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Atricle Dump - How to Deliver the Right Message, Every Time
In a minute, I'm going to give you a way to write great headlines for your newsletter that is as easy as painting by numbers. But first...Several years ago, I worked as an editor on a daily newspaper. I didn't write the stories, but it was my job to make sure they all appeared on the page -- and that as many people were attracted to read them as possible.No page was more important than the front page. And no story on that page was more important than the 'splash' -- the biggest story in the whole paper.So guess which story got the most attention? And guess which part of that story got the most care lavished on it?Of the entire newspaper, the big headline on the front page was given top priority.Why was this?Because the editors knew it was this element of the entire newspaper that was most responsible for daily sales. So the headline had to be the best it could be.But there's no point in having a headline if all people do is read the headline and move on. The main purpose of any headline in your newsletter is to get the story underneath it read.So here's a quick checklist for eye-popping headlines:Your headline should indicate the article contains information that is useful to readersYour headline should indicate the article contains information that is interesting to readersYour headline should inform readers about the content of the article but be leave enough unsaid to intrigue readers
Having decided that, it was an easy step to give each salesperson a quarterly expectation for the number of "quotes made to new prospects." Our strategic initiative, "Gain market share," turned into a measurable expectation for each salesperson, "Generate X quotes per month to prospects not on the database."
In the past, another client of ours “process” of monitoring on-the-job performance and keeping proper employee evaluation records was a laborious one. What our client "used to do" was forward a Word document (essentially a checklist) to all of their managers across the country for monthly progress reports on their employees. The managers would in turn fill out the form and email it back to the administrator.
When all of the record forms were received, the administrator would compile the information and submit it all to Human Resources, so that they could decide who gets promoted and who gets a salary increase. This process was not only time-consuming, but reports couldn't be optimized in real-time (they had to wait once a month to collect all of the documents from the field). In addition to lost productivity, that current system allowed for people to basically "slack off".
When the online performance management tool was rolled out to their organization, productivity increased immediately. What they got was...
□ a central repository for over 300 individual performance appraisals which could be easily searched upon by management and HR. Trade Show Display Success Strategy
Americans are known for their short attention spans, and this is certainly true at the trade show exhibit hall. With a crowded trade show display floor bursting with hundreds of trade show exhibits, the essential job of the exhibitor is to attract immediate attention with a compelling trade show exhibit display.Finding a fast way to capture visitor interest with an exciting trade show display booth is quite a challenge. Trade show attendees want a quick fix. Catchy trade show graphics can give a bold deliverance of message and humor can be used effectively too; but the trade show exhibit also has to be consistent with the exhibitor company’s marketing message.To be successful, the trade show booth design must answer the visitor’s three key questions -- who the exhibitor is, what they do, and why a visitor should spend time inside the exhibitor’s trade show booth.According to Karla Krause-Miller, Director, Cappa and Graham, Inc., a professional event planning company in San Francisco and Silicon Valley, the psychology and strategy of trade show booth messaging is the key to success at a trade show. She advises that one follows the guidance from experienced account managers to stay on track for achieving a successful trade show display. Here are a few of her tips for exhibitors:Focus on the big picture of what you want to have happen at the trade show. In other words, keep your company’s trade show marketing goal in mind when planning a trade show display booth.Avoid common trade show graphic mistakes, such trying
If that thought occasionally passes through your mind, read on.
"What do you want them to do?" I often reply.
Boy – talk about opening a “can of worms.”
That question is often too vague to hold any meaning in today’s world. Years ago, it may have been good enough to just say “get out there and sell.” But in today’s business world, it’s not enough.
The selling environment has changed; your competition has surely changed and has become more ferocious. Now more than ever... businesses survive and crash based on the message that is being communicated to your prospects and clients, how often it’s delivered... if it’s actually, the right message for you... AND, if your message differentiates you in the eyes of your prospects and clients.
How you develop your key positioning statement, (defined as “the statement” or message that “positions” you in the eyes of your audience as the obvious choice), how you train your employees on that statement, how you measure their growth and the development of their skill sets and last... how they deliver your message effectively to your audience... are the critical elements to a successful training, marketing and sales plan.
Our economy has grown increasingly complex, many markets are maturing, the demands and expectations of your customers are growing, your customers' choices of ways to satisfy their needs are multiplying, and information technology is growing more powerful and user friendly. All that means is that you need to be much more effective in your sales communication and directing your sales force than at any time in the past. Successful sales management in the approaching 21st century world requires a more sophisticated answer from you than just "Get out there and sell!”
”Selling MODE” is great, but without gathering the right type of marketing intelligence and information from your prospects... you hamper your success.
Here’s an example: Client “A” owns a small pharmaceutical company. Every month they are analyzing data to determine their market share. They also analyze who the high prescribing physicians are for their drug, as well as for the competition.
They use that information to make territory and product line forecasts, as well as a basis for developing more sophisticated joint marketing plans with his partner-vendors. I'm sure you'll agree -- that's good information to have. But don't the salespeople do those kinds of things on their own? Do they really need that kind of precise direction from management?
Take a little self-test. Consider each of your salespeople, one at a time. Ask yourself, "Is ...(salesperson's name).... systematically collecting that kind of market information on his or her own?"
On their own? No.
So, what is the first step in getting your salespeople to start delivering the right message?
Ideally, those things proceed directly from your strategic plan. For example, if your strategic plan says that you want to penetrate a new market segment, then you should expect your salespeople to make X calls per month on that segment, or create X new customers within that segment, or do X amount of sales with that segment, or achieve X amount of gross profit with that segment.
The first step is to develop your strategic plan, and then to create expectations for your sales force that directly support that strategic plan.
If you don’t have a strategic plan, it’s time to start developing one. Here’s a shortcut... Begin by creating precise expectations for your sales force. Develop a list of the three to ten most important things (goals) you want them to do (communicating your specific message should be #1).
Bringing in a certain amount of sales or gross profits should be one of them, but only one of them.
Next, make sure that your list of expectations is easily, accurately and fairly measurable. I believe in the acronym SMAART. Your goals and objectives should be:
1. S – Specific. “Improving service” is not specific. How, exactly, will you improve it?
2. M – Measurable. Will you be able to effectively tell how well you are meeting your goals?
3. A – Aggressive. Many people don’t set stretch goals. Identify what you think you can do comfortably, then move the bar a little higher. Ask yourself, What is possible if we get cranking?
4. A – Accountable. Who’s in charge? Who is responsible for making it all come together?
5. R – Realistic. Nothing kills enthusiasm faster than impossible goals.
6. T – Time-Specific. Goals need to be achieved by a certain date or within a certain period.
Look at your goals with creativity. Financial objectives are SMAART, and they’re easy to identify. But nonfinancial objectives, such as increasing your customer attitudes towards you and your company, and lowering employee turnover are also SMAART. They’re specific, measurable, aggressive, accountable, realistic and potentially time-specific.
If you're highly automated and use effective sales force, training and goal measuring software, it'll be a snap. If you're not effectively automated, it'll be much more difficult.
For example, one of my clients wanted his sales force to call on new prospects. His business was growing, and his salespeople were happy. But he was sure that there was additional market share to be had in accounts that were not being cultivated. He wasn't automated, and didn't believe his veteran sales force would accurately and thoroughly complete weekly call reports. In addition, he didn’t have an accurate way to measure what “message” the sales force was communicating day to day, week to week.
His sales cycle was long, and he didn't want to wait until he saw actual sales numbers. Those sales could occur 6 to 12 months after the first sales call. He determined to measure his sales forces' activity, (calling on new prospects) not the results (sales to new prospects).
We struggled with a way to easily, fairly and accurately measure the activity of calling on new prospects. And then it hit us. Bingo! Suppose they allowed technology to help them deliver the RIGHT MESSAGE as well as, help them in tracking “new quotes” and opportunities... automatically and in real-time.
We could not only measure the number of sales calls made to prospects but we could now measure the number of quotes made to them as well. The system would be easy, accurate, and fair. We could also measure... with real-time tools – “key message” delivery. What we wanted the salespeople to communicate... those “key messages” were added to the system and viewed by the salesperson each time they made a call. By clicking a box for the actual message that was delivered, we were able to track which message was actually the most effective.
Having decided that, it was an easy step to give each salesperson a quarterly expectation for the number of "quotes made to new prospects." Our strategic initiative, "Gain market share," turned into a measurable expectation for each salesperson, "Generate X quotes per month to prospects not on the database."
In the past, another client of ours “process” of monitoring on-the-job performance and keeping proper employee evaluation records was a laborious one. What our client "used to do" was forward a Word document (essentially a checklist) to all of their managers across the country for monthly progress reports on their employees. The managers would in turn fill out the form and email it back to the administrator.
When all of the record forms were received, the administrator would compile the information and submit it all to Human Resources, so that they could decide who gets promoted and who gets a salary increase. This process was not only time-consuming, but reports couldn't be optimized in real-time (they had to wait once a month to collect all of the documents from the field). In addition to lost productivity, that current system allowed for people to basically "slack off".
When the online performance management tool was rolled out to their organization, productivity increased immediately. What they got was...
□ a central repository for over 300 individual performance appraisals which could be easily searched upon by management and HR. It's Time To Exchange Customers, Honey!
Have you ever tried to change a boy-friend/spouse/partner into something YOU wanted?Be honest here.I remember my foolish attempts to get my Harley-riding, chain-smoking, long-haired first boy-friend to try reading (anything), dancing, getting cool clothes or going to a "chick-flick".I reallllllly wanted him to try reading Shakespeare or something by Margaret Laurence so he could understand my tormented bibliophile soul.He'd flip his head back (to get the hair out of his eyes) and then look at me as if I had horns growing out of my head.I know. I know. It didn't work because I was 16 and because...PEOPLE DON'T CHANGE. (unless they want to)And no matter how much fairy dust you wave over someone's head - it is never going to turn the donkey into a thoroughbred.Which leads me to the "dating world" of your business and selling.I would guess you probably have some clients you've been trying to change. And no matter how HARD you try - they are still:slow-paying hard to please unfriendly never satisfied cheap fickle basically a pain in the you-know-what And quite frankly, its bloody exhausting. (a Canadian term for you!)It turns you into some manic, Sally Field type of person who wants everyone to "like me - you really like me" .nd information technology is growing more powerful and user friendly. All that means is that you need to be much more effective in your sales communication and directing your sales force than at any time in the past. Successful sales management in the approaching 21st century world requires a more sophisticated answer from you than just "Get out there and sell!”
”Selling MODE” is great, but without gathering the right type of marketing intelligence and information from your prospects... you hamper your success.
Here’s an example: Client “A” owns a small pharmaceutical company. Every month they are analyzing data to determine their market share. They also analyze who the high prescribing physicians are for their drug, as well as for the competition.
They use that information to make territory and product line forecasts, as well as a basis for developing more sophisticated joint marketing plans with his partner-vendors. I'm sure you'll agree -- that's good information to have. But don't the salespeople do those kinds of things on their own? Do they really need that kind of precise direction from management?
Take a little self-test. Consider each of your salespeople, one at a time. Ask yourself, "Is ...(salesperson's name).... systematically collecting that kind of market information on his or her own?"
On their own? No.
So, what is the first step in getting your salespeople to start delivering the right message?
Ideally, those things proceed directly from your strategic plan. For example, if your strategic plan says that you want to penetrate a new market segment, then you should expect your salespeople to make X calls per month on that segment, or create X new customers within that segment, or do X amount of sales with that segment, or achieve X amount of gross profit with that segment.
The first step is to develop your strategic plan, and then to create expectations for your sales force that directly support that strategic plan.
If you don’t have a strategic plan, it’s time to start developing one. Here’s a shortcut... Begin by creating precise expectations for your sales force. Develop a list of the three to ten most important things (goals) you want them to do (communicating your specific message should be #1).
Bringing in a certain amount of sales or gross profits should be one of them, but only one of them.
Next, make sure that your list of expectations is easily, accurately and fairly measurable. I believe in the acronym SMAART. Your goals and objectives should be:
1. S – Specific. “Improving service” is not specific. How, exactly, will you improve it?
2. M – Measurable. Will you be able to effectively tell how well you are meeting your goals?
3. A – Aggressive. Many people don’t set stretch goals. Identify what you think you can do comfortably, then move the bar a little higher. Ask yourself, What is possible if we get cranking?
4. A – Accountable. Who’s in charge? Who is responsible for making it all come together?
5. R – Realistic. Nothing kills enthusiasm faster than impossible goals.
6. T – Time-Specific. Goals need to be achieved by a certain date or within a certain period.
Look at your goals with creativity. Financial objectives are SMAART, and they’re easy to identify. But nonfinancial objectives, such as increasing your customer attitudes towards you and your company, and lowering employee turnover are also SMAART. They’re specific, measurable, aggressive, accountable, realistic and potentially time-specific.
If you're highly automated and use effective sales force, training and goal measuring software, it'll be a snap. If you're not effectively automated, it'll be much more difficult.
For example, one of my clients wanted his sales force to call on new prospects. His business was growing, and his salespeople were happy. But he was sure that there was additional market share to be had in accounts that were not being cultivated. He wasn't automated, and didn't believe his veteran sales force would accurately and thoroughly complete weekly call reports. In addition, he didn’t have an accurate way to measure what “message” the sales force was communicating day to day, week to week.
His sales cycle was long, and he didn't want to wait until he saw actual sales numbers. Those sales could occur 6 to 12 months after the first sales call. He determined to measure his sales forces' activity, (calling on new prospects) not the results (sales to new prospects).
We struggled with a way to easily, fairly and accurately measure the activity of calling on new prospects. And then it hit us. Bingo! Suppose they allowed technology to help them deliver the RIGHT MESSAGE as well as, help them in tracking “new quotes” and opportunities... automatically and in real-time.
We could not only measure the number of sales calls made to prospects but we could now measure the number of quotes made to them as well. The system would be easy, accurate, and fair. We could also measure... with real-time tools – “key message” delivery. What we wanted the salespeople to communicate... those “key messages” were added to the system and viewed by the salesperson each time they made a call. By clicking a box for the actual message that was delivered, we were able to track which message was actually the most effective.
Having decided that, it was an easy step to give each salesperson a quarterly expectation for the number of "quotes made to new prospects." Our strategic initiative, "Gain market share," turned into a measurable expectation for each salesperson, "Generate X quotes per month to prospects not on the database."
In the past, another client of ours “process” of monitoring on-the-job performance and keeping proper employee evaluation records was a laborious one. What our client "used to do" was forward a Word document (essentially a checklist) to all of their managers across the country for monthly progress reports on their employees. The managers would in turn fill out the form and email it back to the administrator.
When all of the record forms were received, the administrator would compile the information and submit it all to Human Resources, so that they could decide who gets promoted and who gets a salary increase. This process was not only time-consuming, but reports couldn't be optimized in real-time (they had to wait once a month to collect all of the documents from the field). In addition to lost productivity, that current system allowed for people to basically "slack off".
When the online performance management tool was rolled out to their organization, productivity increased immediately. What they got was...
□ a central repository for over 300 individual performance appraisals which could be easily searched upon by management and HR. Do You Have To Spend Money To Make Money?
I recently spoke with a franchise company that provides cleaning services. This enterprise has been in business for about 18 months. The company has ten employees, 115 clients and produces revenue of over $12,000 per month. Unfortunately, the company advertising expenses total of $5,000 every month! As a result, company profit only totals a little under ten percent. The owner wants to increase its client base and attract and retain my best employees.This reminds me of the old saying: "That you have to spend money to make money." Do entrepreneurs have to spend money to make money?Well, some believe that there are only two ways to increase your profits. Either you reduce your expenses or increase your sales! Believe it or not, you could do both! Some entrepreneurs think that you only have one choice ---- spend money! Most new owners make the same mistake when starting a business. They think that the best way to build a business is to spend money! They think that to make money, you must spend money! They are wrong!Thinking that it is an investment, some people spend a lot of money in the lead generation activities. Some owners will buy a yellow pages ad. Others will purchase an ad in the living section of the local newspaper. Also, you will discover that some people will buy a direct-mail list of 1000 prospects or post a gigantic billboard over a major highway!For example, I know of one business that spent $ 20,000 on one direct-mail campaign! They are still waiting by the phone for all the excited new prospomers within that segment, or do X amount of sales with that segment, or achieve X amount of gross profit with that segment.
The first step is to develop your strategic plan, and then to create expectations for your sales force that directly support that strategic plan.
If you don’t have a strategic plan, it’s time to start developing one. Here’s a shortcut... Begin by creating precise expectations for your sales force. Develop a list of the three to ten most important things (goals) you want them to do (communicating your specific message should be #1).
Bringing in a certain amount of sales or gross profits should be one of them, but only one of them.
Next, make sure that your list of expectations is easily, accurately and fairly measurable. I believe in the acronym SMAART. Your goals and objectives should be:
1. S – Specific. “Improving service” is not specific. How, exactly, will you improve it?
2. M – Measurable. Will you be able to effectively tell how well you are meeting your goals?
3. A – Aggressive. Many people don’t set stretch goals. Identify what you think you can do comfortably, then move the bar a little higher. Ask yourself, What is possible if we get cranking?
4. A – Accountable. Who’s in charge? Who is responsible for making it all come together?
5. R – Realistic. Nothing kills enthusiasm faster than impossible goals.
6. T – Time-Specific. Goals need to be achieved by a certain date or within a certain period.
Look at your goals with creativity. Financial objectives are SMAART, and they’re easy to identify. But nonfinancial objectives, such as increasing your customer attitudes towards you and your company, and lowering employee turnover are also SMAART. They’re specific, measurable, aggressive, accountable, realistic and potentially time-specific.
If you're highly automated and use effective sales force, training and goal measuring software, it'll be a snap. If you're not effectively automated, it'll be much more difficult.
For example, one of my clients wanted his sales force to call on new prospects. His business was growing, and his salespeople were happy. But he was sure that there was additional market share to be had in accounts that were not being cultivated. He wasn't automated, and didn't believe his veteran sales force would accurately and thoroughly complete weekly call reports. In addition, he didn’t have an accurate way to measure what “message” the sales force was communicating day to day, week to week.
His sales cycle was long, and he didn't want to wait until he saw actual sales numbers. Those sales could occur 6 to 12 months after the first sales call. He determined to measure his sales forces' activity, (calling on new prospects) not the results (sales to new prospects).
We struggled with a way to easily, fairly and accurately measure the activity of calling on new prospects. And then it hit us. Bingo! Suppose they allowed technology to help them deliver the RIGHT MESSAGE as well as, help them in tracking “new quotes” and opportunities... automatically and in real-time.
We could not only measure the number of sales calls made to prospects but we could now measure the number of quotes made to them as well. The system would be easy, accurate, and fair. We could also measure... with real-time tools – “key message” delivery. What we wanted the salespeople to communicate... those “key messages” were added to the system and viewed by the salesperson each time they made a call. By clicking a box for the actual message that was delivered, we were able to track which message was actually the most effective.
Having decided that, it was an easy step to give each salesperson a quarterly expectation for the number of "quotes made to new prospects." Our strategic initiative, "Gain market share," turned into a measurable expectation for each salesperson, "Generate X quotes per month to prospects not on the database."
In the past, another client of ours “process” of monitoring on-the-job performance and keeping proper employee evaluation records was a laborious one. What our client "used to do" was forward a Word document (essentially a checklist) to all of their managers across the country for monthly progress reports on their employees. The managers would in turn fill out the form and email it back to the administrator.
When all of the record forms were received, the administrator would compile the information and submit it all to Human Resources, so that they could decide who gets promoted and who gets a salary increase. This process was not only time-consuming, but reports couldn't be optimized in real-time (they had to wait once a month to collect all of the documents from the field). In addition to lost productivity, that current system allowed for people to basically "slack off".
When the online performance management tool was rolled out to their organization, productivity increased immediately. What they got was...
□ a central repository for over 300 individual performance appraisals which could be easily searched upon by management and HR. How to Avoid Common Mistakes in Idea Marketing
Step 1 - IntroductionWhen the time comes and you are ready to market your idea, most likely you will turn your attention to large companies for help. After all, you are telling yourself, these huge, large corporations are experienced in invention marketing and will take care of my idea; they have unique domain knowledge and the expertise necessary for me to succeed. Without much ado, you take your idea and knock on the door of big conglomerate. You are asked to explain your idea and provide business plan. By the end of the day you are told to stay patient and wait while the big boys are taking care of you. You wait weeks and months; keep telling yourself that the phone may ring any day now. Unfortunately nothing happens until you give in – you call first and told that your idea was too non-commercial…Step 2 - Benefits Of Working With Smaller CompaniesStories like these are common when inventor has to deal with large corporations. It is a fact that the bigger the company is, the more bureaucratic it is. Many big companies lose focus and often hire employees who are either not qualified for the job, or just not interested in what they are doing. If you come across these folks who are trying to make you feel insignificant (and your idea unimportant and impractical) don't get discouraged by this - chances are you will be better off dealing with smaller company that is more focused and willing to take risks!Many smaller companies are focused on producing products that are specific to your area of interest. These companies are hug employee turnover are also SMAART. They’re specific, measurable, aggressive, accountable, realistic and potentially time-specific.
If you're highly automated and use effective sales force, training and goal measuring software, it'll be a snap. If you're not effectively automated, it'll be much more difficult.
For example, one of my clients wanted his sales force to call on new prospects. His business was growing, and his salespeople were happy. But he was sure that there was additional market share to be had in accounts that were not being cultivated. He wasn't automated, and didn't believe his veteran sales force would accurately and thoroughly complete weekly call reports. In addition, he didn’t have an accurate way to measure what “message” the sales force was communicating day to day, week to week.
His sales cycle was long, and he didn't want to wait until he saw actual sales numbers. Those sales could occur 6 to 12 months after the first sales call. He determined to measure his sales forces' activity, (calling on new prospects) not the results (sales to new prospects).
We struggled with a way to easily, fairly and accurately measure the activity of calling on new prospects. And then it hit us. Bingo! Suppose they allowed technology to help them deliver the RIGHT MESSAGE as well as, help them in tracking “new quotes” and opportunities... automatically and in real-time.
We could not only measure the number of sales calls made to prospects but we could now measure the number of quotes made to them as well. The system would be easy, accurate, and fair. We could also measure... with real-time tools – “key message” delivery. What we wanted the salespeople to communicate... those “key messages” were added to the system and viewed by the salesperson each time they made a call. By clicking a box for the actual message that was delivered, we were able to track which message was actually the most effective.
Having decided that, it was an easy step to give each salesperson a quarterly expectation for the number of "quotes made to new prospects." Our strategic initiative, "Gain market share," turned into a measurable expectation for each salesperson, "Generate X quotes per month to prospects not on the database."
In the past, another client of ours “process” of monitoring on-the-job performance and keeping proper employee evaluation records was a laborious one. What our client "used to do" was forward a Word document (essentially a checklist) to all of their managers across the country for monthly progress reports on their employees. The managers would in turn fill out the form and email it back to the administrator.
When all of the record forms were received, the administrator would compile the information and submit it all to Human Resources, so that they could decide who gets promoted and who gets a salary increase. This process was not only time-consuming, but reports couldn't be optimized in real-time (they had to wait once a month to collect all of the documents from the field). In addition to lost productivity, that current system allowed for people to basically "slack off".
When the online performance management tool was rolled out to their organization, productivity increased immediately. What they got was...
□ a central repository for over 300 individual performance appraisals which could be easily searched upon by management and HR. Sponsorship: A Key to Powerful Marketing
Sponsorship is the fastest growing form of marketing in the U.S. It is still very much in its infancy, especially in the trade show arena. With this in mind, you can find unlimited opportunities to broaden your competitive advantage by increasing your credibility, image and prestige in sponsoring events attracting your target market.Some trade show promotional opportunities include sponsorship of the press room, an international lounge, a speaker or VIP room, an awards reception, educational programs, banners, badge holders, audio visual equipment, display computers, tote bags, shuttle buses, napkins and drink cups.So, why should your company be interested in sponsorship? When done well, it offers significant opportunities for distinct marketing and competitive advantages, as well as showing support of the event.What is sponsorship?Sponsorship is the financial or in-kind support of an activity, used primarily to reach specified business goals. According to IEG’s Complete Guide to Sponsorship, "Sponsorship should not be confused with advertising. Advertising is considered a quantitative medium, whereas sponsorship is considered a qualitative medium. It promotes a company in association with the sponsee."A large number of events these days use sponsorship support to offer more exciting programs and to help defray rising costs. Sponsorship allows you to reach specifically targeted niche markets without any waste. In addition, it is a powerful complement to other marketing programs, in addition to having a dramatihose “key messages” were added to the system and viewed by the salesperson each time they made a call. By clicking a box for the actual message that was delivered, we were able to track which message was actually the most effective.
Having decided that, it was an easy step to give each salesperson a quarterly expectation for the number of "quotes made to new prospects." Our strategic initiative, "Gain market share," turned into a measurable expectation for each salesperson, "Generate X quotes per month to prospects not on the database."
In the past, another client of ours “process” of monitoring on-the-job performance and keeping proper employee evaluation records was a laborious one. What our client "used to do" was forward a Word document (essentially a checklist) to all of their managers across the country for monthly progress reports on their employees. The managers would in turn fill out the form and email it back to the administrator.
When all of the record forms were received, the administrator would compile the information and submit it all to Human Resources, so that they could decide who gets promoted and who gets a salary increase. This process was not only time-consuming, but reports couldn't be optimized in real-time (they had to wait once a month to collect all of the documents from the field). In addition to lost productivity, that current system allowed for people to basically "slack off".
When the online performance management tool was rolled out to their organization, productivity increased immediately. What they got was...
□ a central repository for over 300 individual performance appraisals which could be easily searched upon by management and HR.
□ an easy to use, online "update" form where managers could check off items that were completed and add their comments as to how the employee performed vs the goals that were set.
□ a place where managers could go, whenever they wanted... essentially the forms were online, 24x7 and could be accessed and updated at any time, from anywhere with a computer.
□ instant, real-time feedback - which allowed for actionable information to be at their fingertips, when they needed it most.
□ HR could now benchmark who the "star performers" were, who were on the training and development "fast track" for promotion, in real-time. No longer did they have to wait for monthly updates.
Their ROI was significant - but witnessed mostly through the time that they saved and their newly-found ability to make quicker decisions.
Let’s Quickly Review: There are three critical things that we are measuring here: the number of potential opportunities in the pipeline, the message that is delivered, as well as, the effectiveness of our objective “measuring” and tying that back on an individual employee/salesperson basis.
Utilizing the right type of technology can effectively let you deliver your message, measure and train your employees and track your “new quotes”, opportunities or “key positioning” statements, all through one system. The right system would allow you to benchmark and evaluate the effectiveness of your training program, measure it against the actual objectives and goals achieved, while simultaneously delivering the right message to each prospect and client that you touch, every time.
Here’s your action plan...... in a nutshell.
1. Come up with your “positioning statements” – what makes you different? Why should your prospect consider you as the obvious choice over your competition? What elements position you and your company as the experts in your marketplace? These key positioning statements need to be recorded and measured for their individual effectiveness. If you have a way to automate the tracking of these key messages... you’re ahead of the game.
2. Create individual scorecards, by role or position. The scorecards need to contain the criteria and objectives that are important to the success of your campaign. A SMAART goal could be – “deliver 15 new ‘quotes’ in the first quarter”. Another goal could be – “back-sell” or “cross-sell” 1 present client / per month.. into some of your other products and solutions. List these “goals” down the card, include a sign off date, a “rating” – 1-5, and a comments section to document results and feedback.
3. Based on the results of #2, develop training courses and presentations that can be scheduled and delivered automatically to those individuals based on the evaluations derived from your scorecards.
What you end up with is a new type of marketing/sales force that is delivering your key message based on their own individual objectives. But most importantly, you now have a “real” method to track the effectiveness of your marketing, as well as the ability to tie-back your individual training directly to performance objectives.
Most business owners think they can just deliver product knowledge, send their salespeople on the road and everything just takes care of itself. Wrong, Wrong, Wrong.
Most games are not won with HOME RUNS. Most games are won by doing all the right things, hitting, fielding and delivering good, sound “pitching” that positions you as the expert and obvious choice for your customers. When you do that and do it right – you sales and marketing programs transform overnight.
And, by using the right technology to manage everything – you maximize your resources, your productivity and your overall effectiveness and can reach the heights that you’ve only dreamt about.
Stay Frosty
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