Marketing and sales is always made by a process never by luck!
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How To Improve Your Sales Process?
Are you struggling to generate decent sales? Then, you take a closer look at your sales process. You might be missing something or you might be doing something wrong. Here's how you can improve it:
1. Review your transaction. If you are doing telemarketing, I recommend that you record your transaction. Then, make time to listen to those calls where you were not able to make a sale. Understand the elements that were used that were not really effective. Were you too pushy? Were you able to answer all the questions of your prospects satisfactorily? Did you sound caught off-guarded when people threw objections? You will need to know what went wrong during the call so you'll know easily what to do on your next call to increase your chances of making a sale.
2. Ask an expert or an objective third party. If you can't simply figure out what costing you a sale, I recommend that you ask people who are expert in the field of selling to help you out. You can ask them to listen to your recorded phone calls and get them to offer you with feedback. Take each comment, suggestions, and feedback seriously and improve your sales process accordingly.
3. Ask your prospects. It would also help if you can send your prospects with questionnaires or survey after you call them up to know the reasons why they have declined your offer. This is important so you'll know if the elements that keep you from making a sale are beyond your control. Perhaps, your prospects don't need your products or they cannot afford it.
Are you struggling to generate decent sales? Then, you take a closer look at your sales process. You might be missing something or you might be doing something wrong. Here's how you can improve it:
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How To Generate Revenue?
If you own a small business, you should always be on the lookout for ways to grow sales. Whether you’re focused on marketing a product, groups of related products, or services of any kind, here are 23 ideas to generate more revenue:
Sell a product one-by-one.
Sell similar products packaged together.
Sell a “license” to use your product for a defined time period.
Sell a “subscription” to your product for a defined time period.
Sell a flat weekly- or monthly-fee service.
Sell relevant advertising space on your products, in your catalogs, or on your company vehicles.
Sell digital information related to your industry or product for download.
Sell products one-by-one, but on an automatic replenishment schedule.
Sell some or all items on a minimum-purchase basis.
Sell discounts to others’ products or services.
Package your products or services with another company’s similar offerings.
Sell someone else’s stuff.
Sell refurbished or used versions of your products and services.
Allow others to resell or co-market your products and services.
Sell a disposable version of one of your products.
Lease your product(s) for a defined time period.
Sell time: bill by-the-hour for a service related to the products you sell.
Sell your products in smaller packaged quantities (if typically 25/per…, sell 10/per at a higher profit margin).
Sell your products in larger packaged quantities.
Sell your products on your website.
Sell your products on multiple, targeted websites focused on individual product groups and customer solutions.
Sell access to a seminar where you educate customers about your industry and the solutions you provide.
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How To Keep Your Team In well Co-ordinated Manner?
7 Ways to Fix Your Red Team
Appoint a Leader. A Red Team needs someone to provide instructions, direct activities, and be responsible for results. It is too much work to dump on the Proposal Manager. Take it off the Proposal Managers hands, so that all the Proposal Manager needs to do is deliver a single copy and show up for the debrief. Appoint a leader for the Red Team, and make that person responsible for all review logistics and oversight.
While the Red Team leader should not be the proposal manager, capture manager, or the executive sponsor, it needs to be a strong leader who can control executive level participants. Providing direction to Red Team participants is like herding cats. For the Red Team to make a productive contribution to the proposal the leader must provide oversight and hold the participants accountable for achieving their assigned goals. The Red Team leader must have clout. If the organization does not respect the Red Team leader, then the organization does not believe that the Red Team makes any difference to whether or not you win.
The Red Team leader will need to meet with the Proposal Manager, Capture Manager, and Executive Sponsor ahead of the Red Team in order to set expectations and build a mandate.
Explicitly define your goals. Is this Red Team focused on finding ways to improve, filling holes, identifying non-compliance, second-guessing strategy, proof reading, validating approaches, emulating the customer's evaluation, or something else. If you answered "all of the above" then no wonder your Red Team is broken --- you can't do all of that at once and do it well. On any given proposal, your goals may be different. On one Red Team, you may be focused on enhancement, on another it could be filling holes. If you fail to have goals and see them through execution, then you are at risk of having people pursue the wrong goals or attempt to do it all and deliver only a little bit of each. This results in a Red Team that is a waste of time and has no positive impact on whether the proposal wins. Goals are important.
Don't perform the wrong review at the wrong time. There is no "right" time to schedule the Red Team. If you have it early enough to make a difference, the document will not be complete. If you wait until the document is complete it will be too late to make substantive changes. You must pick between these two "wrong" times and live with the trade-offs. The only way to get around this is to break the "Red Team" up into a series of reviews. See the section on goals. There are too many things that need to be validated to do it all in one review anyway. Here are some possibilities:
Take compliance off of the table by having one or more people review it before the red team. That's all they should be concerned with and they must have sufficient technical expertise to make the assessment. A compliance review can often be performed against an early, fairly rough draft. If compliance has been established, then the Red Team can focus on goals that add more value.
Review strategies and approaches very early. Folks who like color team labels might call this a pink team review. Most pink team reviews are handled as if they were early "Red Team" reviews. Instead have a focused review on approaches and strategies. Then have a later review on whether they are reflected in the document. Consider doing both of these reviews outside of the Red Team and having the Red Team focus on emulating the customer's evaluation process and how to improve your score (other than by changing strategy).
Provide training and set expectations. Do the Red Team members know what their roles and responsibilities are? Do they know what their goals are? Do they know what procedures are to be followed? After the Red Team, who decides what changes actually get made? What do the Red Team participants expect? What does the proposal team expect? What does the executive sponsor expect? You don't want them to make it up as they go along --- you want them to be effective. To be effective they must all play their role in an intentional and well coordinated manner. Orientation and training is the only way you can get everyone on the same page.
Commit sufficient time. Red Team participants should be prepared to dedicate at least 16 hours or they should not be on the Red Team. I know it sounds like a lot, but consider:
Pre-review orientation: 1 hourReading (RFP and Proposal): 8 hoursRed Team deliberation meeting: 3 hoursPreparation of comments: 1 hoursRed Team debrief of proposal team: 3 hours
Some of these could be less. But some could be a whole lot more. 16 hours is a good average. Furthermore, if the Red Team actually identifies ways to improve the document, they should be available to the proposal team after the Red Team to help with making the improvements. This could take considerably longer than the Red Team did. If they aren't committed, they can't make a difference. No one should be allowed on the Red Team, regardless of their executive level, if they aren't going to commit the time to read the proposal and just show up for a meeting unprepared to fulfill the goals of the review.
Encourage the right attitude. A Red Team is not about finding problems. It is not even about helping or making improvements, although that is a better attitude. The Red Team is about winning. If a Red Team is to make a positive difference, they must provide suggestions that will help you win. They are part of the solution, not merely inspectors who look for problems.
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How To Promote Your Organization?There is often a great deal of misunderstanding about marketing. People often consider marketing to be the same as advertising. It's not. Advertising is only one part of marketing. Very simply put, marketing is the wide range of activities involved in making sure that you're continuing to meet the needs of your customers and getting value in return.
Market analysis includes finding out what groups of customers (or markets) exist, what their needs are, what groups of customers you prefer to serve (target markets), what products or services you might develop to meet their needs, how the customers prefer to use the products and services, what your competitors are doing, what pricing you should use and how you should distribute products and services to customers. Results of this marketing analysis indicates the position, or market "niche", for the organization to work from -- and to be seen as having. Marketing also includes ongoing promotions, which can include advertising, public relations, sales and customer service. Various methods of market research are used to find out information about markets, target markets and their needs, competitors, market trends, customer satisfaction with products and services, etc.
NOTE ABOUT THE LARGE SIZE OF THIS MODULE: This module is one of the largest in the program. The activity of marketing an organization and its programs is critical to the success of the organization and its programs -- the marketing process is broad and sometimes quite detailed. Learners who have very limited time schedules might proceed through this module primarily by reviewing the learning materials and then thinking about how they would carry out (rather than actually carrying out) the various activities to build structures in their organization.
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How To Hire Desired Profile?
There are few ideas that are very useful and so much relevant with your questions.
Here you can see.
Performance Profiles: If you want to hire superior people, first define superior performance. You must get everyone to agree to what the person taking the job needs to do to be successful, not what the person needs to have in terms of skills.Objective Evaluation: Past performance is the best predictor of future performance. If you know what you're looking for, it only takes four questions to determine candidate competency and motivation.
Wide-Ranging Sourcing: The best are different than the rest, and you must use different proactive techniques to find them. Sourcing is marketing, not advertising.
Emotional Control: More errors occur during the first 30 minutes of an interview than any other time. To minimize these emotional biases, measure first impression at the end of the interview.
Recruiting Right: Recruiting is consulting, not selling. The best take longer to decide, consider more variables, and decide with others. You must offer a career opportunity, not just a job.
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How To Tackle Organisational Issues?
Tips to tackle leadership issues .
It's easy to forget what it's like on the receiving end of a performance appraisal so handle them delicately
A clear, unifying and energising vision is necessary for sustainable high performance
People learn in different ways and messages should be packaged to help staff retain them and make meaningful connections to the organisation's strategy
Be a situational leader to give people what they need rather than what you've got
Don't rely on the "need to know" principle; consider what staff want to know and tell them before anyone else has a chance
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How To Maintain Retention?
Maintaining proper customer retention is one of the biggest challenges facing many companies. The Business Report states that "On average, U.S. corporations lose half their customers in five years, half their employees in four, and half their investors in less than one." So how do you retain your clients? Easy answer, by being loyal. How do you do that? Time, patience and money. It is far easier to please your existing customers then to search for new ones.
To gain clients, you need to market and if you don't retain those clients, why bother marketing? Keeping your customers happy is very challenging. Start by learning about your customers.
Try some of these tips the next time you go out to a business event:
1. Meeting people and making introductionsa. 10 second description of who you are and what you do.
2. Dress to Impressa. People judge you the second they see you. Make sure the clothing you wear reflect the image of the company.
3. The Business Carda. After an introduction to a new client and discussing what you can achieve together, leave behind a business card.b. Business Cards a great tools, it's a visual reminder of you.
4. Make A Relationshipa. Take a few moments and talk to your prospective client. Too many people try to hit up a sale and it leaves the client feeling like a piece of meat. Ask non-intrusive questions and get to know them.b. Write down the answers later that evening so when you have a follow-up phone call or e-mail, you can re-kindle who you are.
Knowing your customers and their behaviors will pay off. You can predict future behavior if you know who your clients is and what they like. Reward your active customers. Happy customers like to "win". If send out a flyer for a 20% discount, it makes your active customers feel they are in control because they are smart about the decisions they make. Your business on the other hand will profit since promotions encourage active behavior.
If you want your customers to do something for you, you have to do something for them. Many stores have set up customer appreciation cards or discount cards for frequent shoppers. Studies have shown that if your promotion makes your customer feel good, they are more likely to use the card or follow through with the promotion.
Keep an active relationship with your customers. You will gain customer retention by sending them a newsletter or birthday card, anything that shows you care about them and want them to come back. If you don't keep your customers active with you, they will slip away and no longer be customers.
Knowing what your customers think is another important aspect of business marketing. Many companies offer surveys. The Olive Garden is a prime example; they select a few customers and tell them the manager would like to talk to them. The manager makes the customer feel important since they were "singled out" in the entire restaurant. The customer is given a receipt with a phone number to take a survey, at the end of the survey; they get a certain amount off their next meal. Great plan, you give them money so they can come back to you and spend it at your company!
Develop a strategy to retain your customers and make your business profitable. This sounds easier said than done, but with a little effort on your part, it can go a long way. Deliver the right message to your customer with the right promotion that will return excellent sales for your company.
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