Every sales team has them: sales reps who consistently miss their quota, don’t appear motivated, or, when you try to help them, do better for a while and then drop back down into underperformance. As a manager or business owner, it’s frustrating trying to get these underperforming reps to do better. And as a sales rep, it’s also frustrating not making quota and being under the gun all the time. What can you do about it? Read on, I’ve got some suggestions for you.

To start with, I’d like to share a somewhat shocking study with you. In their book, “How to Hire and Develop Your Next Top Performer,” Herb Greenberg, Harold Weinstein and Patrick Sweeney compared results from hundreds of thousands of assessments that were conducted over several decades with actual sales performance measurements and concluded:

1) 55 percent of the people earning their living in sales should be doing something else,

2) Another 20 to 25 percent (of salespeople) have what it takes to sell, but they should be selling something else.

I don’t know about you, but when I read those statistics I almost fell off my chair. As I thought about it, though, I began to compare those results with my actual experience. I work with a lot of companies and a lot of sales teams, and as I’ve written over and over again, almost all sales teams have the 80/20 rule going on: the Top 20% of the producers are usually generating about 80% of the revenue and income, while the bottom 80% are struggling to make quota.

And isn’t that true in your sales organization as well? If you’re like many inside sales teams, you’re constantly trying to get your underperformers to produce more, but how much real success do you have? Again, sad to say, many bottom 80% producers simply don’t improve that much and that’s why most companies are constantly hiring and replacing reps. When you look at it that way, the numbers from the conclusion above begin to make sense…

OK, so what’s the solution? I mean, you can’t just fire 55% of your sales team. The good news is that there are steps you can go through to train and raise performance, and once you go through these steps you’ll know who can become a productive member of your sales team and you’ll have the structure in place to onboard new reps more quickly and efficiently. Here they are:

1) The first thing you need to do is to give every member of your sales team the specific tools and training they need to be successful. Many companies I work with, including the sales managers themselves, just don’t have specific, effective sales skills, techniques, scripts to give to their sales reps. As a result, while their Top 20% seem to intuitively know what to do, the rest of the team struggle because no one is training them how to be successful in their sales environment.

The solution is to take the time to develop a “Defined Sales Process” by identifying what steps 80% of your successful sales go through and defining the best practices at every step of this sales cycle. Once you have defined your best practice sales process, you need to:

2) Script out the best practice techniques and turn these into your company’s training program. In other words, you need to give each of your reps the exact tools and techniques and scripts they need to successfully navigate every step of your sales cycle. Next, train and reinforce these skills with every member of your team.

You see, before you can properly evaluate who can make it and who can’t, you have to give them the training on your best practices first. Only then will you be in a position to know who has the talent, motivation and work ethic to succeed in your sales environment.

3) Once you’ve defined your sales process, turned it into your company training program and actually trained your reps on it, it’s now time to objectively evaluate each member of your team to see if they have what it takes. I use the word objectively here because it’s now up to you to record your reps, create a “sales process or script” grading form to measure adherence to your best practices. At this point your reps either are or they aren’t doing what you know it takes to succeed.

The good news once again is that after about 90 days of measuring, coaching and managing reps to adhere to your new best practice sales process, you’ll have a very clear idea of who is going to make it and who isn’t. At this point you can begin replacing those reps who clearly won’t.

4) Now that you have your DSP in place, a solid training program that teaches the most successful best practice techniques, you will be in position to hire and quickly train and evaluate your new sales reps. With this kind of a proven system in place, you’ll get a lot more production out of your new reps much faster, and you’ll have a very clear idea of who isn’t going to make it much sooner as well. This will make you more money and save you money and frustration at the same time.

There is obviously a lot that goes into building this kind of structure, but it’s well worth the time and effort. In fact, according to CSOInsights.com, sales teams that have and follow a “Defined Sales Process” average more than 33% in production and revenue than sales teams that don’t. 33% – now that’s significant! Just ask yourself how much that would mean to you and your company’s bottom line.

Copyright (c) 2011 Mr. Inside Sales

Mike Brooks, Mr. Inside Sales, is the Best Selling author of “The Real Secrets of the Top 20%” and “The Ultimate Book of Phone Scripts.”

Mike also works as an executive coach with business owners and sales managers. To learn more about how Mike can help you and your team succeed, visit: http://www.mrinsidesales.com/ManagementTraining/index.html

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With competition becoming fiercer, many com­panies are rely­ing more and more on developing new busi­ness to make their bottom line. For many sales­people who pros­pered in the past, this shift in strat­egy is a real dilem­ma. Why? Because for many of these salespeople, prospecting has become something of a lost art.

As one sales manager said, “Many of my sales­peo­ple have never had to make a cold call. The thought of hav­ing to do so have made some of them break into a cold sweat. The reality is they are facing the task of actual­ly selling some­thing, instead of just taking orders.”For these salespeople it has become “prospect or parish”.

For those who need to jump on the prospecting band wagon fast I’ll outline four simple principles and four proven strategies to ignite your new business development initiatives.

There is nothing magical about effec­tive pros­pect­ing. In fact, it requires four principles:

1. Focus- talk to the right people.
2. Discipline- make it a habit, not an ex­cep­tion.
3. Persistence- stay with it.
4. Resilience- don’t take it personal­ly.

Based on the research done in sever­al sales organi­za­tions, I’ve found four sales strategies that were common among top new busi­ness devel­op­ers. This research covered many in­dus­tries including automo­tive, broad­casting, soft­ware, security, healthcare, and others. In field re­search, evaluations by man­agement and self-assessment exercis­es, the top new business producer scored signifi­cantly higher in these four strategies than their less produc­tive associates. Top new busi­ness devel­opment people: use these prospecting strategies:

1. Know who their best prospects are. They recognize that not all prospects are equal and that different prospects respond to different app­roach­es. If you prospect for “C” ac­counts, you’ll build a business of “C” accounts. If you want “A” accounts, you have to know what they look like and what they’re looking for. This is ac­complished by profiling your existing clients and really understanding thing such as:

• What they bought.
• Why they bought.
• How much and how often they buy.
• Why they continue to buy.
• What would stop them from buying?

Asking these questions of your “A, B, and C” accounts should give you several critical differences that will allow you to recognize potential “A, B and C” accounts early in the sales process. Doing so lets you decide on the acquisi­tion strategy that is best suited for each type of account. Remember, in prospect­ing you usually get what you look for. So, be sure you look for the type of account you really want.

2. Develop multiple sources of prospecting. For many salespeople, prospecting either means picking up the phone with a list of names or walking up and down the street knocking on doors. Although these are staples of the prospecting arsenal, they are best used with other approaches. Top perform­ing salespeople develop a multi-faceted system that expands their prospecting net and leverages their time and resources. Some of the more common prospecting activities include:

• Telemarketing
• Direct Mail
• Cold Calling (face-to-face/by phone)
• Advertising
• Speeches
• Public Relations
• Lead Clubs
• Seminars
• Personal Networking
• Contacting Inactive Clients
• Newsletters
• Community Involvement
• Referral Programs
• Webinars
• Tele-seminars
• Lunch and learn
• Dinner seminars

The key is determining which activities are best suited for the type of prospect you want. For example, a mortgage broker found tremendous success targeting selected neighborhoods and hang­ing doorknob flyers followed up with a phone call. Be creative and always be on the lookout for a new way to gain access to your best prospects.

3. Develop a prospecting strategy that utiliz­es your unique competitive advantage. Pros­pecting is essentially a salesperson’s personal marketing plan and the key to marketing is differentiation. Most sales­people don’t understand the power differ­entiating themselves can have on their success. Their approach to prospecting is to offer buyers a non-descriptive and unfocused plea for business that offers no specific value, benefit or service. Their approach is often little more than, “Buy from me because I’m here.” In today’s competitive marketplace, that simply isn’t good enough.

To be successful, salespeople like a busi­ness must differentiate or “position” themselves to take best advantage of available marketing niches. To do this, they must develop their own Strategic Selling Advantage (SSA). A SSA is based on a variety of unique strengths or advantages, but it must meet the following test:

• Clearly differentiate you from the com­petition
• Addresses a real need
• Describes a feature or benefit you can deliver. Successful companies, such as Federal Express, understand the power of having and delivering on a SSA. After all, who do you think of “When it absolutely has to get there overnight?”
• Develop a prospecting mindset.Prospecting is a little like being on the high wire act without the net. Contact­ing prospects who are unknown puts you at risk of rejection and surprises. Once you contact them, anything can happen. To prevent getting shell-shocked, take the following actions:
• Concentrate on making a number of prospecting calls during one set time. This allows them to get “in the grove.”
• Get yourself in the right frame of mind before they start making pros­pecting calls.
• Always devote a specified amount of time each week to developing new busi­ness.
• Play the numbers. Remember pros­pecting is equal parts of skill, effort, timing, and luck.
• Do most of their prospecting at times when prospects are available (prospecting Prime Time).
• Have a plan for each prospecting call.
• Use a friendly and personalized ap­proach for each call.

Developing new business is a skill that you must develop in a competitive marketplace. To increase your prospect­ing effec­tive­ness, you must make it a habit and incorpo­rate each of the four strategies into your daily routine. What you’ll discover is, that the more you do it, the better you’ll get. And, as your effectiveness increases, so will your sales results.

For more information on how to increase your new business development effectiveness go to: philfaris.com

Phil Faris is a business development consultant, coach, speaker and author. He is president of Phil Faris Associates a firm that specializes in helping organizations hire, train, develop, lead and retain the sales talent required to succeed in a competitive marketplace. For more information on how to increase sales, profits and customer loyalty go to: http://philfaris.com

Article Source: http://EzineArticles.com/6577115

In every profession, experience separates the “rookies” from the “pros.” Rookies have little or no experience, and consequently often make basic mistakes that would not be made by a seasoned professional. For sales professionals, this means fewer customers, lost revenue, and lower commissions. Only after they have been through the “school of hard knocks” do some sales people become more effective and earn more money. If you are a sales professional, be sure not to make these common mistakes:

Rookies fail to understand customer’s needs: The first thing that any seasoned sales professional wants to know is what are the prospect’s needs. They want to know what are the prospect’s problems, and what causes them pain. Only after the needs are clearly understood by the sales person can they present a solution. Rookies often want to start selling their products or services before they understand the prospects needs. Seasoned professionals only start selling after the needs are clear to both the sales person and the prospect. So to avoid this rookie mistake, ask the prospect questions. Use open-ended questions to let the prospect explain their situation. When the prospect explains their problem, then confirm the need with a closed end (yes/no) question.

Rookies sell features not benefits: Seasoned sales professionals know that customers buy benefits, not features. They buy products and services that offer convenience, save time and money, or solve a problem. For example, people buy a smart phone not for the touch pad, but for the ability to stay connected and get information easily and conveniently. So to avoid this rookie mistake, don’t just explain the feature of a product or service, but connect the feature with benefit or benefits for the prospect.

Rookies quit after the first trial close. Seasoned sales professionals know that prospects normally don’t say “yes” after the first trial close. More often than not, they raise an objection. Sales professionals know how to handle objections and continue to ask another closing question, because they know that most prospects will say “no” three to seven times before they will finally say “yes.” Rookies give up too early. So seasoned professionals know that to avoid this mistake, they need to persist in asking the customer to buy and handling objections multiple times before they get to “yes.”

These are three rookie mistakes that seasoned professionals know how to avoid. If you are new to the sales profession, then keep these sales tips in mind next time you are face-to-face with a prospect: identify the needs, sell benefits, and keep on closing until you get to “yes.” If you avoid these mistakes, you will have more customers than prospects, and you will be making more money for yourself too.

Leonard Kloeber is an author and leadership consultant. He has extensive leadership experience as business executive and as a military officer. He has been a hands-on leader in a variety of organizations large and small. Most recently he was a human resources executive for a Fortune 100 company. His book – Victory Principles, Leadership Lessons from D-Day – illustrates seven bedrock leadership principles that all successful leaders use. Download a free summary of the Victory Principles at: http://www.victoryprinciples.com and find other bonus materials for leaders. Contact him at staffride@gmail.com or find his book Victory Principles at http://www.leadershipthebook.com

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What I’m revealing in this article could change your sales career forever. It will make you think differently and it will change your behavior overnight. Big promises you say? Read on…

If you’re a sales professional there’s one thing you can count on like clockwork. And when you meet it it’s like a punch in the stomach. Some of you have learned to take the punch. Others of you double over and need a few minutes back in your corner.

So, what is this punch? It’s rejection. Daily constant rejection. Every time you are in a selling situation rejection is a possible outcome. It’s not avoidable but mastering it requires understanding one concept.

To survive the rejection punch you need to take its power away.

I’m about to show to you how. This technique will allow you to take a punch like a world-class boxer and raise your hand in victory at the end of the match.

What’s the secret?

First let’s look at the glove that’s covering the punch. It’s the word “NO”. No is what you hear. Rejection is what you feel. The word no is how rejection is delivered to you. Rejection is what makes you weak in the knees. So weak you feel like throwing in the towel. But hold on…there’s hope. Think about this…

What gives any word its power? Isn’t it the meaning we attach to it? If I said you were katoozappy, would you feel offended? Probably not. Because the word has no meaning to you. But if I said you were lazy. That would get a reaction from you.

So, the word “no” has a meaning we attach to it – the feeling of rejection. They are both tied together. No equals rejection. Inseparable until now.

Here’s the game changer. What if we change the meaning of no. What if we could attach a new empowering meaning that would get you motivated and, yes, excited when you hear the word no.

Here’s the secret.

When you hear or think about the word no I want you to think of this formula.

N + O = New Opportunity.

That’s right. Every NO you hear is a New Opportunity to get more sales. How? By moving on to the next appointment and leaving the no behind.

Your prospect that says no is actually giving you the opportunity to talk to a better prospect where you have a better chance at getting a yes. They are freeing you to take advantage of a better opportunity. A New Opportunity for success.

So how do you change your thinking to take advantage of your new success formula?

Write the formula “N + O = New Opportunity” on a post it note and put one on your mirror. On the refrigerator. On the visor of your car. On your computer. On your telephone.

You’ll see the formula repeatedly. Repetition will make it part of your thinking. You’ll absorb it subconsciously. It will trigger a new positive feeling every time you hear the word no. The amazing thing is that you won’t realize it’s happening. You’ll feel confident and optimistic and unstoppable.

That powerful punch of rejection now feels more like a feather hitting a battleship. You’ll confidently cold call or visit the next appointment with a “can’t fail” attitude. There are no more rejections. There are only new opportunities.

Try the new New Opportunity formula. I guarantee that in the boxing match with rejection you’ll emerge as the world champion every time.

James Lindsey is a copywriter that specializes in helping businesses grow and the author of “7 Ways To Double Your Sales In he Next 12 Months”. Additional ideas to drive customer growth can be found at http://www.JamesLindseyCopywriter.com.

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For more than 30 years Dr. Richard Ruff and Dr. Janet Spirer – the founders of Sales Horizons – have worked with the Fortune 1000 to design and develop sales training programs that make a difference. By working with market leaders – such as UPS, Canon USA, Smith & Nephew, Boston Scientific, Xerox, Covidien, Owens & Minor – we have learned that today’s standard for a great sales force significantly differs from yesterday’s picture.

To learn more about how Sales Horizons helps companies achieve sales success, visit our web site at http://www.saleshorizons.com/. Or visit our blog at http://www.salestrainingconnection.com/.

The time for systems of selling has passed.

The time for sales manipulation has passed.

The time for “finding the pain” has passed.

The time for “closing the sale” has way passed.

I wonder if you’re using yesterday’s approaches to complete today’s sales.

Many, if not most, salespeople (not you of course) walk into a sale with product knowledge, a few questions, a sales pitch, and hope. This is a strategy that will result in “How much is it?” Bad strategy.

It’s time for you to create an approach that works and WOWs – an approach based on value and differentiation, an approach that’s personalized and customized.

PROBLEM: This requires work. Hard work. And in my experience, most salespeople aren’t willing to do the hard work that makes selling easy. They would rather do the easy work that makes selling hard.

Salespeople are not willing to build reputation, build expertise, network, work longer hours (especially in these times), and prepare harder than the competition.

I have an approach that’s different from yours. It’s an approach that has evolved from years of selling and years of practice. And I am current. Internet current. Google ranking current. Website current. Social media current. And technology current.

Here are my approach strategies and actions. See how many of them are yours:

• I have done my homework about their company.
• I have done my homework on the person I’m meeting with.
• I’m prepared with questions of engagement about them.
• I’m prepared with ideas in their favor.
• I’m more relaxed than formal.
• I’m confident, not cocky.
• I’m more friendly than professional.
• My business card rocks. People comment when they get it.
• I give signed books, not brochures.
• I don’t start until I have established rapport AND found common ground.
• I ask more and talk less.
• I walk into the sales call with ideas, and questions, not a pitch.
• I look for their pleasure, not their pain.
• I don’t talk about what “we do.” I talk about how they win.
• I ask for and get their Santa Claus list (what they’re hoping to achieve).
• I discover my customer’s reasons and motives for buying.
• I answer with questions, not just statements.
• I dare to inject humor. Often. Not jokes, humor.
• I don’t make presentations from my laptop – if I use slides it’s from a projector.
• I’m prepared with slides if the meeting gets that far.
• If I use slides, they’re fun, they’re customized for the prospect, and they’re not canned.
• I make my own slides.
• I often clarify a statement with a question before I answer.
• I discuss money openly (it’s my favorite part).
• I listen with the intent to understand, and then respond.
• I take notes to make certain I remember what was said and what was promised, and to show respect.
• I use testimonials to prove points and create a buying atmosphere.
• I am more patient than anxious. I wait for them to ask, then tell.
• When I hear a buying signal, I ask for, and confirm the sale.
• I don’t leave without asking for the sale or formalizing the next step.

THE SECRETS: I have a reputation that’s Google-able, and I have a presence on social media that anyone can find and be impressed with. My company answers the phone with a friendly human being on the second ring 24/7/365.

THE HARD WORK: Internet presence.

THE HARD WORK: Social media presence.

THE HARD WORK: Attraction through value.

THE HARD WORK: Earning and acquiring video testimonials.

THE HARD WORK: Preparation for each and every prospect.

THE HARD WORK: Get up early, study, and write.

The old way of selling doesn’t work anymore, and the new way of selling is difficult for seasoned salespeople to master.

This leaves a gap, and an opportunity. For anyone. But it takes hard work. For everyone. HUGE opportunity. And you could be the one.

For more tips like this, visit my blog today.

Jeffrey Gitomer is the author of The New York Times best sellers The Sales Bible, The Little Red Book of Selling, The Little Black Book of Connections, and The Little Gold Book of YES! Attitude. All of his books have been number one best sellers on Amazon.com, including Customer Satisfaction is Worthless, Customer Loyalty is Priceless, The Patterson Principles of Selling, The Little Red Book of Sales Answers, The Little Green Book of Getting Your Way, The Little Platinum Book of Cha-Ching!, and The Little Teal Book of Trust. Jeffrey’s books have appeared on best-seller lists more than 750 times and have sold millions of copies worldwide.

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Customize is a specialist sales and marketing training company.

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To learn more about sales management training, click here to get your choice of free sales management training courses.

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Marvin LeBlanc is a left-handed, right-brained, fun-loving Cajun that is obsessed with Life Performance and Overcoming Adversity. He is an entrepreneur, writer, speaker and founder of Marvelous Performance Systems. Marvin is available for business retreats, keynotes, breakout sessions, workshops, and individual coaching programs. His book “COME HELL OR HIGH WATER” will be available in the Fall of 2011 through New York Publisher http://www.BloomingTwig.com.

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