Best Problem Solving Techniques
Find about the best problem solving techniques
The latest from the team at MLP Training
Step one is to set your goals - whether this is to sell three times more than you did last year, become a managing director even run a marathon – anything is possible if you know what you’re striving towards. This seems like a simple solution but many people make the common mistake of not setting goals and wonder why they fail.
Step two is to simply develop a plan, because it will help drive your motivation and you’ll succeed as a result.
High achievers have clearly defined targets and plan their time to achieve this. You can’t create more time but you can control your environment, your procedures, your habits, and only you can allocate the right amount of time to reach your goals. It’s your life, your future, and your time for success.
So if you find yourself thinking or saying, ‘I don’t have time’, ask yourself what you are doing or about to do which is taking you away from your goals?
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Your job as a Sales Manager is not to sell but to get it sold.
As smart as you are, you are severely limited in terms of what you can sell when you are doing the selling.
You now need to work out the Success Formula. By that I mean what needs to happen for you to hit your agreed Sales target.
These will be Key result areas. The activities required may include the following
The question now is how many off each do you need to achieve in order to hit target. You will get this figure by analysing your conversation ratios at each step. Once you have the total numbers you now divide this between the Sales people so that each one can do their part.
Once you have set your targets and your key result areas you need to look at the resources you have. List out everything you have as a resource and score yourself on a scale of 0-10 in terms of how well you use those resources.
List out all the core competences your sales people need in order to achieve your targets. You are not looking for weaknesses you are looking for areas of development. As the market changes the skills that your sales people need will change and it is your job to ensure that they have the new skills.
Here is a question for you.
No company’s stand still. You are either growing or dying. If you are standing still and your competitors are growing you are dying by comparison.
As Sales Manager you are in control of the powerhouse of growth and development because you are in charge of sales and without sales the company has no growth and development.
The difference is you…
Why not join us on the next Sales Managers’ Masterclass? CLICK HERE For details
Written by Mike Le Put – MLP Training
Let’s start with our 4 top strategies for Account Development
1) Define what a Major Account is in terms of Turnover, Location, Product lines, Payment Terms, Profit, Growth & Potential.
2) Look at your existing accounts and see how they stack up.
3) Ask yourself “What Is my Major Accounts Target and will I make target from this list?
4) Do an account audit on each account consisting of at least 20 questions
These are all good lift trucks but I have never seen a Toyota Linde or Crown Truck that can take it’s self out of the show room go down to a customer, do a site survey, put a quote together deliver a presentation overcome objections and close a deal in order to sell itself. The truth is that you did not lose the order to a Toyota, Linde or Crown. You lost it to a Toyota, Linde or Crown Truck Sales person. Have you ever heard a Sales Person say. “ I lost an order to Toyota, Linde or Crown”? These are all good lift trucks but I have never seen a Toyota Linde or Crown Truck that can take it’s self out of the show room go down to a customer, do a site survey, put a quote together deliver a presentation overcome objections and close a deal in order to sell itself. The truth is that you did not lose the order to a Toyota, Linde or Crown. You lost it to a Toyota, Linde or Crown Truck Sales person. You got out sold. That Sales person is getting the Sales that you should be getting. - customers only ever bought the cheapest truck you would only have one truck supplier - customers only bought the highest quality truck you only have one truck supplier
Did you know Trucks don't Sell Themselves?
Mike Le Put... MLP Training CLICK HERE Sales Training details.
These are all good lift trucks but I have never seen a Toyota Linde or Crown Truck that can take it’s self out of the show room go down to a customer, do a site survey, put a quote together deliver a presentation overcome objections and close a deal in order to sell itself.
The truth is that you did not lose the order to a Toyota, Linde or Crown. You lost it to a Toyota, Linde or Crown Truck Sales person.
Have you ever heard a Sales Person say. “ I lost an order to Toyota, Linde or Crown”? These are all good lift trucks but I have never seen a Toyota Linde or Crown Truck that can take it’s self out of the show room go down to a customer, do a site survey, put a quote together deliver a presentation overcome objections and close a deal in order to sell itself.
You got out sold. That Sales person is getting the Sales that you should be getting.
- customers only ever bought the cheapest truck you would only have one truck supplier
- customers only bought the highest quality truck you only have one truck supplier
The function of Selling is to Sell.
Function of Business Development is to improve an organization’s market position and achieve financial growth by identifying the opportunities to sell.
42 Negotiation and Objection Handling Tips and Questions
42 Negotiation and Objection Handling Tips and Questions
First of all remember the golden rule “ Don’t Negotiate until sold” Do a worth analysis to find out what it is worth before you tell the customer how much it cost and don’t talk about cost only talk about saving.
You ask the customer questions to establish the fact that the problem is costing them £25,000. You then say we may have a solution and if it is acceptable to you it could save you £5000.
You only talk in terms of solutions and saving. Never cost and Price.
Focus on what it’s worth not what it costs. Remember so long as it is worth more than it costs then it cost them nothing to do it.
The worth analysis is THE BEST WAY to handle the price objection.
Below are so Questions and responses you may find useful.
What’s worth more to you 1p on the component or not having to pay up front from China?
CLICK For list of Great Sales Training and Negotiating courses
Whether your company recruits school leavers, graduates, or only those with relevant workplace experience, the chances are that most of your training budget is focused on ensuring those on the lower rungs of the career ladder have the skills they need to climb it.
A clear development path has become an important part of attracting and retaining the best candidates, which makes it an important part of any company’s HR strategy. But what about the talented people that have already proved their value to your organisation? Shouldn’t you be investing in ensuring that you maximise their value with courses that focus on leadership, time management and mentoring?
Many companies have a policy of promoting from within, which can have significant commercial advantages. However, promotion from a ‘doing’ role to a managerial role is often awarded without any investment in management training – which means that the individual may not have the skills they need to adjust to their new responsibilities and the company may not benefit from their full potential.
Even the most talented and experienced people in an organisation sometimes need to take a step back and examine how they can do things better. Just one behaviour change as a result of training can have a significant impact on productivity and the ability to add value.
There may be barriers to this, not least in a reluctance from busy senior people to take time out of their schedule to spend on training. However, by selecting an outcomes-based training model with clear goals and a defined follow up process, any objections can be overcome and any time invested will be more than recouped in greater efficiency and productivity day-to-day.
A culture of continuous improvement can only thrive in any organisation if there is a commitment to developing the skills of those who run it. If UK companies are serious about building on their success in post-recession Britain, training needs to be high on the agenda at the highest levels of the career ladder.
Who sets your Customer Service Standards?
Your Customers Do
And Your Competitors Do
You cannot set your Customer service standards in isolation.
The good news is that people will pay for great service. Why? Because given the choice between low price and low risk most people would choose low risk. High service = low risk.
Look at inner and outer circle issues
Inner circle are the basics. Right price, quality, availability etc.
Outer circle are the unexpected.
At one time if you took your car in for a service they would not clean it. The cleaning would be unexpected and therefore an outer circle issue.
The interesting thing is that the cleaning is now expected and has become an inner circle issue.
To be notified that your online purchase had been dispatched was an outer circle issue that has become expected and moved to the inner circle.
Look at what has moved from outer to inner in your market and make sure your moving with the market.
Then ask how can we get ahead of the market by finding new outer circle issues that our competitors have not thought of.
Customer-focused versus Company focused procedures
Let’s look at an example of Company focus procedures.
I went to the Hotel receptionist to ask if she could change my room.
No sorry I can’t do that she said.
Can I speak to your Manager?
No she is in a meeting.
Can you interrupt the meeting?
What would your manager do if she was here?
She would change your room.
How do you know?
She always does. Nobody wants to stay in that room.
Why don’t you change it.
I can’t change it without talking to my Manager.
The strange thing about this is that I am getting bad service from a good employee. She sticking to the procedure. But the procedure is wrong.
Look at your procedures and make them Customer focused.
The receptionist should have been empowered to change my room. Customers like to talk to one person that can make a decision. How can you empower your people to give great service?
Why not empower your people to set standards.
Here are some standards set by employees.
Service Engineer. First time fix on all call outs.
Hotel Staff. Uniforms will be uncompromising immaculate at all times.
Production Workers. Zero defects leaving our production line.
You may be surprised at the high standards you people WANT TO work to.
Remember what gets monitored gets done.
Praise the procedures you want repeated.
Catch your people doing something right.
Tell people it’s OK to tell us if you don’t hit the standards. That way we can give you the support you need to deliver the service our customers want.
Remember to celebrate Success.
Everyone knows that repeat business is great business. Happy customers return again and again bringing increased profits and lower cost per sale.
Invest in Great Customer Service and your customers will grow your business for you.