Sales Training for Telemarketers

Communication, customer management, and cross-selling skills are easily learned through sales training courses for telemarketers.

Sales courses and sales training courses were not created to train only the one-on-one seasoned sales executive or the ambitious company door to company door new sales person. Telemarketers are sales professionals. Sales training can turn your telemarketers into sales professionals. If your telemarketers are still reading off a script, your sales are not meeting their potential. Script reading can devalue company credibility and customer satisfaction. Script reading hinders the telemarketer to take the customer on a personal tour through your product or service. And now, more than ever, the Internet has armed customers with information on products, services, and your competitors. The telemarketer's potential customers and clients differ in their background, their stored memories and information, lifestyles, and key buying motives. Selling off a script wipes out all of the experiences and motives that can inspire and initiate a closed sale. Sales training creates more than improved selling skills, it increases confidence and motivation as well.

There is little doubt that a large telemarketing department needs consistency to make the department manageable. But consistency in exceeding sales goals is more profitable than a consistency in sales pitch recitals. Sales pitch recitals limit profit potential. There is no room to improve the environment for the sale or encourage questions that might result in a sale. Every customer has a unique personality, and every telemarketer has a unique sales personality. Sales courses and sales training courses for your telemarketers will give them the skills they need to manage the independent nature of a potential customer, and the skills needed to incorporate their own personality into the formula. Sales training does not create robots - it teaches people how to sell. Sales training is a great way to increase profit.

Courses in sales training for telemarketers can train a telemarketer how to define a product or service in a manner that will uncover the key buying motives from the potential buyer. Product definitions can be complex. Limiting a product description to a feature that pleases the masses will miss the sales opportunities to those who value other, previously unmentioned qualities of the product. A well-informed and well-trained telemarketing staff will be able to disseminate the product or service qualities that are most likely to result in a closed sale with the current potential buyer. One customer may be interested in specific materials or safety, another warranties or service, and yet another may be interested if it passes a particular test when used in a particular application scenario. If a telemarketing staff is informed of all product specifications and qualities and has gained the necessary sales knowledge and skill set through appropriate sales courses, a product can be sold under all of these circumstances based on the customer's key buying motive.

Sales training for telemarketers turns script readers into sales professionals. Telemarketers are hired to sell, but they cannot sell to their fullest potential if they are bound by a script, untrained in sales skills, and limited on their knowledge of the product or service. Training through sales courses and sales training courses for telemarketers will turn you telemarketers from a staff of enthusiastic readers to a staff of enthusiastic sales professionals. Get rid of the script and train your telemarketers to sell. At the end of the year, mediocre sales from your read-aloud story will be replaced by soaring profits from your telemarketing sales professionals.

(Article Source: By : Tim Williams Home)

A Guide to Project Management Training

Project management refers to a planned and systematized way to successfully accomplish a particular task. Project management is about setting goals, developing strategies that focus on minimum use of resources, and setting budgets and deadlines.

Several years ago, project management was to be taught and learned while working or doing a related job. Today, project management training is provided off the field with aid of specialized courses. These courses cover the different areas in project management like handling projects, planning, handling client expectations, designating work, tracking the progress of the report etc.
These programs are designed to force the necessary insight and skills for effective project management. As Steve Richards, a corporate manager at Intel says “Professionally run courses allow you the opportunity to learn at your own pace in a comfortable group setting environment.”

Today many institutes offer Colorado management training courses at different levels. For instance the course offered by the Project Management Institute is ideal for students with an IT background. While project management can be learned at affordable rates by doing an online degree course with International Webmasters Association.

Learning project management online is quite in these days. Several universities such as the Avila University, American Sentinel University, Villanova University, Mindleaders, Serebra Learning Corp etc. offer this course through Internet.

Lately UK’s Office of Government Commerce (OGC) that works with public sector organizations in order for them to acquire better value for money from their commercial activities, enhance their skills, and gain successful results; has developed a Portfolio, Program and Project Management Maturity Model (P3M3) which is an exaggerated version of learning.

P3M3 is based on different existing portfolio, program and project management practices. According to a survey conducted by SEI such a comprehensive reference model will aid in organizations to develop many process improvement programs. With P3M3 you can understand crucial practices that comprise an impressive portfolio, program and project management process. With P3M3 quite a few organizations have benefited by improving upon their program and project managing strategies. P3M3 is best to have a profitable and successful result by minimizing the chances of risks involved in the project.

Apart from the extensive courses and curriculum some simple tips on efficient project management are: perfect dressing sense, while handling a project you should follow a formal dress code; complete presence of mind, remember to maintain space while talking to someone, how to greet and say good bye, your facial expressions, eye to eye contact that helps in sending and understanding messages, posture in which you are standing or sitting and so forth.

How to Make Employee Management Training Work

It is vitally important for you to have leaders that are able to lead their teams to achieve organizational goals. As people move into leadership positions, they often lack the necessary skills, attitudes, and habits that their new position demands. Therefore, almost all organizations, big and small, invest in some form of leadership skills training and development for their people. However, why do the same ineffective behaviors that were exhibited before the training continue to show up?

Too often, even in the best designed training programs the learning that takes place in the classroom is not transferred back into the organization in the form of changed behaviors or improved results. It seems like there is a gap between the training conducted in the classroom, to the actual day to day, on the court implementation of the new skills learned in the training. Consider that training is only one of the elements needed to have leaders use the management skills learned in training. In addition to training, organizations have to look at ways to reinforce the new behaviors. Organizations need to have the following three elements in place before implementing Colorado management training programs:

• Organizational culture that is consistent with the training
• System to determine the strengths and weaknesses of the individuals going through the training
• A coaching or mentoring process to reinforce the new skills and behaviors learned

If an organization is training for X and the culture is Y, the Colorado management training is not going to yield the desired results. For example, let's say you are training managers to resolve conflict through open and candid communication. Your training objective is to have the manager listen actively to the concerns and opinions of others and to keep these discussions confidential. However, the culture of the organization is one where managers talk openly about conversations they have had with employees and complain that their employees are whiners! No matter how great the training is the culture is not in alignment with the desired behavior. That is why it is vital for the leadership of an organization to first determine the culture it wants to have. That culture must be communicated and the leadership has to set the example on a daily basis. When the culture and training are in alignment, behaviors can change.

Another important element for Colorado management training to be successful is to assess the manager's strengths and limitations before the training. This evaluation prior to training will allow the manager to get the most out of the training. It is optimal if you can develop the training around the specific needs of each individual. Often this is not possible due to budgets, time, and resources. However, an evaluation of strengths and weaknesses, using 360 Degree Surveys or other assessment tools allow the manager to go into the training with a focus of what they need to work on in the training. The manager's supervisor should play a key role in this evaluation process.

The last element in having successful, long-lasting results from Colorado management training is to have an ongoing coaching and mentoring program. After the training, the manager should have someone in the organization that helps reinforce the new skills learned in the training. Preferably, this coach/mentor should not be the manager's direct supervisor, although it could be. The purpose is to set goals for progress and periodically measure progress against the goals. The coach/mentor should be someone available for the manager to go to and be able to "run things by them" to help the manager develop their management skills. In addition, the coach/mentor should have regular meetings (monthly at a minimum) to review what has happened since they last met. These meetings need to be where both the coach and the manager have time to openly discuss the problems and challenges the manager is facing. The coach/mentor should also recognize and reinforce the positive behaviors that have been exhibited.

Businesses today can ill afford to waste time and money. That's why organizations that want to maximize the return on their training dollars will ensure the three elements discussed in this article are well in place.

Ensuring Success With Business Management Training

Written by: Chris Kennedy

The range of tasks, situations and functions that a manager has to deal with can vary from industry to industry and of course from the various sizes of the company itself. A manager can furthermore not always be expected to handle every situation in an ideal manner, largely due to the fact that business and market conditions are constantly changing and evolving all the time. But one can prepare by providing adequate business management training to managers and potential managers in order to equip these individuals with the necessary skills to succeed in difficult times.

One of the key attributes in identifying management material in terms of staff, is that the person is willing to learn, and once this has been identified then you will be able to effectively train this person in sound business management training, procedures and techniques to at least increase the chances your business has in terms of survival. Whilst many formal qualifications exist for management, such as degrees and certificates, however these formal qualifications do not necessarily make a successful manager; it is rather within the person's abilities and traits that the manager will be able to truly lead the staff and the organisation to success.

One of the key areas of business management training, and an area that is frequently overlooked and underutilised is that of diversification. This process is not a necessarily expensive and overly complicated area of expertise, but rather requires some insight into your existing client base and what they are really asking for in addition to the products and or services that you currently provide. Quite often companies would prefer to deal with one specific, and reliable company that have to deal with a variety of different companies. This opportunity can be taught to existing and future management in that they can seek out additional opportunities for the company, which can add to profitability and which in turn can relate into additional performance bonuses for the individuals that are making a concerted effort in leading the business forward.

In addition to researching your customer's needs and requirements can open the door for additional opportunities outside of the core business area of the company concerned, as effective business management training can be utilised in identifying opportunities of gaining market share as a middleman and outsourcing the provision of the products and services in demand. Needless to say this merely takes some calculation in terms of mark up and management thereof in which instance the outsourced products and services will increase the bottom line without the need for expensive product and process manufacturing facilities.

Successful business management training, provided to the right people can make the difference between a growing and thriving company or a stagnant and unproductive business unit, and the investment in the human capital of the company is well worth it.

Business Management Training is a vital and often overlooked business requirement today. Visit Training Lynk at http://traininglynk.com/ for more resources.

Article Source: http://EzineArticles.com/?expert=Chris_Kennelly

Management Training - The Key to Corporate Success

A project is a provisional and exclusive endeavor, with a characterized starting and end, to come to exact goals and objectives inside time, allowance and mechanical constraints. Project management assists us to accomplish task goals by optimizing methods through correct designing, association and share of assets and integration of sub-processes inside the project. project management abilities are in demand by a broad variety of parts, extending from technology and building to IT, wellbeing care and administration.

In general, Denver management training programs are required mostly by individuals wo desire to launch their vocation in the area or employed professionals who desire to accelerate their vocations, by enhancing their proficiency to inspire persons, competently handle convoluted tasks, and discover sophisticated administration methods to double-check cost-effective outcomes for their company.

Similar training is also sought by corporate leadership looking ahead to train task managers and workers to boost their organizational effectiveness; smooth and simplify their workflows; boost coordination between groups employed on a task over borders; and double-check on-time consignment of a task with higher earnings margins.

To select a Denver management training program that works for you, it is essential to meditate upon your objectives and yearned outcomes from the course. A number of universities and organizations offer hordes of this programs, online and offline, with diverse curriculum and at diverse grades to assist their goal audience. The knack is to select a program at a befitting grade that teaches you in abilities that you and your commerce require. You furthermore have to glimpse if you are involved in connecting a program that encompasses general administration abilities or not.

Top 5 Sales Management Training Blunders

Written by: Stephen Rosen

Sales coaching is the management No. 1 activity that drives sales performance. The only problem is that managers have not been taught how to effectively coach. Coaching is a skill that takes time to perfect and unless effectively coached or trained managers make all types of blunders.

Do You Want To Increase Sales Performance?

Transforming your sales managers from good to great coaches can have a dramatic impact on sales. In fact, sales coaching is the management No. 1 activity that drives sales performance. The only problem is that managers have not been taught how to effectively coach. Coaching is a skill that takes time to perfect and unless effectively coached or trained managers make all types of blunders.

As the head of sales or as a frontline sales manager you can greatly enhance the performance of your sales team if you can develop great coaches.

Coaching Blunder #1 – “Telling vs. Asking Coaching”

As a sales manager you probably were a top sales rep. You may still see yourself as a problem-solver, like “If I solve this rep’s issue then she/he can make the sale.” As a result of your action orientation you are likely to tell the salesperson how to solve the issue. “Telling” does not create self-managing salespeople. In fact, there are numerous downsides to the tell-first approach.

First, you are not empowering your sales reps, who may perceive you as being a micro manager. Second, you are also creating a dependency on you to be their problem-solver. This creates endless emails, phone calls and resulting in needy reps. And third, you are not developing them. One of the critical areas for development is the ability to be a self manager.

Be aware of when you are in “tell” mode and remind yourself, when you have fallen into a bad habit.

Coaching Blunder #2 – “I’ll get to it Coaching”

Time management is a challenge we all face. With emails, meetings and administrative work what is a sales manager to do? If sales results are what you desire then the easy answer is to do the activities that will drive the greatest revenue. Generally we do the busy work first as they are the easiest to. It feels good when we are up to date on our emails. The stress is reduced when we have all our reports in on time and we have followed up on all our messages.

But all those activities don’t contribute to the bottom line. If great management training can have a direct impact of up to 19% more sales, why is coaching not the #1 priority?

Stop making excuses and get out of the office. Get out in the field and make coaching your #1 priority. Your boss will thank you and your reps will make lots of money.

Sales’ coaching is the No. 1 management activity that drives sales performance. The only problem is that managers have not been taught how to effectively coach. Business consulting is a skill that takes time to perfect and unless effectively coached or trained managers make all types of mistakes. This is the 3rd in a series of coaching pitfalls that mangers should avoid.

Coaching Blunder #3 “Laundry List Coaching”

Personal growth and change is a challenge for all of us. We all have strengths and areas for development. Mangers who decide who create a laundry list of areas for development will have little success. It is too difficult for sales rep to make wholesale changes in how they sell. Development is about working on improving 1 or 2 things and once the sales person has demonstrated that they have acquired the skill or behaviour then you can move on to the next area.

From a sales reps perspective imagine getting a field report listing all of the things you do wrong? Some reps would not even read the report. Many will read and wonder where I start. Others may read it and be completely overwhelmed.

Great coaching is about focus focus and focus. Helping a sales rep improve in one area of their job can have a major impact on their performance.

Coaching Blunder #4 “One Size Fits All Coaching”

One of the key pitfalls sales managers fall into is when the take the “one size fits all approach”.

How many times have we witnessed a sales rep working in auto pilot? This is the rep doing the same sales pitch to each customer and delivering the message in the same way. As coaches we fail to see when we go into auto pilot, taking the same approach with each rep.

Do you ever find yourself coaching all your reps the same way? Your feedback to each rep is the same? You have fallen into the rut of one size fits all coaching. Coaching differs from training. Training is about having everyone learn the same information or skills. Business coaching on the other hand is about diagnosing each reps particular area for improvement. It is about adapting your coaching style to the individual and about developing individualized development plans.

Coaching is a one to one sport. It is about growing individuals to develop to their full potential.

Coaching Blunder #5 – “Way to go Coaching”

One of the key blunders managers make is not getting a commitment to change. They have done a perfect job coaching by asking all right questions, come to agreement on areas for development but forget to get buy in on how the problem will be fixed. When the manger and rep agree on an area for development it is critical to have the rep buy in to what steps they will take to develop.

This requires a simple 3 or 4 point plan which includes what the sales rep will do between coaching sessions. The key is to have the rep develop their own next steps and your role becomes one of holding them accountable. Without this in place the odds are that there will be no change in rep behaviour or skills on the next management training session.

Great coaching means great performance. Sales organizations that embrace a coaching culture and invest in their front line managers’ ability to coach will have a competitive advantage and outsell the competition.

What's The Role Of The Sales Manager?

There are four major issues that impact sales performance. They are:

• The type, frequency and content of Denver management training.
• The coaching and training ability of the sales manager.
• The management style, attitudes and competence of the Colorado business consultant.
• Communication style of the sales manager.

All of these are necessary for effective sales staff performance. The competence, attitudes and the management style of the sales manager, however, is the critical issue in this formula, because the sales manager can either sabotage or contribute to the other three. There are a number of concepts that must be included in this topic area regarding the sales management function. They are the sales manager’s:

• Self-image
• Sales experience
• Relationship to senior management
• Contribution to the overall sales – as well as – corporate culture
• Willingness to support and go to bat for his or her salespeople
• Ability to create an atmosphere of trust and respect
• Ability to treat each salesperson as an individual and not ‘lump’ him into a group of sales performers

The key principle a Denver business consultant must never forget is – you get the behavior you reward. If you want better margins; reward activity and success in that area. If you want new accounts, then the same rules apply. If you want more sales, again the same rules impact behavior.

One of the biggest mistakes poor sales managers make is that they fail to understand and integrate this simple, yet profound, concept into their management style and behavior.

Remember the role of sales manager is to manage…not do it, unless, of course, you are a personal producing manager.