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.

Steps to Energize Your Sales Management Training

Here are the things that you need to discuss during your Denver management trainings to help your clients boost their sales and revenue:

Goal setting. It's very important for your clients to set their goals even before they try to market their products and services. Doing this is relatively easy; all they need to do is to spend some time figuring out the things that they would like to achieve. Ask them, how many sales would they like to close in a week, in a month, or in a year? Remind them that they must create goals that are measurable, specific, and attainable.

Proper planning. Teach your clients how to create step-by-step action plans as to how they can reach their goals. For example, if they want to increase their sales in tenfold, they must make their marketing strategies more powerful. This would mean spending more time and money in their advertising campaign and in launching promotions that can capture the attention of their potential buyers.

Sales force and sales leaders. Your clients will need to give their sales forces and their sales leaders some trainings and seminars so they will be equipped with knowledge and certain set of skills that will allow them to become better sellers. They have the option of hiring in-house or independent trainers based on their needs and budget.

Tools for assessment. Offer these people with various tools that they can use to assess the effectiveness of their marketing campaign. Then, teach them how to improve their marketing plan depending on its weaknesses.

If you follow these steps, your Colorado management training will prove to be more effective.

3 Steps in Choosing A Colorado Business Consultant

What determines the quality of a business consultant?

The job description of these professionals is somewhat vague and thus putting a finger on how to determine the quality of a Colorado business consultant can be very difficult. Essentially, it is the job of the business consultant to increase profits, be it in the long run or the short term. Many of these consultants have different tactics for doing so. Basically, what you want from a business consultant is someone who is intelligent, savvy, and pleasant to work with. Remember, if you can't stand talking to them, it doesn't matter how good they are, you aren't going to benefit from their expertise.

Who do they know?

Arguably one of the most important aspects of the job of one of these experts is the networking. Companies, especially the smaller ones, often hire Colorado business consultants based on their knowledge of business, or where they received their degree from. These aspects are extremely important and should absolutely never be overlooked, but one of the most common overlooked qualifications is who the experts know. Often times a business needs some type of service that they have not planned for, or a service that they will only need once or twice. The top business consultants will already know someone that can do the job. Often times they will know those companies not only on a professional level, but also on a personal level. Having a contact between you and the company not only will guarantee that you will get service that is up to your expectations, but you also may get a discount depending on how well the business consultant knows the other firm.

Big Firm or Small Firm?

This really depends a lot on your situation. If you are a large firm and need constant assistance and a lot of man-power to help run your business, you should go with a large firm because a smaller firm likely doesn't have the resources that you need. That being said, if you are a large firm and you seek out the services of a smaller firm, you will likely be one of their top clients and you will get a lot of attention. Small firms also offer some other unique benefits. Most large firms work several companies in your industry. For example, if you sell bicycle parts, and seek the services of a large firm, you may be one of 100. However, if you go to a smaller firm, you may be one of two especially if the industry your in is not a huge industry. So, if a bicycle shop owner goes to the business consultant that you used and requests help in setting up the shop, you have a 50% chance at getting a contract with the shop instead of a 1% chance.

Just like every other business decision, you should fully research every expert and take everything into account when making your decision on who you should hire. Talk to other business owners, and see who they have picked, and always make sure to ask your prospective business consultant for references before agreeing to any relationship.

Management Training, What it Can Do For You

If you've ever had or considered Management Training, then perhaps you'll have some idea what to expect. You may have already had a Denver Management Training session, which has helped you to become a more efficient and effective manager. For those managers who haven't had Management Training, what can be learned through training that can't be learned on the job?

Most managers haven't got the luxury of unlimited time or resources to perfect their management techniques. They need results quickly and with the minimum of fuss. This means that they can't always learn on the job.

See what sort of thing a Management Training Course could teach you.

1. Delegation

If you have a lot of people to manage, and have plenty of work to do already, why not delegate some of your tasks to others? These could be members of your team, your equivalents in other departments or perhaps the administration team.

If you learn how to delegate well you will be able to free up your time, and become more productive and efficient.

2. Skills for the New Manager

A lot of managers are promoted into the job, and depending on the company and the industry, there may be a big jump between being a team member, and managing the department. Often new managers don't have any formal Management Training, and are left to manage the department as they see fit. They have a hard enough time between keeping former colleagues in their team happy and ensuring that the work gets done, and that any reporting or research is also carried out properly.

3. Interpersonal skills

Just because you have great technical or product knowledge, it doesn't automatically follow that you'll make a great manager. Think about the number of former sportspeople that have been right at the top of their game, but haven't made it in a coaching or managerial position. With the right sort of management training, the skills and experiences of these people can be translated into the skills needed to manage a team.

4. Speed reading

With the numerous emails appearing in our in-boxes everyday, it can almost be a full time job to read them and act upon them accordingly. In addition to emails and other electronic documents, reading reports, researching and reading technical manuals or other relevant documentation can take up a significant proportion of the day. Knowing how to prioritize and speed read can help you to decide in which order to read items that you are sent, and how to act accordingly.

5. Coaching

You may perform a coaching role as part of your job. This could be training new employees and ensuring that they are up to speed with the systems, processes and procedures used by your company, or it could to help them pass a professional recognized qualification. By knowing how to help people learn, and discovering different ways in which people learn, you can help people to learn more efficiently and effectively, and have the right knowledge quicker.

Now you know some of the benefits of Management Training, isn't it time you considered a Management Training Course?

Benefits of Business Management Training

Companies always want to ensure that their managers are both up to date with regards to management and business strategies as well as confident in their training and ability. Many CEOs look to management training and seminars in order to educate and motivate their managers. Their hope is that an increase in manager know-how and morale will lead to an increase in workforce productivity. Here is a breakdown of some of the benefits to business management training and seminars.

Increase Teamwork

In hockey, a team will perform at its best when all of the players learn together, practice together, and play together over the course of certain period of time. If the players never learn together, it is unlikely they will all be on the same page when it comes time for the game. The same is true in a corporate setting. When employees are sent in groups to management training and seminars, they will be learning together. As a group, they will be able to figure out how to best apply the new information they have learned to their specific division or department thus making it more effective as a whole.

Boost Morale

Employers who send their managers or employees to business management training and seminars show their managers and employees that they trust them and believe they have a place with the future on the company. As employees begin to feel like they are an integral part of a company, their morale will be boosted. Also, many trainings and seminars are structured in a motivational way which can be key in boosting morale. This will lead to a higher retention rate and a more productive work environment.

As an employee begins to feel like an important part of a team or as if they have an important assignment in a group project, they will want to do their very best for the team. Attending a seminar or training may help an employee better understand their value in a company and how much their contribution means to the overall success of the company.

Promote Effective Practices

Business management trainings and seminars are designed to give employees valuable knowledge regarding new and effective practices. This can be extremely beneficial as managers begin to age and new employees represent what can seem like foreign generations. Trainings can ensure that managers are sensitive to the changing mentalities of new employees. This will help managers to understand the best way to motivate employees to improve productivity and teamwork.

Accelerate Productivity

When teams begin to coordinate together, they will become more productive. As a department begins to grasp new concepts, or managers are able to apply new strategies productivity can be accelerated. When productivity is accelerated, then the business is going to improve. Trainings and seminars are going to boost this important element among managers and employees in a given company. This will ultimately lead to a company's bottom line success.

Business management training and seminars are designed to help companies increase teamwork, boost morale, promote effective practices, and ultimately accelerate productivity. The more educated the managers and employees of a company are regarding modern practices, employee mentalities, and business practices, the more effective they will perform. Attending trainings and seminars regarding business management is an effective way to train large numbers of employees at the same time. When all of the managers and employees start to work productively, it will lead a company to success when it comes to the bottom line.

2 Types of Management Training

Management training come in two basic types: those who teach, and those who do. Despite the old saw that "those who can't do, teach", both of these methods can be equally effective, and in truth the two are just different methods of conveying the same type of information to a company and its employees. The differences between them have more to do with the preferences of the hiring company and the skills of the particular Denver management training than anything else.

Some companies prefer for the business consultant to actually come in and take over the management of a particular project; to "manage the managers", as it were. Generally, these companies and consultants believe that the employees will better understand the new management techniques if they see them in action before attempting to apply them to the work environment themselves. In other cases, the manager comes in to act as an advisor to the current managers, helping them to refine their business practices and improve the overall performance of the employees within the company.

Regardless of what management training that you are looking for, both of these styles will be sure to help you sales staff. It is important to remember that everyone learns a different way so take a look at your sales team and analyze the training method as a whole.

Denver Management Training Tips

If you need to brush up on your training skills, it might be a good idea to hire someone who specializes in Denver management training. Here are the things that you need to discuss during your sales management trainings to help your clients boost their sales and revenue:

1. Goal setting. It's very important for your clients to set their goals even before they try to market their products and services. Doing this is relatively easy; all they need to do is to spend some time figuring out the things that they would like to achieve. Ask them, how many sales would they like to close in a week, in a month, or in a year? Remind them that they must create goals that are measurable, specific, and attainable.

2. Proper planning. Teach your clients how to create step-by-step action plans as to how they can reach their goals. For example, if they want to increase their sales in tenfold, they must make their marketing strategies more powerful. This would mean spending more time and money in their advertising campaign and in launching promotions that can capture the attention of their potential buyers.

3. Sales force and sales leaders. Your clients will need to give their sales forces and their sales leaders some trainings and seminars so they will be equipped with knowledge and certain set of skills that will allow them to become better sellers. They have the option of hiring in-house or independent trainers based on their needs and budget.

4. Tools for assessment. Offer these people with various tools that they can use to assess the effectiveness of their marketing campaign. Then, teach them how to improve their marketing plan depending on its weaknesses.

If you are looking for Denver management training or to work with a Denver business consultant

5 Management Training Tips

If you're a manager, whether a new manager, or one with many years of experience you may find that you could benefit from Management Training.

Here are 5 skill areas that Management Training could help you to become a better manager.

1. Conflict Management

Nobody likes conflicts, and conflicts in the workplace can upset the whole team, or department, force people to take sides and even lead to aggressive and physical confrontations.

Knowing how to deal with conflict, such as spotting the signs, and being able to calm down those who are agitated, can help to keep the department running smoothly. Maybe you manage a team that contains some "characters" who don't always get on with the rest of the team, or are confrontational or argumentative, or just not very good with other people. Management Training can help you to resolve conflicts and discover the underlying causes that may be causing the disruption.

2. Negotiation Skills

If you're a manager you may need to negotiate with people of different ages, experience and levels, internally and externally. Having strong negotiation skills will enable you to compromise, and stand firm where necessary. This is essential such as when dealing with staff wanting days off, suppliers wanting to increase prices, or Senior Management wanting your department to be more productive with a smaller budget.

3. Presentation Skills

You may need to present your reports or research to people within your company, or to interested third-parties, or perhaps you present a weekly meeting to your team, or the Board. If your presentations are not up to scratch, you may be doing yourself and even your company a disservice. Management Training can help you to make your presentations better, and more memorable, so that your message can be easily understood by those who need to remember it.

4. Time Management

Time Management is becoming increasingly important. As technology improves, managers and other staff are contactable wherever they are. The fact that you could be managing a team abroad may mean that there are different time zones involved, which could mean that you are available all day every day. If you don't manage your time properly, you won't be able to concentrate on the tasks that require your undivided attention, and won't make use of your team's skills and experience by delegating appropriate tasks.

5. Technical Manager

Some managers are not natural leaders, or those who want to manage, but have become managers because of their technical abilities. This is more prevalent in sectors such as IT, where a member of staff may rise through the ranks thanks to an aptitude for technical knowledge. This sort of manager is managing, but has never had any sort of management training, and may not know how to effectively run a department, or work within a budget. Management Training can help the Technical Manager to learn the managerial side of the job.

Now you know more about the benefits it can bring, isn't it time you arranged for your managers to have the right Management Training for their needs?

See if you could benefit from Management Training and better Time Management with SalesTrainingIntl.com.

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

Developing a Management Training Mindset

By Dominic Donaldson

There are many ways to get ahead in business, from employing effective leadership skills to honing PowerPoint presentation methods. According to some of the greatest minds in business, what everyone needs to be more effective in their chosen field is management training. Here are some of the hottest tips to ensure that you get the most out of a management training course.
Go with an open mind. Half the problem when trying to improve efficiency in working practices being stuck in a rut. Habits are hard to break, and for many people, they believe their current working practices are honed to perfection. They do say that you can't each an old dog new tricks, but it has been proven that a manager that can open his or her mind to new concepts and adapt skills can end up being an effective leader within a company.

Speak your mind. As much as it is essential to be open to new ideas, don't be afraid to put your point of view across during management training. If you have has an experience that you feel is relevant to the topic, and you think that either others can learn from it, or the topic could be modified, let the course leader know. Many good mangers take action based on past experience, so if you have something to offer that may help someone else, have the courage to speak up.
Don't be scared of criticism. Adding to ideas posed during management training leaves room for discussion. If you feel that your point of view is being criticised, look at it in a different light. Viewing feedback objectively will allow you to look at the points mentioned constructively, which in turn will help you develop your ideas and become a better manager as a result.

Take the course seriously. All aspects of a management training course are designed to enhance your perception, cooperation and communication skills to become a more effective manager through proper training. What you learn on the course isn't just about what is being taught; it is about developing the correct attitude. Managers are leaders and they need to demonstrate to others the correct way to behave.

At the same time and effective manger needs to be able to understand the needs of the individual as well as the company. Through using the skills learned in management training a person can adapt their previous way of dealing with situations and deliver a working atmosphere that benefits all.

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

Sales Management Training - Managing Lead Generation - Sales Prospecting

For salespeople to be effective lead generators, they must have both active and passive marketing programs. Now (1) their marketing program must be their own - not the company's (although the two can be in sync with each other), and (2) they will do both, halfheartedly or not at all unless you the sales manager shows them how and holds them accountable. Accountability means setting goals, actions and measurements. Then, review progress on a regular schedule to give meaningful feedback and motivation to reach agreed-upon metrics.

So here are some sales management training tips for managing an Active Lead Generation Process.

Active marketing is networking (a) up and out within existing accounts, (b) into competitors' and lost accounts, and (c) new markets.

For existing accounts do your sales people have 100% of their existing accounts' business? Do your sales people what it will take to steal accounts from your competitors? Do your sales people have a method to introduce and integrate your products into new markets? Probably not.

Now, the easiest way to get more business is to spread like a virus through all accounts, focusing on eventually getting to the C-level and/or profit center leaders and their immediate staffs. Your goal as a manager is to keep them focused on connecting with more and more people to learn their problems and potential opportunities that relate to your solutions portfolio. Then, with their gleaned knowledge, develop suggestions and strategies that these leaders find helpful. Try not to concentrate at first on the purchase, but rather on learning and then their buy-in to your suggestions. Learning their thinking will show what it will take to get buy-in. With buy-in comes support, and with support comes networking to those with the power to mandate changes, create budgets and to authorize purchases.

If your sales people stick with their one or two main contacts, their ability to discover opportunities and make suggestions that lead to purchases is severely limited. Therefore, you must insist upon an Executive Relationship Chart. The elements of such a tool include:

1. Who are all (up and out) involved people by name and title in that organization?
a. The powerful -- C-Level, Profit Center Leaders and their immediate staffs.
b. The influential, the functional and the impacted.
c. The administrators -- purchasing agents spec writers, engineers, and controllers.
2. Where does your sales person rank on the credibility pyramid for each of these people -- 1-low to 6-a resource/consultant?
3. What actions is each taking to improve his or her position with each decision maker?
4. When will these actions be completed, and
5. How will you know it's complete and how will you measure it?

Obviously, if your salespeople are a 5 to 6 on the credibility pyramid with the powerful, they will have access to new opportunities, which they have helped create. Conversely, if they are stuck with low-level administrators and functional people, they will be just another one of the bunch of competitors.

Your job for helping your people create quality leads is to keep them networking, learning from each individual and offering-up ideas. This process will take time, but once it catches-on, it will produce an ongoing flow of leads from new divisions, for new products, and more and more. This applies to existing and lost customers, competitors' accounts, and new markets as well. My rule is 50% of sales people's prospecting time should be spent on existing accounts, 30% on lost and competitors' accounts where they have contacts, and 20% in those accounts where they have no contacts.

So start creating Executive Relationship Charts for each of your existing accounts and those accounts you would like to penetrate. These charts will yield your networking plans and the actions your people will take to improve their credibility with the powerful and influential. From these actions will emanate the leads that generate sales.

More Management training

Management Training - Revealed - 3 Powerful Methods to Explode Your Management Training

Source: Sean Mize

Even managers need some training from time to time so they can be prepared for challenges that they will face in regards to supervising people and managing projects. Most management training include workshops and courses that teach managers how to be more effective and more efficient in their jobs.

Whether you are an in-house management trainer or an independent trainer, I am pretty sure that you'll benefit from this article. In here, I'll discuss the things that you need to do to make sure that your trainees will get the most out of your programs. Here's what you need to do:

1. Schedule. Managers have duties and responsibilities. So as not to affect their day-to-day activities, pick a schedule that will compliment their work hours. For example, you can conduct trainings every Saturdays. You can give these people 1-3 hours seminars once a week. This is usually enough to teach these people skills and help them become more effective on what they do.

2. Training curriculum. Your management training curriculum must include guidance on how to motivate employees and how to communicate effectively. You must also include seminars on managing business meetings, holding team building activities, problem-solving, handling complaints, enhancing delegation skills, collaboration, and change management. Additional management training courses about emotional intelligence, diversity, and ethics are also necessary.

3. Active listening. As a trainer, it's very important that you listen to your trainees all throughout your program so you'll easily know their learning needs and demands. I recommend that you set up regular one-on-one meetings with them to figure out their areas of opportunities. The more you know about these people, the higher your chances of effectively helping them out.

Management Training Challenges

Does information get lost through too many channels?

Anyone who ever planned a conference must know how challenging it is to pick up a half-planned conference from a colleague or, on the flip side, how distressing it is to hand over an unfinished conference to someone else to complete. The fact is that any conference or business meeting requires a great deal of attention to ensure that the final product runs smoothly without any hiccups.

Now, you have to ask yourself the question: Is it conducive to the success of your conference, management training or meeting to hand information over through more than one channel?

When the client acquires the service of a booking agent to help source a management training centre, the venue representative is often left to liaise with the agent regarding the confirmation, contract and final details of the event. The agent is, therefore, the middleman and both the client and the venue representative heavily rely on the information being passed through that agent. It is a question of efficiency on behalf of the agent, the agent's understanding of the client's objectives and the ability to relate that information to the venue representative.

Purpose built management training centres benefit from the industry specific experience of their staff. The typical Events Manager or Conference Coordinator at a venue would need operational background to qualify for a position in a planning role. When you make a booking directly with the venue, therefore, the information is given to the person who will not only plan the event, but also understand the logistics around the venue and can advise you on the best use of the facilities, ultimately contributing to the success of the event.

Lane End Conference Centre is a purpose built management training centre ideal for management training and skills training courses in Buckinghamshire. Article Source: http://EzineArticles.com/?expert=Anitha_Hari

Sales Management Training - Discover 3 Creative Steps to Impact Your Training For Sales Management

By: Sean Mize

As a sales manager, you've got one of the most important jobs to do. Essentially, you're looking to partner with a lot of people in the community. Taking this approach, make sure you expose your mind to relevant management training courses. This way you can favorably improve your company profits. Continue along in this article to discover 3 creative steps to impact your sales management training.

1. After you've been doing selling for a while, you might get stale. Getting stale can happen when we think in closed minded ways. Or, we feel too comfortable in the current sales cycle routine. This might be a sales death attitude in the making. However, we can take the opposite avenue and eagerly look to keep training ourselves to stay crisp and interesting to our clients. By eagerly keeping current with training, we are better salespeople. Better salespeople make more money. So, there is a lot of benefit to you about doing regular sales training.

2. Keep track of your sales. When you track your sales, you can identify which approaches work best, who sells the most, and other details about your sales process and records. Keep a record journal of the statistics. Using your business sales journal entries, you can quickly see what approaches work most effectively and which ones are clunkers to be deleted.

3. Take time to actually improve sales processes. Monitor sales highs and lows. Write out the reasons for fluctuating sales in your business sales journal. You may see patterns to eliminate or expand depending upon their effects.

Greatest Sales Strategy Ever

By Jon Gordon

As a student of people and ideas I had to admit that what two guys are doing in a Northeast Florida Starbucks is absolutely genius.

The other day as I tried to pay for my green tea at my local Starbucks the cashier said, “Don’t worry about it sir.

Those guys over there are paying for it today.” She then handed me their business card from a stack by the register.

Turns out the guys were wealth management, financial planners who once a week, at different times, will spend a few hours at this Starbucks and buy customers their coffee.

Most people, like me, will walk over and thank the gentlemen and walk away with their business card in our pocket.

I thought about how brilliant this was. People love their Starbucks in the morning. While they are waiting in line they smell that aroma and think, “Yes, there is a God for only God could make something that smells so good.”

For many the Starbucks experience has become a ritual or right of passage that helps them take on the day. It’s become an emotional experience that makes them feel good. It’s become a bond of love.

Imagine yourself at the register, which is very easy for many of us, as you anticipate holding that coffee in your hand, thinking “YES”. Then the cashier tells you it’s FREE. Wow, an unexpected gift. Now instead of feeling good you are feeling great.

You feel so good you don’t mind placing a stranger’s card in your pocket. When you walk over and say thank you to these financial planners they cease to be strangers and become more like acquaintances and neighbors. Then about an hour later when the caffeine really kicks in you’re feeling so great, you think, “Wow, those financial planners are great guys.”

Now instead of acquaintances they have become more like long lost friends. These financial planners brilliantly connected something you love with a service they offer.

Not surprisingly I found out that these men do receive a good number of calls from the Starbucks customers interested in planning for their financial future.

It is said we remember one third of what we read, half of what people tell us and 100 % how feel. Whether we are watching a commercial, listening to a teacher, or talking to a sales person it is how we feel that impacts us the most.

We can’t remember what we ate for lunch a week ago but we can remember where we were on 9-11 when we saw the World Trade towers collapse. We remember how we feel and when it comes time to investing our money, buying a product, purchasing insurance, or choosing a restaurant and we will make choices based on these feelings.

This leads us to the greatest sales strategy ever—but it doesn’t involve coffee. While the Starbucks idea is brilliant it isn’t the best way to build a business.

There is a far more powerful strategy to create an emotional connection and foster and emotional memory. It’s so simple and it doesn’t even cost a dime. It’s to love your customers. Caffeine is temporary but love lasts forever.

Love and business are two words you usually don’t here in the same sentence but when it comes to sales, customers do business with people they like and who love and care about them.

When customers feel like they matter and feel cared for they love back with more loyalty, more business and more referrals.

So if you are in sales, and we all are, I encourage you to make loving and caring about your customers your top priority. You don’t have to buy them coffee to connect your product or service with something they love. You can be the connection. Your love can be the bridge that connects your customer with your product or service.

After all no matter what we are selling, people are always buying our energy and making decisions based on how our energy makes them feel. And while coffee is an energy source that makes people feel good it doesn’t compare to the energy of love.

Look out for your customers interests. Show them you care. Share the love and you’ll be so successful you’ll be able to buy your own Starbucks and give away all the coffee you want.
______________
Jon Gordon is a speaker, consultant and author of the international best seller The Energy Bus: 10 Rules to Fuel Your Life, Work and Team with Positive Energy and The No Complaining Rule: Positive Ways to Deal with Negativity at Work, & Training Camp: What the Best do Better than Everyone Else. Visit him at www.JonGordon.com

*brought to you by SalesTrainingAdvice.com

The Benefits of Sales Training

A vigorous sales force is the basis upon which any successful business is based.  Without sales, there are no accounts to service, no products to deliver and no services to offer.  The company that is able to best get the word out about what the company has to offer is the one that captures the lion’s share of a given business.

Sales training can be difficult to implement in-house for a small company with few resources.  Therefore hiring a sales training consultant is a means by which any organization, large or small, can achieve similar results.  Sales training can rely upon anything from printed materials and books to live sales presentations to meetings and sales presentations live on the Internet.   Carefully consider the training needs of the company before deciding on the right sales training course.

Another important consideration is deciding which employees need to be trained.  Include members of company management and administrative support staff in addition to account executives. For example, learning a new sales training technique can enable a customer service representative to deal with a difficult customer in a positive and mutually beneficial way.

In the end, choosing the right sales training regimen for your particular organization will ensure greater levels of client retention and satisfaction, in addition to increasing the number and value of accounts that are secured.  In a given industry, excellent sales training separates the most successful companies from all the rest.

 

 

Common Misconceptions with Cold Calls

By: Cade Lee

I posted Dr. Daoust's article that can be found here from Ezine Articles which is an excellent source for information. In this case I could not disagree more with Dr. Daoust, her article is what I commonly see from those that don't seem to have real experience or perhaps just enough experience to write an article. Please don't get me wrong, I am not tearing apart Dr. Daost's article. What I am saying is that her idea of cold calling is incorrect. In her article she states, "That you cannot yield very high results from cold calling and that you are only likely to gain ten percent of your business (at the most) from cold calling." If that were sincerely the case I would never encourage anyone to cold call, why bother? If that were the case I would focus my time on the other 90% and never pick up a phone ever again!

Here three things to do with your cold calling that will differentiate you from your competition or other cold calling salespeople.

#1. Do Not Ask the Receptionist or "Gatekeeper" for the "decision maker": Your first call to a company should never be to locate the decision maker. You will find this over time if you haven't already located them through the research you should have completed before making the call. You should always take the time to research the company and its key players before making the call. I understand that takes much time, but I would rather invest the time in the beginning and obtain the business versus making 1000 calls and wind up with 10 solid prospects.

Make certain to establish a relationship with the company, any relationship will work. If you can establish a relationship with receptionist and get a conversation going with her first, do it! He/she (doesn't have to be a she) is receiving calls all day from pompous sales people that are trying to trick her into letting them through to the "boss", so differentiate yourself by telling her what you are trying to achieve and be transparent. The sale might end right there, but at the end of the day you were honest not tricky and should you call back in the future she just might remember who you are.

At the end of the day, your job is the best job in the world! You get paid to make friends, just remember that not everyone wants to be your friend. By befriending the receptionist it will be much easier to talk with them in the future. Often times I was never able to reach the actual decision maker as the receptionist made the decision that they (the company) did not need or want my services, yet she referred me to a colleague she thought would!

#2. Ask Who They Currently Do Business With For Your Product or Service: Of course over time you want to learn this, but in the beginning, asking who their current provider is would be an easy way to kill the call. If they bring up your competition then of course discuss what they like about their current provider, what do they dislike? If they do not bring up your competition, then talk with them about setting an appointment. In the beginning your goal should be to set an appointment. These folks were not expecting your call, and so why should you expect that they would just be sitting around waiting for the call to begin with? Trying to "one call close" with cold calls is not efficient. Cold calling is the start of your relationship, it is simply a handshake. Sometimes it can work out to be immediate business, but that will happen organically without you ever asking usually.

By asking them who they currently do business with, they (the prospective customer) is usually put into a difficult or defensive position if they like their current provider. You do not want to do this in the cold call.

#3 make as Many Cold Calls as Humanly Possible: Probably the biggest problem with cold calling for any sales person is the fact that they usually feel uncomfortable with the process. They (the sales person) feel agitated or upset when they get called at home or at work from a sales person, so they almost feel guilty doing this to someone else. To get over this hesitation and anxiety, the best thing is to force your habit. Learning to cold call is just like learning to work out, you must make it a habit.

I have heard that it takes 30 days to make a habit, so if this is the case you will have to make as many calls as you can inside the first thirty days. This will differentiate you from the competition as they are not making cold calls, and if they do it is on the level of amateurs. Always, make the most calls. Every failure will bring you closer to a success, and the more failures you can obtain the more mistakes you can avoid in the future. By making the most calls in your sales organization you will develop a "phone personality" that cannot be duplicated and will easily differentiate you from your inexperienced competition.

With as much attrition as there is in sales, if you can stick through the first 30 days and make the most calls out of anyone in your organization, than you have already started a successful approach to successful cold calling.

Cold calling is a big topic, and there is much to know. I will continue a series of articles about cold calling, but as a starting point I think if you can master these first three key points you will be on the road to making cold calling much easier. Contrary to Dr. Daost's article about cold calling, I have developed 90% of my business through cold calling. Today I obtain most of my business through referrals, but that is not how I started out. I wished I had more time to cold call today. The accounts I have obtained through cold calling have always been much more rewarding (financially and emotionally) versus referrals.

Cade Lee is a guest writer on Denver Sales Training. He has over 15 years of experience in the sales field and has been a sales representative in Denver for several Fortune 500 Companies. Cade is an award winning Account Executive, and believes strongly in the mentorship strategy. Learn more about sales training in Denver, and Denver sales leadership.

Cold Calling – 10 Techniques that Really Work

Even the word Cold Call will send shivers down anyone's spine. Most of the people I deal with do not like them and will avoid them at any cost. I do not blame them and most often cold calls will not yield very high results. You are only likely to gain ten percent of your business (at the most) from cold calling. So why do we do it? First, there is a myth that cold calling is necessary to gain new business. Second, it seems to be a challenge to many salespeople to make the cold call. All of this is totally unnecessary if you can change the cold call into a warm call.

Here are ten things that you can do for cold calling:

 Find out who makes the decision for the company through the receptionist (sometimes called the gatekeeper)

 Ask who they currently do business with for your particular product or service

 Put on a seminar and ask who the correct person would be for sending the invitation

 Find out what organizations a decision maker attends and see if there is an opportunity for you to also attend

 Find an opportunity to be introduced to the decision maker from someone you already know

 If you see an announcement in the newspaper about the company you wish to do business with, send a note with congratulations to the new person or to the person in charge of the project, then follow-up with a phone call

 Find the right people to talk to and get the first appointment; this is more easily done at a networking event.

 Do not simply call all the businesses on the block with a memorized script

 The aim of a cold call is simply to get to an appointment and nothing more; you are not trying to sell on the first call

 Do your homework and know all about the company you are calling before you ask for the appointment

Cold Calling will come into play more often than you will like. If you want to read a book on Cold Calling techniques there are a few authors that are good on the subject. I would suggest Stephan Schiffman's "Cold Calling Techniques" fourth edition.

Bette Daoust, Ph.D. is a speaker, author (over 170 books, articles, and publications), and consultant. She has provided marketing, sales, business development and training expertise for companies such as Peet's Coffee & Tea, Varian Medical Systems, Accenture, Avaya, Cisco Systems to name a few. Dr. Daoust has also done extensive work with small businesses in developing their marketing, training, and operational plans. You may contact Dr. Daoust at http://BizMechanix.com You may also view her latest publications at http://BlueprintBooks.com Dr. Daoust also writes for the National Networker http://theNationalNetworker.com Article Source: http://EzineArticles.com/?expert=Bette_Daoust,_Ph.D.