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Ten follow`up letters when selling a product - ...lp solidify your business relationship, making it more difficult for your competitors to replace you. Use handwritten notes for just about any situa...
Sales Consistency and Time Management - ...e right balance between them to ensure a strong harvest. They are as follows: Planting Seeds. This stage consists...
Customers Selling Modes and Measurability - ..., they will be discussed in the following order: relationship, brinkmanship, and courtship. Each one influences the amount and depth of details yo...
Nine Tips for Confirming a Sale - ...ow the benefits outweigh the costs; create value. Successful confirmation isn't an isolated tactic, it's creating value th...
``Decommoditize`` the Sale - ...egin. Why didn't the most value win? In the minds of the customers, it did. They think lowest price equals the highest value. When sales-p...
Four Behavioral Styles of Customers - ... any party. They are sharp dressers, very stylish, and sometimes outrageous. Socializers are not afraid of drawing attention to themselves; in fac...
Growth Versus Real Growth - ...side factors such as low interest rates, high consumer confidence, high demand, and limited supply. Your business becomes the beneficiary of econo...
How to Avoid the Penalty Box - ... control of the sales call by immediately answering the customer's question. Salespeople tend to answer questions too quickly, failing to determine ...
Ten steps to help you differentiate and neutralize the competition when selling products - ...d enjoy. Believe in yourself and what you are selling, supported by the right mental attitude. Add your own style of enthusiasm and be somewhat en...
How to double your Close Ratio when making a sale - ...doubt that these statistics are shocking, but customers are the victims of these lackluster performances on a daily basis. Imagine havin...
Advantages and disadvantages of Perceived Value and Measurable Value - ...idual preference. Therefore, taste is perceived value. ...
The Sales Training Series: How To Answer Customer Questions - ...e, the customer may ask about price before you have had a chance to identify needs or establish the value of your solution. If you don&rs...;
The Sales Training Series: How To Really Close A Sale - ... have done before. And when you leave, she’ll never want to lay eyes on you again. Until you have asked good questions, you don&rsqu...;
Qualification process on the road to making a sale - ...e who has the need, the desire, and the means to make the buy. Anybody who's been in sales for more than 10 minutes can describe a sales pip...
Lead Generation for the Sales Team - ...nuing or upgrading a warranty, stuff like that. And, if you consider customer support e-commerce, we have that but it's not actually pay...
Choosing Partnerable Customers - without portfolio. In order to determine whether any one of them should be selected as your partner, you have to answer three more questions....
Coaching Skills to Improve Sales Performance - ...s perception of events, gaining their support in finding a solution, and developing an agreed-upon measurable plan of action to improve a behavior...
Making Mutually Profitable Alliances - ...I> For consultant and collaborator, there must be the same dedication, the same commitment, and the same conviction that a sale will add genuine val...
Sales Management - ...all enough to discourage competion. That doesn’t mean that you won’t be able to achieve a high volume of sales. If you have litt...
The Ride Along or Co Calling Coaching Session - ...this comfort zone. As a matter of fact, any field and sales process knowledge you have should be passed on to your team members. That includes you...

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Below is a list of all Sales management articles. If you want to find a tutorial by keywords, all you have to do is a quick search in our directory. Just use the search option. The website search is powered by Google. But, if you want to read specific Sales management tutorial, just point to it. The newest articles and tutorials are shown first in the list. To access the last ones, browse the pages 2, 3, 4... at the bottom.

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10 Things You Can Do With A Product That Doesn't Sell (11/09/2007)
(...) Try auction proceeds at an auction online. You can make your return on investment. If you're lucky, you may even make a profit because people sometimes enter into wars tender and bid a higher price than the product is worth. (...)
Telesales: A different Approach (10/19/2007)
(...) This is crucial to the future of the sale. A week is long enough for the average busy prospect to forget the nature of the telephone sales pitch. When in comes time to meet the prospect in comes 'Dr Jekyll', as professional and consultative as is appropriate to the specific sales environment. (...)
The 5 Keys to Being a Successful Newbie Manager (10/12/2007)
(...) Second, your knowledge of how your industry operates in the world is very important; an “outside-in” perspective. Keeping abreast of the trends and knowing how to keep your company viable, makes you a valuable employee. When companies and their staff only focus inward, economic and global changes may be occurring which could directly impact your company. (...)
A Music Retailers Recipe for Survival (09/13/2007)
(...) Fans of UK indie and rock music have been given the 7 inch format a 5 fold increase since 2000, according to data compiled by BPI, and the best-selling CD single in the year to March 2005 was a limited edition reissue of Iron Maiden’s Number of the Beast. Elsewhere the format is dominated by the new generation of acts including Babyshambles, The Arctic Monkeys, The White Stripes and the Kaiser Chiefs. This reiterates BMI’s claim that “there is still a huge demand for the collectible physical formats”. (...)
Selecting Consultative Choices (07/24/2007)
(...) If it is a cost center, what is its current contribution to cost? If it is a profit center, what is its current contribution to profits? In either case, the customer's current performance is your competition. Can you give them a competitive advantage by helping them differentiate themselves from their own competitors? This is what they try to do in their own business. If you can help them, you can sell them. (...)
Making the Conversions (07/24/2007)
(...) They must convert their focus on making individual standalone sales into making a portfolio of continuing sales, each one of which is a logical migration from its preceding sale. A customer's profit improvement cannot be a sporadic, periodic event. Instead, it must be an ongoing process whose continuous inflow of new streams of cash is predictable. (...)
Competing against a Customers Competition (07/24/2007)
(...) 75 percent discount that, the customer was told, would "elevate your awareness of the benefit of doing business with us by increasing your overall profitability." The discount was composed of a 46 percent price break plus free cooperative advertising funds, prepaid freight, the services of a team of marketing and sales representatives, together with a product trainer, and a rebate program. As the representative said who made the sale, "The customer practically sold himself. (...)
The Consultative Selling Process (07/23/2007)
(...) "We are such a small part of the end product," they lament. "The user never sees us. Unless something goes wrong, he never knows we're there. (...)
Selling Return on Investment (07/23/2007)
(...) Before this can be done, however, you must first undergo a desensitization to traditional product affiliations. Most sales representatives metamorphose into consultants through a two-stage process. The first stage is to forsake performance benefit orientation for financial benefit orientation. (...)
Norming the Value of your Sales (07/23/2007)
(...) How do you compare? If my norms are better than yours, ask me how I can bring you closer. IBM sales representatives apply their norm templates to the manufacturing operations of pharmaceuticals makers like this: Our model design for automating a process like yours can help you reduce up to $200,000 in labor. According to our norms, your manning is excessive by five workers. (...)
Empowering Box Two with Added Value (07/19/2007)
(...) " Consultants sell by helping their Box Two partners do their own jobs better: "Win with me. If you put your money to work with me," the consultant's position says, "you will have more money back sooner and surer." At the same time, you will have a greater market share of a current market, or you will have gained entry into a new market, or you will have a reduced cost burden in an important operation or greater productivity. (...)
Templating Proposable Leads (07/16/2007)
(...) 0 hours to complete a design cycle. Our norm is 1.7. (...)
Zeroing in on Consultative Targets (07/12/2007)
(...) You must be applications smart, knowledgeable in how to apply your products and services to the customer's sales and distribution process so that revenues or margins can be increased. And you must be validation smart, knowledgeable in how to quantify your contribution. "Knowing your customer's business" means having all three types of smarts. (...)
Social Marketing and Online Gaming: Colossal Market Growth (07/10/2007)
(...) This is not a fad that is about to disappear and if anything, is likely to become more ingrained into mainstream websites just as reality TV has become ubiquitous in network TV programming. In it's report (May 2006) Nielsen Net Ratings stated that Social Networking sites grow 47% year on year, reaching a massive 45% of web users. Searches for top 10 methods of social networking has increased by 279% over the past 12 months and search queries for MySpace have risen by 1,347%. (...)
Positioning Profit Improvement (07/09/2007)
(...) In the second instance, you must prescribe a system that will increase customer sales. This is an opportunity-seizing system. Defining a customer problem or opportunity has two parts: what you know and how you know it. (...)
Bringing Customers Closer to Your Norms (07/03/2007)
(...) You also know that their two major cost centers are R&D and sales, both of which account for about two-thirds of their total costs. You are most likely to target your leads where the customers' major sources of revenue bunch up and where the major costs cluster. But without norms, you can end up asking of everything you learn, "So what?" What if you learn that the customer's revenues from license fees have decreased 38 percent from a year ago? So what? If you do not have norms for the value you can add to license fee sales, how can you make a compelling proposal to increase them? By how much can you normally raise them? How soon? How sure can you be? What if product development costs have been increasing by an average 23 percent year over year? So what? Can you help speed up the customers' innovation cycle time? Can you help expand the number of commercializable products that come out of their R&D? You cannot answer these questions unless you know how much value your solutions normally add and how soon they normally add it. (...)
Allying Box Two (07/03/2007)
(...) That is why they will partner with you. The incremental value of your contribution becomes their test of how much you are worth as a partner. The definition of business partner is therefore the customer manager's definition: someone who can add incremental value to the manager's contribution to profits. (...)
Making Sure Your Compensation Plan Drives the Desired Objectives (06/23/2007)
(...) Does the current compensation plan reflect these changes? Just because ‘‘things’’ change, it doesn’t mean your plan is wrong. Perhaps it was so well designed in the past that a natural flexibility was built into it. Maybe you need to make only minor changes. (...)
The Changing World of Sales Management (06/22/2007)
(...) Not very long ago, your customers knew about the products or services your organization offered through trade shows, promotions, or personal contacts with sales professionals. Now, however, technology has given customers the ability to search out providers from anywhere on the globe. With such an enlarged supplier pool, customers are demanding multiple channels of access to your corporation and multiple tiers of support. (...)
Developing Critical Objectives (06/22/2007)
(...) ... (...)

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