Most companies are in growth-mode. Successful businesses are always looking for ways to increase sales, revenue and – ultimately — profits. And there are a multitude of ways for a company to grow. A company might be ready to expand its geographic reach and open another location or hire more sales staff. Or it might want to diversify its products or services. Or it might have won a major government contract that necessitates operational expansion. Or it might be looking to franchise its operations. Alternatively, it might want to license its products so it can be sold by other companies. Or it might want to form an alliance with a partnering organization or merge with another business entity. These are all valid approaches to grow a business.
While approaches for growth vary, the elements to grow a business are usually the same for most companies. In fact, the variables for growing a business are somewhat similar to growing a garden or harvesting a field. Just as with a garden, there is an ecosystem or market in which a company will grow. A garden must have the right space and soil to expand and a business needs the right facility, plant, office space or storefront to grow. And a garden must be properly fertilized and watered, while a business needs marketing and advertising to nurture the business. Also while a garden must have the right amount of energy or sunlight to grow, a business needs the right sales and business development support to generate orders. And just as there must be a strategy to keep all manner of bugs and pests from destroying or consuming what is produced in a garden, businesses need to keep competitors and regulations from eating away at profits. Gardeners must have some level of training and experience with agriculture or horticulture, a company’s employees need training and expertise in the business’ niche. And they must not only know what they are doing, but they must be efficient and effective in their work to maximizer the ROI. There must also be a way to harvest the yield in a timely manner. And the quality of what is produced must remain high, and be as good as or better than the competition’s produce or else no one will want it. Just as only the best gardeners are successful expanding a small garden into a thriving, productive farm, only savvy, shrewd business owners can grow a company.
Ask any salesperson and they will tell you that selling is hard work. In fact, anyone who has ever had a job in sales will likely admit that it’s the hardest work they’ve ever done. If a salesperson gets a yes immediately, they haven’t really sold anything as much as taken an order. Selling starts the moment a prospect says no. Selling is what happens when a salesperson turns a No into a Yes. And yet, most salespeople make common mistakes throughout the sales process that keep them from making a sale.
There are a myriad of things that sales people should do… could do… would do… but don’t for a multitude of reasons. Sometimes salespeople are taught wrong. They are told to do things a certain way even though those techniques, approaches and strategies haven’t worked for half a century. Sometimes salespeople are taught the right things to do and they just don’t do them, either because they don’t believe the sales program is effective or they think their way is better. But a lot of the time, salespeople aren’t taught at all how to “sell.” So they emulate the worst examples of salesmanship, which just makes the job of sales even harder than it already is. The following are things a salesperson should do to make the sale.
When we think of the work that salespeople do, we generally think of one-on-one selling. For anything that is not a commodity, a salesperson will speak face-to-face to another person and “pitch” a product or service. The ‘traveling salesman’ is the quintessential image of sales. But, obviously, that kind of selling is limiting. It is limited by how much time and how much distance a salesperson can cover. Even in dense cities like New York, Chicago, or San Francisco, a salesperson can only make so many sales calls in one day. And in cities or metropolitan areas that are more diffused, such as Los Angeles, Atlanta, Triangle Park or Miami, traveling from place to place for sales meetings can consume huge swaths of each day.
Because of that, sales teams have always looked for ways to compress the sales cycle and use technology to assist in the sales process. Call centers. Robo-calling. CRM systems. Email. Text messages. And now, video is emerging as a useful sales tool as well. When done right, videos can speak directly to prospective clients and guide them through the sales funnel. But some still wonder if video can really be effective in the sales process. And there are many questions surrounding how to construct sales videos. Should a video sales pitch focus on a product / service features or should it focus instead on the benefits / solution? Can a sales video or series of sales videos help move the sales process more quickly toward the close? And can a sales video actually close a deal? If sales videos are effective, can a company just create sales videos and not have salespeople? Here are what the experts think.
Two of the biggest challenges that regional and national companies face are training new hires and then keeping all staff up-to-date on company changes such as new software programs, updated policies, and evolving procedures. Just getting corporate office staff trained and keeping them current is enough of a challenge. Training takes time and consumes resources. A lot of information is thrust at employees at one time. Meanwhile, productivity drops or stops during training. Customer service suffers and employees are tasked with keeping up with the workload while making time for training. If doing that for corporate staff is hard, then training regional or national employees is even more difficult, especially when some or all of those employees are working remotely from small regional offices, executive offices or home offices. This is particularly difficult in the U.S. due to the country’s vast geographical size. Bringing a cadre of regional or national staff together to one location for training incurs a lot of hard costs and generates a lot of down time not just for training but also for travel.
The challenge for training new hires is even greater. Managers need to share a great deal of information with new employees in a very short amount of time. New hires often report that it is like drinking from a fire hose. This is not the ideal way to retain new information or make a new hire feel comfortable and confident. Bringing all new employees to one central location for in-person training is also hard and expensive. New hire training often can make or break an employee’s effectiveness for years to come.
To tackle both issues, companies are discovering the value of training videos. Video facilitates training and ensures that training is effective. Live Webcasting and dynamic on-demand training modules that employees can watch and process at their own pace help increase retention. And video-based training can be done without travel—at employees’ exec suites, home offices, or even a nearby Starbucks. This minimizes disruption and costs. Here are tips and best practices on how to use video for training.
Imagine that a company or business is like a boat and the boat has a destination… the port of profitability and growth. On the left side of the boat are the Marketing oars. On the right side of the boat are its Sales oars. If only the left oars are rowing, the boat will go around in circles, clockwise. And if only the right oars are rowing, the boat will go in counter-clockwise circles. Even if both sets of oars are rowing, but not in tandem, the boat will not move in the intended direction very swiftly. But if both sets of oars row in tandem, the boat will move forward. If guided by someone who knows the destination, it will move toward that spot. And the faster and more efficiently they row in tandem, the more swiftly it will get to its destination. The process of getting all the oars to row in tandem, efficiently and effectively, to a particular designation is management. Getting there faster than the competition is good management. And leadership is the wind in the sails of the vessel, which can help propel it even farther and faster. If the leadership is strong and steady, the work of the sales and marketing teams is made easier, and everything glides forward quickly.
Great leaders make the difference between an average performance and an extraordinary one. Today’s leaders do many things, including coaching, mentoring, counseling and, of course, managing. Employees today expect people in leadership roles to be willing to roll their sleeves up and keep managing and facilitating. In practical terms, what does good management look like today? It is more than just someone telling someone else what to do. Continue reading