Frank Horvath - 151 Quick Ideas to Motivate Your Sales Force
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- Book:151 Quick Ideas to Motivate Your Sales Force
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151 Quick Ideas to Motivate Your Sales Force: summary, description and annotation
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Traditional ways of motivating a sales force have included money, incentives, contests and even turnover (regardless of performance). While its true being a sales professional is not for everyone, there is a way to identify, build and retain a top-notch motivated sales force. The trick is to build and keep a sales team that delivers sustainable results. The insights included in this book are designed to shift your thinking about traditional ways of motivating sales professionals you manage. It categorizes key sales-motivating management skills, tools and techniques while incorporating the art and science of sales management, leadership and the human dynamic. In this book youll learn:
Coaching and Development
Sales force Processes and Systems
Keys to Sales force Leadership
Reward, Recognition and Incentives
Sales managers that learn, know and implement a next-in-class approach to motivating their sales professionals will reap high rewards and beat their competition.
Coaching and Development
Sales force Processes and Systems
Keys to Sales force Leadership
Reward, Recognition and Incentives
Sales managers that learn, know and implement a next-in-class approach to motivating their sales professionals will reap high rewards and beat their competition.
Frank Horvath: author's other books
Who wrote 151 Quick Ideas to Motivate Your Sales Force? Find out the surname, the name of the author of the book and a list of all author's works by series.
Frank Horvath
Tracy
Bellah
Stephan Schiffman
Brian Tracy
Butch Bellah
James Dance
James Dance
Thomas L. Quick
151 Quick Ideas to Motivate Your Sales Force — read online for free the complete book (whole text) full work
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Table of Contents
How to Use This Book
Every quick idea in this book is tested and true. They come from the collected experiences and wisdom of literally hundreds of peoplewell beyond just the authors. And they are presented here to help you learn how better to make high-quality decisions and to learn the best practices in delegating.
The book is designed to be consumed piecemealthat is, in small bites. So dont try all of these ideas all at once. Read the book through to gain a quick impression of the ideas here, then start picking out those that seem to you to be immediately helpful, and try them out. They are the ones that can make a quick difference. Later, review the book again and try some additional ideas.
Of course, some of these ideas are in sequence, and those will be obvious and will make logical sense to you when you read them. Later, go back and review the others routinely and pick a few more to try. And so on
So, at first read, label the ideas you read as:
Implement now.
Review in a month.
Review later.
Pass idea on to _____.
Every 90 days or so revisit the book for some new ideas or techniques. As your situation changes, you may well find usable ideas that you discounted earlier.
Remember, all of these ideas and concepts are proven techniquesproven by research and other professionals around the country and around the world. They have worked for others, and they can work for you!
Introduction
Ever think the only way to motivate your sales force is with money? That might work for a short while, but think again. There are more lasting ways to motivate your sales professionals, and thats where this book will motivate you to think long term, with the goal of engaging and retaining those top-notch sales employees.
151 Quick Ideas to Motivate Your Sales Force contains useful and practical ideas to keep enthusiasm and pride in your sales departmenteverything from how to develop your sales professionals to how to fire a customer. It discusses how to stretch goals and objectives, how to set up a scoreboard of sales results, and how to define clear accountabilities.
This book also talks about subjects not often found in sales manuals (the human behavior side of the business) such as how to use failure as a learning tool, how to establish a mentoring program, and even how to shed the strip club mentality.
In todays economy, hitting those sales goals is a must. And we all know how expensive it is to carry a sales associate who doesnt pull his or her weight, and lose those who do. For example, do you take the time and effort to understand the family dynamics of your sales professionals? Your sales professionals are human beings, and they are influenced by their families and by whats going on in their lives at any given time. Done correctly, it can be helpful to get to know your sales team members on a deeper level.
151 Quick Ideas to Motivate Your Sales Force discusses sales from the companys perspective, from the managers perspective, and from the sales professionals perspective. The result is a unique blend of practical suggestions to help your sales associates relish business opportunities and share in the success.
In short, everybody wins when you have a stable, talented, and motivated sales force. In todays world, the stakes are high. So start reading and see how far you can take your sales team. Take a minute to remember when you were a new sales professional ready to take on the world. Help your team become more successful, celebrate the wins, and contribute to the future. The time is now.
Share and Make Sure Sales Professionals Understand the Realities of Your Business
One of the biggest assumptions sales leaders and managers make is that sales professionals really understand how the business operates and how it makes a profit. Do not assume everyone understands the realities of your business. Ask yourself, do sales professionals understand how you make a profit and whats important to your operations? How about competitive intelligence? Have you researched and collected current competitor information that can be shared? Do they understand your income statement, balance sheet, and cash flows? How about your strategy, business brand, and key goals and objectives?
Assignment
Begin inserting financial operating metrics and competitive intelligence into your regular meetings with your sales professionals. Also use one-on-one conversations as an opportunity to share what the business is focused on, including the impact to sales, cash flow, and profitability.
Epilogue
The best sales professionals relish opportunities to share in the realities of your business. This enables them to sustain a competitive advantage when selling against overly optimistic sales competitors.
Align Your Sales Professionals to the Likes of the Customer/Client
This is about relationships that your sales professionals want to have with the customers/clients, and not about the fluffy likes that unskilled sales professionals put stock in as those that work with their customers and clients. Customers and clients know what they like in a business relationship. Sometimes its purely transactionaland they only want to purchase your product/service at the lowest possible price. A relationship doesnt matter.
Assignment
Create a client/customer profile that includes their general likes in developing business relationships. Share this information with the sales team and others within your organization to ensure this is used and helps facilitate building prospect relationships and maintaining current customer relationships.
On the flip side and most important side of the sales process, its your sales professional and her/his relationship that matters. Its also about the investment he/she makes in solving a business problem. Skills and competencies associated with your sales staff will have to be matched to the likes (or, defined differently, preferences) of the customer/client. Customers and clients dont know what they dont like. It will take extra effort for your sales professionals to uncover the likes or preferences as part of their relationships, when they buy products and services or solve their business problems. Customers/clients are also likely to pay extra, or value the relationship more when their likes and their needs as an organization are matched to the sales professional.
People dont like to feel as though they are being sold. Rather, they like the opportunity to make decisions about their purchases. Coach your sales professionals to focus on allowing your clients and prospects to feel that they are the ones making the buying decision. You will experience a marked increase in closed.
Epilogue
Business relationships grow when you understand how your customers like to buy, not to be sold. Being sold imakes your client decline a sale.
Collect Feedback From Your Customers/Clients for Improvement
Improvement in your sales performance is an ongoing task. This is a motivational factor imbedded in the DNA of all top sales professionals. Your support in collecting constructive feedback will not only be welcome, but also will be a demonstration that you
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