There are many ways to prospect for new business opportunities, but most are a lot of hard work and less than productive. Take referrals for instance. The reality is that most sales professionals are reluctant to ask for referrals. In fact, many of those who do ask for referrals seldom receive them and when they do, the referrals are not to ideal prospects. So what's a sales professional to do?
Successful sales teams, those exceeding sales goals, have skilled sales management. But often, sales managers, who frequently come from sales, lack the training to help them manage a sales team.
Attendees will gain an understanding of the five basic responsibilities of sales management. In addition, setting sales goals, accountability strategies, coaching techniques and recruitment, interview and hiring ideas will be explored. Attendees will come away with a clear model for sales management.
It does not matter how eloquent, persuasive, good-looking, or charismatic you are if you never get the chance to position yourself in front of a prospect—whether in-person or over the phone—to determine if there is a relationship worth pursuing. In most environments, we find that upward of 75% of the total selling effort required is consumed getting the first appointment. This web seminar will discuss an area where sales professionals can dramatically improve their ability to get in front of prospects: appointment setting.
In the second of our "21st Century Sales" series, Three Value Logic Sales Institute (3VLSI) presents "Time Management for Sales Professionals" to address the reality that today's successful sales professional must coordinate a superhuman volume of activity.
In 2006, the average sales professional worked 49 hours per week, yet most of this time was spent poorly with less than 25% spent on actual selling!
Hiring sales people is one of the most frustrating aspects of any business. On average, companies spend upwards of 45 hours to acquire a single sales resource and for many organizations 50% annual turnover is the norm.
Three Value Logic Sales Institute will share the blueprint we have used to interview thousands of candidates and select for success based on Knowledge, Behavior, and Motivation characteristics.
Since we first began talking to each other, telling stories has been our most effective way to capture attention, engage an audience, and motivate them to act. In today’s information-saturated environment, however, it has become even harder to communicate both internally and externally. Modern technology has given us shiny new tools to help us communicate—from BlackBerrys to podcasts to iPhones—but in our fervor to remain current (and appear "professional") we often ignore our natural inclination to tell a good story.
While sales organizations routinely measure progress related to internal production goals, it is not a complete analysis of performance. Measurements are greatly enhanced when external benchmarking against peers is added. For example, in good market conditions, internal statistics may confirm the sales team is achieving 150 percent of quota—a substantial gain—but the perception changes when compared to competitors who are achieving 250 percent of quota.
There is a wealth of information available to sales leaders. The first challenge is identifying the information that will help you predict the future success of your company. The second challenge is making decisions with missing or inaccurate information. This session will help you recognize if valuable time is being wasted each month collecting, reporting, and acting on the wrong information, and help you establish metrics that will provide the best performance indicators.
In a changing world, the priorities for managing corporate assets have shifted. Companies have moved away from viewing people as their most important asset to focusing on their clients. Reducing the risk of losing these assets is a top-of-mind issue for CEOs and the solution extends well beyond the sales organization. During this briefing, Nattalie Hoch and Sharon Williams will share best practices for managing your customer assets and provide a diagnostic tool for assessing the health of your current management process.
While creating proposals and adhering to procurement requirements are important factors in government sales, the way you sell prior to the proposal can be the key advantage.
There is tremendous potential revenue in winning government business. After all, the U.S. Government is one of the largest customers of companies in the private sector. Being proactive, getting in early, identifying ideal customers within the government, understanding their issues, as well as the government's procurement process prepare your team for a winning value proposition and proposal.