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Other Added - Execs' Top Priorities This Year: Acquiring & Retaining Customers
Most everyone spends a good portion of their days putting their hand to something that will generate the resources they have decided they need, to live the life they have decided they want.What puzzles me though, is why so many people pick something to put their hand to that leaves them feeling empty inside.It is really the state of
The traditional Needs Selling paradigm is briefly:
Find prospects who are interested in your products and services. Do whatever it takes to get an appointment. Then, do whatever it takes to
What I have discovered through my experience of marketing is, it’s all in how we define it. We can think of marketing the way most of us do which puts us in the box of making cold calls, knocking on doors, going to numerous networking groups, sending out mail, speaking, the list goes on and on of what we have known. The simple definition of marketin
Acquiring and retaining customers is usually a major priority - that isn't news. Top salespeople are in great demand - that isn't news, either. What would qualify as real news? If more CEO's succeeded in developing a highly competent sales force.
Most CEO's have no idea what it takes to sell in today's marketplaces, and their Sales Managers only think they know. Most sales managers have been placing their hopes in getting salespeople to work "smarter and harder." They've been hoping that streamlining sales procedures will produce the results they need - more sales. Has it worked? No. Will it ever work? No.
As long as sales managers stay grounded in the past, new Contact Management systems and Customer Relationship Management systems will merely automate obsolete selling practices. Huge cultural and economic changes over the past ten years have forced almost every business function to adapt and innovate. But not sales; most sales organizations are still being managed as if it's still 1990.
Most sales managers and their salespeople are stuck in the old "Needs Selling" paradigm. However, their prospects and customers are now in the "Wants Selling" paradigm. Sales managers and their salespeople need to substantially change the way they think and operate, if they're going to span the differences between the Old and New Sales Paradigms.
The traditional Needs Selling paradigm is briefly:
Find prospects who are interested in your products and services. Do whatever it takes to get an appointment. Then, do whatever it takes to g
It is all out war in finding good companies to work for these days. As people scramble for an edge in winning out over other candidates, there are some rules of the hunt that are truly different. There are many articles and advisors who can claim professional expertise in what it takes to find the right job, and much of the advice is sound for man
Most CEO's have no idea what it takes to sell in today's marketplaces, and their Sales Managers only think they know. Most sales managers have been placing their hopes in getting salespeople to work "smarter and harder." They've been hoping that streamlining sales procedures will produce the results they need - more sales. Has it worked? No. Will it ever work? No.
As long as sales managers stay grounded in the past, new Contact Management systems and Customer Relationship Management systems will merely automate obsolete selling practices. Huge cultural and economic changes over the past ten years have forced almost every business function to adapt and innovate. But not sales; most sales organizations are still being managed as if it's still 1990.
Most sales managers and their salespeople are stuck in the old "Needs Selling" paradigm. However, their prospects and customers are now in the "Wants Selling" paradigm. Sales managers and their salespeople need to substantially change the way they think and operate, if they're going to span the differences between the Old and New Sales Paradigms.
The traditional Needs Selling paradigm is briefly:
Find prospects who are interested in your products and services. Do whatever it takes to get an appointment. Then, do whatever it takes to
Your trade show exhibit staff can make the difference between your trade show exhibit being successful or being an unproductive exercise. The Center for Exhibit Industry Research (CEIR) says that 80% of what visitors remember most about their visit to a trade show booth is their interaction with the exhibit staff. In fact, CEIR sites that 75% of t
As long as sales managers stay grounded in the past, new Contact Management systems and Customer Relationship Management systems will merely automate obsolete selling practices. Huge cultural and economic changes over the past ten years have forced almost every business function to adapt and innovate. But not sales; most sales organizations are still being managed as if it's still 1990.
Most sales managers and their salespeople are stuck in the old "Needs Selling" paradigm. However, their prospects and customers are now in the "Wants Selling" paradigm. Sales managers and their salespeople need to substantially change the way they think and operate, if they're going to span the differences between the Old and New Sales Paradigms.
The traditional Needs Selling paradigm is briefly:
Find prospects who are interested in your products and services. Do whatever it takes to get an appointment. Then, do whatever it takes to
Perhaps the most difficult part of the sales job is to locate customers. After all, they rarely introduce or announce themselves to you as potential customers without your having prompted the discussion in some way. The first thing to do is to separate out how to classify or categorize customers so that we can begin to understand ho
Most sales managers and their salespeople are stuck in the old "Needs Selling" paradigm. However, their prospects and customers are now in the "Wants Selling" paradigm. Sales managers and their salespeople need to substantially change the way they think and operate, if they're going to span the differences between the Old and New Sales Paradigms.
The traditional Needs Selling paradigm is briefly:
Find prospects who are interested in your products and services. Do whatever it takes to get an appointment. Then, do whatever it takes to
Too many meetings, too little time. When the true cost of holding just one meeting is accurately calculated, it should provide sufficient motivation for us to want to ensure that all of our meetings are meaningful, necessary and can be justified.I am sure you have heard the one about meetings?"Are you lonely?- Work
The traditional Needs Selling paradigm is briefly:
Find prospects who are interested in your products and services. Do whatever it takes to get an appointment. Then, do whatever it takes to get them to buy from your company. Let the service department handle customer satisfaction.
The new Wants Selling paradigm is briefly:
Only make appointments with prospects when they are ready to buy your products and services. Treat your customers with respect, and insist they do the same. Make mutual agreements and mutual commitments with your prospects and customers, honor those agreements and commitments, and insist they do the same. Base your business relationships on mutual trust and respect, and use that as the foundation for cross-selling throughout the company. Take personal responsibility for customer satisfaction and get plenty of referral business.
There is a world of difference between the Traditional and New Selling paradigms. Sales forces must learn new selling strategies and practices. Only then will company executives succeed in fulfilling their top goals - to acquire new customers and to retain their current customers.
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