the success of the business will get you through difficult times. It will also pave the way to success.
  5. A recipe for failure? No planning. Struggling along from one idea to another and not thinking through your complete marketing story.
  6. Lack of buy-in by employees. When your staff does not support a marketing program, you are usually destined for failure. Get them involved early in the planning process and incorporate their ideas.
  7. There is nothing more irritating than walking into a business where the person behind the counter is having a personal conversation on the telephone. Immediately, you are made to feel as if you are an interruption. Customers should be welcomed into your business and greeted with your full attention.
  8. Failure to recognize trends, changes, marketing mistakes, etc. Recognizing a trend away from your particular product or service offering is a terrific opportunity to present something new to a customer. New ideas refresh your staff as well.
  9. If you suffer from the ‘not invented here’ syndrome, get it fixed right away. Great ideas can come from anywhere and anyone. Limiting yourself to ideas created only at your company is like viewing life through a very narrow opening.
  10. You may know your business better than anyone, but thinking that all your ideas are right just because they were ‘invented here’ is equally dangerous.
  11. Another recipe for disaster? No control over sales staff. Your sales reps have little direction or support and are off selling to whomever they choose to. Chances are, they are missing new opportunities and spending all their time with existing customers.
  12. You have not created proper sales and marketing tools for your staff.
  13. The sales tools you do have are unimpressive, out of date, poorly conceived and are damaging sales opportunities.
  14. Marketing has been forced to operate with a low or nonexistent budget.
  15. You spend too much on marketing without getting enough value for your investment. Spending dollars against marketing does not always guarantee sales. You may need to rethink the media and promotional offers currently making up your marketing program.
  16. Failure to promote your website using outside, traditional media. A key lesson learned recently by big Internet participants is the need to go outside the Internet to also use traditional media. The key to success on the net after producing a well thought out website is to let people know where your site is located.
  17. Not answering the telephone properly or having an uninformed person answering it for you is damaging. It is frustrating for the customer or prospect when they can’t get answers to their questions.
  18. Losing orders or not completing them on time is an easily resolved problem. Create a step-by-step fulfillment process with checking systems to make sure that an order is controlled from beginning to end.
  19. Some business owners believe the product or service they offer will be as irresistible to others as it is to them. Therefore, customers should just come to them without much promotion. Not promoting yourself will only serve to keep your business a secret.
  20. It is just as important to encourage others to promote you. If others have a clear understanding of your company and who your target group is, they can promote you.
  21. Negative word of mouth can have a negative impact on your sales that goes beyond one or two unhappy customers. Solve the problem and win them back. They will be your best salespeople.
  22. Use resources available: self-help offices, consultants, the Internet and the library. Talk to customers and suppliers; study your competitors.
  23. Don’t just try to be as good as the competition. Be better, offer something different, be more, be  helpful.

And that’s According 2 Eric

ERIC GILBOORD is a specialist in making marketing easy for business owner/operators and any staff with sales or marketing responsibility. He demystifies marketing so they can use it to generate sales today and grow their businesses faster. Eric believes in blending traditional marketing with new media/social media. ROI is a must. Eric is a popular speaker, coach, columnist and author of many articles and books on moving a business up to the next level.  The Expert Business Calls for Marketing Advice… That’s Easy to Understand. For more information call 416-686-2466. To sign up for his marketing tips newsletter and to read his blog please visit: www.EricGilboord.com

Posted by Lynnette in Marketing on March 4th, 2011

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Marketing and Sales: Siamese Twins

35e52679cf980bd57144dc96777b343256a6a0a0-thumbAn excerpt from October’s Book of the Month, The 90% Rule™ by Ken Tencer and John Paulo Cardoso of Spyder Works Inc .

(Remember, we are pleased to offer “How’s business?” readers 40% off printed copies of The 90% Rule™ until November 30, 2010. Simply go to www.90percentrule.com and enter the case-sensitive code P3LT4NPT.

                                                                                                                        ________           

At some point somebody has to sell something. 

I didn’t want to leave this thought about selling something unaddressed because at the end of the day, the generation of profitable sales and a strong bottom line is everybody’s goal. The thing is, success comes much easier when you sell the right stuff to the right people. That’s why understanding your core business, your customers and your culture must drive the process of entrepreneurial thinking and innovation. 

Too many people believe that sales are an investment and marketing an expense. Nothing could be further from the truth. That’s why the road we take—this process—leads to better marketing to grow more sales, more effectively. If you make a product, provide a service, charge one group of people to buy what you sell and look for ways to let more people know about your product, then you are already a marketer. But not until you have connected marketing and sales and invested equal amounts of thought and development in each do you open up the opportunity for your company to evolve as a great marketer and seller. 

What’s more expensive?

• Attempting to sell your products to disinterested or irrelevant prospects and throwing away buckets of money speaking to a blank wall (because marketing was never asked to figure out who to sell what to)?

• Or honing in on a smaller, more qualified group of prospects who are keenly interested in buying what you sell (because marketing figured out who they are, where they are, what they want and how to talk to them)?  

Obviously, focus on the latter and build a lasting, mutually beneficial relationship with loyal customers. 

We have all been on the receiving end of selling efforts devoid of any marketing intelligence. For a number of years, I received telemarketing calls from a company that assured me they would get me top dollar if they sold my house. I lived in an apartment at the time. Oh, and there’s that memorable call I received from a credit card company, asking me why I had cancelled my gold card. Answer: Because they had issued me a platinum card. Obviously, nobody in the sales silo was talking to the marketing silo. 

Siamese Twins

Marketing 101 clearly sets out: 

• The purpose of marketing is to develop a product or service; identify and qualify markets and customers; map the road to market; and define and create effective communications.

• The purpose of sales is to develop customer relations; deliver the force behind “closing sales;” provide important market feedback; and directly impact the top-line (and middle-line) gross margins. 

Everything I ever needed to know about selling … was

 learning how to identify, find and keep customers.

Lillian Vernon, Catalogue retailer 

The key is in the integrated thinking that connects sales and marketing. They are Siamese twins, not unrelated silos. First, it’s important to ensure that the collective thinking throughout the company understands that investing in marketing is as important as investing in sales. Together, they are a significant point of leverage; separately, they offer little leverage.

Ken Tencer is Chief Executive Officer of Spyder Works Inc., and a successful entrepreneur who has built international companies that span manufacturing, product development, distribution and professional services. As CEO of Spyder Works, he has helped numerous businesses and not-for-profit corporations create move effective growth.

John Paulo Cardoso is Chief Creative Officer of Spyder Works Inc. and a world-class creative director who believes that true design brings meaning to the mass of unrelated needs, wants ideas and perceptions. With over twenty years of experience in design, John has used his unconventional thinking to help clients develop packaging, brands and corporate identities in many industries, from emerging businesses to multinational corporations.

Posted by Lynnette in Book of the Month on November 3rd, 2010

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Much To Consider When Choosing Your Marketing Supplier(s)

By Eric Gilboord

As a small business owner/operator, you are likely very good at making your product or providing your service. You may not have much experience, knowledge or even interest in marketing. However, you know you have to do it. In order to thrive or even survive in this ever-changing, highly competitive marketplace, a little action is better than no action. 

You can find assistance working with various types of marketing professionals. They come in all shapes and sizes—from experts in websites, SEO, blogs, backlinks, social media and email, to writers, designers, printers and strategists. They operate as individuals, in an alliance of smaller two- and three-person shops, or as multimedia and ad agencies. 

Today, more than ever, small businesses need lead generation (finding new customers) and business development (building up current customers) tools. At the small business stage, marketing tools usually take the form of an Internet presence, email, blogs, social media activity, business cards, letterhead, brochures, flyers, newsletters, posters or other advertising. 

You can find suppliers to help you with acquiring prospect (potential customers) lists, database development and management, contact management software, lead generation and sales presentation tools, all Internet-related activities, telemarketing, direct marketing, sales training, marketing planning, strategic planning, strategic alliances, and the list goes on. 

In the early stages of a small business, it is more likely that you will act as your own Marketing Manager. The alternative is to hire a qualified marketing person as your outsource Marketing Manager. This is similar to hiring an accountant to help with your bookkeeping and banking, or a contractor to help you build an addition onto your home. 

1. Determine your needs, either on your own or with the help of a professional. When I meet a new prospect for the first time, I ask the question: How can I help you get what you want? Make sure you know what you want to achieve. Be open to new ideas for reaching this goal. 

2. Open your business to a supplier. Don’t make them guess at the information. No one can help you if they do not have the whole picture. 

3. Develop a short list of suppliers. Do not rush to work with the first one that sounds like they can help you. Be wary of the “I can do it all myself,” or “I’m selling this particular method today” suppliers. Interview at least three suppliers. 

4. Think activities through. Look for the suppliers that ask good questions (see below). If you do not have the answers to their questions, the supplier should help you find them. 

5. Clarify the job, and make sure you have an agreement in writing. Every prospect I meet has at least one story of a less than productive experience with marketing, and it is not always the fault of the supplier. Understand your own experience. Be realistic and, above all, be clear on your objectives. 

6. Be open to suggestions. After all, you are seeking out the help of a professional who has had more marketing experience than you. They may not know your market as well as you, but they should have some ideas you may not have considered. 

7. Work with them at every stage in the development of your marketing tools. Learn as much as you can for the next time and make certain these tools represent your company as accurately as possible. 

8. Pay for what you need, when you need it. This is much like working on your home. You might need to paint a room or build an entire addition. Determine what you are going to do, and then hire the best people you can find. Make sure you are comfortable with them and confident in their abilities. Your future depends upon it. 

I have lost more sleep than I care to remember because I selected a supplier who did not or could not do what they promised. If your instincts tell you something is wrong—listen. Talk to friends and business associates who have had more marketing experience than you or have developed a similar marketing tool. Call another supplier and discuss the project to get a different perspective. (You should have discussed this job with at least three potential suppliers before making a selection.) 

QUESTIONS A SUPPLIER SHOULD ASK

The more information a supplier has, the more effective they can be in helping you reach your goals. 

1.  What is your real objective (what are you trying to achieve)? 
2.  What strategy will you employ (how are you planning to do it)? 
3.  What is your budget? 
4.  Clarify your target group(s) and be aware that your target group is not everyone. Find out exactly who is buying your product or service. Is it the president or the shipper who makes the real decision? 
5.  What are your sales objectives? Are they realistic? Do you have the staff to reach these objectives? 
6.  How does your product or service stand up against the competition? Who is your competition? 
7.  Why is your product or service different and why should I buy it? 
8.  Are you open to new ideas? 
9. Are you looking for a long- or short-term marketing supplier relationship? 
10. What marketing experience or existing materials (for this product/service) do you have? 
11. What past marketing successes or failures have you had with the product or service under discussion? 

QUESTIONS YOU SHOULD ASK A POTENTIAL SUPPLIER 

1.  What exactly is your marketing supplier going to do for you? 
2.  How long will it take? 
3.  How much will it cost? 
4.  How do the services offered fit with your total marketing program? 
5.  What additional services can they provide, either directly or through associated companies? 
6.  Who will be working with you directly—the person you are meeting with now or someone else? 
7.  Will there be any additional costs? 
8.  What if the supplier goes over budget/estimate; are you liable? 
9.  What do they know about your industry? 
10. How much experience have they had in your industry? 
11. Do they think your expectations are realistic? 
12. Can you see samples of their past work?   
13. Can they supply recent references? 
14. What type of clients do they specialize in?   
15. Do they offer a guarantee?   
16. What rebates or discounts do you qualify for? 

And That’s According 2 Eric 

Eric GilboordEric Gilboord  is a specialist in making marketing easy for business owners/operators and any staff with sales or marketing responsibility. He demystifies marketing so they can use it to generate sales today and grow their businesses faster. Eric believes in blending traditional marketing with new media/social media. ROI is a must. Eric is a popular speaker, coach, columnist and author of many articles and books on moving a business up to the next level. The Expert Business Calls for Marketing Advice… That’s Easy to Understand. For more information, call 416-686-2466. To sign up for his marketing tips newsletter and to read his blog please visit: www.EricGilboord.com.

Posted by Lynnette in Growing Your Biz on November 1st, 2010

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Thinking Outside The Box

By Eric Gilboord

Eric Gilboord

Eric Gilboord

We live in a world full of buzzwords and new ways of saying things. For instance: ‘thinking outside the box…;’ in other words, moving beyond restrictive thinking to rethink it from a different perspective.

I’ve always taught my children that, when they get frustrated trying to do something, it’s important to take a step back, catch your breath, and look at what you’re trying to do from a different angle. If you’re frustrated by trying to reach a particular prospect and you think you’ve exhausted all the avenues, chances are there is at least one other way you haven’t yet considered. We live in a very competitive environment and if you are not on your toes, constantly thinking ahead, attempting to outpace your competition, you’ll find them nipping at your heels and, before you know it, winning the race.

Your customers’ businesses are changing on a daily basis and as their needs evolve, you must strive to provide the best products and services to help make them winners. Some entrepreneurs dread change; others anticipate the challenges and new opportunities change will bring. If you are the first to find a new way to do something, not only will your customers continue doing business with you, but think about the new prospects you could attract.

The next time you prepare a mailer, advertisement, Twitter or LinkedIn discussion, try something different. You know the results you’ll get with your current marketing materials, but how do you know there isn’t a better way?

If you’re operating a small business, it’s likely you don’t want to gamble an entire marketing program on a new idea. Either test the new marketing piece on a small group before you do your main mailing, tweet, etc., or test the new piece at the same time. Send out 10 or 20 percent of your mailers using the new test piece and use your previously proven material for the balance. Tweet two or three different messages or LinkedIn activities. Test at least one new idea in a small way with every marketing program that you do.

Rules for thinking outside the box.

There are no rules. There are lessons to be learned, but no rules.

Talk to the end user, not just the purchaser. Could be the person in shipping really needs your service and didn’t know you existed. Your marketing efforts were directed to the front office and they didn’t think the shipper needed your service. How many lost sales are waiting to be found?

Ask someone you’ve never asked before for their opinion. Show your new marketing piece to someone who knows nothing about your product or service. If you can educate them and they see the benefits, you have a chance at actually reaching your target group with your message.

Write a bogus ad filled with reasons why people should not buy your products or services. Who knows, maybe some of your prospects are thinking the same way.

Imagine that your company is a vehicle. Is it possible your customers perceive you to be expensive like a Rolls Royce and, therefore, will use you only when they have to, but not for all their orders? In your mind, you’re strong and functional like a new pick up truck might want to begin to portray your company in a different way with your marketing materials. Maybe you have given the impression of being an expensive resource because your brochures are six-color, printed on expensive stock (they don’t know your brother-in-law is a printer) and you distributed elaborate Christmas gifts to your customers last year. More often, small businesses undersell themselves with cheap-looking brochures and ads that appear out of date and unfocused. People only get what they see. As the old expression goes, ‘perception is reality.’ If they believe you to be something, then that’s what you are in their minds. It is your job to plant the correct image in the minds of your customers and new prospects.

Go into the marketplace and ask your existing customers how they perceive you. Keep an open mind—you might be surprised by some of the answers you get. Also talk to prospects that you have been unable to land. You might discover that it is purely their perception of you preventing them from placing that first order.

And that’s According 2 Eric.

Eric Gilboord is a specialist in making marketing easy for business owners/operators and any staff with sales or marketing responsibility. He demystifies marketing so they can use it to generate sales today and grow their businesses faster. Eric believes in blending traditional marketing with new media/social media. ROI is a must. Eric is a popular speaker, coach, columnist and author of many articles and books on moving a business up to the next level. The Expert Business Calls for Marketing Advice… That’s Easy to Understand. For more information, call 416-686-2466. To sign up for his marketing tips newsletter and to read his blog please visit: www.EricGilboord.com.

Posted by Lynnette in Growing Your Biz on September 20th, 2010

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14 keys to building your sales team.

Many larger companies deal with a friendly – or not so friendly – rivalry between sales and marketing, each of which believes it holds the key to the enterprise’s success. It’s, however, a little like asking whether a heart or brain is more important to your survival: no company can do without either a sales or a marketing team.

The reality with most small businesses though, is that a handful of people – or even just you – wears many hats, sales and marketing being just two.

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When it comes to sales, as your organization grows, you’ll want to start giving thought to building a well-defined team. And entrepreneur, Dharmesh Shah, has developed several keys to help you do just that, including:

1. You don’t need sales people, you need sales. Don’t get caught up in fancy titles, he says, focus on dollars in the door.

2. Don’t hire several sales people at once. Your goal is to figure out the “pattern” of what kinds of people are best based on what you’re selling and who you’re selling to.

3. Resist the temptation to create complicated compensation plans. Start simple.

4. Agile methodologies can work in sales. Refine your demo script, slides and collateral. Capture the lessons learned by the best-performing people and spread it to the rest.

5. Always connect incentives to ultimate customer happiness – not just rewards for getting deals done.

6. Understand the economics of your business. Figure out your total cost per customer acquisition – including sales people, marketing people and marketing campaigns.

7. Your pricing should be in line with your sales structure. For example, you can’t expect to have an outside sales force that meets with customers in person if your average deal size is only $10,000. The math won’t work.

8. Start watching the shape of your “funnel.” How many leads are you getting a month? How many turn into opportunities? How many are converted into paying customers?

Adds Ann Damani-Mckinney, of Conceivable Solutions : “Team building is huge for creating a great sales team. You want to create desire and excitement; however, be careful not to create a cut-throat environment if you want long-term success.”

And click here for 9 more marks of a great sales department.

What successes or hurdles can you share about building your own sales force?

Posted by Lynnette in Growing Your Biz on July 19th, 2010

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