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Casual Articles - Sales Excellence: Key Steps
You don’t have to be a genius to recognize that a lot of money is tied up in MRO inventory ….especially if your business requires the use of capital-intensive equipment. Literally millions of dollars are tied up in spare parts for day-to-day Maintenance, Repair and Operations (MRO).Historically, no one ever really ‘owned’ inventory, so stocking another item “just in case” had very few, if any repercussions. Inventory was often seen as a necessary evil of doing business. The term Inventory Management was almost an oxymoron. There were few procedures for setting up an item, no standard structure or format. Item information was written in the manner of each individual….first onto cards, which were
The famous Goodyear Company inaugurated the blimp tradition with its first helium filled airship 'The Pilgrim' in 1925. For years, this rubber and tire magnet has embellished the sky with their advertising blimp balloons. Today these gorgeous blimps travel more than 100,000 miles per year across US as Aerial Ambassadors of the company.Non- rigid airships are informally called 'blimps'. These are different from the rigid zeppelins, which has a definite structure. Blimps depend on the pressure of the gas, usually helium, to keep the airbag in shape. The advertising blimp balloons are colossal flying billboard, which can air your company ad with a bang.Show off your brand motto with a great bli
Training. The best sales forces spend considerable time training new people. They must know more about the product they are selling than anyone in the organization. They must be able to answer any question. And training is not just up front for the new people. Training is on-going. No just with new products and offers, but in sales skills, all aspects of your company and about the competition (more on that later). Training is essential to sales excellence.
Territory. There is no one right answer to how sales forces should be organized and what territory model works best. By industry? By geography? By account? The bigger the company, the more complex the territory models are. The model that seems to work best is that small and medium sized accounts are split on a geographic basis. Then the largest (or named) accounts are on a national or even global basis. In t
Tis the season when we are wracked with indecision on who to buy for and what to buy. We don’t want to insult anyone, but neither do we want to bust our budgets. Here are some of my thoughts on this dilemma.First of all, this is not a competition or at least it should not be one. The largest or most expensive gift is not always the one most appreciated.Make a list – a short list. Your gift giving list should include your immediate boss and perhaps those co-workers you think of as friends. If this gets uncomfortable because of your co-workers are less than what you consider worthy of your hard earned cash, then you might want to take the gift giving for those who have earned your respect
Training. The best sales forces spend considerable time training new people. They must know more about the product they are selling than anyone in the organization. They must be able to answer any question. And training is not just up front for the new people. Training is on-going. No just with new products and offers, but in sales skills, all aspects of your company and about the competition (more on that later). Training is essential to sales excellence.
Territory. There is no one right answer to how sales forces should be organized and what territory model works best. By industry? By geography? By account? The bigger the company, the more complex the territory models are. The model that seems to work best is that small and medium sized accounts are split on a geographic basis. Then the largest (or named) accounts are on a national or even global basis. In t
While I’m not prone to stereotyping, it has been my experience that there are generally two types of people: those that don’t know what they don’t know and those that do, in fact, know what they don’t know. All other things being equal the difference between the two groups boils down to experience and discernment.Those people who don’t know what they don’t know typically tend to be either younger professionals beginning their careers who have a lack of experience, or older professionals who have not gained wisdom and maturity as they have progressed along their career path.The Early Stage Professional: On the positive side of the equation young, inexperienced and energetic professionals
Territory. There is no one right answer to how sales forces should be organized and what territory model works best. By industry? By geography? By account? The bigger the company, the more complex the territory models are. The model that seems to work best is that small and medium sized accounts are split on a geographic basis. Then the largest (or named) accounts are on a national or even global basis. In t
Arrest trade barriers by free trade agreements following international standardsTrade barriers are artificial disincentive to export or import traders. Example of trade barriers are tariff, quota and unnecessary import/export license requirements slapped against foreign traders to favor local traders.Traders who suffer from these trade barriers are imposed additional costs that raises their trade prices, thus, it will be hard for them to compete fairly on pricing issues.Once these foreign traders experience losses because it will loose good amount of customer due to high cost, moving out from the trade favors local traders and suppliers.Economists believe that trade barriers de
Territory. There is no one right answer to how sales forces should be organized and what territory model works best. By industry? By geography? By account? The bigger the company, the more complex the territory models are. The model that seems to work best is that small and medium sized accounts are split on a geographic basis. Then the largest (or named) accounts are on a national or even global basis. In t
Successful people approach their every interaction in a manner that’s different than everyone else. People who are successful enter into each interaction with a desired outcome. They have an idea of what they want from each meeting, each phone call, and each email. The most successful individuals have internalized this behavior; they don’t even realize that they are doing it. There is also a flip side to this coin. Successful people are incredibly appreciative when other people are focused on achieving an outcome from a meeting or interaction. This helps them cut through clutter and enables them to be almost twice as productive as everyone else.Many people ask me if, by outcome-driven, I mean commu
Sales force retention. This point is a bit of chicken and egg. Successful sales people should be compensated in such a way that they will next want to move on or quit what they are doing for a company. Low turnover of the top sales people is essential. But low turnover is essential for all accounts. Most sales are based on relationships and knowledge of the product or offer. New sales people may not have the relationships or the knowledge of the company’s specific products and offers. Clearly, poor performer must go. But the successful sales people – and even those who are not at the top but achieve their quotas are essential to retain.
Face time. The value of a sales person is on the phone or face to face with customers. The more time a sales person is doing paperwork or involved in back office processes not related to either training or customers is sales time wasted. Sales p
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