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Entries by leighdorling
Why Sales Teams Fail And What To Do About It Following on from my recent newsletter “Dare to be….Vital sales Data Every Business Should Know” I thought I’d present some more further research into “Why Sales Teams Fail And What To Do About It.” Research conducted into 2,663 companies in the U.S. and Europe by […]
“Dare to be…. There comes a time when your experiences and hard work aren’t enough.” The Bottom Line Radio Programme with Evan Davis Evan Davis recently hosted the business conversation show The Bottom Line and looked at executive coaching and its role in supporting business leaders. A few of my clients who listened to […]
We’ve all been in boring meeting that ramble on, have no sense of direction, have no end product and meander of subject. Poor meetings cost money, waste valuable time, deflate morale and often don’t actually achieve anything positive. But this state of affairs is not compulsory.
I’ve collated 10 Basic “rules” that should ensure a good meeting and provided 21 extra ideas to make them great.
Implementing my basic rules and consider including some of the improvements will help you avoid “death by meeting” – enjoy!
For many companies there is a perception that customers are obsessed with price and that their competitors are more than willing to “race to the bottom” and win new business by going low on price. It is true that in the global economy, the financial crisis, cheap Asian competition and the internet have resulted in downward pressures on price and for many the response has been one of reluctant resignation. If this sounds like you then maybe you should consider a different type of price negotiation because there is another way.
For many industries the iceberg represents a good analogy where the tip of the iceberg (typically 15% of the total) represents the price and the part below the waterline (85% of the total) represents all the hidden values.
To avoid being hammered on price it is important that your sales team answer the question “why should I buy from you?” by focussing their answers on non-price responses. They need to give a value based reason. They need to understand the 85% of value that is typically unseen and below the waterline.
I come across a lot of businesses that intellectually appreciate the need to have measures of performance yet in reality only pay lip service to implementing a formal measurement system. In many instances measures are limited to basic financial measures or they produce data for data’s sake with no link to action or process/continuous improvement.
To keep things simple and to provide a laymen’s interpretation of KPI’s, I think that it’s easier to consider two types of measure that are important and should be measured. These will directly help any business define and measure progress toward their organisational goals:
Result Indicators – these are financial and non-financial measures that give an overview of past performance and communicate how well the management have done in achieving annual objectives and strategic targets (turnover, financial ratios, stock levels, margins, new customers, average sales value, hits on the web site etc.)
But because you can’t “manage” results it is also important to measure activity and performance, hence the need to measure KPI’s:
Key Performance Indicators (KPI’s) – these are what managers should be focussed upon in their daily working lives. Actions in these areas determine the success in achieving the results/goals that most businesses are ultimately focussed upon.
Stress isn’t mandatory! Running a business, looking after clients, managing your team, doesn’t have to be stressful. Making decisions, solving problems, overcoming challenges, shouldn’t automatically equate to a stressful day. Here are 15 tips that might help you be less stressed, more in control, less woried, more fulfilled.Dare to be… stress isn’t mandatory
So many companies accept mediocrity because they don’t understand sales. The sales process in many SME’s (and surprisingly in a lot of larger companies who have access to established training budgets) are characterised by salesmen who don’t have a clear process for generating a sale. They too often start with a demonstration of product’s FAB’s (Features Advantages & Benefits), or a presentation, rather than finding out the clients real “pain” or “need”.
I have developed a one day workshop that, following an in depth review of your concerns and improvement outcomes, is tailored to your specific needs and industry sector, and consists of 3 key sessions:
Gallup’s Workplace Survey Says Only 13% Of UK Employees Are Actively Engaged In Their Jobs.
In an unprecedented study of engagement and well-being among more than 47,000 employees in 120 countries around the world, the Gallup organisation found a powerful relationship between emotional well-being, employee engagement and profitability. The report states that companies who invest and attain higher employee engagement achieve 3 times the operating margin than those with low employee engagement. Other benefits include:
25-65% higher turnover.
37% lower absenteeism.
28% lower shrinkage (theft).
48% lower staff safety incidents.
21% higher productivity.
10% higher customer satisfaction.
A survey of more than 200,000 managers and employees over a 10-year period showed that recognition is a proven way to engage your employees, reduce staff turnover, boost productivity, and increase customer satisfaction. The research shows that great managers lead with carrots, not sticks and in doing so achieve higher:
What’s more, the study shows that companies that effectively praise and recognise their staff are much more profitable. Organizations that scored in the lowest 25% for recognition had an average Return on Equity of just 2.4 percent, whereas those that scored in the top 25% had an average ROE more than 3 times higher!