Friday, January 19, 2018
Developing sound goals is critical for managing your performance. Did you know that 90% of people set goals on January 1st, yet less than 10% achieve those goals?
The S.M.A.R.T. Approach
A typical approach in sales goal setting is the S.M.A.R.T. approach. A goal must be specific, meaning it's not so vague that it prevents you from focusing on that goal. It also must be measurable in order to easily determine if the goal has been achieved. A goal must be achievable, as in not so unattainable that it is impossible to reach. It must be relevant, meaning you should be able to relate your line of work directly to the goal. Finally, a goal must be time-constrained, where you are given a target date for accomplishment in order to stay on track.
If your success depends on getting in front of people as much as possible, a typical sales goal might be for you to make 100 phone calls every week. Although ultimate success depends on the ratio by which calls are converted to appointments and ultimately to sales, much of your long-term sales success can depend on how many potential clients you can get in front of or speak to on a regular basis.
In sales, potential success generally relates to getting a chance to talk to people face to face. You could make a goal of meeting 30 clients per week, for example, which amounts to an average of six per day in a five-day work week, or five per day during a six-day work week.
Your business may be in a field where training is a requirement of maintaining a license or a condition of employment. Therefore, you could set a goal of setting aside so many hours per week for study, going to classes or attending sales training. Start with two hours per week and if that goal is achieved, increase it by one hour each time until you feel you have reached the level required by yourself or a professional association.
Your ultimate success depends on your ability to close. Therefore, an important sales performance measure could be to make one sale every day. This goal should not focus on the amount of the sale; rather, it should simply stress making one sale.
Do not overlook the importance of keeping a client once a sale is made. Clients are good sources of referrals and may lead to repeat business. An example of such a goal could be to maintain a 95 percent retention ratio, meaning a client is only lost once in 20 times during the one or two years following a sale.
Overall, achieving your sales goals is not a difficult process. It takes the right attitude, the right technique, and the proper approach. Set achievable goals. Break them down so that you can achieve them more easily. Take the proper attitude when it comes to sales. Seeing the market as a place of possibilities instead of a barren wasteland will allow you to have the right outlook.
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Wednesday, February 7, 2018 - 1 PM EST / 1 Hour - Opening A Sales Call
Tuesday, April 17, 2018 - 3 PM EST / 1 Hour - Dealing With Indifference
Thursday, June 7, 2018 - 11 AM EST / 1 Hour - Probing Skills
Tuesday, August 7, 2018 - 4 PM EST / 1 Hour - Addressing Customer Concerns
Wednesday, October 17, 2018 - 2 PM EST - 1 Hour - Bridging Skills
Monday, December 17, 2018 - 5 PM EST - 1 Hour - Asking For Referrals
Sunday, June 26, 2016
Thursday, March 3, 2016
This is a re-post of a prior blog
Writing this post less than 45 days prior to the 2012 elections I have chosen to share some findings about the selling of candidates to the public that relate to business to business selling. The item that comes to my mind is the things that salespeople and sales organizations do to drive the customers away.
Our evenings during the last few months have been filled with robot-callers and personal surveys that all seem to end with an appeal for more money. This year the contributions requested are as little as $2.00, yet when you follow the link to sign up for the $2.00 donation there is not even a box to check for that suggested donation. You sure can make a larger one however! The aim of the callers is to sell the candidate and elicit a donation to fund more calls to all of us!
The point that I want to initially make is that the biggest mistake that is made in sales is contacting the customer too much and too often. Nate Boaz, John Murnane and Kevin Nuffer share in a McKinsey Quarterly article in May of 2010 that while customers in this category say they care about product and price, what they really want is a great sales experience. For the salesperson this means getting the basics right.
“Customers want to be contacted just enough, not bombarded. Sales reps should know their products or services intimately and how their offering compares with those of their competitors. Customers need information on exactly how a product or service will make a difference to their businesses. And while they may say price is one of their biggest concerns, a satisfying sales experience is ultimately more important.”
We are approached constantly by sales organizations that do not have a clear understanding of when to develop salespeople. The answer is all of the time! Salespeople are just like athletes who are sent to exhaustive spring trainings every year for baseball near our home in Southwest Florida. The same is true for all teams and also for salespeople who must be groomed and taken to higher levels.
Development is needed to understand changes taking place in the field. Too often the focus of customer is to see a concept and methodology that the customer does not buy into on the first call. The constant pounding of that concept or idea is not the answer to winning the customer over. It is a constant drip of the idea over time. Ultimately even the drip of water will carve its path through a piece of rock.