Basel Labs

This type of marketing resembles an auction. Your web site advertises merchandise in return, you’ll get a cut from every lead. There isn’t as much effort required, very few operating costs, it works 24/7, and even better, it’s comparatively easy to learn. To start with, you must decide exactly which area most suits your business style. To get this out of the way, you need to find out what specific solutions to a given problem a particular market segment is experiencing, and then discover how you can assist them. One of the best means to determine this is finding groups of narrow keywords; more often than not people search for these less frequently, yet many more of these result in a sale.

To find these profitable keywords, it is recommended that you use Micro Niche Finder. Info gathered from Micro Niche Finder or other applications or software packages can give you associated keywords in a comprehensive list format allowing you to get an advantage in the rankings on an web based search engine.

Further info is available from the program, for instance how many searches each one gets, just how many other internet sites are employing them, and how good those websites are. Last but not least, the info generated can identify suitable domains, help you put together your site, and also point out the best sales opportunities.

The next step is to build a web site; yet you still have a couple of important things to do. Search engine optimization is absolutely essential. This is where SEO Elite information and other similar programs can help may help. Your rivals’ internet sites are analyzed by the software package which then provides advice on improving search results. In SEO Elite the data generated from the software package suggests where you should look for appropriate links, the best keywords, and an extensive listing of article submission internet sites to use. In a nutshell, Seo Elite information is similar to the information you would receive if you confer with a skilled SEO professional. Once you know what market segment you want to sell in, have your product advertisements, and your internet site is finished, all you need to do is get your site up in the search results. You’ll collect a regular paycheck and question why you ever worried about making money!

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As I prepare this issue of this Newsletter, at 37,000 feet on my way to Greenville South Carolina, the east coast is being battered by a Hurricane.

All hurricanes seem to start out as a blip on a distant radar screen. It grows in size and intensity as it draws closer to the shoreline. They don’t follow a prepared script or take a predictable path.

At the center, is the famous eye of the storm. Surrounding the eye . . . well, you know the rest.

Some salespeople seem to behave like hurricanes, are you one of them? Answer these questions for a hurricane (style) check.

1. Are you completely organized at the start of every day?

2. Do you enjoy talking more than listening?

3. Does your enthusiasm spill over into loudness when you’re talking?

4. If preparation means “in writing” is more than 95% of your typical sales call not prepared?

5. After a sales call, are most of your customers thinking, “WOW” after you leave?

6. Do you have so much experience that you know what your customer’s need without having to ask them really good open-ended questions?

Here’s a sales tip. As hurricanes approach the East coast, few people are rushing to check-in to the ocean front hotels. Likewise, your potential customers won’t be running to open their doors for you if you approach them like a hurricane.

Jim Meisenheimer is the creator of No-Brainer Sales Training. His sales techniques and selling skills focus on practical ideas that get immediate results. You can discover all his secrets by contacting him at (800) 266-1268 or by visiting his website: http://www.meisenheimer.com

“Without us” - the salesman said - “the company wouldn’t have the success needed”.


And the marketing specialist answered: “You couldn’t sell anything properly, without us !”


Who is right ?? Let’s look a bit more into the details of their jobs.


What is the duty of salespeople ?


They normally sell a known product to known customers, in a known region and into known market-segments.
They - should - know the competition of their buyers.
They - should - know the birthdays, hobbies and family status to give a call from time to time and - of course - the nature of products they buy.
They are - mostly - technical experts in what they are selling and for sure - let’s assume a distributor with some kind of an assortment of products for a specific clientele - they try to sell as much as they can of the whole distribution programme to their respective clientele.


In addition - if a technical product is looked at - they may also keep the client informed about technical changes, take perhaps care of the regular service and that’s it. If the product has only a certain lifetime they will certainly contact the client in time again and look for further sales.


The responsibility of a proper marketing manager is slightly different.


Normally he is more a kind of a ‘generalist’, i. e. his duty is to ‘look over the plate’s edge’ and to maximize the sales and profits for his company from the - worldwide - markets and to satisfy the customers to the utmost.

That means that he plays the role of an inter-link between the company and the market/s, i. e. he has to take care that the markets get the products they want - e. g. green instead of yellow or blue, because it suits them more for whatever reason - and he has to provide all inhouse-departments with the information from the markets - which products they need to develop, manufacture and supply to be successful.

That includes specifically also all tasks like having the right distributors in the right places at the right time with the necessary qualifications and to support sales by proper advertising. Today the whole Internet activities are added, so that the client - wherever he is - has the possibility to decide about the way HE wants to buy.

He does market research in order to see where and how big potential markets are, whether they fit or could fit into the line of products the company produces and/or whether perhaps new products could be derived from the existing ones, and he informs in-turn his in-house counterparts from the development and technical departments regarding the findings.

He has to watch the competition regarding their existence (where/how), their sales ways, their sales force, their public relations and their advantages/disadvantages compared to the own products and sales ways as well as to the clients’ needs as far as known to him.

In other words: The marketing department plays the role of an inter-link between the market/s and the company and is responsible as well for each and every action of as its presentation towards the public/the clientele.

Thus he builds-up a ‘Corporate Standing’ of the company in the public opinion.

In addition he is responsible for the financial results - i. e. he has to find out at which prices specific products can be sold into the marketplaces and he has to see to it that the calculation of selling prices is made-up in a way which gives the company the profits needed.

Who is more important then - with view to the statements at the beginning ?

In fact the salespeople can’t sell properly without the marketing people whereas the marketing people do merely a strategic job - although they should have their own regular contacts across the client base - and, as said before are the ‘inter-link’ between the market/s and the company - and, they couldn’t do their job properly without the salespeople.

In order to guarantee a smooth and perfect work of both they have to cooperate - and in most of the well-known companies sales are part of the marketing department as they are responsible towards the owners for the success of the company.

So the marketing department should know - also via permanent contacts/meetings with the sales-people - the needs of the existing clientele, the behaviour and pricing of the competition at these clients, the future plans of the clients with regard to their products and/or the final clients = the clients of their clients => the real market. This can be found out e. g. by means of questionnaires which the marketing department elaborates and which mirror the questions of all other inhouse departments towards the markets.

Based on such information from the markets the marketing department can as well look for new/additional salespeople/distributors as set goals to be reached - taking into account the possibly changing duties of them to be seen here - by the whole selling force - in order to fulfill the needs of the company and the Marketing Plan, which has to be available anyway for a proper future development of the company.

With more than 30 years practical experience in marketing in/to all 5 continents Georg-Michael Richter offers assistance and/or training in internationalizing from market research, to marketingplan, to practical implementation - in Europe and/or worldwide on the spot

Yes, many companies have realized the cost effectiveness of
outsourcing their appointment setting and lead generation needs.
By implementing “The Modern Sales Management Model”, which has
been employed by many national sales organizations, many
companies have doubled or tripled their revenue. The key to this
model is the separation of cold calling, lead generation and
appointment setting from the actual face-to-face selling
performed by an outside sales force. Many benefits are realized
from using this model. First, the laser beam focus of each
function allows both teams of professionals to specialize. The
top salespeople are left to do what they do best - use their
knowledge capital, top-notch communication, presentation,
negotiating and closing skills to close deals. Since 93% of all
outside salespeople hate or dislike cold calling with the
telephone, they perform poorly. By outsourcing the cold calling,
the outside sales team is using their time and skills more
effectively. They spend more time in front of qualified
prospects selling and less time pursing marginal leads. As a
result, the top salespeople close more sales, while the company
experiences an increase in revenue. Secondly, the qualified
professional appointment setter is doing what they do best -
cold calling to set qualified appointments. The separation of
appointment setting and outside selling creates specialization
and an increase in revenue. In addition this approach furnishes
the outside sales force with a consistent pipeline of qualified
leads and appointments furnished by the professional appointment
setters. To further investigate this model; please feel free to
investigate the fastest growing companies in the Fortune 500,
Global 3,000 companies and Inc.’s 500 fastest growing companies.
You will discover the implementation of “The Modern Sales
Management Model” is common to most successful organizations.
Think about it. It does make sense. Why not take action today
and gain market share?

Like most online entrepreneurs, the main reason you created your
web site is so you can make some money online.

And like most online entrepreneurs, you probably know how
depressing it can be to have spent your life savings on your
site or products & have no one buy from your site.

But how do you get someone to buy from your site? There are many
answers to this question, but let’s discuss the top three:
merchant account, the right products & a web site!

Well everyone knows in order to make sales online, you need a
merchant account, without it you won’t make a single sale!

But what most online entrepreneurs fail to realize is that 30%
of online consumers still prefer to use checks online. I don’t
know about you, but 30% is a lot to me. Make sure you accept
both credit cards & checks! Next are the right products.

Most Internet marketing programs today, instruct you how to
market your products & make sales. What the programs fails to
tell you are which products will sell online. To determine if
your product(s) will sell online, ask yourself these three
questions:

1. Does it fill a need or solve a problem? 2. Does it have
worldwide appeal? You are on the net! 3. Is it available at the
store? If it is, is it cheaper?

If you can’t answer yes to the above questions, you need to find
yourself another product because it will not sell online. Now
let’s discuss your web site.

When online consumers visit your site, you have less than one
minute to keep them there, which means your first paragraph is
very important to you! If your first paragraph is about you or
how your company is the #1 company online you are losing sales!

Today’s online consumers do not want to read about how your
company is the #1 company online or how many people you have
helped in the past; they want to know how can your product(s) or
web site benefit them personally when they first get to your
site.

A good way to keep them there & make sales, is to list the
benefits of your product(s). Benefits tell the potential buyer
what he or she will get out of your product(s). Do not mistake
features for benefits. Features tell the potential buyer what
the product(s) has.

Last but not least, your site must be persuasive! Persuasive
means your site must capture the mind of the potential buyer
causing him or her to buy your product(s) & become a customer.
An example of a persuasive web site is
http://www.creditconquest.com

Remember your site is nothing more than a sales letter & has
only one purpose, to make sales!

This article answers the following questions:

• How do most companies look at return on investment (ROI) for their sales compensation expense?
• What portion of sales compensation expense do companies allocate to managing existing accounts versus pursuing new accounts?

• Do most companies expect their salespeople to generate new, additional gross profit each year that is equal to or greater than their compensation?

One conclusion I have reached after working with many different kinds of companies is that there is little commonality in how they establish the desired return on investment (ROI) from their sales compensation investments. Every company’s circumstances are different; as a result, what might constitute an acceptable ROI for one company will not be considered acceptable by another company.

Here are some questions to consider as you determine the desired sales compensation ROI for your company, and how that ROI should be split between existing accounts and new accounts:

• What is the value of each sales dollar produced? Is the value different if a sales dollar is produced by an existing account versus a new account?
• How does the time and effort required to maintain (and grow) existing customers compare to the time and effort required to bring on new accounts?

• Do accounts operate pretty much on “autopilot” once they have been brought on board, or must your salespeople continue to invest significant effort (in terms of internal prospecting, opportunity qualification, proposal generation, relationship management, etc.) to maintain sales volume and profitability?

• Once an account has been brought on board, can ANY salesperson manage the relationship, or is there something special about the relationship that exists between the current salesperson and the account?

I have seen cases where management held the opinion that ANYONE could manage and maintain the volumes of business that were being produced by major accounts. They questioned why they should continue paying high compensation to the salespeople who were managing those accounts.

In some cases management chose to reduce commission rates, which caused the salespeople who had been managing the accounts to leave the company. In other cases management simply switched account assignments and assigned less “expensive” (in terms of compensation) salespeople to the major accounts. Far too often the outcome from either approach was a slow decay in revenue that eventually added up to millions of dollars in lost sales.

Why did this decay in revenue occur?

Close inspection identified two key reasons:

1. The replaced salespeople had enjoyed truly special relationships with key players in the accounts. The key players’ loyalty was to the salespeople, not the salespeople’s employers. When the salespeople left, the key players saw little reason to continue to favor the salespeople’s (previous) employers with their business.

2. The replaced salespeople were extremely responsive and provided extraordinary levels of service. In some cases these salespeople were unusually successful in navigating their employers’ informal networks. This enabled them to solve problems and do favors for their customers with a timeliness that other salespeople could not match.

If you determine that some of your salespeople DO have enough bandwidth to bring on new accounts, here are questions to consider as you set their “new business” goals:

• What level of market penetration has your company achieved to date?
• How much additional market penetration can your company reasonably expect to accomplish within a specified time frame?

• How many potential prospects exist in each sales territory?

• How do these potential prospects compare to your existing customers in terms of revenue potential?

• How many new prospects will a salesperson need to close to make any appreciable difference in their numbers?

Here are some final questions for you to consider:

Conclusion

The questions asked in this article can help you determine the desired return on your sales compensation investment, plus develop targets for ROI from existing accounts and new accounts. Don’t let the fact that some salespeople earn high compensation cause you to set your ROI goals too aggressively. Instead, focus on the question, “How much return do we receive on the sales compensation we pay?” A solid return on your investment means you are completely justified in making that investment!

Copyright 2005 — Alan Rigg

Sales performance expert Alan Rigg is the author of How to Beat the 80/20 Rule in Selling: Why Most Salespeople Don’t Perform and What to Do About It. His company, 80/20 Sales Performance, helps business owners, executives, and managers DOUBLE sales by implementing The Right Formula for building top-performing sales teams. For more information and more FREE sales and sales management tips, visit http://www.8020salesperformance.com.