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Digg it UP - What's Your Magic Number?
You must take the responsibility of being the facilitator of learning. Sales people do expect you to be able coach and train on facts and skills. To be effective, you must understand your situation. Ask yourself the following questions:1) Are the people I train competitive?2) Are their goals clarified?3) Have you developed training scenarios to meet their needs?Allow for individual differences. Your sales force is a diverse group of individuals. Offer individual coaching time taking into consideration their differing backgrounds. Recognize their p
If your current 1st Appointment to Proposal ratio is below 65%:
1. Internally define what your ‘Next step’ objective of the 1st appointment is; a demo, a site visit, a survey or a proposal. Then train to a process and measure the outcome.
2. Decide to start at the ‘Top’ with the fiscal authority that can ‘Call the shots’.
3. Avoid ‘Selling’ your product on the 1st appointment. Instead, outline your diagnostic steps to evaluate the fit between your solutions parallel to their business objectives.<
"Happiness is not having what you want, but wanting what you have." --Rabbi Hyman Judah Schachtel (1907-1990)I have to admit it, I love spoons. I love their round shape. I love their cheerful shine. I love how perfectly they fit into your mouth when you eat something smooth like ice cream or pudding or even when you eat something tummy warming like hot soup.I love spoons because they are functional as well as beautiful. Eating breakfast cereal just wouldn't be the same experience without them. I enjoy using them very much and always opt for a small, round,
Have you identified the KPIs in your sales process?
A good KPI example in the sales process might be how many times you advance the first sales appointment to the next phase, whether that’s a demonstration, a site visit, a survey or a proposal. Another KPI is how many times you gain a new customer once the first gateway is passed. And when you do gain a new customer, what’s the average revenue you achieve? That’s certainly an important KPI. Because if your average revenue per sale is 40% less than the average peer KPI, you might want to find out why and take focused action to improve it, as you’re leaving money on the table.
And what about the length of a sales cycle in days? Is that conditional or do you have a degree of control over it? If you have a team member that has an average sales cycle 30% shorter than the peer group, uncover and assimilate those best practices out to the rest of the sales team. Less time, more results. That makes ‘Sales Cycle’ a valuable KPI.
On a practical level, KPIs can provide management prospect reactions to their service offering for feedback to marketing and product development, detect problem areas in sales performance and signal the need for strategic or tactical modifications — even an all-out intervention through pinpoint sales performance training.
Perhaps the most overlooked KPI is the individual ‘Magic number’; how many new weekly sales opportunities must be generated based on neighboring KPI’s. Think of the magic number as the fuel in your gas tank needed to get from point A to point B. It’s directly proportional to how far a distance, how fast you drive and your average miles per gallon. Your sales process ‘Magic number’ is a derivative of your average revenue per sale, 1st appointment to proposal ratio, closing ratio and revenue goal. It’s your ‘Activity barometer’ and it should be at 100%.
The following are some tips for improving several sales process KPI’s.
If your current 1st Appointment to Proposal ratio is below 65%:
1. Internally define what your ‘Next step’ objective of the 1st appointment is; a demo, a site visit, a survey or a proposal. Then train to a process and measure the outcome.
2. Decide to start at the ‘Top’ with the fiscal authority that can ‘Call the shots’.
3. Avoid ‘Selling’ your product on the 1st appointment. Instead, outline your diagnostic steps to evaluate the fit between your solutions parallel to their business objectives. More Bang From Your Business Card
Marketing experts the world over have all preached at some time that the business card is a small businesses most important marketing tool. The majority of business cards handed out fail to impress and make a lasting mark on our customers. The confidence that a well-designed stylish business card can give you in any market cannot be over stated enough.Business cards use dates back hundreds of years initially as personal calling cards, and more recently as business marketing tools. Almost all forms of marketing has been transformed by the arrival of computers and In
And what about the length of a sales cycle in days? Is that conditional or do you have a degree of control over it? If you have a team member that has an average sales cycle 30% shorter than the peer group, uncover and assimilate those best practices out to the rest of the sales team. Less time, more results. That makes ‘Sales Cycle’ a valuable KPI.
On a practical level, KPIs can provide management prospect reactions to their service offering for feedback to marketing and product development, detect problem areas in sales performance and signal the need for strategic or tactical modifications — even an all-out intervention through pinpoint sales performance training.
Perhaps the most overlooked KPI is the individual ‘Magic number’; how many new weekly sales opportunities must be generated based on neighboring KPI’s. Think of the magic number as the fuel in your gas tank needed to get from point A to point B. It’s directly proportional to how far a distance, how fast you drive and your average miles per gallon. Your sales process ‘Magic number’ is a derivative of your average revenue per sale, 1st appointment to proposal ratio, closing ratio and revenue goal. It’s your ‘Activity barometer’ and it should be at 100%.
The following are some tips for improving several sales process KPI’s.
If your current 1st Appointment to Proposal ratio is below 65%:
1. Internally define what your ‘Next step’ objective of the 1st appointment is; a demo, a site visit, a survey or a proposal. Then train to a process and measure the outcome.
2. Decide to start at the ‘Top’ with the fiscal authority that can ‘Call the shots’.
3. Avoid ‘Selling’ your product on the 1st appointment. Instead, outline your diagnostic steps to evaluate the fit between your solutions parallel to their business objectives.<
Have you ever watched a corporate executive on the financial news and the gentleman says something and you think to yourself why is he running that company anyway? Indeed this was my thought when I watched the President of HP, who happened to be at Davos with all the World Leaders say something really silly and she was serious enough that I almost did not believe it.I said to myself why on Earth is she running this company, surely she is smart enough not to say such things or smart enough to know the reality of the situation. She was canned about 3-weeks later and for
On a practical level, KPIs can provide management prospect reactions to their service offering for feedback to marketing and product development, detect problem areas in sales performance and signal the need for strategic or tactical modifications — even an all-out intervention through pinpoint sales performance training.
Perhaps the most overlooked KPI is the individual ‘Magic number’; how many new weekly sales opportunities must be generated based on neighboring KPI’s. Think of the magic number as the fuel in your gas tank needed to get from point A to point B. It’s directly proportional to how far a distance, how fast you drive and your average miles per gallon. Your sales process ‘Magic number’ is a derivative of your average revenue per sale, 1st appointment to proposal ratio, closing ratio and revenue goal. It’s your ‘Activity barometer’ and it should be at 100%.
The following are some tips for improving several sales process KPI’s.
If your current 1st Appointment to Proposal ratio is below 65%:
1. Internally define what your ‘Next step’ objective of the 1st appointment is; a demo, a site visit, a survey or a proposal. Then train to a process and measure the outcome.
2. Decide to start at the ‘Top’ with the fiscal authority that can ‘Call the shots’.
3. Avoid ‘Selling’ your product on the 1st appointment. Instead, outline your diagnostic steps to evaluate the fit between your solutions parallel to their business objectives.<
Building relationships with various types of people is important for networking both personally and professionally. You should take networking seriously because it can be a real asset for you and your organization. For many organizations, networking is a key component for generating new customers. This especially holds true if you work in business development or sales. Regardless of your role, you should always be selling your organization because you may be able to find new customers or build new partnerships, which could lead to new sales.
The following are some tips for improving several sales process KPI’s.
If your current 1st Appointment to Proposal ratio is below 65%:
1. Internally define what your ‘Next step’ objective of the 1st appointment is; a demo, a site visit, a survey or a proposal. Then train to a process and measure the outcome.
2. Decide to start at the ‘Top’ with the fiscal authority that can ‘Call the shots’.
3. Avoid ‘Selling’ your product on the 1st appointment. Instead, outline your diagnostic steps to evaluate the fit between your solutions parallel to their business objectives.<
The most important purpose of a sign is delivering a message. It takes a whole lot more than throwing a bunch of letters on a panel and hoping folks will see it. A completed sign is really a composition. Whether it’s any good or not depends on four critical factors: Balance, Rhythm, Oneness, and Harmony.For balance a good sign must be “pleasing” to the eye. It is the weight distribution that is considered first. It’s not necessarily done symmetrically; rather, a well-balanced sign composition is optically effective and has a stability of sorts in the arrangement of th
If your current 1st Appointment to Proposal ratio is below 65%:
1. Internally define what your ‘Next step’ objective of the 1st appointment is; a demo, a site visit, a survey or a proposal. Then train to a process and measure the outcome.
2. Decide to start at the ‘Top’ with the fiscal authority that can ‘Call the shots’.
3. Avoid ‘Selling’ your product on the 1st appointment. Instead, outline your diagnostic steps to evaluate the fit between your solutions parallel to their business objectives.
If your current Closing ratio is below 65%:
1. Ask pertinent questions to what the Prospect Company’s decision-making process is, what the internal criteria for change is and what players need to be involved for evaluation.
2. Communicate a timeline and set a specific date for the 2nd appointment before leaving the 1st appointment. Encourage that all management players be present at the next appointment.
3. Catalog risk factors for each management player and develop strategies, tactics, and tools for direct communication to them.
4. Have relevant industry and title reference letters available for ‘Real-time’ credibility.
If your current ‘Activity barometer’ is below 100%:
1. Announce the Competency of converting conversations to appointments as a Key performance Indicator for sales success.
2. Define an appointment setting training objective and set a realistic goal.
3. Develop a training process in line with prospecting scenarios and best practice communications.
4. Don’t sell your ‘Widget’; sell the Business reason to meet.
5. Partner with technology to transfer best prospecting practices into ‘Intellectual capital’ promotion throughout your sales society.
Ultimately, sales trainers and management should work in concert to create a new culture by replacing random sales routines with specific KPI competency training.
Targeted and timely KPI training can make a critical difference to your monthly revenue scorecard. In today’s high sales performance culture migrate away from monthly and quarterly ‘Quota’ focus to daily routines and weekly goals. The opportunity rests squarely on switching paradigms from the required ‘End result’ to the necessary steps (KPIs) to get there routinely. Then build supporting tools for learning and application.
And don’t forget your ‘Magic Number’.
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