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Too many salespeople view their buyers as anything but smart, especially those salespeople who deal with purchasing departments.  In far too many sales communities, there exists an attitude that buyers and purchasing departments are nothing more than barriers that need to be broken down.


It's easy to view purchasing departments as evil. The number of salespeople who have told me stories about how much they can't stand working with purchasing departments is huge! I've heard every reason "why" salespeople don't like working with purchasing departments, but let's cut to the chase. 


buyer meet sellerThere are two aspects to a buyer’s journey as they consider a solution purchase:

1. getting internal buy-in from colleagues, bosses, and budgets to decide to make a change, figuring out how or what will be included in the change, and agreeing how to move forward;

2. choosing a solution and vendor.

In today’s buying decision journey, technology is beginning to ably handle the solution choice: Since sales focuses on the needs analysis and solution choice end of the buying decision, it’s easy-enough for the process of selection and information-gathering to be co-opted by the web.

That leaves the seller not meeting quotas, not involved until the very end after many of the decisions have been made, and not using their talents as purveyors of industry knowledge. Sellers are not entering the buying decision journey early enough, are too often reduced to order takers.


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The employment figures released today by the Office for National Statistics (ONS) state that the number of people that are unemployed in the U.K. has fallen by 34,000 over March, April and May. The new figure puts unemployment at 2.47 million, better by 0.1% than the governments forecast. The jobless rate in the U.K. is now at 7.8% which compares favourably with the U.S. at 9.5% and the Eurozone at 9.7% but it does not compare so well with some strong Eastern economies such as China at 4.3% and Japan at 5.2%.


The phone rings and the sales manager hears on the other end the all-too-familiar plea of a salesperson. The salesperson tries to convince the sales manager that it makes so much sense to offer the prospect a discount to get them to finally become a customer. Of course, the salesperson has the expectation that this new customer will quickly become a high-profit customer.  The sales manager has heard the same plea hundreds of times before, and yet for some reason, the salesperson and the lack of current sales suddenly make offering a discount very attractive.


People continue to say how cold-calling is dead and how in today's environment, it no longer can be cost justified. The answer in my book is both "yes" and "no." Let me deal with the "no" first.



How And Where To Advertise Any Product Or Business


A quick study in marketing, advertising and mailing lists.

More than anything else, the key to success in business depends on how and where you advertise. You must advertise or forever remain unknown.

If you have "the better mousetrap", you have to let the people know about it, or your ideas and efforts will come to nothing.

Everybody seemingly has an idea for a product, a service, or a "how to" manual of some kind. Many people spend half their lives perfecting a product, learning how to perform a special service, or writing a book - only to end up penniless and heartbroken because "no one beats a path to their door" to buy whatever it is they're trying to sell.

In most cases, it's a matter of whether you want to "go down in history" a just another inventor, hard worker, author or you want to "sell a product and enjoy the rewards".

Always do some basic common sense product analysis and market research before you begin building, learning or putting together something you want other people to buy. The same kind of "research" will save you time, frustration, and money, if you apply the same principles to every "selling opportunity" that arouses your interest.

Make up a check list of questions that must be answered before you embark upon any project, or get too deeply involved in any selling situation.

Such a check list should answer the following questions: 1) Who will I sell to?

2) Do these people really want, and need it?

3) How large is the market?

4) How will I reach these people and get them to buy?

5) Is anyone else selling a similar product, service or book?

6) What makes my product and strategies different?

7) Can I supply the product at a price the customer will pay, and still make a profit for myself?

8) How much time, effort and money will I have to invest in order
to reach my profit goals?

9) Do I really have the resources and the stamina to carry this idea through to success?

Once you've answered these questions - completed this bit of basic product analysis and market research - then you can start planning exactly how you intend to sell it, and map out your advertising strategy from there.

You'll find success in any selling effort, much easier, and much more profitable, if you honestly and objectively answer these "check list" questions before you begin.

It's absolutely imperative that you analyse the product, and profile your prospective customer - the saleability of your product, and the demand for such a product by the people you want to buy from you.

One other thing. Don't ever overlook or "poo pah" your real and/or imagined competition. When people neglect to analyse the product, and answer the basic market research questions they're almost certainly doomed to failure.

These are precisely the reasons for failure amongst people who attempt to start a mail order business.

I get literally "tons of mail order offers" for products that are losers; and even offers from people trying to sell us our own materials and/or related items which we can buy at wholesale prices.

When Freemans sends out a new catalogue or sales circular, do you really think they send one to Selfridges? Another thing, this "we're all friends and in the same business, so you buy from me and I'll buy from you" philosophy may keep you busy, and your post box full, but it'll never result in profits on your Profit and Loss sheet.

Advertise in the media that reaches your buyers, and send your direct mail materials to people most likely to buy - not to sellers! Remember, your first task is to determine who your most likely customers are, and then design your advertising campaign to reach those specific people.

Generally, you wouldn't try to sell ladies tights with an ad in a car care magazine; or socket wrenches in a magazine for brides-to-be. In other words, design your advertisements to appeal to "your kind of customer", and then, place these advertisements in the publications these people buy and read.

If you're selling gift items, crafts and other merchandise, advertise in those kinds of publications - general merchandise catalogues, catering to that kind of buyer. By listening to the cries for help, and catering to them, you will not only have "discovered" the proper product, you will have also "identified" your buyers. Do not try to interest the people in something that does not specifically fulfil one of their wants.

Don't mistake a casual interest or complaint as "the voice" of the masses. Spend some time listening, and then write to satisfy what "the people" want.

Once you've got your product ready for customers to buy, you should spend some time creating the proper sales letter and/or circular you'll use in presenting it to your potential customers. Above all else, your sales materials must radiate an image of professionalism and sell - sell - sell. Use quality paper and printing in presenting your sales message. Present what you have to say, not in a manner which tells the prospect who you are, how well qualified you are to write on the subject, or how much work you put into the project; but from a stand point of how the customer is going to benefit from buying a copy of your manual. As an example - Ford doesn't advertise cars by telling you how they were designed and engineered by college graduates or union members, nor have you ever heard of someone walking up to a car in a dealer's showroom, kicking the tire and exclaiming, "Boy, this sure looks like a safe one ..." In fact, new cars are sold by the smell and the image of the prospective owner sitting in the driver's seat and showing off by driving through his neighbourhood - just climb in there behind the wheel and see how she feels to you - go ahead and take it for a test drive - drive it home and see what your neighbours think.

The benefits your prospective buyer is going to receive - that's the starting point from which all "winning" sales letters are written, circulars designed, and the "secret" of getting people to spend money on a product or service. Students, from the advertising classes at your local college, freelance advertising agency personnel, and - believe it or not - car sales advertising managers, are the people to turn to for ideas and help.

Next, is your follow-up piece. Ideally, this is a simple one page listing of other "related" materials for your customers.

So, assuming you've sold him a manual on how to land a job, your follow-up piece might list manuals on how to dress to project a winning image, how to breeze through job interviews, and what to do after the interview, perhaps an opportunity for your buyer to subscribe to a quarterly newsletter listing job availabilities.

It's important that you have your follow-up piece put together, and ready before you make your primary offer available to the public. Then, when you start receiving orders, along with the manual the customer has ordered, simply also enclose your follow-up listing of other materials available. Thus, you make one sale and as a result of the first sale, you make further sales of related materials - the kind of "back end" sales that will keep you in business, and your profits multiplying. Don’t neglect the follow-up piece. Getting your offer to your most-likely buyers is going to cost you money, and here's where most direct mail beginners drop the ball. Do not try to save money, and send your offer out to just any old list of names. Contact a reputable mailing list broker - visit your public library and ask the librarian for a copy of the Standard Rate and Data Services directory pertaining to mailing list brokers - tell the mailing list broker about your offer and ask for his help in choosing a mailing list that will be profitable for you.

You'll probably have to rent a minimum of 5,000 names at a cost ranging between £35 and £120 per thousand, but in the end you'll save a lot of time and money because with a good offer and a good mailing list you count on a tremendous response.

For instance, the one-time rental of a good mailing list may cost you £475 at £95 per thousand ... but then a 20% response from such a list on a £20 manual would mean £20,000 in your pocket.

To spend your time compiling names and addresses from incoming mail order offers, or to rent and use a mailing list from any source other than a reputable broker, is not only foolish but a short cut to the poor house!

Identify your most likely buyers, contact a reputable mailing list broker, match your "buyer profile" to his most responsive list, and you'll make money - lots of money - every time. Anything less is just an exercise in futility!

There you have it - short and sweet - cut and dried - and, the "easy way" to the big profits in mail order starting from scratch.

These are the basics - the secrets of how others have done it, and how you can do it too - organise yourself, follow these guidelines and it'll be next to impossible for you not to succeed. Remember though, your best product will be "how to" information. Something the people "want" to learn.

Something you can research, write about, and produce for pennies, and then sell for pounds. And don't forget, once you're ready to start taking orders, make sure that you get your offer to the most likely buyers.

Get out of the "mail order circle" and to the people who want and will spend money for your product.

It's easy - simple - and very rewarding. This time next year, you really could be a millionaire!!!






















































































Being Your Own Boss

In these days, it's becoming increasingly difficult to make ends meet with just one source of income. Thus, more and more people are investigating the possibilities of starting their own extra-income business. Most of these part-time endeavours are started and operated from the comfort and privacy of the home.


I bet you that in 15 seconds, I can read your personality and tell you what your skills, strengths and weaknesses are - and how to make it work for you in business.


WHO WHAT WHEN WHY WHERE over HOW gives you the ANSWER.

Posted by: Solargizmo in Blogs

Tagged in: simple , help , Guide , free , easy , business

Solargizmo

 

WWWWW / H = Answer

Above is a very simple tool to enable business decision making to be accurate, quick and easy to understand enabling a wide range of individuals to make clear and accurate decisions for their business. The above guide takes account for the business variables and can easily be applied to any department or problem with no alteration whatsoever, this simple business tool can save you time, money and effort to ensure you have the best information at hand to support you decision making process.

 

 

The above diagram can seem complicated and mathematical at first glance however it just uses easy to understand methods and everyone will be aware of what they are once you read the below:

 

Who: who does the problem affect? Business or customer, is it an individual or team(s) of people, are the people affected new staff/customer or experienced ones.

            This is the area where you identify who the problem effects.

 

What: what is the problem? Is it process related, a legal requirement, is it something you can control or have no control over, is it information needed or given out.

This area identifies what the problem actually is and enables you to start to identify what causes the problem and the details regarding what the problem actually is.

 

When: when does the problem present itself? Is it part of a process, does everything go well up to a certain point, is it a regular occurrence on set dates, is it transferring goods/information from one team or department to another.

Use this section to identify when your problem presents itself, examine your processes to identify is it the beginning middle or end of the process cycle. This will help you identify if it’s something you are doing earlier on in the process which causes your problem.

 

 

Why: why does this problem exist? Has this problem been identified before and not resolved, have you tried to resolve the problem but with no success, is the problem being caused by something you do earlier on in the process or by something you know to be doing badly, have you spoken with people about what they do and why they do it.

Use what you have already identified to examine why you have a problem, it is something you are doing which causes the problem or does it present itself from an external influence.

 

Where: where does the problem present itself? As this is similar to when it may be worth using this part of the equation to dig deeper into your processes and people to see if there is anything in particular causing the problem. Is it a particular individual team or department which causes the problem for other individuals teams or departments further down your process chain. At this point identify exactly where the problems get identified.

            Again use this to identify exactly where in your business the problem presents itself.  If the problem gets identified to an individual or team is it a training issue can you teach people to resolve the problem before it occurs via simple staff training or does the problem relate to an individual? If so does that individual remain within your business? Can you purchase equipment to solve the problem or upgrade something you already have?

 

 

H – This simply stands for HOW. How have you identified the problem, how have you identified you are going to deal with this problem. Have you used the right business tools for the job i.e. SWAT analysis, Porters 5 forces, cause and effect analysis etc. At this point evaluate everything you have done and identified, could you have done something better? Are you sure you have identified the right cause and effect of the problem? remember evaluate everything you have done at this point to ensure the information you are using is correct to the best of your abilities. The more accurate the information gained during the 5 W’s stage the easier it will be to evaluate the decision making process. Also this is the point where you evaluate How you are going to solve the problem and implement the solutions, remember you must not solve the problem by shifting it from one individual, team or department to another, identify what has gone wrong and use a solution to create a permanent fix to the problem not a short term quick fix which just creates problems later on.

 

A – Again this is very simple it stands for Answer. Once you have completed the 5 W’s and the How stage you are simply left with the correct answer to your problems. At this point you have successfully identified the problem (5 W’s) and created the solution to this problem (How).

 

 

WHO WHAT WHEN WHY WHERE over HOW gives you the ANSWER.

 


We've all been there. After countless calls, meetings and an endless amount of work, you just can't get the customer to say "yes" and move forward.  There can be hundreds of theories and ideas as to why this happens more times than we care to admit.  Let's put all the theories aside and get to a solution you can use right now to determine if the customer is serious.


Successful negotiating requires you have a strategy. The clearer your strategy before negotiating, the more successful you will be.  At the core of the strategy is what I refer to as the "3 Ts of Negotiating:  Trust, Time, and Tactics."


Believe it or not, social networking isn't the next best thing... You are! It's the personal connection that still seals the deal.


Keeping your pipeline of prospects full is no easy task.  I'm not going to suggest it is.  I talk to salespeople all the time and most say that prospecting is their number one source of new business.  So if you are like most salespeople, one of your hardest tasks is simultaneously one of your most necessary – keeping your pipeline full.  There's no way to slide into loads of profit without some effort – serious effort – on the front end.


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