Web directory, archive
Search web-archive-uk.com:

Find domain in archive system:
web-archive-uk.com » UK » T » THESALESCLUB.CO.UK

Total: 305

Choose link from "Titles, links and description words view":

Or switch to "Titles and links view".
  • User account | The Sales Club
    Contact Search form LinkedIn Twitter YouTube The Sales Club Events All Events Leaders Events Rising Stars Events Members Members Home Partners Member News Solutions After Hours Introduce a Member Members LinkedIn Group Library All Articles Best Practice Tools Techniques Inspiration Development Other Leadership About Leaders Membership Rising Stars Membership Leader Testimonials Rising Stars Testimonials The Secret Millionaire Contact You are here Home Primary tabs Log in active tab Request new

    Original URL path: http://www.thesalesclub.co.uk/user/login?destination=node/306 (2016-02-17)
    Open archived version from archive

  • When and Why to Part Ways with a Customer | The Sales Club
    then moved on It wasn t an easy decision but one that we all ultimately agreed was necessary So ask yourself Which customers do you want to serve and which customer behaviors do you want to eliminate Here are five guidelines to consider as you reframe your own customer relationships Clearly define your ideal and non ideal customers When considering cultural fit and value not every customer with a budget is an ideal customer Unforgiving customers may be too costly to serve Obnoxious profanity laden customers will damage employee morale Individual customers with frequent calls to customer service are not ideal either Develop a chart that displays both sets of traits side by side Identify the costs associated with serving these customers and the impact on your profitability and the next steps will be obvious to all Design an appropriate response for outliers Make sure that the customer firing process is clear cut and impactful but ensure there is still a touch of generosity You do not want to adopt the negativity that the customer is bringing to your business Firing customers is not a competition you win It is unfortunate and can be hurtful to the person you are speaking to When you deliver the news put it in the context of finding a better match elsewhere Take the time to explain to the customer why certain demands or behaviors may have been a customer win but do not represent a mutual win Hotels often deal with this issue and can be a source of learning for those companies looking to come up with firing best practices Train employees on how to deal with abusive customers Make sure that your staff knows how to handle problematic customers Your employees may be operating under the the customer is king cliché and may be trying endlessly to please every whim Align their understanding to your new customer criteria and provide them with the tools and authority to act on it Companies often do not conduct special training to handle entitled and abusive customers therefore leaving employees to improvise Introduce this training to your staff and allow them to practice behind the scenes before taking it public Empower employees to make on the spot decisions Employees are your company s frontline eyes and ears They witness which customers are worth keeping and which are not When a Southwest airlines employee charged an obese passenger for two seats customer advocates from around the world cried foul Southwest went to court and refused to settle They eventually won the case The logic behind it was quite simple What would you say to the passenger sitting next to the obese passenger He or she would ultimately be paying the price This action was initiated by an employee who made a judgment call in the moment The airline supported him all the way to court Make sure your employees feel the same support Provide them with the assurance and financial means they need to make these

    Original URL path: http://www.thesalesclub.co.uk/library/when-and-why-part-ways-customer (2016-02-17)
    Open archived version from archive

  • The 10 Chapters Your Sales Playbook Must Have | The Sales Club
    This will help each rep understand how their job will look on a day to day basis and prepare to fulfill high expectations 3 Understanding Your Buyer Personas and Buyer Journey Sales reps have to get inside the buyer s head to sell and the first step is understanding your company s ideal buyer personas Every sales organization has a different focus so if your company targets CEO s at small companies in the tech industry this is information your reps need to know You must outline the typical buyer s journey including the steps buyers take to research and then buy the product 4 Time Management Structuring Your Day Time management is a vital skill for sales reps and a comprehensive sales playbook includes advice on making the most of the day based on what works at your company This chapter should include scheduled times for specific activities as well as practical tips for getting the most out of sales calls staying organized throughout the day and prioritizing high quality leads possibly based on a lead score The last point is important because reps cannot waste too much time on leads that are going nowhere or else they ll never see success 5 Our Products and Pricing Sales reps have to know the product offerings SKU s and price points for each product backwards and forwards They also have to understand the key value proposition for each product to better sell according to each customer s needs and business pain Direct new reps to memorize this section of the playbook maybe even giving a quiz to see how well they re learning 6 Sales Process and Planning New sales reps need clarity and guidance on your sales process and the workflow in which they qualify opportunities and sell You must spell that out step by step with a Sales Process Map and flow charts to back it up and detailed explanation of each stage This chapter should also cover the following areas among others Sales Process with a Flow Chart Call Methodology Elevator pitch Value Proposition Statement and Messaging How To Conduct a Discovery Call Pre Call Checklist and Call Planning Qualification Questions Suggested Conversation Flow Call and Email Scripts Sound Bytes Objection Handling 7 Using the CRM Every sales rep has to be trained on the way your company uses CRM whether they ve used it before or not Many sales teams have different expectations for CRM usage and you have to be clear about the process you expect your team to follow Here are some examples Explain your Lead Statuses Sales Statuses Opportunity Stages etc This should include a step by step explanation of how to track leads input data in the right fields when to change lead status when to convert leads to accounts why your team uses specific opp stages and more Fields Required for Forecasting Explain how the constant data input from the CRM goes into creating accurate sales forecasts each month and how

    Original URL path: http://www.thesalesclub.co.uk/library/10-chapters-your-sales-playbook-must-have (2016-02-17)
    Open archived version from archive

  • Sales Prospecting: How to Handle 'Get Back to Me Later' | The Sales Club
    when she would have perceived the call with the same optimism as Jack but years of sales prospecting experience have taught her otherwise So the question becomes how can I create a buying vision now The single biggest reason sales reps don t make quota is an inability to communicate value messages according to results from the Sirius Decisions PMM Survey The messaging aspect of sales is critical yet only 14 of messaging sales people promote creates commercial impact The key to creating a buying vision is to sell the problem not the product When you sell the product you re not competing with your biggest competitor in most cases the status quo But when you sell the problem you break free from the sales bake off a process where sellers try to convince the potential buyer why their offerings are better And when you re the first sales rep to sell the why change instead of why us you are the one who creates the buying vision making it highly likely that you will come away with the sale If you agree to get in touch later you re leaving an opening for a competitor to swoop in and create the buying vision Getting back to Donna she might have handled the request to get in touch later better if she had a plan to create the buying vision including An understanding of the status quo for companies that don t currently have what she s offering A pre determined set of executive level outcomes that are at risk if the status quo is maintained A list of specific threats problems and missed opportunities that put each outcome at risk and need to be solved An understanding of how to align the strengths of her solution with the new

    Original URL path: http://www.thesalesclub.co.uk/library/sales-prospecting-how-handle-get-back-me-later (2016-02-17)
    Open archived version from archive

  • Selling with Posts, Tweets and Pins | The Sales Club
    rest of this year That demonstrates the power of social media Her method She says We do Facebook advertising which helps us to gain page likes but it is through posting interesting stories which invite our Facebook fans to tell us about themselves which get the best response The images that we use on Facebook are crucial and whichever image we put up on Facebook has to tell a story we find this really dictates the level of interaction we get For example people love pictures of water and mountains but aren t as responsive to a festival or a localised event Ms Fielding does all the commenting herself because as the owner and boss she wants to have a personal connection to users and it works This anecdote shows just how powerful social media channels can be for selling Yes it s easy to laugh at Twitter when Harry Styles of One Direction gets half a million retweets for uttering drivel like Love everybody but channels such as Pinterest LinkedIn Instagram Vine and Google all have big commercial potential Snapchat is the social media phenomenon which baffles businesses The messages self destruct in seconds leaving no trace So how can it be used to sell A recent Co operative Electrical campaign gives a valuable pointer The goal was to target students Vouchers for 30 off a laptop were pinged out as picture messages on Snapchat James Kirkham co founder of the agency behind the campaign Holler says If the brand has a product they want to create an event around then a tease and reveal promotion through Snapchat is a viable marketing opportunity This might be a snap of the forthcoming new product range a fleeting glimpse of the limited edition canned drink before it goes on sale a moment of an exclusively designed dress before anyone else Power of Images Pinterest is probably the most overlooked social media site for business Interaction is lower than on Facebook users simply pin or add a single line of comment under a picture Not much room for creativity No matter says Phillip Smith the UK manager of Trusted Shops which helps 17 000 retailers sell online Pinterest is definitely the unsung hero in product selling he says While customers don t have direct access to buy the demographic is right for customers who have time to kill and money to burn If you showcase your best products and spend time designing boards for different product types customers with specific interests will be engaged driving high quality traffic to your site The cost of putting images on Pinterest is negligible In August Pinterest launched a business analytics platform offering audience insights advice for increasing impressions clicks and repins and traffic and engagement metrics Making the most of data will be at the heart of all successful business campaigns In addition to monitoring activity via Facebook s in house charting set Google Analytics and other standard traffic monitoring tools you may need to

    Original URL path: http://www.thesalesclub.co.uk/library/selling-posts-tweets-and-pins (2016-02-17)
    Open archived version from archive

  • Sales Performance: The Sales Force in the Age of the Customer | The Sales Club
    and peer to peer executive programs They guide leaders in business technology marketing and strategy and the technology industry through independent fact based insight ensuring their business success today and tomorrow EXECUTIVE SUMMARY It s never been better but it s never been worse to be the head of sales Since the global economic downturn in 2008 the overall B2B buying environment has dramatically rapidly and permanently changed What s emerging is a new caste system of buyer seller relationships strategic vendors are enjoying elevated access and highly profitable relationships while the rest of the suppliers will be thrown to procurement where they will be treated as a commodity Most sales leaders today are under pressure to transform their sales forces either from the marketplace the executive committee or both but few can effectively answer the question transform from what to what Addressing this problem of accelerating profitable growth requires sales leadership to do two things 1 Take a step back and understand all the organizational drag and behavior weight that s preventing your growth strategy to take off 2 Developing a realistic plan that allows you to fix that plane while its flying to avoid any negative disruption to ongoing operations Just because you know it doesn t mean the rest of your organisation does A lot of the people in our organisations are trying to help but are actually making it harder We are spending an increasingly larger portion of our time on things that do not matter as much Sales are often fighting marketing technology finance HR etc The selling system is not adapting quickly enough to accommodate our changing business strategy Last year Forrester asked their CEO George Colony and other CEO s a few questions about their sales performance When asked are you satisfied that your salesforce is getting your company to its strategic objectives Only 1 out of 40 answered Yes What s most interesting is why they are not happy They didn t feel the sales force was responding or adapting quickly enough to the changing business strategy Customers don t want products they want solutions to problems This image shows the traditional model on the left that is now becoming outdated with the model on the right which focuses on individual customers rather than markets becoming much more prominent in sales success today 1 Whose problem is it 2 Whose fault is it if it s not resolved 3 Who writes the cheque Are we doing the right things Yes And are we doing the right things right The answer is often no But this only happens 12 of the time What differentiates a vendor or supplier from their competition The most common responses were The ability to match capabilities to specific problems Being prepared on my business my role and what is valuable to me The gap between vendors and buyers is big Salespeople talk too much about their own company but they must think outside of their own product in

    Original URL path: http://www.thesalesclub.co.uk/library/sales-performance-sales-force-age-customer (2016-02-17)
    Open archived version from archive

  • Olympic Legend Steve Smith speaks to the Rising Stars | The Sales Club
    we apply ourselves at any given notice for a desired outcome You must break everything down to the core elements and focuses for targets and goals to start to look achievable Imagine winning a huge bid and work backwards to identify the core elements you need to secure and perfect in order to build up to win that bid Dick Fosbury revolutionised the High Jump event in 1965 with his Fosbury Flop which is the technique we all recognise in the sport today Prior most jumpers would use scissor or straddle jumps to clear the bar Fosbury is a prime example of why you should not just follow conventional ways and should change how you do things and challenge the norm Insanity doing the same thing over and over again and expecting different results Albert Einstein Steve Smith is 6 1 which is much shorter than many competitors he faced such as Artur Partyk who stood at 6 10 yet Steve succeeded to challenge the norm and become a great Before his Bronze medal triumph at the Atlanta Olympics in 1996 Steve learnt valuable lessons during the games in Barcelona in 1992 where he went from leading the competition to falling to 12th place But he says of this taking a gamble does not always pay off but it may be the best thing to do Very few people have clear goals just directions or paths that they want to take For Olympic athletes it is about putting the 4 year plan in place for the next Olympics but you never know what is around the corner Steve discovered this when he ruptured his Achilles tendon in 1999 aged just 26 which forced him to retire from the sport Steve reflected on Charles Van Commenee former Head Coach of British Athletics who spoke at our June 10 th event and his 5 step model 1 What is the benchmark Research great performers What differentiates them 2 How to bridge the gap Need for detailed actions 3 Set goals Clear and measurable Process goals are most relevant 4 Agree conditions What must happen What are the conditions consequences 5 Review What has has not been achieved The words that arose when our members were asked words to describe a good day Confident Focused Enthusiastic Inspiring Quick Determined Happy Synergy Innovative And on a bad day Deflated Pessimistic Slow Vacant Reactive Anxious Withdrawn Resigned Stress Bored In a CV people portray themselves as how they are when feeling and acting 10 10 When our members were asked where they would rank themselves on an average day the majority felt between 60 80 Managers and leaders should work to ensure both themselves and their employees are working in an environment and atmosphere where they can be more like the person they present themselves to be in their CV a 10 10 Control the controllables We know what great looks like but too often we slip back into our comfort zone Too many people

    Original URL path: http://www.thesalesclub.co.uk/library/olympic-legend-steve-smith-speaks-rising-stars (2016-02-17)
    Open archived version from archive

  • High Flying Sales Culture: A Day at QinetiQ | The Sales Club
    s IP and knowhow in some way from your domestic microwave or TV to flying in an aircraft QinetiQ has undergone drastic cultural changes in recent years to transform into a sales led customer focused organisation Mark Stead stressed a strong sales culture and customer orientation is needed for success The company was originated as a Government Agency in 1918 and privatised in 2001 to then be floated on the stock exchange in 2006 R D advice and testing evaluation make up the majority of QinetiQ s value proposition The prior dependency with government departments was dissolved when QinetiQ floated on the stock exchange and these agreements were no longer guaranteed However this provided QinetiQ with the opportunity to refocus as a culture of the customer comes first which is typically easier to instill in private firms Sales is a life skill Selling even as a customer is a life skill though it is not always deemed desirable to some due to the stigma around the salesman The above image was placed around QinetiQ offices to illustrate that it is not just those working in sales that are involved in the process of selling but in fact everyone is doing it and on a day to day basis Many practical steps were put in place following the drastic fall in share price to 93 pence over half what they are today The SML sales leadership team came together on a weekly basis and consisted of 7 members who focused on ensuring these changes and development of a sales culture was being driven through successfully Sales conferences also became quarterly which on reflection was perhaps too often but it ensured this new culture was being rolled out effectively and genuinely More controversially league tables of individual sales performance began to be published internally which ensured only those passionate about sales remained It enabled both management and employees to realise the strongest sales team possible Ensuring you have your business leaders on board with the vision is key The need for a consistent message cannot be stressed enough starting from executives and running through to those on the front line A culture change can only stick when employees live the message and vision Good enough is not good enough Laziness and acceptance is what can make all the difference It is so important to remove yourself from the mentality of this is how it has always been done For every lost bid 4 or 5 items from the second list above can be identified Needing to find a balance is imperative and taking an unbiased stance when accessing why the bid was lost The QinetiQ story is a great one of recovery and the need to take everything back to basics and build on fundamental actions to develop a new sales and customer focused culture Interactive Session key points The clash between revenue management and sales is prominent in many organisations But a key way to soothe this tension is by inviting

    Original URL path: http://www.thesalesclub.co.uk/library/high-flying-sales-culture-day-qinetiq (2016-02-17)
    Open archived version from archive

web-archive-uk.com, 2016-10-28