“Customer” used to be a one-size-fits-all word in sales. Either someone bought from you or they didn’t, and the steps you implemented to make a sale didn’t change all that much from one person to the next…
Our marketing guru asked whether we should start talking about other topics aside from the Amazon Effect since there are a vast number of key topics occurring in manufacturing and distribution, and she wondered if it was becoming stale (and it’s her job to make us look at timely as possible). The answer came in […]
Sometimes you have to introduce yourself in 60 seconds or less. This type of introduction is not your “elevator speech” – it’s a brief introduction only long enough to outline the basics.
For example, at some networking events, everyone sits around a large table and then each person stands and gives a 30-second introduction, including name and business.
Or sometimes, when a group of several people is giving a presentation to company executives who might not know them, they start with each person coming forward and doing a quick introduction, including name, department, function and location.
Despite how easy a quick introduction may be, people often stumble over it by forgetting to include something, not making eye contact with the audience, mumbling, speaking too softly or fidgeting while speaking.
Here are guidelines to remember when doing a quick introduction:
Technology in sales is not a solution to a problem. It’s a means of solving a problem, and it hinges critically on how well you apply it as one part of your revenue generation system. Do it wrong and you’re spinning your wheels. Do it right and you‘ll sell to more customers in a way that’s faster and more effective.
Leaders develop trust (defined as “relying on others to do the right thing”) after observing people’s character and behavior over time and gaining confidence in them. They earn trust by consistently displaying personal integrity, accountability and concern for others.
I’ve worked directly with sales pros for a long time, helping them become top-ranked in their field. And one of the things I’ve noticed over the years is that most of them struggle to apply new concepts and practices if there’s a lack of context. Scenarios that get presented at workshops are too abstract or too distant for them.
…for leaders, pricing strategy isn’t a matter of whether or how you should get involved in it. You must. Consistently. Everything you do and every outcome you achieve as a leader is determined by what your price says about your brand, how you are positioned in the market, what your relationship with your customer will be, how long that will last and how profitable your company will be. Pricing starts with you.
Amazon continues to wreak havoc on supply chains worldwide. A client that does not compete directly with Amazon forwarded an article on Costco’s new price pressures on suppliers in response to Amazon concerns. She said that these types of industry moves were creating disruption and price pressure in her industry, even though unrelated to consumer […]
Most employees favor consensus-run organizations, where a leader uses inclusion and feedback to manage democratically. A consensus-style leader is a refreshing alternative to the tyrant who issues stern orders. But democracy, taken to an extreme, creates numerous frustrations for direct reports.