Pa Airsoft Tournament

Sellers Who knows me?


Una volta chiarita l'importanza di un Brand Personale, andiamo ad analizzare alcune (e non esaustive ovviamente) azioni che possiano mettere in pratica per migliorare il nostro Brand come professionisti:
1. Rispondi innanzitutto alla domanda: “che cosa voglio che la gente pensi quando mi vede o quando sente il mio nome”? Scrivi un messaggio che descriva in che cosa sei unico e speciale, ed un elenco di parole che vuoi che le persone usino quando parlano di te. Individua le tue qualità più importanti (sia personali sia relative alla tua professione) e trasformale nel tuo spot pubblicitario. Lo stesso spot che dovrai "trasmettere" in ogni tipo di canale da te utilizzato per farti conoscere;
2. Ricordati che “l’abito Monaco does. " For all, in any field, the aspect has its importance. Whether you like it or not, the clothes (not the clothing brand, but the appearance and appropriateness of your attire with what you're selling: too often I have seen sellers offer great value products wearing jeans and sneakers ... but signed !!!), the haircut, business cards, and the way you talk they are noticed and how. In other words, present to the outside world an image that confirms and reinforces the impression that you give of yourself.
3. Do not sell if you are familiar, but if they know you! This will from now on must be your most common question: "How many people still do not know me and how I can do to make myself known to them also?
Want some examples: if at this very moment I went to Google to type in your name, I would jump out of your site? I'm not talking about the site of the company you work for, but just where www.tuonome.com explain exactly who you are and why people should rely on their money? Well ... Go and create it!
Or "get out more" and maybe offer yourself as a spokesman for charities, or occasionally attends meetings of the professional association of your best customer (with him), proposes to sponsor a tournament for sports or cultural event. Or ... crea un network tra i tuoi migliori clienti!

Buon 2011 a tutti, ricco di successo...come persone!!!

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But who are we? Do not complain ...


Chiudi gli occhi e immagina la tua azienda (o l’azienda per cui lavori) come una bellissima torta, farcita con della gustosissima crema al cioccolato. Così allettante che nessuno riuscirebbe a resistere alla tentazione di assaggiarla e di assaporane il gusto, viste le aspettative così elevate che sprigiona. Ed immagina ancora di tagliarne una fetta, di addentarla e….purtroppo la crema, molto delicata, si è inacidita e la fetta di torta ha un sapore veramente sgradevole.
Quale sarebbe la tua reazione a questo punto? Penseresti “Che peccato, ho tagliato la torta dalla parte sbagliata. Se la giro e la taglio dall’altra parte può darsi che sarà ottima”? Oppure il tuo istinto sarebbe quello di prendere la torta e di depositarla per bene nella spazzatura rammaricandoti per aver sprecato solo dei soldi?
Ora puoi aprire gli occhi: osserva la tua azienda e da oggi in poi guardala esattamente come l’immagine della torta perché i clienti, una volta assaggiata una fetta, si comportano esattamente come hai fatto tu alle prese con la crema. Se il tuo cliente entra in contatto con un tuo venditore (così come un’altra qualsiasi delle persone che vi operano) e vive un’esperienza negativa, immediatamente la trasferisce a tutta l’organizzazione corporate (and often even to the product / service you offer), and rarely give you a second chance.
Unfortunately this aspect is often ignored by our vendors, or is not taken into account. Risk of advancing to the companies we work for many requests to make the perfect product, or to make it more known and visible, or to improve its service delivery and so on. And unfortunately I also met many entrepreneurs who meet the aforementioned requirements without simultaneously working on the improvement of those who represent one of the first slices of cake that are tasted by our customers.
And when I speak about improvement in this case I speak not only of the usual corsi di Tecniche di Vendita, di Comunicazione o quant’altro, ma parlo piuttosto della creazione di un BRAND personale per ciascun venditore di cui l’azienda dispone.
Per brand in linea di massima si intende la “promessa” implicita di qualità che il cliente si aspetta dal prodotto, determinandone l’acquisto in futuro. E lo scopo della creazione di un Brand affermato è quello di aumentare il valore percepito dal cliente rispetto ad un determinato prodotto (si pensi ad esempio al brand Nike: riesci ad individuarlo e a distinguerlo anche solo intravedendo appena l’inconfondibile baffo, e da lì in poi le tue aspettative rispetto a quel prodotto sono elevate e di conseguenza diventa elevato il tuo desiderio di acquistare the product).
But if most companies today are more or less concentrated in the creation of a corporate brand, very few focus on the fact that it is necessarily and inexorably through the creation of the personal brand of each individual who works in it, and especially those that primarily offer our products and services to the outside. The personal brand creates the same effects of corporate brand: clearly tells the world what you have to offer, why you are unique and gives others a reason to get in touch with you and stay there. In other words, as Tom Peters also said, "each of us should recreate its equivalent in small the symbol of Nike. "
In the next post we'll see what a seller can do practical to build a personal brand. For now ... we are very careful with the cakes we offer!

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sales (and LIVE)


lament: expressing grief, pain or discontent, often in an immediate and instinctive, faced with a situation unfavorable to us, when faced with a circumstance that does not appear exactly as we would have liked, in the face to people who do not behave "as it would do us in their place", etc. etc..

The complaints of those who make their job of selling (and others) may be the most varied:

- There is too much crisis around

- Customers are locking or otherwise have too much difficulty and can not invest

- Yes, but ...

- I've already tried so many times, will not work ...

- In theory it works, but the practice is

another thing - job too

- My company does not understand me

- My manager does not motivate me enough

- My manager wants too

- My owner does not hear us and do not want to invest in Advertising

- My commissions are too low

- In my company there is a bad climate

- This customer did not understand its nothing (after a deal is not concluded)

These (and many others) are the phrases of the Killer Sales: more than it gave in the course of your day, the more you kill the possibility of having a real success in your work (and in your life ). And the reasons are very simple.

One in particular is very simple. But our thoughts are energy and all of us will attract what is in harmony with our thoughts and reject what does not. In other words, when we complain about something in reality we are channeling our energy precisely in the direction of what we do not want. And thanks to our energy, what you do not want to take even more shape. We For example: we complain to meet customers always in crisis and have little money to invest? Well, through the energy that we have given off, we decided to draw us to the next time another customer on the bill! Simply, the Universe is listening to us and we send more.

What can we do to change it? First, we can always recognize when negative thoughts are going through our minds, we become aware of and decide not to complain of replacing them with positive alternatives, that is, with thoughts positive and optimistic. For starters, we could start talking about all that wish to achieve, rather than all what we have, everything that we want to achieve, rather than all that we can not do (maybe the fault of others!), all the good things of the world (or our company, our industry, our work) holds, rather than bad around us. And then to continue, we could assume full responsibility for that for which we complain, if for example we believe that our company does not understand us, assumiamoci responsibility for solving the problem, trying to understand fully the reasons and / or trying to find solutions, or changing company. Complaining is just a negotiation of responsibility and blame someone or something else of our problem is just an attempt to avoid such liability.

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Selling is like living


observed daily by many people to struggle against life, rather than living it, and fight against others, rather than live with them, judging them, rather than simply observe them, always wanting to change the next, rather than knowing the true essence for the sheer pleasure of knowing and criticism of their partner, rather than love (or permanently leave) get angry with their own unfulfilled dreams, rather than continuing to yearn. And strangely
very often these people end up being surrounded by other like-minded people, always on a war footing, always ready to point out everything wrong in their lives, always ready to fight over small things that obviously superficial in their eyes appear unpardonable errors. And all the others, those who can laugh in the face of an error of those who until yesterday was considered the best friend (instead of crucifying him), who can also give a positive definition to the gestures of others without necessarily ever be constantly wary and pessimistic, for those that do not ignite the arguments but only and exclusively to achieve their dreams ... here is that these people gradually disappear from their lives.
And of course this will only confirm their worldview. These
people I would say: but it is harder to be right rather than try to live better and more lightly?

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Some keys to combating the crisis


After analyzing the reason why every company should invest in training their own shopping area, now seek to identify everything that an SME can do today to dramatically intervene on the lever of sales, in order to leave free from the tunnel of the crisis:
1. E 'crucial first abandon all those acts which, although theoretically represent a winning choice, can cause result in the long run: innovation of product / service penetration in new markets, diversification and radically new business models can be sure winning strategies, but not immediately. Indeed, in a very short period requiring large investments first, because they weigh further on liquidity. What you need instead of our companies are actions that have an immediate impact, giving that results in a few weeks or at most a few months
2. We must train their salespeople to visit their clients in different ways: often tend to treat business clients "on call" in that they are likely to go to those who claim that require a visit or a quote, who finished its supply, or whose contract is expiring. Never as in this period is indispensable that its sales force (whatever the number of people that make up) learn a flawless start to his energy and his care in a proportionate manner with customers who have greater value for 'company (not only economic but also strategic) and those who make the least contribution. Too often encounter sellers who instead devote 80% of their time to the management of 20% of customers most challenging and demanding, which unfortunately does not always coincide with the most strategically important customers.
3. Regardless of the sector concerned, the sellers should have an agenda planned on a quarterly basis, including non solo le attività di routine (visite ai clienti già acquisiti, elaborazione di proposte commerciali, gestione delle problematiche e degli insoluti ecc), ma anche le attività determinanti per la crescita e l’espansione dei propri volumi di vendita. Quelle azioni cioè che ogni venditore rischia sempre di rimandare perché non urgenti, ma che se non vengono messe in campo determineranno le urgenze e le problematiche del futuro, quando è ormai troppo tardi per intervenire. Un esempio in questo senso è rappresentato dalle visite ai clienti nuovi: se andassimo a verificare l’agenda dei nostri venditori, quanti di loro stanno dedicando almeno metà del loro tempo al contatto con clienti potenziali? Questa semplice azione can prevent the decline in sales caused by the reduction of purchase by the customer history, provided it is carried out in a constant and unceasing.
4. We must also enhance and prolong the time of sale in the narrow sense (where for sale in the strict sense are only those visits made to customers, the development of commercial offers and other direct contacts with customers). Studies have shown that on average each salesperson devotes to these basic activities only 48% of their time (including transfers from one customer to another), while the remainder runs off to manage all administrative processes that have not a direct impact on sales. Look carefully then all the personnel you have available and try to identify who is quite underload can perform all those actions "unnecessary" falling on the sales force (eg, arrange meetings, call customers who have not given any response on the prior post, reply to general inquiries and bureaucratic, etc.).
5. Finally we must ensure that all their staff (of any department) is prepared and trained to sell: when it comes to commercial push of a company does not refer directly to the area only to be sold, but the capacity of the whole staff to contribute to the signature of the contract. How your employees answer the phone (From the receptionist to the warehouse)? How to approach the customer with the people in charge of delivery of goods or provision of the service? And they are prepared to identify other openings for laying the foundations for a future sale? Too bad, because the customers / consumers in respect of each staff down the non-commercial defense acquisition, and then ... in those moments it is easier to sell!

To return then to the initial question: why should an employer invest in training its sales push? Because, along with cost reduction, is one of the few solutions that have to keep your business alive in the next 2 years.

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Why should I invest in the training of sellers? I'm not afraid


"Why, in a time of crisis like this, should I spend money to train the salespeople? Rather this is the time to delete all the benefits and fixed costs related to the sales network: each output is to reduce unnecessary and should start their own business from them. "
Over the past two years I have heard too often, employers say these phrases in the correct belief that to overcome this period of economic crisis it is necessary to reduce all costs to the bone on which it is possible to intervene.
In fact, with regard to the commercial area of \u200b\u200bour companies, this is a necessary care ma limitativa: è come se, mentre mi trovo alla guida della mia auto, nonostante si accenda la spia del carburante penso che sia meglio non fermarmi a fare rifornimento perchè bisogna risparmiare.
Ma per individuare con certezza una cura adeguata da applicare, risulta prioritariamente indispensabile effettuare una diagnosi precisa del male da debellare: in termini molto semplici possiamo affermare che la crisi che ci sta travolgendo rappresenta una crisi di ricavi e non una crisi di costi. Non abbiamo assistito ad una impennata dei costi delle materie prime, né i prezzi sono schizzati improvvisamente in alto. Semplicemente, in seguito ad una serie di eventi finanziari, i consumatori si ostinano a non acquistare (chi per impossibilità ad effettuare determinati investimenti e chi invece semplicemente per incertezza rispetto al futuro) e questo ha determinato in ogni settore un impressionante crollo dei nostri volumi di vendita. Ovviamente il crollo delle vendite ha determinato a cascata un crollo produttivo, con ricorso sempre più frequente a rimedi come Cassa Integrazione ecc, con conseguente calo del potere di acquisto dei consumatori. e il vortice ricomincia inesorabilmente.
Se questa è una semplicistica e lucida diagnosi del male, l’imprenditore che si focalizza soltanto sulla riduzione maniacale dei costi, rischia di lavorare soltanto su una delle 3 leve dei profitti (Profitti = Prezzi x Volumi di vendita - Costi), trascurando di intervenire in maniera altrettanto chirurgica sulle altre 2 drives corporate revenue: the prices and sales. When revenues dropped by 30-40%, no company can succeed in the short term to reduce costs so drastically and so therefore has no choice but to operate in a precise and focused on other fronts. Once the diagnosis
metabolized in the next post we'll see together what kind of care you have to put in place on the front Sales uscitre free of this tunnel!