Daily Biz Solutions

Prospecting in today’s sales environment is not what it used to be. Even if you have an excellent value proposition, prospects are typically unresponsive. Even those that have visited your website and requested information are becoming increasingly more difficult to reach. Many disappear from the radar after that initial contact.

This struggle for connect has become commonplace among industry professionals today. So, what has changed? Why are prospects unresponsive? Why aren’t buyers returning calls?

The availability of information on the Internet has greatly reduced buyers’ dependence on sales reps. Before the advent of the Web, buyers were limited in their access to resources for evaluating potential purchases. When purchasing software, for example, buyers could attend trade shows or refer to industry publications (e.g. Gartner, Forrester, etc.), but ultimately the sales rep provided the important information needed to make that final decision. Now, with the availability of information through vendor websites, online trade journals, third-party authority sites and networking sites (e.g. LinkedIn), buyers have more control. All the information they need to evaluate a product or service is at their fingertips. So, how can sales reps succeed in an era when the buyer controls the process?

Software Advice, a website with reviews and comparisons of sales automation software, offers three suggestions: hang out where buyers research, give buyers information they want, and build trust over time. Of course traditional sales and marketing best practices still apply (e.g. “solve buyers problems, present a clear and differentiated value proposition, demonstrate a quantifiable ROI, etc), but these three things will help sales reps better engage the customer. To read more, visit: “Why Won’t Anyone Return My Call.”

By Deborah A. Bailey www.dbaileycoach.com

When I speak to entrepreneurs (and to professionals considering starting a business) usually the topic of selling will come up. I don’t know many people who will admit to liking it or even having much respect for it. That’s probably because we tend to have the idea that selling is a negative thing to do. We may think that it’s about forcing people to buy things they’d rather not – similar to what happens when telemarketers call you just when you’ve sat down to dinner. Even when you tell them that you’re not interested, they’re not taking “no” for an answer.

Though that is an extreme example, I think there is a deeper reason why selling has such a negative connotation. How many of us have been brought up to believe that we shouldn’t blow our own horn? Usually being humble and self-effacing is held is much higher regard. This can stop us from talking about what we can do for our clients. If you’re uncomfortable talking about the value you offer, or if you have low self esteem, you won’t believe that your product or service can be of help to someone else. Read the rest of this entry »

Article Contributed By Brian Baker ([email protected]), Founder and Managing Partner of Plus One Partners, a sales consulting firm based out of Raleigh, N.C.

I’ve been in sales for a long time – and over the course of my career I’ve learned it’s not the random, mysterious part of business it’s often made out to be. There is no doubt that sales is central to a company’s success, but I’ve found in my time as an account executive, Sales Manager, VP Sales or as a consultant that most executives simply aren’t completely comfortable with how it works and how to make it better.

Many organizations have a sales team, but aren’t sure how to improve performance or scale the organization to improve results. Often times, the leadership team is apprehensive to ‘dig in’ to their sales operations because of an inherent fear of what they may find. Most managers, especially those that work for smaller businesses, typically have a few good sales people who are producing fairly well and they don’t want to make any moves that might upset the apple cart. This is a mistake, plain and simple.

At the heart of any good sales organization are fundamental practices that can be taught, repeated, measured, grown and forecasted. Sales should be thought of in the same way as operations or finance; you can build a sales organization utilizing a systematic approach that result in optimal performance and scalability. Good sales people and good sales divisions work a well defined plan, which includes:

* prioritization
* time management
* prospect definition
* effective messaging
* relationship management
* solution development
* problem solving
* negotiation of the close
* client commitment

Within this general framework are specific skills, tactics and strategies to be developed and key milestones that can be measured, qualified, and leveraged to bring new business into an organization.

All too often these days, companies are seeking the ‘quick fix’ to solve sales challenges with a patchwork solution. Unfortunately there isn’t a quick fix to achieve strong sales fundamentals and sustain good solid growth. Sales requires constant care and feeding. Just as high-level athletes have to constantly practice and develop their skills to be the best, so does your sales team. There is nothing mysterious about a solid sales strategy – it’s a process that just takes time, awareness and effort to implement it, grow it and ultimately see the rewards.

Get Back to the Basics and Focus on the Fundamentals!