Only 4 Places Left – Don’t Miss This Chance to Build Your Business.

Success brings its own momentum.

This is never truer than in a sales environment – you start seeing  some great results as you make small changes in your business. and after a few days you can’t wait to see what else can happen.

We all know that it’s easier to find 100 things that will each give a 1% improvement in the business than it is to find 1 thing that makes 100% difference, but my aim in working with you is to find those  3 or 4 things that if you do them consistently will give you a major launch pad to help you propel your business into high level growth.

The Sales and Business Development Boot Camp for Business Owner Managers is not a pedestrian stroll through ‘how to increase your sales’.

Not at all. It’s a launch pad, rocket-propelled to get you into the frame of mind to change how you sell, how you position, how you propose and how you price your product or service to your ideal prospect base.

Combining 121 coaching, agreeing outcomes and milestones, accompanied sales presentations, practical strategy, pricing, creating compelling sales propositions and building solid sales pipelines – all contacted in the Sales and Business Development Boot Camp for Business Owner Managers

And you are help accountable for some pretty tough targets.

Think you are up to it?

Want to change your business fortunes in the next three months?

If you need some more details just click here to find out how you can get one of the 3 remaining spaces.

Call for a confidential chat, not all businesses or business owner managers will benefit from this program, so we need to find out if you and your business can gain benefit from joining…and remember – a full money back guarantee if you don’t get the results you deserve.

Contact me on 0779 002 1885 or carol@mortonkyle.com before 3 pm on Friday 28th February 2014.

Here’s what some of my past clients have had to say about working with us:

Director – National Recruitment Company

We hired Carol to effectively remove an impasse to growth in The Interim Register. The business had reached a ceiling in terms of sales and we needed an expert third-party opinion to help us look at the business from a new angle to regain momentum. Carol’s core ideas formed the basis of subsequent restructuring which has been a great success. I would definitely recommend Carol!

CEO – BPO

Carol is the most dynamic and energetic Consultant I have ever worked with.
She has helped me re-shape our entire sales process which resulted in a 50% leap in profits!
Carol has the flair and imagination to add measurable value to any business.
I look forward to working with her until the day she retires!

Director – Consultancy Firm

Before I met Carol, my business was doing well but it was based on referrals from my network. My business is quite specialist in approach and offering, and some of the referrals I was receiving were not really the ideal size of clients I wanted to work with.

I have some great clients, but I wanted to work with some larger and specific organisations. I spent a day with Carol, and then benefitted from some crucial follow-up coaching from her and now I am confident directly approaching the businesses I want to help, and it is working!

Director – BPO

I’ve worked with Carol in three different areas – I’ve been a client, worked with her as a colleague and been delivered training from her. As a client I bought what she was selling; as a colleague I enjoyed her professionalism; as a trainee I learnt some good stuff from her. She is committed, focussed, tenacious and driven to succeed. She is also very straightforward and doesn’t waste words – you will know where you stand with her and her with you – important if time is money!

Director – Print Company

Carol has worked alongside me for six months and is still ongoing. If you want to increase your company sales, move processes forward and bring a new lease of life into your company, you need to employ Carol at Morton Kyle.

Director – Consultancy Firm

She is a pleasure to work with as she is always direct, focused and has the ability to see the big picture, whilst still delivering at the tactical level which is a significant benefit when achieving complex business goals. She is a recognised problem solver and respected by peers, management and board members alike. I would strongly recommend her as an asset to any organization.

Director – Insolvency Practitioners

Carol has worked with our company for a number of years, assisting us in our company growth.

Her role has covered many aspects of our business and sales development, and she consistently delivers more than is asked of her.
She is:
An exceptional listener – she has guided my thinking through the challenges I and my business face on an ongoing basis
Proactive in opening doors and spotting commercial opportunities on our behalf
Direct and to the point when delivering what needs to be done
Great sales focus – 1 days work led to three business opportunities, one of which allowed us to expand our business considerably
Helps us to distinguish between the urgent and the important
Valuable sounding board on sales, marketing, staff targeting, presentations and general business approaches
Achieves a great deal in a very short space of time
Always looks for the easy wins

Director – Civil Engineering Firm

“The sales training with Morton Kyle has been one of the most useful courses we have done. Having no experience of sales previously, we left the training with the confidence as well as the tools with which to become effective sales people. Our success rate improved after the training and enabled the company to move forward in a way that wouldn’t have otherwise been possible.”

Carol Griffiths – Director and Lead Consultant.

Morton Kyle Limited 

Sales Forecast, Sales Funnel, Sales Piepline

There are three specific tools in sales management. They are all crucial and take a high degree of discipline to adhere to, however they will provide a vital insight into sales performance snap shot, short and long-term basis.

The specific tools are the sales forecast, sales funnel and the sales pipeline.

Sales Forecast – a document detailing the prospects that have stated their intention to buy a specific product or service for an agreed price at an agreed time. The bold criteria are very important, if you don’t have one of these criteria then I would question making it an inclusion on your sales forecast.

A sales forecast should be able to forecast sales in advance with some certainty, with the degree of certainty increasing as the time frame shortens.

A sales forecast is not cash in the bank – it should be regarded as a document of record and vital to business planning and cash flow. Lack of accuracy in your sales forecast is dangerous

Sales Funnel – a lead to prospect to sales forecast sales ‘container’ that feeds unqualified leads in to the wide mouth of the funnel, and through a very careful qualification process the leads are either carried through and converted into prospects for inclusion in the sales forecast  at the sharp end of the funnel, or are rejected at any point in the funnel due to their lack of suitability.

Sales Pipeline – is a stepped, criteria driven sales qualification process that sits inside the sales funnel. The sales pipeline is standard within an organisation so that all sales people understand what it means if a prospect is at a certain point in the sales funnel.

The Sales Funnel houses a sales pipeline process that feeds into the sales forecast.

Clean Data and Dirty Data

We also need to make the distinction between clean data and dirty data.

Dirty Data is an unqualified lead/enquiry – you will have 100’s or maybe 1000’s of these floating around, maybe from exhibitions, opened eshots, directory listings etc

Clean Data is Dirty Data that has gone through some form of qualification, Clean Data should be in your Sales Funnel as it goes through your Sales Pipeline activity until it lands on your Sales Forecast or it is rejected. Unqualified Dirty Data should be held in a separate file.

Key Considerations

A Sales Forecast that is consistently inaccurate needs investigating immediately – an inaccurate sales forecast is a key indicator of other issues that will be definitely costing your business money in lost business opportunities.

A Sales Forecast has to be complete. A Sales Forecast that appears without specifics – client name, price agreed, order date, quantity, delivery date, terms is not a sales forecast. A sales forecast should have a very high degree of certainty. If it doesn’t then this is a likely indicator that the sales process lacks that same degree of certainty.

A Sales Funnel should have a high degree of movement – prospects added and taken out on a very frequent basis (frequency will depend to a degree on the industry, product/service sold, order value etc).

The Sales Funnel is a proactive way of managing prospects, by using the universal criteria laid down in the Sales Pipeline – managers should be keen to look at the age of prospects in the funnel, last contact dates, etc.

Managing the sales pipeline should be the key driver for the sales person and the sales manager as there is a high cost to getting the prospect even half way through the Sales Funnel…too many unqualified prospects in the sales funnel and the worthwhile prospects do not get the attention they deserve, too few prospects in the sales funnel going through the sales pipeline process indicate that the sales person needs to increase their time spend in lead generation and lead nurturing.

Universal Standards set down by the Sales Pipeline Criteria – Sales Teams definitely benefit from having a universal understanding of what a Sales Funnel should do and what the criteria are for moving from one stage in the Sales Funnel to the next.

The danger is to have a very full Sales Funnel. This is extremely dangerous. Too large a Sales Funnel means that some great prospects will be ignored whilst poorer quality prospects may get attention they don’t deserve. The aim of the Sales Funnel is to bring focus to the sales process and the progression of quality prospects and sales opportunities.

Qualification is a key skill in managing the Sales Funnel effectively – using good solid sales questions with the prospects is vital to gain knowledge and information that can be relied upon to present to the rest of the business in the Sales Forecast….ensuring a high level of accuracy, certainty, transparency and accountability.

Sales Managers would find it time well spend to concentrate on all three of these sales tools as they provide a great and solid indicator regarding sales activity levels, sales capability, and skill.

Major caveat here…don’t be fooled by thinking high numbers in the sales funnel mean a bumper time ahead….often means quite the reverse

For more information about how you can get the most out of your Sales Funnel and deliver certainty and accuracy to your Sales Forecast call Carol Griffiths – Lead Consultant and Director at Morton Kyle Limited on 0779 002 1885, or email carol@mortonkyle.com

 

Fastest Way to Increase Close Rates – Increase Prices

A brief case study :  My client company had a sales team selling a product X, their only product. Massively undersold in terms of business proposition, sectors, ability to demonstrate value and benefit, plus no use of ROI comparisons during the presentations.

Having addressed all of the above – the average order value is now 4 x what it was for identical product X. Plus the close rate is double what it was.

And the price and the rates are increasing steadily, and will continue to do so.

Pure Luck? Not a chance.

Biggest influences in bringing about the positive change:

  • Changing market direction – decision maker level, sector, sales criteria
  • Creating and demonstrating value at all stages of the sales process – heavy ROI biased
  • Reporting – revising and updating the reporting for meaningful management information

The challenges for this organisation were huge. But, if they can do it – so can you.

Key Lessons:

  • The price charged has to be commensurate with the value delivered
  • Too low a price cheapens the product/service
  • Too low a price ruins any chance of creating urgency
  • Pricing it to close on the day is stupid (harsh but true)
  • Thinking that a delay in response from the buyer is a reason to start a price negotiation prematurely is also wrong
  • The higher up the company organisational chart your decision maker is – the more valuable their time is, the more valuable any solution that saves them time is – your charging should reflect this
  • The price should be a hot button to the buyer – and that’s fine because you will have already demonstrated value
  • Your price should be a differentiator – a positive differentiator
  • Your price should allow you another opportunity to demonstrate value.

To find out more about how you can get results like this in your organisation, call us for a chat

Carol Griffiths (Director and Lead Consultant) 0779 002 1885, carol@mortonkyle.com

Morton Kyle Limited

 

 

 

 

Being Brilliant at the Sales Basics

Being Brilliant at the Sales Basics

Sheffield 12th/13th March 2014

Course Details

Designed for sales staff who want to:

  • Increase order values
  • Improve margins
  • Sell on value not discounted prices
  • Shorten sales cycles
  • Increase sales conversion rates
  • Handle objections
  • Create value based relationships with sales prospects based on demonstrable ROI
  • Create solid sales pipelines
  • Build accurate sales forecasts

Further detail on this course can be found by clicking here

For more details – use the form below to request an agenda, alternatively contact Carol on 0779 002 1885 or email carol@mortonkyle.com

Fee:

£1,395 per attendee plus VAT (1 Aug 2013)

  • Including lunch and workbooks on both days
  • Psychometric test
  • Pre course attendance evaluation
  • Two one to one follow up sessions post attendance
  • Unlimited telephone support
  • The opportunity to attend the course again as a refresher at no extra cost
  • 30 day full refund – money back guarantee

Testimonials from past attendees:

Senior Manager/Divisional Head – Business Advisory Organisation

Carol got to know Medilink well and her understanding of the company allowed her to provide our team with excellent training and advice.
Her application of business expertise, twinned with in depth research yielded a tailored training package for the business

Director – Civil Engineering Firm

“The sales training with Morton Kyle has been one of the most useful courses we have done. Having no experience of sales previously, we left the training with the confidence as well as the tools with which to become effective sales people. Our success rate improved after the training and enabled the company to move forward in a way that wouldn’t have otherwise been possible.”

Is your Sales Strategy Delivering?

You know what your monthly sales revenues ought to be…let me ask you, where did those numbers come from?

Are they more closely related to what you need to generate to cover costs or are they based on realistic market potential?

To what degree have you taken into consideration market conditions, your competitors, their pricing/discount, market trends, cost via specific sales channels, your existing market share?

These are just a few of the crucial factors that should be considered as part of a meaningful sales strategy in order to help you to forecast realistic numbers.

One of the key things that many organisations forget is that a Sales Strategy should:

  • Help the sales team to sell, so should include up to date information on the competitors, their offering and their positioning. Without this the sales team are going into the market place blind and unarmed.
  • Be easily translated into a balanced scorecard that drives business activities on a day-to-day basis.
  • Be understood and used by everyone in the sales team – and if it’s too complicated for the sales team to work with then it’s not a good sales strategy.
  • Be Universal. Sales strategies for different sales channels should be balanced to ensure parity and market consistency and to avoid market confusion. All activities in the sales strategy should reinforce the same message – i.e. 3 sales channels interfacing with one market should have the same pricing structure, delivery schedule and marketing collateral.
  • Be linked directly to the reward and recognition plan of the sales team.
  • Have key milestone targets that can be measured on an ongoing basis and at key points during the sales year.
  • Flexible enough to reflect differing market conditions.

If  you picture your Sales Strategy as something to sketch out in order to get the budget sorted for the year, you may be missing a vital aspect of sales planning and providing the sales team with a route map for the year.

Take the guess-work out of your sales teams performance – call Carol on 0779 002 1885 for a confidential chat or email carol@mortonkyle.com

For more information on how we work see http://www.mortonkyle.com

Happy Selling!!

Don’t Do It!!!

Do your sales team really need another sales training course?

Before you look at investing in any sales training course – even a refresher course, take a quick look at the following areas of your business:

  • Are your sales processes as effective and as user-friendly as they should be?
  • Are you measuring the right metrics in your business (metrics of events that deliver the sales results you want)?
  • Are you communicating the right sales metrics to the sales team in the right way?
  • Is your sales commission plan driving the right behaviours?
  • In the market place, is your sales message effective, potent, individual and unique?
  • Are you following the planned sales strategy or are you simply looking for the numbers, or worse still, are you following your competitors?
  • To what degree are the gaps in sales performance due to people, process, product or pricing?
  • Do you know why the sales machine is not working for you?
  • Do you have the correct people in place, and if so, are you playing to their strengths?

Sales training could be the last thing you need, meaning there are other things that can be addressed more simply, quicker and often at a much lower cost.

Think about this, if you are not making the margin your require, maybe you are not generating any margin at all, running at a deficit.

Then it is highly likely that most sales training programs will get your team to do much of what they are already doing  since quick fix sales training courses have a very low retention rate on new skills, behaviours and ways of working. Therefore, just doing what they are doing already but potentially doing it faster, more effectively. Yes, you may well become more efficient at losing money.

When you do get to the point of selecting your training provider ask yourself these things:

  • Do you really need sales training that covers everything? Even the parts of the sales process that the team are already doing well?
  • If you only had to train your sales people in three very specific areas – what would they be? Why these three areas only? What will be the impact on the bottom line?
  • How will you know/judge if the training has been a success?
  • How are you going to guarantee that the new skills are adopted (without fail) by the sales team?
  • How are you going to support the sales team during and post training to ensure they get the maximum value?
  • What are the consequences for the team of not abiding by the training and using the new sales skills?
  • How closely does the culture of the Trainer fit the culture of your company?
  • Is the Trainer a Trainer or a Sales Person themselves?

Most sales training programs fail for four main reasons

  • The Managers don’t support the training during and post the delivery
  • The content of the training is not specific enough. the training is too broad-based
  • There are no training KPI’s set in place pre design and delivery
  • There is no follow-up to the training after delivery

As adults we understand that some new skills can be adopted very quickly, and to a high level of competence. Learning to sell is not one of those skills.
Sales training often has to fulfil two functions:

  • It should remove undesirable/damaging behaviour and
  • Replace it with new effective skills

Furthermore, teaching someone to sell is a hearts and minds endeavour. Revising the sales script, getting them to ask more open questions, giving the sales team new lines to close with can all have some impact but that impact is likely to be small and short-term.

Delivering the thought process behind the lines, the logic of the professional sales pitch and the actions to take at each point, the deviations to make, how to re-establish control, how to close along the way…those are skills that take time to deliver properly and develop in the field, and even longer to adopt as second nature.

I’m not suggesting that sales training should be like painting the Forth Bridge, what I am suggesting is that you forget about sheep dipping and concentrate on the three or four aspects of the sales call that would make the world of difference. Train in just what the sales team need to improve on. Also, to increase the effectiveness of the sales training you might want to think about having a training program where the trainer:

  • Accompanies the sales person on sales visits pre training
  • Listens to sales calls pre training
  • Fully understand the sales process
  • Has full sight of the sales funnel and the conversion metrics at each stage
  • Has spoken to the sales team in confidential 121’s so as to understand the individual needs from the training and not just the business needs
  • Understands very specifically the KPI’s that the training needs to impact on

To discuss your sales needs, whether increasing profits, accelerating sales growth, building a more productive sales team or refining and driving your sales strategy, call us for a confidential chat.

Carol Griffiths – Lead Consultant and Director

Morton Kyle Limited

0779 002 1885

carol@mortonkyle.com

Innovations In Marketing: Optimizing The Sales Channel With Better Information

See on Scoop.itIncreasing Sales and Improving Sales Performance

Analytics tools give decision-makers the best possible intelligence about customers, finances, operations, suppliers, and the market. This is why, according to IDC research, business analytics is among the top five IT investment initiatives in 2012.

Carol Griffiths‘s insight:

Time spend managing the sales team is vital…sometimes it can feel like it’s a never ending task, and there is no doubt that occasionally this is true. The aim of a good sales manager is that they get the sale team up to optimum and consistent performance, and then let the sales team do their job whilst remaining accessible should help and support be needed. On an ongoing basis, there should be a program of accompanied visits, coaching and mentoring. In between times the sales team should be provided with meaningful and accurate data regarding their performance…then, as in the real world, they can have a high degree of responsibility for how they spend their time, resources and therefore have full control of how they perform. In the best managed sales teams, it is often a characteristic that the sales management do not hold the sales team to account on a minute by minute basis, but are there for the self evaluation and support of the sales person. Carol Griffiths carol@mortonkyle.com www.mortonkyle.com 07790021885

See on sales-eu.tradepub.com