Monday, December 20, 2010

Examining The Core Skills Needed to Become Successful in Marketing and Selling Life Insurance.


Examining The Core Skills Needed to Become Successful in Marketing and Selling Life Insurance.

What’s So Difficult About Selling Life Insurance?
Part 2 of 7 articles
By John Lensi, CLU, ChFC, RHU, REBC, CMFC, LLIF
Vice President, Sales, Impact Technologies Group.
If you had not chosen a career in the insurance industry,

How much thought would you have given to learning about life insurance? Let’s face it; we’re not talking about a product with a lot of sex appeal.
Looking at the role the life insurance and financial services industry has taken towards developing a sustained awareness and appreciation with the general public for life insurance is somewhat dumbfounding to me. For it is they who stand to gain the most (exclusive of a beneficiary) from a positive understanding and appreciation by the public of owning sufficient life insurance coverage.

Most life insurance companies spend a considerable about of money on the goal of creating individual carrier brand name recognition and comparatively little towards creating a positive culture towards the value of their product.

Something is fundamentally wrong in our society when the beer industry devotes more resources creating an “appreciation and awareness” for an alcoholic drink, than the life insurance industry does for its more socially benefiting product.

Given all of this, and knowing a quick solution is not eminent by either our
education system or by the insurance industry, let’s continue to address the reality of marketing and selling life insurance in today’s marketplace.


Examining the competencies needed to be successful in marketing and selling life insurance.

Several years ago I made a close examination of the competencies needed to be successful in marketing and selling life insurance. My research involved speaking to hundreds of successful producers as well as my own experience successfully selling life insurance.

Although there are numerous subsets for each of these, I was able to identify eight core skill-sets a producer must master to be a high-level producer in the life insurance business. Pictured below is a weighted pie chart I titled “Wheel of Success” illustrating these eight core competencies.




Upon examination of the chart, it’s easy to see two skill sets encompass roughly 50% of a producer’s success in this business – having quality prospects and being able to schedule favorable appointments. Perhaps a bit overstated, but pretty much everything else takes care of itself if these two skills are mastered.
If mastered, then marketing and selling life insurance takes on a new life.

Given the critical nature of these two competencies, most of my remaining
commentary is devoted to these two areas.

First, let’s examine what is meant by ‘acquiring qualified sales leads’.

The key word here is “qualified”. Sales leads are a dime a dozen in the insurance business.

Qualified sales leads are not, and this is what makes all the difference in the world when it comes to sales efficiency and ultimately a high level of sales success.

What is a qualified sales lead in the life insurance business?

A qualified sales lead in the life insurance business has four characteristics that must be satisfied to be truly a qualified sales lead:
can the prospect reasonably qualify for life insurance?
can the prospect afford life insurance?
does the prospect have a need for life insurance? and
is the prospect able to be seen on a favorable basis as a result of third party influence (TPI)?
If one were to go through any producer’s prospect inventory and apply this litmus test to each “prospect”, all four characteristics must exist to truly have a qualified sales lead. If a “name” in a prospect inventory passes any less than all four measurements, it simply is not a qualified sales lead.

Aren’t most producer sales leads qualified?

Sadly, the answer is often no. More sadly, most producers think all their leads are “qualified”. You may ask how can this be when sales leads are a salespersons lifeblood. What you’ll generally find upon a close examination of an ineffective producers inventory is most of their sales leads pass the first three criteria and fail on the fourth criteria – the ability to see the prospect on a favorable basis.

This is a critical point I want to drive home; for this is a key reason why producer failure in this business often results.

Few struggling producers come to realize the real cause of why their sales are down. Quite often this is a result of poor prospecting habits and the failure to understand basic prospecting fundamentals for this business. It is easy to know when sales are down, yet when trying to figure the reasons why this is so, often a misdiagnosis occurs.





http://www.an-insurance-agents-career.com/Marketing-and-selling-life-insurance.html

Selling Life Insurance

Selling life insurance becomes much easier by learning and using an effective sales process.

Selling Life Insurance and learning how to become successful requires the development of a unique sales process that will separate you from the rest of the field.


What makes up the sales process?


The entire sales process for selling life insurance is comprised of several different steps:


1) Prospecting, (an all time 24/7 situation)


2) Phone calling, (what to say and how to say it)


3) Sales Cycle, (the complete interview process)

4) Policy Delivery, (where you make them a lifetime client)

5) Annual reviews:(relationship building, sales and referrals)

The associated links for walking you through the life insurance sales process are located below, but before you jump to them, learn how these two valuable people skills can benefit you.


Master these the two magical concepts and learn this great little relationship building secret.


Keep in mind that selling life insurance is not a spectator sport. There is only one report card at the end of the month, and that is how many sales did you make?

People skills are one of the most valuable skills you must develop when it comes to selling life insurance. They must be polished. Somewhere early in my career, I read that selling is 80% about people skills, and 20% selling skills.


Before you jump to the sales process topics below, lets first examine these two very important aspects of selling life insurance which can not and should not be overlooked. They are what I call the selling yourself and relationship building concepts.


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Number one: Selling yourself, is the method by which you continue to market yourself as you proceed through out the interview. It is going to be one of the key reasons people will end up wanting to do business with you. And people buy you, not your company or the company product. At the end of almost every sale, when it came to writing the check, the client usually asked, who do I make this check out to?



So how do you do this? How do you sell yourself?

First of all, you need to make these strangers a friend.You only have about 10 to 15 minutes to create a realtionsship before you start your actual interview. Look for a common bond, such as fishing, golf, etc, that you can start talking about. Throw in a short joke to lighten things up. People like to do business with their friends. People are going to buy into who you are and what you can do to help them.

As you go through the interview process, you sprinkle little comments such as;

1) Once a year we will sit down and discuss your financial plan and keep it updated, or

2) If you ever see something related to insurance and want more information about that subject, contact me and I will do research for you, or

3) If you ever have any need to change beneficiary or your automatic premium withdrawels from your checking account, call me and I'll take care of the details for you.


I also would provide prospects and clients free pamphlets that I would get from a local attorney's office related to setting up a will, joint rights of survivorship, living trusts, etc.

Additionally, by being one of my clients they were entitled to one hour of free consultation with this atty. as related to estate planning or making out a will. (Easy to do, by working with a local attorney, CPA, and they can also be your legal professional speakers for appreciation dinners, etc).

I also indicated to them, that once a year I provide an appreciation dinner (more Referrals) for my clients and during that function we provide guest speakers on financial planning and investing.



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Number two is relationship building: What is relationship building? How does it help in selling life insurance?


I always believed it is the building of a rapport, becoming a friend, a helper, a buddy. Just being you and being honest and upfront. Building trust.

Relationship building starts when you walk in the prospects door and take off your shoes to show them that you respect their house. As I mentioned, make them your friend in that first 10 to 15 minutes.

It encompasses many facets during the sales process. As an example during the interview, telling people how you will help them. What you can do for them? How you helped other people. It is the forming of a bond and is a critical part of your future business relationship with the prospect/client. I consider realtionship building and selling yourself two of the most important all around aspects of selling and developing and keeping clients



Here was one of my best kept secrets. It is an example of one of the techniques I used to help me in relationship building.


As soon as I left an interview I would enter on my prospect card or on my computer little footnotes about that client or prospect for future reference.

During the interview, they may have been excited and talked about one of their children's sporting events or they were going on a trip to Disneyland.

By making these little footnotes to myself, I was able to refer back to these notes and when I called back next month or during my annual interview, I would bring up that issue about their son or daughter or there trip. You would be surprised how impressed they were with me for remembering, and they were appreciative that I remembered, and thought I had a fantastic memory.

In today's culture and information world, anything you can do that will make you different and separate you from all the other agents will help you in selling life insurance.


Remember, build relationships and sell yourself.



http://www.an-insurance-agents-career.com/sellinglifeinsurance.html
Job Description and Jobs for:
- "Insurance Sales Agent"

Sell life, property, casualty, health, automotive, or other types of insurance. May refer clients to independent brokers, work as independent broker, or be employed by an insurance company.


Job Tasks for: "Insurance Sales Agent"
Call on policyholders to deliver and explain policy, to analyze insurance program and suggest additions or changes, or to change beneficiaries.

Calculate premiums and establish payment method.

Customize insurance programs to suit individual customers, often covering a variety of risks.

Sell various types of insurance policies to businesses and individuals on behalf of insurance companies, including automobile, fire, life, property, medical and dental insurance or specialized policies such as marine, farm/crop, and medical malpractice.

Interview prospective clients to obtain data about their financial resources and needs, the physical condition of the person or property to be insured, and to discuss any existing coverage.

Seek out new clients and develop clientele by networking to find new customers and generate lists of prospective clients.

Explain features, advantages and disadvantages of various policies to promote sale of insurance plans.

Contact underwriter and submit forms to obtain binder coverage.

Ensure that policy requirements are fulfilled, including any necessary medical examinations and the completion of appropriate forms.

Confer with clients to obtain and provide information when claims are made on a policy.

Perform administrative tasks, such as maintaining records and handling policy renewals.

Select company that offers type of coverage requested by client to underwrite policy.

Monitor insurance claims to ensure they are settled equitably for both the client and the insurer.

Develop marketing strategies to compete with other individuals or companies who sell insurance.

Attend meetings, seminars and programs to learn about new products and services, learn new skills, and receive technical assistance in developing new accounts.

Inspect property, examining its general condition, type of construction, age, and other characteristics, to decide if it is a good insurance risk.

Install bookkeeping systems and resolve system problems.

Plan and oversee incorporation of insurance program into bookkeeping system of company.

Explain necessary bookkeeping requirements for customer to implement and provide group insurance program.


===================================================================
Knowledge Requirements for: "Insurance Sales Agent"

Customer and Personal Service -- Knowledge of principles and processes for providing customer and personal services. This includes customer needs assessment, meeting quality standards for services, and evaluation of customer satisfaction.

Sales and Marketing -- Knowledge of principles and methods for showing, promoting, and selling products or services. This includes marketing strategy and tactics, product demonstration, sales techniques, and sales control systems.

English Language -- Knowledge of the structure and content of the English language including the meaning and spelling of words, rules of composition, and grammar.

Computers and Electronics -- Knowledge of circuit boards, processors, chips, electronic equipment, and computer hardware and software, including applications and programming.

Administration and Management -- Knowledge of business and management principles involved in strategic planning, resource allocation, human resources modeling, leadership technique, production methods, and coordination of people and resources.

Clerical -- Knowledge of administrative and clerical procedures and systems such as word processing, managing files and records, stenography and transcription, designing forms, and other office procedures and terminology.

Economics and Accounting -- Knowledge of economic and accounting principles and practices, the financial markets, banking and the analysis and reporting of financial data.

Mathematics -- Knowledge of arithmetic, algebra, geometry, calculus, statistics, and their applications.

==========================================================================

Skill Requirements for: "Insurance Sales Agent"
Active Listening -- Giving full attention to what other people are saying, taking time to understand the points being made, asking questions as appropriate, and not interrupting at inappropriate times.

Speaking -- Talking to others to convey information effectively.

Time Management -- Managing one's own time and the time of others.

Reading Comprehension -- Understanding written sentences and paragraphs in work related documents.

Persuasion -- Persuading others to change their minds or behavior.

Service Orientation -- Actively looking for ways to help people.

Social Perceptiveness -- Being aware of others' reactions and understanding why they react as they do.

Judgment and Decision Making -- Considering the relative costs and benefits of potential actions to choose the most appropriate one.

Active Learning -- Understanding the implications of new information for both current and future problem-solving and decision-making.

Critical Thinking -- Using logic and reasoning to identify the strengths and weaknesses of alternative solutions, conclusions or approaches to problems.

============================================================================

Ability Requirements for: "Insurance Sales Agent"
Oral Expression -- The ability to communicate information and ideas in speaking so others will understand.

Oral Comprehension -- The ability to listen to and understand information and ideas presented through spoken words and sentences.

Written Comprehension -- The ability to read and understand information and ideas presented in writing.

Deductive Reasoning -- The ability to apply general rules to specific problems to produce answers that make sense.

Speech Recognition -- The ability to identify and understand the speech of another person.

Written Expression -- The ability to communicate information and ideas in writing so others will understand.

Speech Clarity -- The ability to speak clearly so others can understand you.

Near Vision -- The ability to see details at close range (within a few feet of the observer).

Problem Sensitivity -- The ability to tell when something is wrong or is likely to go wrong. It does not involve solving the problem, only recognizing there is a problem.

Category Flexibility -- The ability to generate or use different sets of rules for combining or grouping things in different ways.


=======================================================================

Job Activities for: "Insurance Sales Agent"
Getting Information -- Observing, receiving, and otherwise obtaining information from all relevant sources.

Establishing and Maintaining Interpersonal Relationships -- Developing constructive and cooperative working relationships with others, and maintaining them over time.

Making Decisions and Solving Problems -- Analyzing information and evaluating results to choose the best solution and solve problems.

Processing Information -- Compiling, coding, categorizing, calculating, tabulating, auditing, or verifying information or data.

Interacting With Computers -- Using computers and computer systems (including hardware and software) to program, write software, set up functions, enter data, or process information.

Evaluating Information to Determine Compliance with Standards -- Using relevant information and individual judgment to determine whether events or processes comply with laws, regulations, or standards.

Communicating with Supervisors, Peers, or Subordinates -- Providing information to supervisors, co-workers, and subordinates by telephone, in written form, e-mail, or in person.

Identifying Objects, Actions, and Events -- Identifying information by categorizing, estimating, recognizing differences or similarities, and detecting changes in circumstances or events.

Selling or Influencing Others -- Convincing others to buy merchandise/goods or to otherwise change their minds or actions.

Resolving Conflicts and Negotiating with Others -- Handling complaints, settling disputes, and resolving grievances and conflicts, or otherwise negotiating with others.


http://www.careerplanner.com/Job-Descriptions/Insurance-Sales-Agents.cfm

The Winning Edge

The Winning Edge
Written by Jeb Blount

Your planning, questions, collateral, proposal and presentation are on stage and being evaluated. Every detail and every interaction must be perfect - the way you dress, smile, walk, talk, the cleanliness of your car and even how you present yourself to the receptionist. You may never know exactly what the winning edge is but you can always be sure that to win, you must do more things perfect than the loser.

On Sunday May 28, 2006 spectators at the Indianapolis 500 witnessed one of the most spectacular finishes in the history of the race. Sam Hornish edged out Marco Andretti to win by less than seven hundredths of a second. For his victory Hornish took home $1,744,855. By comparison Marco Andretti’s second place winnings were $698,505. Sam Hornish took home more than twice as much prize money as Andretti. By any reasonable standard, this is huge disparity for such a minuscule margin of victory. It almost doesn’t seem fair!

How did Hornish manage to gain the winning edge? What was the difference between his performance and Andretti’s? There is simply no way to know what gave Hornish the .0635 second winning edge. It could have been anything or a combination of many things. We could speculate or even try to work backward through his team’s activities preparing for and executing the race but we’d never find a definitive answer. In the end the difference is that Sam Hornish just did more things right. In other words he was perfect more often than Andretti and the result was a slim margin of victory and a huge margin of payout.

So what’s the point? Believe it or not the complex sale is very much like the Indianapolis 500. There are always tough competitors, there is a great deal at stake and the margin of victory is almost always slim. The one key difference in sales is that the winner gets all of the commission and all of the business while the loser walks away empty handed. In the complex sale the winning Sales Professional is the one who does more things perfect. The winner refuses to take short cuts and has the self discipline to go the extra mile.

{sidebar id=3}Three PowerPrinciples for Gaining the Winning Edge

1. Work Backwards: When developing strategies to win a complex sales, top Sales Professionals always look in a rearview mirror. In other words they start their planning at the desired outcome, the close, and work backwards through all of the steps required to win. Thus ensuring that every contingency is considered and no rock is left un-turned.

2. Tap Into Your Self Discipline: Self discipline is the most coveted of all human traits and also the easiest to discard when you are tired, frustrated or overwhelmed. The antidote to the temptation to take short cuts is desire. Tap into your self discipline by visualizing the rewards of victory and leveraging your desire.

3. Be Perfect: Simply stated - you must be perfect in everything! Your planning, questions, collateral, proposal and presentation are on stage and being evaluated. Every detail and every interaction must be perfect - the way you dress, smile, walk, talk, the cleanliness of your car and even how you present yourself to the receptionist. You may never know exactly what the winning edge is but you can always be sure that to win, you must do more things perfect than the loser.


http://www.salesgravy.com/Articles/professional-development/the-winning-edge.html

Five Tips For Keeping Your Sales Career On Track

Five Tips For Keeping Your Sales Career On Track


Unfortunately many companies and executives view their salespeople as expendable. They wrongly believe that it will be easy to replace a top performer they don’t like with someone else. We all know that they can’t, however, some companies never learn and some managers are so incompetent that they just can’t see the consequences of losing their best salespeople. Many organizations just can’t come to grips with the fact that their salespeople are the elite athletes of the business.








Over the past month I’ve received a number of emails from Sales Professionals who were distraught over losing their sales job for no other reason than the new boss didn’t like them. These are folks who were achieving their quotas – they were doing what they had been asked to do. But they were fired for personality conflict issues or just plain stupidity. I’m sad to say that it happens all of the time. Unfortunately many companies and executives view their salespeople as expendable. They wrongly believe that it will be easy to replace a top performer they don’t like with someone else. We all know that they can’t, however, some companies never learn and some managers are so incompetent that they just can’t see the consequences of losing their best salespeople. Many organizations just can’t come to grips with the fact that their salespeople are the elite athletes of the business.


The reality is sales is brutal. You can be cut from the team for failing or succeeding so you need to be prepared to keep your sales career on track should this happen to you.


Of course there is good news. Top salespeople with proven track records are in demand around the world. Even in bleak economic times there is a shortage of good salespeople. That means if you can sell you will never go hungry.


What is important in today’s work environment is you must always be thinking about your next move.

There is always the chance that you will be kicked out the door, through no fault of your own. By staying one step ahead, if this happens to you, you’ll land on your feet instead of your butt. Be prepared is more than a Boy Scout motto. These are also the two most important words when it comes to your sales career.


5 Tips for Keeping Your Sales Career on Track



Keep your professional profile up-to-date on social media sites. Your profile on sites like LinkedIn, Sales Gravy, and Plaxo are effectively your online resume. There are thousands of recruiters who regularly troll these sites looking for candidates. Your online profile opens the door for a connection. Most importantly, your professional presence online positions you as a candidate for employers who are seeking sales talent so be diligent in managing and updating your profiles. For more advice and tips on using your online profile to connect with employers read Get Back To Work Faster by Jill Konrath.

Talk to recruiters. When recruiters contact you talk to them. Even if the position they have available is not right for you or the timing is bad you should make the connection and get to know them. Once you have made the connection stay in touch – especially if they help you move to a new sales job. Keep them updated on your career, send them updated resumes and become a resource by referring other people you know. The relationships you build with recruiters will help you keep your sales career on track and ensure that you always have opportunities available. For more information on building profitable business relationships check out my new book, People Buy You: The Real Secret to What Matters Most in Business available in book stores everywhere.



Never let your guard down. In the 21st century things change fast. To survive you must be on constant look out for changes in your company that could impact your sales career. Changes in leadership, ownership, market conditions, profitability, mergers and acquisitions can and will put your job in jeopardy. Never let your guard down. The moment you allow yourself to feel comfortable is the exact moment when change may bite you.


Stay Connected To Your Network.
You know all of those people you’ve worked with in the past: old bosses, former customers, friends and college buddies – they are great resources for career opportunities. All you need to do is stay in touch. The fact is most people get their next sales job using the help or influence of someone they know. When you need to make a career change a well managed network offers an unbeatable lifeline. For more advice on managing your network read The Power of Who by Bob Beaudine, The Little Black Book of Connections by Jeffrey Gitomer and Never Eat Alone by Keith Ferazzi.




Change Jobs When You Are On Top.
As a Sales Professional when you are on top, exceeding your quota, making President’s Club, and basking in the glow of success, it may be the very best time for you to look for a new sales job. I realize, for some, the idea of changing jobs when you are doing well in your current position may seem counter intuitive.




What is important to understand is that today’s mountain is tomorrow’s valley. All salespeople, and I don’t care who you are, are going to have a slump from time to time. When your time comes, in today’s business and economic environment, it is unlikely that your company or manager will cut you a break. In sales, yesterday’s heroes are tomorrow’s dogs.




While you are on top it is likely that you are getting more calls than ever from executive recruiters, that you have old managers calling you, or that you have people you worked with before talking to you about opportunities in their companies. The reality is, sooner or later you are going to be looking for a better sales job. So why not look for your next job when you don’t need it – when you are on top?

Get Ahead In You Career! Check Out Blitz The Ladder - Instant Download



http://www.salesgravy.com/Articles/index.php?option=com_content&task=view&id=981&Itemid=1&ed=3

The Common Thread of Sales Success

The Common Thread of Sales Success
Episode 37: December 29, 2008


In every human endeavor there is a common thread that links together all success. In this episode we will discuss this secret to success.

What is the one common characteristic that defines all experts and consistent top performers in any field, be it sports, academics, medicine, music, science, engineering, law, leadership, business finance, or sales? Now you might be tempted to answer, attitude, talent, persistence, drive but these answers would be incorrect. You see the one thing that ties all experts and exceptionally successful people together is a focus on, the practice of, and adherence to the basics building blocks and fundamentals of their profession.

The basics and fundamentals are the foundation of excellence. It is impossible to be become a professional baseball player without mastering throwing, catching, and hitting. You cannot become a doctor if you have not mastered an understanding of the human anatomy. You will never play violin in an orchestra if you haven’t mastered scales. It is the same for every profession, including sales, where you will never become a top 20% salesperson until you have mastered prospecting, questioning, listening, presenting, and closing.

The top experts in every field have invested thousands of hours in learning and practicing the basics and fundamentals for a good reason. The fundamentals are the foundation on which they hone their talent, leverage their attitude and belief system, and power up their persistence. They recognize that these basic building blocks are the real formula and secret to success.

On the other hand, the average and mediocre skip the basics looking instead for shortcuts to success. These people believe there is some magic pill that has given the super successful an advantage and they spend their lives and often their money looking for a secret formula that will give them instant success. They chase one scheme after another becoming ever more frustrated and never gaining the success they desire.

The failure to respect the fundamentals is magnified in the sales profession where millions of salespeople fail to live up to their potential. They ignore or forget the basics and in doing so hurt their company, team, career, and family. Meanwhile, the experts in sales earn hundreds of thousands of dollars; reap rewards, trips, and cash; get promotions; gain respect; and live lifestyles that most people in the global economy only dream about.

The amazing thing is these exceptional Sales Professionals come from diverse backgrounds and industries. They have different personality styles. Some work for great companies and some work for second tier organizations. Many work for outstanding sales managers but some don’t. Regardless of their circumstances they all are considered the best of the best in sales because year in and year out they deliver consistent high performance. And what do they all have in common? Every one of these top performers has mastered the fundamentals of selling.

This is Jeb Blount, the Sales Guy, thank you for listening to our Podcast and for making 2008 our best year ever. To say thank you we have several free downloads available to help you make 2009 your best year ever. Just go to www.salesgravy.com, click on The Sales Store™, and then on FREE Sales Stuff. This is also the time of year when many people resolve to eat healthier and drop a few pounds. Each week, the Nutrition Diva offers Quick and Dirty Tips for Eating Well and Feeling Fabulous. If you're trying to make positive changes in your diet this year, check out her podcast or sign up for her newsletter at QuickandDirtyTips.com.



http://sales.quickanddirtytips.com/common-thread.aspx

The Real Secret to Motivating Sales Professionals


The Real Secret to Motivating Sales Professionals

Episode 49: March 23, 2009


How do I motivate my salespeople to sell more? If I had a dime for every time I’ve been asked that question I’d probably be on one of Forbes richest people lists. There is a secret to motivating salespeople that really works but it’s probably not what you think.

Eric, a Sales Manager from Kentucky, wrote us with this question:

“I wear many hats in my company and one of the hats is Sales Manager. The salespeople I manage don’t seem to be very motivated by money. I have tried everything, from incentives to daily encouragement, to light a fire under them but cannot get them to go out and sell. They are making good salaries and I have told my boss that we need to reduce their base salaries to make them hungry enough to sell more. But he is afraid of cutting into their base too much because they might leave. I cannot find the formula to get the best out of them. Any suggestions?”

Eric, you’ve run head first into the single biggest challenge Sales Managers face: How to motivate their salespeople to sell more. This problem is so big that entire industries are dedicated to solving it. There are companies who develop incentive programs designed to motivate salespeople. There are organizations that help companies develop compensation plans designed to motivated salespeople. There are people like me who get paid to speak to sales teams to motivate salespeople.

However, even though many of these smart people and companies claim to have the ultimate formula, it turns out, as you have discovered, that motivating salespeople is a complicated process. For starters, not all salespeople are the same. They each have different sets of wants and needs that don’t always coincide with the incentive plans or goals put in place by the company. This is actually the root of the problem. Sales organizations have the tendency to create generalized compensation and incentive programs designed to elicit certain behaviors. But because of the size and scope of these programs there is simply no way that they can effectively motivate everyone.

This is where sales managers fit into the picture. It is the sales manager’s job to take the larger incentive and compensation programs and use them as motivational tools. However, to do this effectively you must first understand the basics of motivating salespeople and get to know each salesperson individually.

There are thousands of scientific studies on human motivation. You’ve likely reviewed some of these motivation theories in school. Since this is a five minute podcast I’ll just cut to the chase. People are motivated to take action for basic two reasons: the desire to avoid pain or the desire to gain pleasure. Behaviors that are negatively reinforced through pain will tend to decrease in frequency and behaviors that are positively reinforced with rewards or pleasure tend to increase in frequency. Both negative and positive consequences work to change behavior but positive reinforcement is far more powerful over the long-term.

Now what I’m about to reveal next is vitally important to motivating salespeople so pay close attention. The two most powerful positive reinforcements for Sales Professionals are achievement and the recognition of that achievement. I’ll say it again the two most powerful positive reinforcements for Sales Professionals are achievement and the recognition of that achievement.

What this means in the real world is if you want to really motivate your salespeople to sell more you have to work with them to set meaningful targets and goals, big and small, personal and business, and then help them achieve those targets. Then, as they achieve those targets recognize that achievement in the way that is most motivating to each individual salesperson. For some salespeople recognition is best delivered as a pat on the back, praise in front of peers, or in the form of formal trophies or awards. For others spiffs, commissions, trips and other monetary compensation is the best recognition. For most though it will be a combination of things. Regardless of the corporate incentive programs your job as a sales manager is to find ways within the current system to recognize your salespeople in the way that is most meaningful and motivating to them.

All of this begins with achievement. Without achievement there is no positive behavior to reinforce with recognition. The secret to achievement is goals. Not your goals or the company’s goals but the salesperson’s goals. Now you may be thinking, “Well what about quotas and activity targets, salespeople don’t get to set those targets!” You are right salespeople don’t get to set quotas. However, they do get to set their own individual goals for what they want to achieve personally and professionally. As the sales manager it is your job to help them define these goals and then tie sales numbers back to those goals. So then instead of having a target to sell a million dollars in new business which is your goal, the salesperson has a goal to install a new swimming pool or go on a vacation which is their goal.

Once you have helped each salesperson on your team develop and set their own personal goals, you will know exactly what motivates them. Now all you need to do is keep them focused on those goals through your daily interaction and coaching. Then recognize each level of achievement that gets them closer to those goals – no matter how small.

Each time there is achievement and you recognize that achievement it positively reinforces the behavior you want – sell more. Soon you will have the respect of a high-performing team of Sales Professionals who are growing personally and professionally because you had the discipline to find out what they wanted, helped them achieve it, and recognized that achievement.

You’ll find more details on how this process works in chapter one of my book Power Principles. And for the first time, we will continue this discussion in the Sales Gravy group on LinkedIn. You can find the link to the group on my LinkedIn profile or just search for Sales Gravy in groups. This is your opportunity to weigh in on this important issue and help others with your experience. And if you are a Sales Professional we want to hear what motivates you.

This is Jeb Blount, the Sales Guy I look forward to hearing from you on LinkedIn and please be sure to connect with me on SalesGravy.com, Facebook, and follow me on Twitter. For more amazing podcasts and learning opportunities please check out all of our podcast hosts right here on QuickandDirtyTips.com.
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Comments for The Real Secret to Motivating Sales Professionals
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Wes Schaeffer
4/26/2009 10:26:59 PM

"You can't train your way out of a bad hire." A walrus doesn't make a good cat burglar. You can't wear boxing gloves and set world records stocking cans of soup at the grocery store.
You can screen salespeople BEFORE you ever hire them to see IF they WILL sell. Most companies hire sales people that HAVE sold and just like mutual funds, past performance is no guarantee of future success. So the #1 rule to motivate sales people is to screen and test them.
Next, when was the last time you received any training in sales management? Most companies promote from within and the most aggressive, competitive, impatient sales person of the previous year becomes the boss the next year and that's tough. So #2, get yourself some sales management training. Finally, realize that your #1 job as sales manager is not to sell or motivate or negotiate or close. Your #1 job is to RECRUIT. If you're constantly interviewing for new blood, dropping the deadbeats each year and replacing them with pre-screened and tested rookies that are chomping at the bit to prove themselves then the motivation issues will resolve themselves.
If you need help with any or all of the above please check out www.thesaleswhisperer.com for more ideas and how to contact me.
Life is good. It's "gooder" when you're over quota.

Karen Popp
3/30/2009 12:40:41 PM

I think there are strong points here, however, I object to the over simplification of achievement in the "The Real Secret to Motivating Sales Professionals." Pavlovian conditioning may help achievement in the short run, but I don't think it works as a corporate philosophy. Achievement is important, but Sales Professionals want the same thing as most top tier professionals: a good base salary and good incentives to create more wealth for the company by selling products/goods/services they believe in.

The real issue with living by quotas and northeast growth curves is that there are always exceptions, i.e. this economy and the massive recession we are all struggling with even if we are not being directly impacted by it ourselves. Also, and I personally have heard many sales professionals discuss this ad nauseum, as soon as a "motivated sales person" reaches that magical quota, then what happens? The quota gets raised higher (even if the sales professional nearly killed themselves to reach the previous quota) and when they know that there is no way they can make that quota, and won't make their goals, and the incentives that follow, they can become bitter, disenfranchised and before you know it the company has their formerly top sales professional talking to their competition.

I have a lot more to say about this topic, having experienced the most enlightened of sales managers and the worst but for now, my idea of a magical formula, would look like this: enlightened management understanding the real needs of the sales professional+ positive communications with the sales professionals (understanding the true roadblocks and pitfalls to selling) + a solid compensation package including incentives beyond base and commission (yes, equity ownership is something a truly committed sales person will want to at least discuss)= a highly motivated sales professional. If the sales professional can't cut it, no amount of flogging and punishment or the wheelbarrow of carrots will going to turn the ship around. Time to coach/train the hiring manager about what the corporate culture of xxyyzz company's needs are in looking for the perfect salesperson for that company. It is an integrated process and includes many more facets than the simplification of "how to get my overworked golden goose to lay more golden eggs."

Happy Selling!



http://sales.quickanddirtytips.com/motivating-sales-professionals.aspx

SalesHQ’s 10-Step Guide to a Career in Sales

10-Step Guide to a Career in Sales

Thinking about getting into sales? Smart, very smart. Sales can be one of the highest paying professions out there. And it’s not just about the cash: Successful sales pros enjoy highly flexible hours, a high degree of self-determination, and the ability to rise quickly through the ranks. No surprise, then, that sales is a popular career choice. Of course, sales isn’t easy; it takes a real go-getter, with a nose for business, to get ahead.

Think you may have what it takes? Check out our ten-step guide for the skinny on how to do your research, pick the right sales specialty and industry, get the appropriate training and education, build your network, and ultimately get your first job … and maybe your next one as well.

Just follow the links below to plot the course of your career, one step at a time.


Step 1: Understand the Sales Universe

More Than Widgets

Media, pharmaceuticals, financial services, medical supplies, plastics, software … everything with a buyer has a seller.

It’s easy to fall into the trap of believing that the only things being sold in the marketplace are products, and useless ones at that. As one job seeker said, “I won’t do sales. I don’t want to go around talking to people and trying to sell them stuff they don’t want.”

This statement is misguided on several levels, but two stand out:

• Who’s to say the job seeker would have to sell stuff – i.e., products?

• Why wouldn’t this job seeker’s prospective customers want what’s being sold?

Too often, college students and recent grads rule out sales positions based on little or no real thought or investigation. They hear the word “sales,” and they immediately say to themselves, “No way!” Case closed.

Professional Sales: A Land of Opportunity

If you’ve never pictured yourself – or even casually considered – making your way in sales, you may be making a mistake. Instead, think about how working in sales might benefit you and how it might be different from what you think you know about sales.

You may sell a product if you go into sales, but you might also sell a service or even a cause of some sort. If you find a product, service or cause you believe in and then take it to people who might also believe in it, you could find yourself in a gratifying career.

Sales Experience Is Applicable Everywhere

Business leaders, many of whom started out in sales, believe that if you can succeed in sales, you can succeed almost anywhere. Sales is often viewed as the training ground for the business standouts of tomorrow. Why?

Sales is all about understanding a product (or service or cause) in depth, teaching other people about it (using your written and verbal communication skills) and showing those people how they would benefit. No matter where your career may go in five, 10 or 30 years, the communication and persuasion skills developed in sales will be crucial to your success.

Evergreen Opportunities – Even in a Slump

No job is truly recession-proof, but sales careers come close. Why? Because when organizations are struggling, they typically need to increase revenues, decrease expenses or do both to survive and, eventually, thrive again.

Sales professionals should increase an organization’s revenues, so they’re less likely to be laid off in times of struggle. They’re more likely to get hired during the tough times, too.

Sales Can Be Lucrative

While it may not happen immediately, if you become skilled at selling, you can easily earn more than $100,000 a year. The secret may be a sales job that offers not only a salary, but also a commission on the sales you make.

Don’t dismiss a sales career out of hand, without at least exploring the possibilities in some depth. If you do, you may well be selling yourself – and a potentially rewarding profession – short.


Step 2: Find Your Niche in Sales

Know thyself. It’s some of the oldest advice in the world and still some of the best. Knowing what you can do, what you like to do and how you like to do it is the starting point for finding the right spot for yourself in sales.
1. Personality — What kind of personality do I have?

Would I prefer meeting lots of people or fewer people at a time?

Do I like to be in the office or out of the office?

Do I like to travel or stay close to home?

Am I a “big picture” or “detail-oriented” person?

Am I proactive or passive in seeking out opportunities? Am I persistent?

Do I work better independently or as a part of a team?

Do I like challenges or would I prefer stability?

Am I interested in enterprising, where I start and carry out projects?
Advice:

There are sales positions for nearly every personality type. Someone who is more introverted or passive in seeking opportunities may not fit the mold of a stereotypical salesperson … but don’t be so sure that they can’t be effective. That quiet person may thrive in a position that involves building relationships with only a few clients, and in using tools on the internet to locate opportunities instead of networking in person. It is important to find the best match possible for your personality to make sure that you are as successful and satisfied in your new career.

2. Experience — What have I done well in the past?

Do I have knowledge and experience about:

Showing, promoting, and selling products or services?

Creating marketing strategies?

Using a variety of direct or indirect sales techniques?

Assessing the needs or satisfaction of customers?

Assessing quality standards for services?
Advice:

Looking at the work experience you’ve already had can lead you to the perfect job. Look at what came naturally for you and what didn’t. For example, a past job in food service may have involved customer relationships, promotion of menu item, etc. Someone who enjoyed working with customers in that capacity may find that experience translates well to a career in professional sales.

3. Interests — What sparks and holds my interest?

Do I have the desire to sell?

Am I drawn to a particular industry, such as finance, biotech, or advertising? Do I enjoy reading about that industry?

Am I interested in teaching others about a product or service?
Advice:

A desire to sell is a good indicator that sales is a fit. Keep in mind that this does not mean you need a desire to cold call … that is difficult for many. It just means you enjoy connecting people with goods and services that can help them. If you are drawn to a particular industry then explore what sales opportunities may exist within the scope of that industry.

4. Basic Skills — What basic skills have I developed enough to use professionally?

Reading Comprehension

Mathematical problem solving

Writing to communicate concepts and ideas to clients

Scientific concepts and methods

Critical thinking

Study skills for learning new material

Proficient in multiple languages
Advice:

Do what you are good at. If you are mathematically inclined, than financial services may be an area to explore. If you are scientific, you may explore sales opportunities for technical or scientific supplies. If you never got good grades, it may not matter…many acquire in deep technical knowledge outside of the classroom.


5. Social Skills — What are my personal strengths and weaknesses?

Explore the following areas.

Active Listening — Giving full attention to what other people are saying, taking time to understand the points being made, asking questions as appropriate, and not interrupting at inappropriate times.

Comprehension — The ability to listen to and understand information and ideas presented through spoken words and sentences.

Speaking — The ability to speak clearly so others can understand you.

Answering Questions — The ability to apply general rules to specific problems to produce answers that make sense.

Coordination — Adjusting actions in relation to others’ actions.

Instructing — Teaching others how to do something.

Negotiation — Bringing others together and trying to reconcile differences.

Persuasion — Persuading others to change their minds or behavior.

Service Orientation — Actively looking for ways to help people.

Social Perceptiveness — Being aware of others’ reactions and understanding why they react as they do. Interests
Advice:

Sales typically involves the ability to communicate well. Some careers weigh more heavily on oral communication, and others may weigh on

6. Technical Skills – How are my skills, and what skills would I enjoy developing through my career?

Explore How You Relate to the Following Skills:

Desktop Computer Skills

Reading and Creating Spreadsheets or Financial Statements

Creating PowerPoint Presentations

Navigating and/or Marketing with the Internet

Word Processing & Creating Reports

Creating and Editing Databases
Advice:

Computer skills are becoming universally important in sales. Do not worry if you are not confident in your present skills though. Simply identify the career direction you want to go in and what technical work it requires. Most local community colleges and adult schools offer classes in Excel, PowerPoint, etc.


Step 3: Research Your Industry


Once you have identified an industry that calls to you, you need to learn all you can about the industry, the position, and the economic forecast for sales.

Sales Opportunities – Cyclical and Otherwise

In some industries more than others, sales opportunities mirror the economic cycle. “Employment for transactional sales professionals — like those in mortgages — tends to be more volatile,” says David Hoffmeister, director of DePaul University’s sales leadership program.

Conversely, financial sectors like banking and insurance offer steadier demand for salespeople, “and with the aging population, that demand will just continue to rise.”

In real estate, the mortgage meltdown of 2007 is undoubtedly bad news for many brokers, but there may be a silver lining. “If a mortgage company has a high percentage of nonperforming loans, they might be cutting back on sales,” says Hoffmeister. “But their rivals might be taking advantage and hiring.”

Hot Niches in Sales for 2008 – 2009

Salespeople in hot information technology sectors can remain optimistic, despite the slow economy. “Even if there’s a sales downturn in IT, companies can look at it as an opportunity to bring in new talent,” says James McCoy, senior vice president of consulting services at staffing firm Veritude.

And there are a number of niches where demand for sales experts far outweighs supply. Gutman, whose firm specializes in placing marketing communications professionals, can attest to this. “In online advertising sales, there are more positions open than bodies to fill them,” he says. “Even when our clients aren’t being as picky as they want to be, they have a hard time finding people.”

Money Matters

Work always comes down to dollars. Use SalesHQ’s Salary and Compensation Guide to discover the salaries and commissions that are typical for sales professionals in different industries during their first few years.


Step 4: Learn to Talk the Talk - Your Talk

So you’re looking directly at a sales profession that calls to you. How exciting!

Despite your research and clarity about a career in sales, you may still have some uncertainty about how to sell. We assure you, you are not alone. Even the most successful sales professionals found their groove after years of trial and error in communicating with customers. A useful step is to learn everything you can about sales techniques used by people in your chosen profession. Some sales involve face to face negotiations, others involve networking, and still others involve regular cold calls.

SalesHQ has compiled a Sales Training Center with articles about the following elements of sales to assist prospective and current professionals in sales in becoming closers:


Advancement Client Relationships Objections
Goals Closing Tools Motivation
Leadership Sales Calls Networking
Time Management Sales Stories Marketing
Management Prospecting Negotiation
Referral Selling Communication Utilizing Technology
Entertain Sales Hiring Sales Tips


Use this library to prepare for sales even before you’ve been hired.


Remember, a baseball player doesn’t get better just by reading about baseball. You’ve got to swing the bat. Learning to talk the talk will help you walk the walk, but be prepared that you will have a learning curve in your new career as well that will get easier with time and experience.


Step 5: Identify Educational Requirements

From biotech to carbon credits to the robots that have replaced factory workers, 2008 will see the continued proliferation of complex products, creating a need for salespeople with high-level skills and special subject-matter expertise.

Specialization and Education Are Key

“The demand for educated, trained sales professionals is very high,” says Hoffmeister. About half of DePaul graduates with a major in business and a minor in sales have secured a job by commencement day; 90 percent are employed within three months, Hoffmeister says.

Some employers, large companies in particular, prefer applicants with a college degree for sales positions that require meeting with clients. High school graduates may be hired if they have proven sales ability or have been successful in other types of work.

Your choice of undergraduate major may or may not be important depending on the area of sales you are considering. Majors that translate well to many sales careers include marketing, communications, business, advertising, and psychology.

Industry Professionals

If you are considering a niche sales profession, your choice of major may of greater importance. For example, Financial Services companies may prefer candidates who have completed coursework in finance, accounting, or mathematics. Many areas of sales related to health care and pharmaceuticals prefer or require candidates with a strong background in science.

In addition to the proper educational preparation, some sales professions require meeting your state’s licensing requirements. Licensing is typically involved in health care sales industries such as pharmaceuticals and insurance, as well as in financial services and real estate.

After you have identified your industry, research the required education and/or licensing for an entry-level position. Even if you meet the minimum requirements, it may be worthwhile to take additional coursework that is relevant to the industry as well as public speaking and sales courses.


Step 6: Build Your Network

Sales is about making connections, though not just with customers. Your long-term success as a salesperson depends on your ability to collaborate with others. Networking, whether it involves securing employment, generating business leads or seeking professional advice, yields immeasurable rewards. Building your network will also make it easy for you to make connections to companies or industries by connecting to seasoned professionals.

Many salespeople find it tough to commit the time necessary for effective networking. These tips will help you fit some key strategies into your regular routine.

Network to Seize Opportunity

The first step is to be proactive in learning about – and exposing yourself to – others within your field. Explore the following networking opportunities:

• Network with Sales People: Where applicable, respond to questions on sales career-related communities. Establish yourself as a valuable resource, and you will likely win the respect, advice and interest of your colleagues. Who knows? You may even catch a recruiter’s eye.

• Gather Information: Research your trade and learn about fellow experts within your field.

• Be a Fan: Attend a seminar held by someone in your vocation. After the seminar, send the person an email, advises Len Foley, a sales trainer located in Atlanta. Note your thoughts about the seminar and suggest that the two of you meet to further discuss your mutual professional interests. Moreover, find out what networking groups this person belongs to.

• Join Industry Focused Groups: JFind out where your local industry events and networking groups are. Join an organization in your field to enhance your skills. Joining a group will keep you in the know about new faces and developments in your profession. It may also expose you to the advice of experts and will allow you to share your expertise and, thereby, strengthen your “brand” among your colleagues.

• Identify Yourself: When networking and attending related functions, make sure you have a name tag and you’re easily approachable. If the event you’re attending doesn’t supply a name tag, convert your business card into one.

• Don’t Shy Away from Expert Advice: Listen carefully when a colleague or field expert offers advice. In addition to good counsel, she may give you the inspiration you need to fuel your next big effort.

• Don’t Limit Your Contacts to Your Industry: Be open to meeting people in all avenues in sales. You never know when you may be one person away from the person you’d like to meet.

Build your network before you need it. The great myth of networking is that you start reaching out to others only when you need something – like a job. In reality, people who have the largest circle of contacts, mentors and friends know that you must reach out to others long before you need anything at all.


Step 7: Research Potential Employers

Who’s Who

When you know the area of sales you are headed for then it is then time to learn about the players in the game. Searching on the Internet is a good place to start to make a list of the companies in your industry or location If you are less specific about sales in a certain industry, you might also look at who’s hiring in your area by doing a job search on SalesHQ or by attending a job fair in your area. Job fairs allow you to see who’s hiring and to talk directly to recruiters.

Research The Companies You Are Considering

Finding out as much as you can about prospective employers will not only help you identify the companies that suit you, but will help you land jobs by impressing your interviewers with what you know about them.

The areas you want to research include pay, the culture or company climate, stability, and room for advancement. SalesHQ has a growing list of employer reviews from members. These are particularly helpful for finding out the good. bad, and the ugly about companies from current or past employees.

Visiting the company’s website will give you a lot of information about the company and its executives. If the company is public, you may be able to access a lot more information about them. Talking to HR and company recruiters before you apply may be a good way to get your questions answered and learn more about the candidates they are hiring.

Take your time with this step. You want to end up in the right place.


Step 8: Polish Your Resume

Selling yourself to an employer is your first challenge, and your resume will be your sales pitch.

Sales resumes need to be results-oriented, emphasizing how you will contribute to your employer’s bottom line. Start by creating a profile or career summary that highlights your relevant skills and value to potential employers. Include the main reasons an employer should call you for an interview, and clearly show your areas of expertise and industry knowledge. For example, if you are pursuing a pharmaceutical sales representative position, those keywords and your supporting knowledge should be in the profile. This section is perfect for exhibiting the drive, energy and enthusiasm that is so important in the sales profession.

Document Your Achievements

A need to continually achieve is key to sales success. Prove you are an achiever. Document your three biggest victories, and be prepared to reel off a list of at least seven other significant wins in your life from school, sports, music, class politics, etc. You will achieve again for the employer, because past behavior is the best predictor of future behavior. You may not have sales success, but you have had success in other areas. Success leaves clues.

It’s deceptively easy to make mistakes on your resume and exceptionally difficult to repair the damage once an employer gets it. So prevention is critical, especially if you’ve never written one before. Here are the most common pitfalls and how you can avoid them.

Avoid Common Resume Mistakes

1. Typos and Grammatical Errors

Your resume needs to be grammatically perfect. If it isn’t, employers will read between the lines and draw not-so-flattering conclusions about you, like: “This person can’t write,” or “This person obviously doesn’t care.”

2. Lack of Specifics

Employers need to understand what you’ve done and accomplished. For example:

A. Worked with employees in a restaurant setting.
B. Recruited, hired, trained and supervised more than 20 employees in a restaurant with $2 million in annual sales.

Both of these phrases could describe the same person, but details and specifics in example B will more likely grab an employer’s attention.

3. Attempting One Size Fits All

Whenever you try to develop a one-size-fits-all resume to send to all employers, you almost always end up with something employers will toss in the recycle bin. Employers want you to write a resume specifically for them. They expect you to clearly show how and why you fit the position in a specific organization.

4. Highlighting Duties Instead of Accomplishments

It’s easy to slip into a mode where you simply start listing job duties on your resume. For example:

• Attended group meetings and recorded minutes.

• Worked with children in a day-care setting.

• Updated departmental files.

Employers, however, don’t care so much about what you’ve done as what you’ve accomplished in your various activities. They’re looking for statements more like these:

• Used laptop computer to record weekly meeting minutes and compiled them in a Microsoft Word-based file for future organizational reference.

• Developed three daily activities for preschool-age children and prepared them for a 10-minute holiday program performance.

• Reorganized 10 years’ worth of unwieldy files, making them easily accessible to department members.

5. Going on Too Long or Cutting Things Too Short

Despite what you may read or hear, there are no real rules governing the length of your resume. Why? Because human beings, who have different preferences and expectations where resumes are concerned, will be reading it.

That doesn’t mean you should start sending out five-page resumes, of course. Generally speaking, you usually need to limit yourself to a maximum of two pages. But don’t feel you have to use two pages if one will do. Conversely, don’t cut the meat out of your resume simply to make it conform to an arbitrary one-page standard.

6. A Bad Objective

Employers do read your resume’s objective statement, but too often they plow through vague pufferies like, “Seeking a challenging position that offers professional growth.” Give employers something specific and, more importantly, something that focuses on their needs as well as your own. Example: “A challenging entry-level marketing position that allows me to contribute my skills and experience in fund-raising for nonprofits.”

7. No Action Verbs

Avoid using phrases like “responsible for.” Instead, use action verbs: “Resolved user questions as part of an IT help desk serving 4,000 students and staff.”

8. Leaving Off Important Information

You may be tempted, for example, to eliminate mention of the jobs you’ve taken to earn extra money for school. Typically, however, the soft skills you’ve gained from these experiences (e.g., work ethic, time management) are more important to employers than you might think.

9. Visually Too Busy

If your resume is wall-to-wall text featuring five different fonts, it will most likely give the employer a headache. So show your resume to several other people before sending it out. Do they find it visually attractive? If what you have is hard on the eyes, revise.

10. Incorrect Contact Information

I once worked with a student whose resume seemed incredibly strong, but he wasn’t getting any bites from employers. So one day, I jokingly asked him if the phone number he’d listed on his resume was correct. It wasn’t. Once he changed it, he started getting the calls he’d been expecting. Moral of the story: Double-check even the most minute, taken-for-granted details — sooner rather than later.

Coverletters

Coverletters should NEVER be one size fits all. Think of resume cover letters as jalapeno peppers-small, but packing a wallop. Stating specifics that attract you to that company will show HR that you have done your homework and know you are a fit.

Get tips on how to write a killer cover letter.


Step 9: Get Hired & Negotiate Your Comp Plan


After you receive a job offer, there is typically a lot of room to negotiate salary and commission, which are often called a “comp plan” in sales. Remember salary negotiation after a job offer is the best time to take control of the situation. Once you have accepted the job offer, your chances to renegotiate are typically tied to performance reviews.

Negotiation and Closing

Need help fashioning a to-do list on how to negotiate salary with a current or future employer? Give the following salary negotiating tips a try, from Laura DeCarlo, executive director of Career Directors International in Melbourne, Fla.

1. Do your homework. This includes researching the current market value for the position and carrying that knowledge with you into the talks. Creating a PayScale Salary Profile and keeping it updated helps you to always know the median value for your skill set. Learn how to negotiate salary from a position strength by having the most current salary information for your job. Use SalesHQ’s Salary & Commission Guide for Sales Careers to assist you.

2. Know your needs and wants. “You have a range in mind of what you’d really like. Otherwise, if you are out in left field-you are never going to be successful. [For example] a woman who wants to make $55,000 a year and decides she’s changing careers and wants to be a typist-I don’t know many $55,000-a-year typists,” DeCarlo said.

3. Learn a methodology for handling the questions, “What are you looking for?” and “What kind of salary do you want?” According to DeCarlo, the bottom line is, “I’m negotiable.” If it’s too soon to talk about money, she encourages applicants to change the discussion topic to job requirements or expectations. Learn how to negotiate salary by being prepared for salary questions during the interview.

4. Know your options and ask, ask, ask. Be familiar with possible perks and benefits, and ways to increase your salary; brainstorming and making lists can be useful here. “I’ve seen people turn it into mileage allowances for driving. Anything is potentially negotiable unless you don’t ask about it,” she said.

5. Always negotiate in person. “You can’t read an expression, show a presentation, or have convincing reasons quite as well on the phone as you can when you engage them [employers] face-to-face,” DeCarlo said. Learning how to negotiate salary in person is a key to higher earnings.


Step 10: Set Your Goals for Your First Year

Once you have reached your goal of entering your dream career in professional sales, its time to develop a whole new set of goals. Now comes the fun part: closing deals and making money.

Create some goals for your first year and run them by someone else at your company. Make sure they are ambitious, but not unrealistic. Setting goals that are too high will make you feel like a failure when you need not. Remember, you are new to sales, and your first year is about learning and refining your technique.

The realization of your goals depends on your ability to visualize these objectives in concrete terms and commit to these terms with full purpose.

Use the following tips to help you set and achieve your goals.

Discover Your Target

Define Your Values: Make a list of the things you want. Most people are unclear about their desires. Sure, you want to make more money, but why? What are your ultimate dreams? Put your list into categories: personal, professional, spiritual and any other areas that represent your value system. Number them according to priority.


Be Proactive: How many times have you set your goals based on what was expected of you instead of upping your level of commitment to produce beyond the expected? Don’t base your expectations on past failures. Think and dream like a child; don’t concern yourself with the details before you set your goal.

Track Your Target

Create a Ritual: Review your goals every day, morning, noon and evening for seven to 14 days, until you have them memorized. If you get off course, focus on what you need to do at that moment to refocus.


Assess the Risks Involved: When you are purpose-driven, you consciously take calculated risks. Research the risks you could take to accomplish your dreams and make educated decisions about taking them; think of them as chances you should consider taking to approach your goal.


Address the Risks Involved: List the expected obstacles, and think of solutions to these challenges. What needs to change? Evaluate your current level of commitment. What resources will you need to accomplish your goals? Ask yourself: “What am I prepared to sacrifice in order to meet my objective?” For example, your current income is $125,000 and your target income for next year is $175,000. How will you generate an extra $50,000? Where will it come from? What type of sacrifice do you need to make in order to reach your reward?


Master Your Trade: List the organizations you could join that may help you in overcoming your obstacles. Alvin Toffler, author of Future Shock, says that “the illiterate of the 21st century will not be those who cannot read or write, but instead those that will not learn, unlearn and relearn.”


Pace Yourself: When setting your goals, develop a group of pacesetters. We have four financial quarters each year; evaluate the success of your goals every three months. Break your annual goal into quarters by planning, evaluating and taking an honest inventory of your level of contribution.

Terminate with Your Success

At each stage of your pacesetting process, upon careful consideration, evaluate and record all accomplishments and look for ways to terminate your less-than-desirable results. Never give up. Remember: You are the director; if something is not working, change the script.



http://saleshq.monster.com/sales_careers/articles/243-saleshqs-10-step-guide-to-a-career-in-sales

Thursday, December 16, 2010

Marketing Psychology: The Butterfly Effect in Business Relationships

Marketing Psychology: The Butterfly Effect in Business Relationships
The Importance of Treating Customers, Employees, and Stakeholders Equally

By Lahle Wolfe, About.com Guide


In Business Every Action Affects Another

How you cultivate relationships with your customers should compliment your overall business philosophy; not compete with it. That is, your mission and purpose should be remembered when dealing with all aspects of your business, including your customers. But having one set of ethics and standards for customers and another for employees and stakeholders is counterproductive to your business.

If you treat your employees badly, do not expect them to treat your customers fairly. And, if you cheat stakeholders or do not value them as partners in your business, do not expect them to support your business when it comes time to vote on important issues.

If you take advantage of your customers, or refuse to honor your customer service policies, do not expect to attract and retain employees with a high standard of work ethics. It is important to remember that if your employees feel that it is acceptable to cheat your customers, they may also feel free to cheat your business!

Customer policies and relationship standards should be part of your mission statement, neither receiving substandard or preferential treatment over employees, contractors, or even stakeholders.

This new approach to business development has resulted in demonstrating that, with the right approach, businesses can spend less on marketing and advertising, while increasing sales volumes, profits, and customer loyalty, when principles of basic psychology is incorporated into business philosophies and practices.

According to co-authors David B. Wolfe, Jagdish N. Sheth, Rejendra S. Sisodia, in "Firms of Endearment," some of the successful companies that spend millions of dollars less on marketing and advertising than their industry counterparts, but have found tremendous success by following a business model that values stakeholders, employees, and customers equally, include:
Costco
Honda
IKEA
Jet Blue
Jordon’s Furniture
New Balance
Trader Joe’s, and
Whole Foods

Sources:

David B. Wolfe, Jagdish N. Sheth, Rejendra S. Sisodia. “What Makes a Firm of Endearment?”. Financial Times Press. August 17, 2007.


http://womeninbusiness.about.com/od/marketingpsychology/a/butterflyeffect.htm
Customer Service Tips From Two Top Retailers
Part 1: Customer Service Tips From Sleep Country Canada

By Susan Ward, About.com Guide

Customer service sells. Offline and online, customers are looking for hassle-free, convenient, pleasant shopping. “Gone are the days when the customer overlooked poor service because the price was discounted. Finding ways to exceed the customers' expectations is the key” (Terry Wooten, “Providing Good Customer Service”).

Sleep Country Canada is one example of a Canadian retailer that has found ways to do this.

Have you ever seen a Sleep Country Canada ad? Like many successful ads, they feature testimonials by satisfied customers. But listen closely. Why are these customers so satisfied? They’re talking about the service, not the product. They say things such as, “They came to deliver my mattress just when they said they would.” And “I was so impressed when I saw the men putting on those little booties before they walked into my house.”

Christine Magee, the president of Sleep Country Canada, knows that good customer service is important to her business' potential customers. She also knows that there are a lot of other companies that sell mattresses. But the way Sleep Country Canada delivers the mattresses they sell provides an illustration of our first customer service tip:

1) Provide customer service that distinguishes your business from your competitors.

The best product in the world is just going to stay on the shelves and get dusty if you don’t support it with customer service that makes your product "better" than the identical product offered by the competition.

The success of Sleep Country Canada also illustrates the power of word-of-mouth. Good customer service not only makes your customer want to come back and do more business with your company; it also encourages your customer to recommend your business to his or her friends. The second customer service tip we can draw from Sleep Country Canada's example is:

2) Solicit and use testimonials from your satisfied customers.

Authentic testimonials from actual satisfied customers can be very powerful sales tools. But most customers, no matter how satisfied, won't think to volunteer their endorsement. So ask them - and then use their testimonials to encourage others to try your products or services. The third customer service tip that Sleep Country Canada's customer service practices provides is a very simple one, but it's at the core of delivering good customer service:

3) Deliver on your customer service promises.

In the Sleep Country Canada example, it's delivering a mattress on time. For your business, it might be showing up to do an estimate when you said you would, or dealing with a complaint expeditiously. Customer service that falls through on the follow through is no customer service at all.

Sears Canada is another top retailer that small businesses concerned about customer service might emulate. Continue on to the next page to see what customer service tips this top retailer's customer service practices provide.


Good customer service is also an important ingredient of Sears Canada's success. Their customer service puts them head and shoulders above the competition. What customer service tips does Sears provide that we can apply to our own small businesses?

1) Make it easy for your customers to buy your product or service.

You don't have to go to a Sears outlet to buy Sears' products (although you can if you want to). And although Sears is the King of the catalog retailers, you don't even have to flip through a catalog nowadays; you can shop online if you prefer. Couple that availability with the capability of 24 hour a day, any day of the week telephone shopping, and you've got unbeatable customer convenience.

2) Establish clear return and refund policies that provide customer satisfaction.

When you shop at Sears, you know that you can return what you’ve purchased with absolutely no questions asked for a full refund. Before they computerized their catalog system, if something you ordered wasn’t available, they would substitute an item of equal or superior quality – normally, superior. These two aspects of their customer service endeared them to many customers, and set them apart from the competition. (Now that their system is computerized, it’s even more convenient, because they tell you right when you order it if the item is in stock or not.)

3) Develop a dependable supply chain and/or delivery system.

The third aspect of Sears' customer service that puts them at the apex of Canadian retailers is Sears' delivery system. Because of their delivery infrastructure, they can deliver the goods customers order to almost anywhere in Canada within three days. Quite an accomplishment.

Currently, Sears is busily providing lessons for online retailer wanna-bes. What does Sears have that many other online retailers don’t have? Customer service. Unlike many e-commerce web sites trying to sell online, Sears spent a great deal of time (and money) putting together their backend before they went online.

True, Sears was ideally suited to become an online retailer because of the nature of their business. My point is that even if Sears didn’t already have such an intensive delivery infrastructure set up, they would have to set it up before they tried to be an online retailer, expecting to sell and deliver goods all over the country.

Too many e-commerce web sites treat delivery logistics as an afterthought; they seem to want to put the glossy catalog online and “see how it goes” before bothering to develop the backend. These are companies that offer customer dis-service instead of customer service!

Small businesses can pick up a lot of customer service tips from bigger businesses such as Sleep Country Canada and Sears. Put yourself in your customer's place. How easy is it for him or her to find out about and purchase your products or services? What policies do you have in place to deal with his or her problems in a way that will satisfy the customer? And how is your customer service "better" than the customer service provided by your competitors? Improving your customer service can also improve your business' bottom line.



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10 Customer Service Tips

10 Customer Service Tips
Customer Service That Will Keep Them Coming Back

From Liz Tahir

The People aspect of business is really what it is all about. Rule #1: Think of customers as individuals. Once we think that way, we realize our business is our customer, not our product or services. Putting all the focus on the merchandise in our store, or the services our corporation offers, leaves out the most important component: each individual customer.

Keeping those individual customers in mind, here are some easy, down-home customer service tips to keep ’em coming back!

1. Remember there is no way that the quality of customer service can exceed the quality of the people who provide it. Think you can get by paying the lowest wage, giving the fewest of benefits, doing the least training for your employees? It will show.Companies don't help customers... people do.

2. Realize that your people will treat your customer the way they are treated. Employees take their cue from management. Do you greet your employees enthusiastically each day; are you polite in your dealings with them; do you try to accommodate their requests; do you listen to them when they speak? Consistent rude customer service is a reflection not as much on the employee as on management.

3. Do you know who your customers are? If a regular customer came in to your facility, would you recognize them? Could you call them by name? All of us like to feel important; calling someone by name is a simple way to do it and lets them know you value them as customers.

Recently I signed on with a new fitness center. I had been a member of another one for the past ten years, renewing my membership every six months when the notice arrived. I had been thinking about changing, joining the one nearer my home and with more state-of-the-art equipment. So when the renewal notice came, I didn’t renew. That was eight months ago. Was I contacted by the fitness center and asked why I did not renew? Did anyone telephone me to find out why an established customer was no longer a member or to tell me they missed me? No and No. My guess is they don’t even know they lost a long-time customer, and apparently wouldn’t care.

4. Do your customers know who you are? If they see you, would they recognize you? Could they call you by name? A visible management is an asset. At the Piccadilly Cafeteria chain, the pictures of the manager and the assistant manager are posted on a wall at the food selection line and it is a policy that the manager’s office is placed only a few feet from the cashier's stand at the end of that line, in full view of the customers, and with the door kept open. The manager is easily accessible and there is no doubt about "who's in charge here". You have only to beckon to get a manager at your table to talk with you.

5. For good customer service, go the extra mile. Include a thank-you note in a customer's package; send a birthday card; clip the article when you see their name or photo in print; write a congratulatory note when they get a promotion. There are all sorts of ways for you to keep in touch with your customers and bring them closer to you.

6. Are your customers greeted when they walk in the door or at least within 30-40 seconds upon entering? Is it possible they could come in, look around, and go out without ever having their presence acknowledged? It is ironic it took a discount merchant known for price, not service, to teach the retail world the importance of greeting customers at the door. Could it be that’s because Sam Walton knew this simple but important gesture is a matter of respect, of saying "we appreciate your coming in," having nothing to do with the price of merchandise?

7. Give customers the benefit of the doubt. Proving to him why he’s wrong and you’re right isn’t worth losing a customer over. You will never win an argument with a customer, and you should never, ever put a customer in that position.

8. If a customer makes a request for something special, do everything you can to say yes. The fact that a customer cared enough to ask is all you need to know in trying to accommodate her. It may be an exception from your customer service policy, but (if it isn’t illegal) try to do it. Remember you are just making one exception for one customer, not making new policy. Mr. Marshall Field was right-on in his famous statement: "Give the lady what she wants."

9. Are your customer service associates properly trained in how to handle a customer complaint or an irate person? Give them guidelines for what to say and do in every conceivable case. People on the frontline of a situation play the most critical role in your customer’s experience. Make sure they know what to do and say to make that customer’s experience a positive, pleasant one.

10. Want to know what your customers think of your company? Ask them! Compose a "How're We Doing?" card and leave it at the exit or register stand, or include it in their next statement. Keep it short and simple. Ask things like: what it is they like; what they don’t like; what they would change; what you could do better; about their latest experience there, etc. To ensure the customer sends it in, have it pre-stamped. And if the customer has given their name and address, be sure to acknowledge receipt of the card.

Remember that the big money isn’t as much in winning customers as in keeping customers. Each individual customer’s perception of your company will determine how well you do this and that perception will depend on the level of customer service you provide.

Liz Tahir is an international marketing consultant, speaker, and seminar leader, whose mission is to help companies be more effective and profitable. Based in New Orleans, LA, USA, she can be contacted at 504-569-1670; by email or through her Web site at http://www.liztahir.com.



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5 Secrets Of Good Customer Service

5 Secrets Of Good Customer Service
Part 1: Build Business to Customer Loyalty

From © Albert E. Schindler

Good customer service is the bread and butter of your business.

For instance, I paint outdoor signs and create various types of indoor/outdoor promotionals for people in our small town. I’ve been at this business now for over 20 years. I rarely advertise, yet I enjoy about 80 percent of our town’s sign and display business. How do I do it?

I have several business success secrets that helped me get to where I am today, and all of them relate to good customer service. These customer service secrets can equally apply to service contractors doing business with other businesses, as in my case, or to retailers doing business with the general consumer.

Customer Service Secret Number One - Build Business to Customer Loyalty. This is my number one customer service secret, and is by far the most important one. I was taught about Business to Customer Loyalty many, many years ago, before I started my own business, when I still worked as a hotel detective in a ritzy down town Calgary hotel. The hotel insisted that every one of us who had contact with their customers know the customer by his full name and, when possible, other personal or business information about him.

“Good evening, Mr. Smith. Welcome to our hotel.” Then, after a bit of miscellaneous chit-chat, “By the way, Mr. Smith, did you manage to unload at a profit those hundred shares of Doodlebug Appliances you thought were a bit risky?” or, “Was your daughter accepted at Harvard? Last time you were a guest with us you expressed concern that Emily was having difficulty with her math, and wasn’t sure if she had enough points to qualify for admission.”

Now, here’s a customer who KNOWS that he’s welcome at your hotel, and whenever he’s back in town, you can count on him staying in your establishment!

Is this spying on customers? Not at all! It’s simply remembering a few concerns that your customer shared with you the last time he stayed in your hotel.

When you can show concern about what matters to your customer, that’s Business to Customer Loyalty, and you can bet on it, you’ve just acquired a customer for life.

Customer Service Secret Number Two - provide true customer service. In today’s market environment, service has become a cliché and it seems like “everyone’s doing it.” So, if everyone is doing it, why not jump ahead of the wolf pack by providing even more creative, personalized service to your customers than your competitors can?

One size shoe does not fit all feet. Nor is one type of customer service suitable for all your customers. Let’s say your advertised featured customer service is Home Delivery. The first customer may welcome this Home Delivery because it’s difficult for him to get out and shop in person.

But your second customer may enjoy “window shopping” and carrying his purchases around with him as he goes from shop to shop. He is not the least interested in your home delivery service. So, with what you save by not needing home delivery for this customer, why not offer him an equivalent discount on a second cash purchase, or give him an in-store percentage-off coupon that he can use the next time he’s in your store?

I repeat, be creative. Get to personally know your customers and recognize their individual needs. Above all, make certain that what you are offering really is something that your customer can value; that's the key to good customer service.

Customer Service Secret Number Three - “The Customer Is always Right.” If a customer comes to you about a complaint, be very serious about how you handle it. Is the customer upset and angry? First, calm him with words and action and show that you are serious about doing something to correct the problem. Even if it is obvious that he’s wrong, sometimes it’s better for repeat business to take the loss and compensate the customer.

Then, when your customer is satisfied that his complaint has been properly addressed, thank him for bringing the problem to your attention. Remember, no amount of advertising can repair the damage done by failing to properly address a customer’s concern. Even more damaging to a small business is the “silent complainer.” That’s the customer who simply walks out of your shop without saying a word, and you never see him again. These silent complainers have friends. And their friends have friends.

Customer Service Secret Number Four - be honest with your customers. If your customer even suspects that you are trying to pull something over on him, you can kiss that customer goodbye - permanently! Were you fortunate enough to purchase an item from a wholesaler at a discount price? Instead of being tempted to richly improve your bottom line, pass that saving on to your customer. This will ingrain confidence in your customer so that, in the future, your customers will know where to come for REAL savings.

Did you manage to pick up some out of date or reject item? Don’t be tempted to pawn it off on your customers at a regular price without at least informing your customer that it’s a reject or of inferior workmanship.

If your customer asks you for advice on a product, don’t try to sell him the item that best enhances your bottom line. Sell him the item that’s best for your customer. In the long run, your bottom line will thank you for having made this choice.

Customer Service Secret Number Five - educate your staff to be equally as concerned about your customers as you are. Some years ago I went into a hardware store and asked the young summer student clerk for some rubber cement.

“You mean, a tire patching kit?”

“No,” I repeated. “I want a bottle of rubber cement.”

The kid obviously didn’t have a clue what I was talking about. However, rather than finding out what rubber cement is, he gave me a strange look, then turned his back and went on to serve another customer. Needless to say, after that incident I took ALL my hardware business elsewhere.

A final bit of advice about customer service; “If you aren’t taking care of your customers, your competition will.” Print that advice out in large, bold letters and past it above your cash register.

Albert E. Schindler operates Schindler Promotions Ltd. in Cardston, Alberta. You can reach Albert by phone at 403-653-3895 or by emailing him at schindlercrafts@shaw.ca.




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