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Casual Articles - How to Retain Top Sales Talent
Last week, another sign that dynamic digital signage is entering media adolescence emerged with the announcement that global information and media company VNU and the In-Store Marketing Institute will jointly launch a new service to help marketers better understand how to reach and influence consumers while they shop.A key component of the effort is the measurement of the audience for a new array of in-store marketing vehicles, including digital signage, television and radio, shelf talkers and other point-of-purchase displays.Offered by a new VNU business unit called Nielsen In-Store (part of NielsenConnect), the service aims to give marketers and retailers alike a way to quantify in-store audiences and measure the impact of their in-store marketing efforts. The service also will deliver a means for marketers to assess the value of their in-store marketing strategies when compared to other
How’s your Sales Culture?
In far too many companies the conventional wisdom is if we build it or have it, they will buy it. If that were the case, you would not need sales people!
The very finest companies tend to attract, engage and retain the best and the brightest. Recent studies confirm the best product; service or system will be marginally successful unless it is properly presented into the marketplace. This takes sales people. Look at the consequences of having an ineffective sales culture and determine those elements needed to build a positive one.
Tend to Your Knitting
Why is it that the companies that have the most efficient internal operations expect and get more sales resul
I'm ready to come clean. I've been feeling guilty for quite a while, but I'm ready to tell the world. I work from home. And I am a mom. But I am not a work-from-home-mom. My son goes to daycare while I work. There. I said it.In this world of accessibility, a trend has developed of mothers working from home so that they can spend time with their children. It may work for some, but not for me. My son is two, which means that he is the center of his world, and doesn't let me get anything done if he is at home with me. It's hard to run a marketing firm when Elmo and Dora are my biggest (non-paying) clients. So I send him to school. We're both happier for it. He's learning t
Understanding why sales people leave is critical. It is not money! In fact studies validate that money is way down the list of why sales people leave. Sales people leave when a whole set of other factors come into play and make the job of achieving their goals difficult to reach. Therefore to retain the staff of sales performers that make the difference, management must institute fundamentally sound sales management practice, as we will see.
The Starting Point
To begin with, sales managers must develop realistic goals and objectives with their team members. These should be mutually discussed and agreed upon collaboratively. Why? Necessity dictates both have bought in to what needs to be done, when it needs to be done and what resources will be required to deliver the results. After that, monitoring progress attainment can be accomplished using a management by exception system.
When sales management takes a hands off attitude toward developing common goals and objectives with sales reps you can bet it will not be long before performance issues arise. Furthermore, with a plan, sales management is proactive rather than reactive, or worst of all, inactive. Setting goals and objectives, observing their completion and monitoring success are functions of sound sales management. Winging it, if you will, leaves far too much to chance and luck.
At the end of the day, “What can be measured gets accomplished”.
Sales People are the Manager’s Customers
The best performers as a general rule know that to use the resources of the entire organization helps them present a more professional image and increases the probability of a sale. Sales managers who spend time with their representatives in the field always have better performing teams. Joint calls permit the sales manager to coach and do on the job training with the sales people. The manager is able to observe skill set improvement, determine loss in skill capability and test the current sales person attitude. Sales managers who spend time with their people have a customer care attitude. In this case, they are taking care of their customers- the sales force.
Look at Sales Rep Aggravations
1.Sales managers who take over
Skilled sales managers are involved listeners in the sales calls. They do not take them over. When the manager takes over the calls, the customer unfortunately may see him/her now in a sales role, and not as a manager. How can the sales manager and the sales rep know what they did or did not do well in the call? Solid sales people enjoy the opportunity to demonstrate their ability especially in front of the boss. Use this as a perfect opportunity to compliment them for work well done, or assist them in improving their sales skills. Wait until the call is over and do the “post Mortem” afterwards in the car, or over lunch in a constructive and non-threatening manner.
2.Sales managers who don’t listen or want info
Sales managers who pay attention and listen to what their representatives are saying to them without fear of retribution establish and maintain solid trust. If management acts in an arrogant fashion and ignores the issues that sales identifies, it will not be long before defections occur. There is no better way to gain the respect of a sales team than by sincerely listening to their sales related issues. Pay attention to what they are saying, then do your part to make the adjustments and improvements as necessary.
3.Managers who lose their cool
Consistency is the hallmark of emotionally mature and self-confident sales managers. For example, does the sales manager maintain composure in times of stress, or does the sales force receive temper tantrums and unprofessional behavior when sales miscues occur.
4.Managers who play favorites
Is there evenness in supervising the sales staff, or are there glaring examples of out and out favoritism. Talk about discouragement! Try and imagine the mentality of an over achiever who observes blatant examples of someone else being played favorite. Sales people have pretty developed radar and antennas when it comes to such management behavior. Aspire towards fairness and evenhandedness. Make sure you let your sales representatives know they are being measured for sales results, and leave politics to government! You will be amazed at how well the sales team responds and how the general morale of the group improves.
How’s your Sales Culture?
In far too many companies the conventional wisdom is if we build it or have it, they will buy it. If that were the case, you would not need sales people!
The very finest companies tend to attract, engage and retain the best and the brightest. Recent studies confirm the best product; service or system will be marginally successful unless it is properly presented into the marketplace. This takes sales people. Look at the consequences of having an ineffective sales culture and determine those elements needed to build a positive one.
Tend to Your Knitting
Why is it that the companies that have the most efficient internal operations expect and get more sales result
When urban planners talk about master planned communities, so often they will look for meaningful high paying jobs to support the citizens of the community. Of course, if you were designing a master planned community or you were an urban planner and knowing a thing or two about the up and coming high-tech fields, you might consider various research and development companies.Economic development association executives often consider the recruitment of high-tech firms with high paying jobs to the region. This insures that they are not caught behind the eight ball with a dying industry. In many parts of our nation manufacturing which was once over 30 percent of our industry has now shrunk to under 17 percent. In fact, those regions which have even a lower percentage of manufacturing often do better economically than their counterparts.Research and development type companies offer quite a
When sales management takes a hands off attitude toward developing common goals and objectives with sales reps you can bet it will not be long before performance issues arise. Furthermore, with a plan, sales management is proactive rather than reactive, or worst of all, inactive. Setting goals and objectives, observing their completion and monitoring success are functions of sound sales management. Winging it, if you will, leaves far too much to chance and luck.
At the end of the day, “What can be measured gets accomplished”.
Sales People are the Manager’s Customers
The best performers as a general rule know that to use the resources of the entire organization helps them present a more professional image and increases the probability of a sale. Sales managers who spend time with their representatives in the field always have better performing teams. Joint calls permit the sales manager to coach and do on the job training with the sales people. The manager is able to observe skill set improvement, determine loss in skill capability and test the current sales person attitude. Sales managers who spend time with their people have a customer care attitude. In this case, they are taking care of their customers- the sales force.
Look at Sales Rep Aggravations
1.Sales managers who take over
Skilled sales managers are involved listeners in the sales calls. They do not take them over. When the manager takes over the calls, the customer unfortunately may see him/her now in a sales role, and not as a manager. How can the sales manager and the sales rep know what they did or did not do well in the call? Solid sales people enjoy the opportunity to demonstrate their ability especially in front of the boss. Use this as a perfect opportunity to compliment them for work well done, or assist them in improving their sales skills. Wait until the call is over and do the “post Mortem” afterwards in the car, or over lunch in a constructive and non-threatening manner.
2.Sales managers who don’t listen or want info
Sales managers who pay attention and listen to what their representatives are saying to them without fear of retribution establish and maintain solid trust. If management acts in an arrogant fashion and ignores the issues that sales identifies, it will not be long before defections occur. There is no better way to gain the respect of a sales team than by sincerely listening to their sales related issues. Pay attention to what they are saying, then do your part to make the adjustments and improvements as necessary.
3.Managers who lose their cool
Consistency is the hallmark of emotionally mature and self-confident sales managers. For example, does the sales manager maintain composure in times of stress, or does the sales force receive temper tantrums and unprofessional behavior when sales miscues occur.
4.Managers who play favorites
Is there evenness in supervising the sales staff, or are there glaring examples of out and out favoritism. Talk about discouragement! Try and imagine the mentality of an over achiever who observes blatant examples of someone else being played favorite. Sales people have pretty developed radar and antennas when it comes to such management behavior. Aspire towards fairness and evenhandedness. Make sure you let your sales representatives know they are being measured for sales results, and leave politics to government! You will be amazed at how well the sales team responds and how the general morale of the group improves.
How’s your Sales Culture?
In far too many companies the conventional wisdom is if we build it or have it, they will buy it. If that were the case, you would not need sales people!
The very finest companies tend to attract, engage and retain the best and the brightest. Recent studies confirm the best product; service or system will be marginally successful unless it is properly presented into the marketplace. This takes sales people. Look at the consequences of having an ineffective sales culture and determine those elements needed to build a positive one.
Tend to Your Knitting
Why is it that the companies that have the most efficient internal operations expect and get more sales resul
Background checks are part of pre-employment screening, pre-business screening, bad debt situations, divorce situations, and many other personal queries. Identity checks, criminal history checks, motor vehicle queries, verification of educational qualifications, employment verification, bankruptcy status, and credit reports are some of the areas that might be checked.Such checks are vital to a business agency or industry hiring a new employee, a landlord deciding on a tenant, a bank considering issuing a loan, etc. Background searches are usually carried out by agencies and individuals qualified to conduct the research.With advances in technology, background checks can now be conducted with the aid of software. Background check software helps verification services to function skillfully and in a timely manner, with the aid of the Internet and programmed software applications. This software
Look at Sales Rep Aggravations
1.Sales managers who take over
Skilled sales managers are involved listeners in the sales calls. They do not take them over. When the manager takes over the calls, the customer unfortunately may see him/her now in a sales role, and not as a manager. How can the sales manager and the sales rep know what they did or did not do well in the call? Solid sales people enjoy the opportunity to demonstrate their ability especially in front of the boss. Use this as a perfect opportunity to compliment them for work well done, or assist them in improving their sales skills. Wait until the call is over and do the “post Mortem” afterwards in the car, or over lunch in a constructive and non-threatening manner.
2.Sales managers who don’t listen or want info
Sales managers who pay attention and listen to what their representatives are saying to them without fear of retribution establish and maintain solid trust. If management acts in an arrogant fashion and ignores the issues that sales identifies, it will not be long before defections occur. There is no better way to gain the respect of a sales team than by sincerely listening to their sales related issues. Pay attention to what they are saying, then do your part to make the adjustments and improvements as necessary.
3.Managers who lose their cool
Consistency is the hallmark of emotionally mature and self-confident sales managers. For example, does the sales manager maintain composure in times of stress, or does the sales force receive temper tantrums and unprofessional behavior when sales miscues occur.
4.Managers who play favorites
Is there evenness in supervising the sales staff, or are there glaring examples of out and out favoritism. Talk about discouragement! Try and imagine the mentality of an over achiever who observes blatant examples of someone else being played favorite. Sales people have pretty developed radar and antennas when it comes to such management behavior. Aspire towards fairness and evenhandedness. Make sure you let your sales representatives know they are being measured for sales results, and leave politics to government! You will be amazed at how well the sales team responds and how the general morale of the group improves.
How’s your Sales Culture?
In far too many companies the conventional wisdom is if we build it or have it, they will buy it. If that were the case, you would not need sales people!
The very finest companies tend to attract, engage and retain the best and the brightest. Recent studies confirm the best product; service or system will be marginally successful unless it is properly presented into the marketplace. This takes sales people. Look at the consequences of having an ineffective sales culture and determine those elements needed to build a positive one.
Tend to Your Knitting
Why is it that the companies that have the most efficient internal operations expect and get more sales resul
Obstacles to buyingCustomers can be reluctant to do business with you for various reasons: fear of the unknown or of being cheated, concern about other people’s approval, and uncertainty about your competence as a sales professional. If you are aware of their concerns, then you can react accordingly to reassure them.Fear of the unknownThe first uncertainty new customers experience is the fear of doing business with an unknown company. They wonder who the company is exactly, whether its sales personnel is competent and honest, without being pushy, and whether its merchandise is of good quality. They have so many reasons to hesitate before even entering the store.Need for approvalCustomers are also concerned about meeting with disapproval because of their purchases. Imagine a female customer, for example, who comes int
3.Managers who lose their cool
Consistency is the hallmark of emotionally mature and self-confident sales managers. For example, does the sales manager maintain composure in times of stress, or does the sales force receive temper tantrums and unprofessional behavior when sales miscues occur.
4.Managers who play favorites
Is there evenness in supervising the sales staff, or are there glaring examples of out and out favoritism. Talk about discouragement! Try and imagine the mentality of an over achiever who observes blatant examples of someone else being played favorite. Sales people have pretty developed radar and antennas when it comes to such management behavior. Aspire towards fairness and evenhandedness. Make sure you let your sales representatives know they are being measured for sales results, and leave politics to government! You will be amazed at how well the sales team responds and how the general morale of the group improves.
How’s your Sales Culture?
In far too many companies the conventional wisdom is if we build it or have it, they will buy it. If that were the case, you would not need sales people!
The very finest companies tend to attract, engage and retain the best and the brightest. Recent studies confirm the best product; service or system will be marginally successful unless it is properly presented into the marketplace. This takes sales people. Look at the consequences of having an ineffective sales culture and determine those elements needed to build a positive one.
Tend to Your Knitting
Why is it that the companies that have the most efficient internal operations expect and get more sales resul
It is often said that the secret to being a good conversationalist is the ability to listen. Active listening is the key, where you depict greater interest in the topic and person speaking to you. I guess it is no coincidence that we have 2 ears and 1 mouth, so it constantly amazes me when people fail to adhere to this principle time and time again. I know it can be a difficult sometimes especially when in a social gathering, but if you are attending an interview then it is absolutely imperative you heed to this advice if you desire to secure your dream job.Recently, i met with a client who were looking to recruit engineering staff. This was a large engineering firm employing 1000s of staff worldwide. As we began talking, he started to discuss his experiences of candidates who had been to see him for a job interview. His narration of one particular candidate led me to believe it does not matter h
How’s your Sales Culture?
In far too many companies the conventional wisdom is if we build it or have it, they will buy it. If that were the case, you would not need sales people!
The very finest companies tend to attract, engage and retain the best and the brightest. Recent studies confirm the best product; service or system will be marginally successful unless it is properly presented into the marketplace. This takes sales people. Look at the consequences of having an ineffective sales culture and determine those elements needed to build a positive one.
Tend to Your Knitting
Why is it that the companies that have the most efficient internal operations expect and get more sales results from the external operations, namely the sales department?
Inspect your policies, internal processes, procedures and practices and programs. Do these actually impede the sales force or get in the way of sales person effectiveness? Do they actually encourage sales people to take a sales orientation? Does the sales compensation plan reward the type of behavior and sales achievements you desire? When a company’s internal systems are efficient and effective, you will see a greater amount of sales time being spent selling, rather than saving prior orders and customers. What you desire is the sales team selling, rather than telling.
It may not be that the sales team needs to be motivated as much as the company needs to understand why they are being demotivated.
Sales people will get re-energized when they see barriers and limitations to their effectiveness being addressed and eventually lifted. If the entire company is working towards the same objectives, sales people feel they have some control over their personal destiny. Eliminate the factors causing loss of sales force confidence in the company.
In conclusion, expect results and performance and expect your sales team to respond. Take a proactive position with sales management. Ensure you and they have the same goals in mind for the sales organization. Insist they supervise the activities of the sales staff toward attainment of previously determined objectives. Completion of successful objectives leads to goal attainment, for both the sales team and the sales management. Amazing results transpire. Top performers will know that they are valued members of your company and their contributions are vital to the organization. Then, sales representatives will stay in place when they see their personal and professional goals have a way to be accomplished within your organization.
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