Why Balance Risk, Price and Value in Your Next Sales Demo

How to Balance Risk, Price and Value in Your Next Sales Demo

How to Balance Risk, Price and Value in Your Next Sales Demo

Price, Risk, Value….are you balancing all three for your buyers?

Being unable to unpack and demonstrate risk and value will mean you’ll most likely need to drop your price….primarily to balance what the buyer will perceive as higher than actual risk and lower than imagined value.

It doesn’t have to be that way…

You and I always imagine things are worse than they actually are.

Your buyers will do the same when reviewing your solutions and products…

Don’t let the buyer write your sales demo for you.

Make sure you address their worse fears.

Do that and the price comes a distant third on their list of needs to be satisfied.

For more information – hit the link – Show me how to balance risk, price and value in my next sales demo

http://www.mortonkyle.com

5 Epic Sales Fails – Are You Guilty?

  1. Not researching your leads properly before you call themFAIL – hit and run selling will never get you the result you want.With such easy access to lots of valuable information feeds – there is no excuse for not researching your prospects before you make the telephone call or visit
  2. Having a generic sales pitchFAIL – you should have and be able to articulate at least 5 reasons why the decision maker should grant you an audience – either over the phone or face to face, then have the communication skills sufficient to complete a full needs analysis. Rock the prospects world or stay in bed!
  3. You haven’t worked your numbers FAIL – you know what your target is, yet you are hoping for a 100% conversion in your sales pipeline. If only your sales conversion was that good!
  4. Two ears, one mouth, remember?  FAIL You haven’t realised that good sales people ask questions, great sales people listen.
  5. Prescription Before Diagnosis? FAIL How’s that working for you? Pitching before you know the prospects needs and wants, before you have diagnosed fully you are writing out the prescription! Please question and challenge to understand before you pitch….that way you have half a chance of retaining some credibility

To find out the easiest, simplest and most effective way to smash your sales targets – join us in Sheffield for The Sales Improvement Workshop – sky-rocket your sales performance by finding out what works AND doing it.

Remember – 100% Money Back Guarantee

For more information contact us:

Carol@mortonkyle.com

0779 002 1885

www.mortonkyle.com

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!!