Enhance your Leadership Capabilities by Building Your Team.
You must build a team. If you can accomplish your goals by yourself they are too small. One of the key transitions you must make is focusing less on how much you can do personally and shifting your efforts to getting more done through others. Once you do this you multiply your effectiveness. Until you do, you are simply another overloaded lone ranger leader.
Sales techniques that your competitors don’t want you to know.
Selling is all about solving problems for your customers. Hence, the more you know about your customers, the easier for you to fulfill their needs with your product lines. Answering questions such as, “What long-term projects they have planned?” or “What are the toughest challenges they’re facing?” will be advantage to you when you present your products to your customers. When you have more of this information, you’re in a better position to offer advice on how your products and services can help them accomplish their goals.
Assertiveness.
Assertiveness is not the same as aggressiveness. It is the ability to clearly state what one expects so that there will be no misunderstandings. A manager must be assertive to get the desired results. Along with assertiveness comes the responsibility to clearly understand what subordinates expect from their manager. Many managers have difficulty striking the right amount of assertiveness. It seems that being underassertive or overassertive may be the most common weakness among aspiring managers.
Successful Manager
Do you believe you are a good manager? You may not be able to answer without making a self-analysis. In the process of doing so, you may learn whether you are a true manager or just someone who gives orders and hands out assignments. How your employees see you is important because their feelings may be reflected in their degree of co-operation and their productivity. Your success as a manager depends on whether your employees consider you an effective manager. When employees respect their managers, they plan and discuss problems with them. They go along with what their managers want them to do.
Competitive business environment demands your workforce to be more agile, versatile and dynamic in meeting customers' expectation. Nevertheless, this will not happen if your company workforce is not committed towards their respective jobs and shows no sense of belonging towards your company. Left untreated, it will erode your employees' morale and eventually hamper productivity and future growth.
As a salesperson, you’re trained to ask customers what they want in terms of your products. That’s wise advice. But realize that customers will always underask because they don’t know what is possible. Therefore, the golden rule of sales is to give people the ability to do what they currently can’t do but would really want to do. That’s so much more profitable than simply giving customers what they ask for.
The main reason for buyer resistance and selling stalls boils down to one simple fact: the reasons for not buying are bigger to the prospect than the reason to buy. If you sell an intangible product or service, it may be even tougher to close down a sale because your product or service is not something people can see, touch or feel. So the reasons for your prospects to buy have to be vivid, logical and emotional. There has to be a reason for them to buy NOW, or they’ll put off making the decision until later.
Salesmen Mistakes.
First thing to remember, people buy when they are ready to buy, not when you need to sell.
Many salespeople push and manipulate in an attempt to convince the buyer that their agenda should be as important as the salesperson’s agenda. This is the most common mistake made by thousands of salespeople. Understanding the needs of your customers is more important than making countless numbers of sales visits. Hence, you must learn the tools and techniques of how to profile your customers and their buying needs.
FGJ
6 January, 2010
You must build a team. If you can accomplish your goals by yourself they are too small. One of the key transitions you must make is focusing less on how much you can do personally and shifting your efforts to getting more done through others. Once you do this you multiply your effectiveness. Until you do, you are simply another overloaded lone ranger leader.
Sales techniques that your competitors don’t want you to know.
Selling is all about solving problems for your customers. Hence, the more you know about your customers, the easier for you to fulfill their needs with your product lines. Answering questions such as, “What long-term projects they have planned?” or “What are the toughest challenges they’re facing?” will be advantage to you when you present your products to your customers. When you have more of this information, you’re in a better position to offer advice on how your products and services can help them accomplish their goals.
Assertiveness.
Assertiveness is not the same as aggressiveness. It is the ability to clearly state what one expects so that there will be no misunderstandings. A manager must be assertive to get the desired results. Along with assertiveness comes the responsibility to clearly understand what subordinates expect from their manager. Many managers have difficulty striking the right amount of assertiveness. It seems that being underassertive or overassertive may be the most common weakness among aspiring managers.
Successful Manager
Do you believe you are a good manager? You may not be able to answer without making a self-analysis. In the process of doing so, you may learn whether you are a true manager or just someone who gives orders and hands out assignments. How your employees see you is important because their feelings may be reflected in their degree of co-operation and their productivity. Your success as a manager depends on whether your employees consider you an effective manager. When employees respect their managers, they plan and discuss problems with them. They go along with what their managers want them to do.
Competitive business environment demands your workforce to be more agile, versatile and dynamic in meeting customers' expectation. Nevertheless, this will not happen if your company workforce is not committed towards their respective jobs and shows no sense of belonging towards your company. Left untreated, it will erode your employees' morale and eventually hamper productivity and future growth.
As a salesperson, you’re trained to ask customers what they want in terms of your products. That’s wise advice. But realize that customers will always underask because they don’t know what is possible. Therefore, the golden rule of sales is to give people the ability to do what they currently can’t do but would really want to do. That’s so much more profitable than simply giving customers what they ask for.
The main reason for buyer resistance and selling stalls boils down to one simple fact: the reasons for not buying are bigger to the prospect than the reason to buy. If you sell an intangible product or service, it may be even tougher to close down a sale because your product or service is not something people can see, touch or feel. So the reasons for your prospects to buy have to be vivid, logical and emotional. There has to be a reason for them to buy NOW, or they’ll put off making the decision until later.
Salesmen Mistakes.
First thing to remember, people buy when they are ready to buy, not when you need to sell.
Many salespeople push and manipulate in an attempt to convince the buyer that their agenda should be as important as the salesperson’s agenda. This is the most common mistake made by thousands of salespeople. Understanding the needs of your customers is more important than making countless numbers of sales visits. Hence, you must learn the tools and techniques of how to profile your customers and their buying needs.
FGJ
6 January, 2010
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