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Atricle Dump - Overcoming the Objections That Keep You from Achieving Massive Success
New customers are as important for the restaurant business as the regular ones. In fact it is not possible for any business to prosper without new customers. A steady flow of new customers is needed to balance the old customers that are no longer coming to your restaurant for some or other reasons such as relocating or changing dining habits. Below is a list of some powerful strategies for attracting new customers to your restaurant.- Market Your Restaurant in Public PlacesA fool proof way to entice new customers is to market your restaurant in public places such as parks, shopping centers, supermarkets, etc, and offer them to have a taste of some of your most delicious food. When they stop for that, don’t forget to give out your restaurant menu, coupon or a business card so that they'll know exactly where they can go in order to taste more of your tasty food.- Cross Market Your RestaurantCross marketing your restaurant with various nearby hotels, motels, holiday, inns or tour bus is another great idea to bring potential customers. For example, you could list your restaurant in the “nearby attraction list” at the hotels or you could advertise in their lobbies.- Referral SystemYour existing customers can bring a lot of business for you. But for that you should encourage them by offering some kind of attraction to do so. For example, you could offer 10% off for the customer who refers a new customer.- Offer Specials DealsAfter the struggle of whole day many people feel it unpleasant to go back home and cook for themselves. And it’s pretty fair because everyone wants to relax at the end of the day
There are two challenges at play when, after you’ve gone through your presentation, a prospect still voices concerns. First of all, you did not discover enough information to accurately anticipate and diffuse concerns while they were still seeds in your p
Ring! Ring! Ring!6am and the teams are ordered to meet at the Lloyds Building. Cars will be with them in 20 minutes. Clearly, getting ready fast is important for big business people! How do all those Sales Apprentices get ready so fast?On arrival we found out that today’s task was all about “buying”. SAS wanted to test the sales negotiations skills of the teams by pitching them into a series of separate sales negotiations. To facilitate this, each team was given a list of 10 items which they had to buy for the least possible amount of money. They would be given guide prices and a fixed amount of money. The team with the most money left at the end would be the winner.On the face of it this seemed like a task that would be full of sales training tips and strategies and it was… well, sort of!Tonight’s intrepid “leaders” were Adam, the car sales manager, and Simon, a Cambridge graduate and internet entrepreneur. This was going to be a tough task for Adam as if his team lost this week he would be guaranteed to be in the board room for the 4th week running! Surely, if this were to happen the programme would end with him towing his suitcase to the waiting taxi at the end of the show!Segway to SAS who informed us that this task was all about three core business skills… research, negotiation and time management. I agree with him entirely here but I thought that the research bit might have had a bit more credibility if he hadn’t given them guide prices for each of the articles. How much more fun would it have been if they had to research the market and get their own guide prices? And as for negotiation … well there were plent
1. Fear of failure—“Can I do this? Will this really work?”
2. Lack of support—spouse, parents or friends unsupportive
3. Can’t make the commitment—don’t have time, conflicts with existing obligations, childcare concerns, etc.
4. Not enough motivation—the discomfort of the prospect’s current situation is not great enough that s/he wants to make changes
5. Financial concerns—fear that the prospect can’t afford it or will be extremely stretched trying to. Is it worth the investment?
Notice that I listed financial concerns last. Cost is often the first objection that is put up, but usually it’s not the true reason, deep down, for rejecting a product or service. I’ll explain more about this topic later. With an idea of where objections stem from, let’s talk about when the optimal time is to handle them. As I already mentioned, the ideal scenario is for all your prospect’s questions and concerns to be answered as a natural course of your exchange—not after you’ve gone through your entire presentation. Nothing de-energizes your persuasive efforts more than lingering doubts and concerns that remain unresolved in your prospect’s mind. When you are “interviewing” your prospects, use your open-ended questions to help them open up and shed light on any possible areas of concern. With this approach, you are opening the door to bring up and cover such issues on your terms. This persuasive strategy is not a matter of manipulation; by virtue of the roles you each play—you as the one offering a solution and the prospect as the one seeking a solution—it is more practical and effective for both parties to get what they want.
There are two challenges at play when, after you’ve gone through your presentation, a prospect still voices concerns. First of all, you did not discover enough information to accurately anticipate and diffuse concerns while they were still seeds in your pr
There are many things to consider when creating a software interface for an electronic kiosk. One of the areas that needs a particularly vested interest is the interaction design of the kiosk software. Three important aspects of kiosk software interaction design are branding, speed and sound.Branding is an important component of any kiosk user interface. If you are designing a kiosk for use in a retail location, you should take care to incorporate a brand image or logo into the interface. This can be beneficial to both the interaction experience of the user for your kiosk and also for the branding of your company.Logo branding is most effective on screens that are not part of a task process in your software. Because of this, the best screens to show off a logo are those that are displayed when the kiosk booth is idle, and also at the beginning and end of a task. For instance when the user first interacts with the kiosk, it should show a brand image along with a list of tasks. Another opportunity comes when the user has finished a task with the kiosk, a completion screen accompanied by the brand can have a great impact.The speed of software for a kiosk is something that should be taken into account when considering the interaction experience of a kiosk user. You want to make sure that they do not get held up between screens of a particular task or you may risk losing the user's interest in completing a task sequence. An example of this would be at a bookstore catalogue kiosk. If a user is searching for a particular author name, they will expect the search results display within a few seconds.Before considering the
5. Financial concerns—fear that the prospect can’t afford it or will be extremely stretched trying to. Is it worth the investment?
Notice that I listed financial concerns last. Cost is often the first objection that is put up, but usually it’s not the true reason, deep down, for rejecting a product or service. I’ll explain more about this topic later. With an idea of where objections stem from, let’s talk about when the optimal time is to handle them. As I already mentioned, the ideal scenario is for all your prospect’s questions and concerns to be answered as a natural course of your exchange—not after you’ve gone through your entire presentation. Nothing de-energizes your persuasive efforts more than lingering doubts and concerns that remain unresolved in your prospect’s mind. When you are “interviewing” your prospects, use your open-ended questions to help them open up and shed light on any possible areas of concern. With this approach, you are opening the door to bring up and cover such issues on your terms. This persuasive strategy is not a matter of manipulation; by virtue of the roles you each play—you as the one offering a solution and the prospect as the one seeking a solution—it is more practical and effective for both parties to get what they want.
There are two challenges at play when, after you’ve gone through your presentation, a prospect still voices concerns. First of all, you did not discover enough information to accurately anticipate and diffuse concerns while they were still seeds in your p
Selling your business is the most important business transaction you will ever make. Mistakes in this process can greatly erode your transaction proceeds. Do not spend twenty years of your toil and skill building your business like a pro only to exit like an amateur. Below are ten common mistakes to avoid:1. Selling because of an unsolicited offer to buy – One of the most common reasons owners tell us they sold their business was they got an offer from a competitor. If they previously were not considering this business sale, the owner has probably not taken some important personal and business steps to exit on his terms. The business may have some easily correctable issues that could detract from its value. The owner may not have prepared for an identity and lifestyle to replace the void caused by his separation from his company. If you are prepared, you are more likely to exit on your own terms.2. Poor books and records – Business owners wear many hats. Sometimes they become so focused on running the business that they are lax in financial record keeping. A buyer is going to do a comprehensive look into your financial records. If they are done poorly, the buyer loses confidence in what he is buying and his perception of risk increases. If he finds some negative surprises late in the process, the purchase price adjustments can be harsh. The transaction value is often attacked well beyond the economic impact of the surprise. Get a good accountant to do your books.3. Going it alone – The business owner may be the foremost expert in his business, but it is likely that his business sale will be a once in a lifetime occurrence. Mi
There are two challenges at play when, after you’ve gone through your presentation, a prospect still voices concerns. First of all, you did not discover enough information to accurately anticipate and diffuse concerns while they were still seeds in your p
When it comes to marketing there’s simply too many choices. I often find clients are totally perplexed about which marketing tools they should use and how to use them.To help make your life easier I’ve created the simplest approach to marketing that you’ll ever need. Use it to plan your marketing program for next year.There are only three things to think about. I call it the FAR way to market your business.F is for Focus.1) Decide who your target audience really is. Be ruthless, but think big. Who will pay for what you have to offer?2) Then decide which benefits you are offering them. Think of it from the clients perspective. Describe what the client will get – not what you will give them!A is for Approach.1) How are you going to approach the people (or businesses) you have chosen as your target audience? And when, or how often, will you do this? Don’t waste your time with half-baked ideas that have no basis in reality. Find out what they read, who they speak to, what they respond to, or where they hang out. Don’t guess.2) Then sit down and think about what resources you will need to put all that into place. By resources I mean:- Finance (dollars, euros, moolah)- Materials (like printed brochures, newsletters, letterhead etc)- Time (who is going to do it)- Technology (do you need new software like database, email service provider, desktop publishing)R is for Response.1) What response do you want your prospect to take? Be specific. Will they be telephoning you, or going to your web site, or faxing back a form, or emailing, or dropping in to see you. Often
There are two challenges at play when, after you’ve gone through your presentation, a prospect still voices concerns. First of all, you did not discover enough information to accurately anticipate and diffuse concerns while they were still seeds in your p
I’m just like you. I’ve put off making certain marketing decisions because I didn’t want to spend money. Sometimes that was a smart thing to do. But other times it just cost me money… and time… and I bet some future clients as well.What do I mean?For example – my recent changeover to an email service provider (ESP) to deliver NousNEWS, my monthly email newsletter. Not an earth-shattering decision on it’s own. But this one decision will save me hours of work and enable me to market my business more effectively. This will mean thousands of dollars in revenue to me over a 12-month period.Not only will I save time in future, but guess what? I’ve wasted plenty of time in the past. Wasted time by being inefficient. Wasted time by thinking I was saving money. Wasted time by waiting.In fact, because I waited to make the changeover, the task is much bigger now than it would have been if I had done it earlier.Although it’s not always that simple. Take my ESP decision for one. There are also technology issues to be considered. And there’s integration with my web site. And there are the procedural issues (systems) that need to be altered. It’s easy to see how decisions get put off until “some day”.Beware... Waiting can bankrupt your business.Example 2. I have a client in a computer support business who is non-stop busy for a few months straight, fixing client problems, responding to urgent phone calls, and putting every client request first. Things look rosy. Clients are invoiced. Revenue rolls in.Then it stops. The feast-famine cycle has hit again.It stopped because decisions were delayed. “Bu
There are two challenges at play when, after you’ve gone through your presentation, a prospect still voices concerns. First of all, you did not discover enough information to accurately anticipate and diffuse concerns while they were still seeds in your prospect’s mind rather than rooted plants. Secondly, if the prospect has to bring it up and begins questioning you, merely by nature of the dialogue, you are now on the defensive. This flipping of roles will never place you in a strong persuasive position. Worse, if you do project even a hint of defensiveness or insecurity toward your prospect or product, that in and of itself can breed more doubt in the prospect’s mind than perhaps the original concern did. How awful to lose a sale based on mistaken perceptions! And yet, these details make or break sales all the time.
Let’s talk about price for a moment. It seems to be everyone’s top concern, doesn’t it? Independent researchers found that 68 percent of prospects admitted that price was not the determining factor, but they also admitted that they knew by experience that stating that the price is too high is the best way to get rid of a salesperson. Price, in fact, is seldom the sole reason for buying or not buying something. When asked the reasons why they did buy something, 94 percent of interviewed customers mentioned non-price issues as being the most important factor for their purchase. If you think about it, it doesn’t make sense to buy something just because the price is good. What if it’s not something desirable, useful or necessary? Would you buy it just because of its price? When you do a good job of helping people see how your product will improve their lives, change their lives or move them from their current situation to their desired situation, price is usually the least of their concerns. It all goes back to the emotions—the pain
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