I've often spoke about the opportunities that summer can provide. The greatest of all is that you competition is, well, gone fishing. Yes it is important to take vacation time to recoup and spend time with family. But the summer is a time when most sales people assume (incorrectly) that prospects/clients are not working. On the contrary. They are working - and they are more approachable. Here is an excellent article about the summer - and the opportunities it affords.
Here are seven ways to recharge your business while your rivals doze in the sun:
Read more: http://tinyurl.com/23azs6p
Have a great summer.
http://www.salesimprovement.ca
Wednesday, July 7, 2010
Monday, June 14, 2010
Improve Sales - Determining a Buyer’s Personality
Determining a Buyer’s Personality
While it’s beyond the scope of this blog to develop your ability to instantly determine another person’s personality, we can give you some ideas on what to watch for and how to do to adjust your style to match your customer’s style.
A UK psychologist has determined that, with the information you have here, you’ll have a 75 percent chance of correctly determining another person’s personality. The ability to do this doesn’t come instantly and the more you practise, the better you’ll become. It can take years to really become proficient at quickly determining someone’s personality.
You can get a good idea of the personality type of the person you are dealing with by observing just two factors — how direct or assertive, and how open or responsive, the individual is.
Here are some of the things to watch for in other people. The farther away the person is from the centre of the open/closed and direct/indirect indicators, the more obvious or more pronounced will be the indicators. People who are close to the centre will be harder to “read.”
Observable Openness Behaviours
Top (Open=Relaxed) to Bottom (Closed=Formal)
• Animated facial expressions
• Much hand and body movement
• Flexible time perspective
• Tells stories and anecdotes
• Little emphasis on facts & details
• Shares personal feelings
• Contact oriented
• Immediate nonverbal feedback
• Somewhat expressionless
• Controlled/limited hand and body movement
• Time disciplined
• Conversation focuses on issues and tasks at hand
• Pushes for facts and details
• Little sharing of personal feelings
• Non contact oriented
• Slow in giving nonverbal feedback, if given at all
Observable Directness Behaviours
Top (Quiet=Indirect/Cautious) to Bottom (Quick=Direct/Assertive)
• Soft handshake
• Intermittent eye contact
• Low quantity of verbal communication
• Questions tend to be for clarification, support, information
• Makes tentative statements
• Limited gestures to support conversation
• Low voice volume
• Slow voice speed
• Little variation in vocal intonation
• Communicates hesitantly
• Slow moving
• Firm handshake
• Steady eye contact
• High quantity of verbal communication
• Questions tend to be rhetorical, to emphasize points, challenge information
• Makes emphatic statements
• Gestures to emphasize points
• High voice volume
• Fast voice speed
• Emphasizes points through challenging voice intonation
• Communicates readily
• Fast moving
Make yourself aware of your prospect’s/client's personality – and make the necessary adjustments to put them at ease, and create rapport.
See: www.salesimprovement.ca
Wednesday, June 9, 2010
Salesforce CRM Implementation Plan – Start Here
Considering a Salesforce CRM Implementation – Here is a Good Starting Place
One of the best investments you can make in your Salesforce CRM success is to have a clear plan. Just as you wouldn’t build a house without a blueprint, you don’t want to start with Salesforce CRM without a plan. A plan will help you to communicate with everyone, to do things in the right order, identify key resources, and keep a clear end date in mind.
As you plan and prepare to get Salesforce CRM up and running, complete the following steps (in this order):
• Build your team
• Define and prioritize your goals and requirements
• Define your process
• Map your process to Salesforce CRM functionality
• Define the reports you need
• Train your administrator
• Communicate with your users
Build Your Team
To a small business with limited resources, the term “project team” may sound intimidating. But it doesn’t take a huge team, you just need to cover the following key roles—in fact, the same person can cover more than one role.
• An executive sponsor
• A project owner to get the application up and running (this could be a Salesforce Partner)
• An administrator to manage Salesforce day to day
• A power user who really knows your company’s business processes
The executive sponsor lends his or her influence to the project by becoming its champion. Having that person’s full support and participation—from the planning stage until the go-live date and beyond—is absolutely critical.
The project owner, who leads the implementation project, must understand the organization’s business processes to map them to Salesforce. This person would also manage the Salesforce Partner.
The person who is the designated administrator manages Salesforce day to day and makes new functionality available. It’s also a good idea to have the administrator involved in the implementation project. A technical background is not necessary, but may be helpful.
And to make sure that Salesforce CRM meets the needs of your end users, it is essential to involve key power users in the planning process
Qualities of a Good Salesforce Administrator
Software as a service (SaaS) makes system administration much easier than it was with traditional software. Setting up, customizing the application, maintaining it, training users, and “turning on” the new features that become available with each release—all are just a few clicks away.
The administrator is one of the most important people when it comes to making Salesforce CRM a success. The role of the administrator for a small business is not necessarily a full-time position. In the initial stages of the implementation, the role will require more concentrated time (about 50 percent). After go live, managing Salesforce CRM day to day will require much less time (about 10-25 percent). [In the event you do not have this personnel bandwidth, your Salesforce Partner could train an administrator post implementation]. Find the right person for the job and continue to invest in that person’s professional development.
Here are some qualities to look for in an administrator:
• A solid understanding of your business processes
• Knowledge of the organizational structure and culture to help build relationships with key groups
• Excellent communication, motivational, and presentation skills
• The desire to be the voice of the user in communicating with management
• Analytical skills to respond to requested changes and identify customizations
Set Your Goals
In addition to a clear destination, it also helps to have a plan that breaks down the journey into manageable steps.
Setting your goals includes three key steps:
• Define the company's vision
• Define the goals that support this vision
• Prioritize and document your requirements
Define the Company's Vision
Every successful CRM project starts with a clear vision of where you want to be as a result of the project. It's very important that your key executives are involved in defining this vision, that you document the vision, and that it is understood by everyone.
Define Your Goals
Next, determine which concrete goals support your vision. Keep in mind that different groups within your organization are likely to have different goals. For example:
• Executives want to improve sales and track top performers or customer issues
• Sales managers want better visibility into their pipelines and reports that summarize key information
• Sales reps want to easily access the sales materials they need and cut down on administrative work
Prioritize and Document Your Requirements
Most people-and most organizations-want to take on more than they can handle at any one time. Clearly defining your goals and then prioritizing them will make it easier to decide what to put off, should that become necessary. Having some early "wins" is essential: when people experience the value of Salesforce CRM first hand, they're more likely to support adding additional features.
[Thanks to Salesforce.com for the blueprint to starting an implementation]
One of the best investments you can make in your Salesforce CRM success is to have a clear plan. Just as you wouldn’t build a house without a blueprint, you don’t want to start with Salesforce CRM without a plan. A plan will help you to communicate with everyone, to do things in the right order, identify key resources, and keep a clear end date in mind.
As you plan and prepare to get Salesforce CRM up and running, complete the following steps (in this order):
• Build your team
• Define and prioritize your goals and requirements
• Define your process
• Map your process to Salesforce CRM functionality
• Define the reports you need
• Train your administrator
• Communicate with your users
Build Your Team
To a small business with limited resources, the term “project team” may sound intimidating. But it doesn’t take a huge team, you just need to cover the following key roles—in fact, the same person can cover more than one role.
• An executive sponsor
• A project owner to get the application up and running (this could be a Salesforce Partner)
• An administrator to manage Salesforce day to day
• A power user who really knows your company’s business processes
The executive sponsor lends his or her influence to the project by becoming its champion. Having that person’s full support and participation—from the planning stage until the go-live date and beyond—is absolutely critical.
The project owner, who leads the implementation project, must understand the organization’s business processes to map them to Salesforce. This person would also manage the Salesforce Partner.
The person who is the designated administrator manages Salesforce day to day and makes new functionality available. It’s also a good idea to have the administrator involved in the implementation project. A technical background is not necessary, but may be helpful.
And to make sure that Salesforce CRM meets the needs of your end users, it is essential to involve key power users in the planning process
Qualities of a Good Salesforce Administrator
Software as a service (SaaS) makes system administration much easier than it was with traditional software. Setting up, customizing the application, maintaining it, training users, and “turning on” the new features that become available with each release—all are just a few clicks away.
The administrator is one of the most important people when it comes to making Salesforce CRM a success. The role of the administrator for a small business is not necessarily a full-time position. In the initial stages of the implementation, the role will require more concentrated time (about 50 percent). After go live, managing Salesforce CRM day to day will require much less time (about 10-25 percent). [In the event you do not have this personnel bandwidth, your Salesforce Partner could train an administrator post implementation]. Find the right person for the job and continue to invest in that person’s professional development.
Here are some qualities to look for in an administrator:
• A solid understanding of your business processes
• Knowledge of the organizational structure and culture to help build relationships with key groups
• Excellent communication, motivational, and presentation skills
• The desire to be the voice of the user in communicating with management
• Analytical skills to respond to requested changes and identify customizations
Set Your Goals
In addition to a clear destination, it also helps to have a plan that breaks down the journey into manageable steps.
Setting your goals includes three key steps:
• Define the company's vision
• Define the goals that support this vision
• Prioritize and document your requirements
Define the Company's Vision
Every successful CRM project starts with a clear vision of where you want to be as a result of the project. It's very important that your key executives are involved in defining this vision, that you document the vision, and that it is understood by everyone.
Define Your Goals
Next, determine which concrete goals support your vision. Keep in mind that different groups within your organization are likely to have different goals. For example:
• Executives want to improve sales and track top performers or customer issues
• Sales managers want better visibility into their pipelines and reports that summarize key information
• Sales reps want to easily access the sales materials they need and cut down on administrative work
Prioritize and Document Your Requirements
Most people-and most organizations-want to take on more than they can handle at any one time. Clearly defining your goals and then prioritizing them will make it easier to decide what to put off, should that become necessary. Having some early "wins" is essential: when people experience the value of Salesforce CRM first hand, they're more likely to support adding additional features.
[Thanks to Salesforce.com for the blueprint to starting an implementation]
Thursday, June 3, 2010
Improve Sales - Recognize Selling and Buying Styles
Selling & Buying Styles
Selling is a People Business
Have you ever met someone whom you liked instantly? You hit it off with the person the moment you met? That’s great when it happens, especially when the other person is a prospect.
How about those times when you didn’t hit it off with the other person? You just couldn’t seem to get it together. Not so good, especially when the other person is a prospect or customer.
We’ve all met salespeople whom we wouldn’t buy from if they were the last salesperson on earth. Ever wonder why this happens?
The Golden Rule
We all know the Golden Rule:
Do unto others as you would have them do unto you.
The Golden Rule doesn’t always work when you’re selling. In fact, if you exercise the Golden Rule, you stand a good chance of annoying a large number of your prospects! Why? Because it’s the Platinum Rule, not the Golden Rule, that applies in the real world of personal interactions.
The Platinum Rule
The little known rule for improved interpersonal relationships is:
Do unto others as they want done unto them.
Or, put into terms of professional selling:
Sell unto others as they want to be sold unto.
Importance of Selling Styles
It’s no secret that people buy from people. In fact, people buy from people they know, people they like, and people they trust. That’s why it’s important for you to have an understanding of the personality of the person you’re selling to and why you need to be able to flex your own personality style when necessary and appropriate.
Selling requires the sales professional to sell to many different individuals. In addition to their own agendas, these people bring their particular personality styles to the transaction. An understanding of how their personalities, and yours, can impact the sale is important.
The first step in being able to flex your personality is to understand your own personality and selling style a bit better.
People buy from
people they know,
people they like, and
people they trust.
Once you know your own selling style and the style’s inherent strengths and weaknesses, you will be in a better position to capitalize on the strengths and minimize or work around the possible weaknesses.
Have you ever wondered why you might get along so well with some people and not so well with others? Some of that has to do with each person’s personality.
If you come across someone whom you instantly take a liking too, chances are they’re the same, or complimentary, personality as you. We’ve all heard of people who have had a “personality clash” with someone. This occurs when two people have opposite personalities.
Next time: Helping your sales force recognize styles and personalities
Wednesday, May 12, 2010
Welcome to SIG Blog
This is our first post. Sales Improvement Group (SIG) will post interesting thoughts and learnings from the wonderful world of sales. Please come back soon.
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