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

Why Don’t My Sales Team Care If We Hit Sales Targets?

If a sales team is consistently failing to perform then there is something fundamentally wrong.

No-one want to miss a single sales target and some months will always be tougher than others, but consistent failure is not normal, not sustainable and is a clear indicator that something radically needs to change in the business.

Directors Perspective

Your sales team may not care if they hit the sales targets because it’s highly likely that their manager may not care either!

Or it could be that there are no positive or negative consequences or actions taken if the target is hit, or not, whatever the case may be.

From a Director or Business Owner Perspective – Check out the Sales Management team and their skills, intent, motivation style, reward mechanisms, general demeanour around the office and use of management information before you fire the sales team. The culture of success (or failure) comes from the top…always.

You may also want to look at how closely the goals and ambitions of your sales management team are aligned with the goals of the board. Do you think that you are all working to the same goals and agendas or do you know this for a fact…what do their actions tell you?

What’s the ‘them and us’ culture in the firm? One big happy family or layers of management?

You may also want to think about what you are asking the sales team to do, the market they are in, associated pricing and market conditions. competitor performance and the specific challenges the sales team can’t seem to overcome in the market.

Sales Manager Perspective

As Sales Manager you may want to ask your self these questions then think what you should do about it:

  • Are all of your team failing to hit target/care or just a few of them?
  • Are there consistent performers and consistent non-performers?
  • What are the consequences of performance in your team?
  • What are the consequences of non-performance in your team?
  • How are your sales team rewarded for their hard work and success?
  • How many of your team are on formal performance management programs?
  • How much time per week do you spend sat side by side with your sales people in observing, monitoring, coaching, mentoring?
  • How much time do you spend training your sales team?
  • What daily performance information do you give to your sales team?
  • What happens in your daily management meetings?
  • How often do you ask for updates in sales forecasts?
  • What is the daily sales contact times target for your team (sales talk time)?
  • What is the best and worse sales conversion rate in the team and why?
  • What is the best and worst margin in the team and why?
  • What sort of data are you giving your team to sell to?
  • How robust is the prospect qualification process used by the sales team?

Sometimes, an under performing sales team has reached the point of no return and turn around would be costly and a big drain on time.

Sometimes to start again is, unfortunately, the only option.

Before you do – think about what you would do differently in how you manage them…whether you are the Business Owner or the Sales Manager

For more information or a confidential chat about Sales Turn Around, Sales Improvement and Practical Sales Training then call Carol at Morton Kyle Limited on 0779 002 1885 or email carol@mortonkyle.com

We run a number of open and bespoke Sales Training Courses – all with a full money back guarantee, contact us for details or use the links below:

Sales and Business Development Boot Camp for Business Owner Managers

The Sales Improvement Workshop

Happy Selling

Carol

www.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