Sales Classes | Sales Training Courses

Increase Sales Results and Performance

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Our proprietary Sales Improvement Model has been developed and refined over a 20-year period and has helped us increase sales results at over 250 large, medium and small companies. Although presented in a simple format, this model contains up to 50 best practices, sales management systems and sales processes.

 

Sales Alliance Sales Improvement Model

Using this model, a sales department can use the “6 levers” of sales performance, in conjunction with sales training, to significantly boost and sustain sales results.  Oftentimes, sales training organization focus just on the training itself.  But since people fail to retain more than 87% of what they learn in a sales course just one month later, a well-coordinated plan is needed to produce significant results and behavioral changes.

 

Achieve significant sales increases.  See a complete description of our Sales Improvement Model.

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Measuring Sales Quality

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Measuring Sales Quality

 

We’ve all experienced the pain of “bad” sales. Indeed, not EVERY sale is a good, profitable sale or a good match with customer needs!  It’s also said “we get what we inspect.” So, if we don’t measure sales quality, how can we ensure we get the long- term benefits (e.g. more repeat sales, higher profit margins)?

 

Often lost in our sales measurement systems is the fine art of measuring sales quality, a factor that can have a major impact on customer satisfaction and future sales results. While our focus on the “sales numbers” can indeed increase sales, a decline in sales quality (e.g. over promising to get orders, rushing deliveries causing product quality issues, selling customers items they didn’t need) may occur and can lead to long-term sales declines.

 

In the longer run, these very sales quality issues can lead to suboptimal results, which in turn causes a vicious quantity-quality cycle.  This cycle has the potential to cause a downward sales spiral. Several enlightened firms are finding a balance between sales quantity and quality in order to achieve sales results and the long-term results customer retention.

 

Defining “sales quality” is clearly a management function, perhaps with input from employees. What constitutes a quality sale? Should there be a well-defined sales process that salespeople are motivated to follow? And how would a firm quickly determine shifts in sales quality? Does the firm understand the costs of a low-quality sale (e.g. higher product return rates, increased credits and refunds or a noticeable lack of repeat orders)?

 

 

Sales Quality Issues

Below are some examples of measurements and trends that can indicate sales quality issues:

1). The percentage of forecasted sales that close within the expected time frame is declining
2). Line items per order (or the dollar value) are decreasing
3). The percentage of customers placing repeat orders is decreasing
4) Gross margins are declining while instances of discounting are on the rise
5). Overall market share is declining even though sales are increasing
6). The percentage of customers who complain each year is increasing
7). The percentage of revenues generated from new (versus existing) clients is declining
8). The percentage of on time and accurate shipments has been decreasing
9). Product mix objectives are not being met
10). Undesirable salesperson turnover has increased while sales quality has decreased

 

Particularly during tough times when many markets are simply not growing, enlightened firms are expanding their market shares by redoubling their efforts to ensure their customers have a high-quality experience. Without a doubt, both sales quality and quantity are predictors of success and need to be continuously monitored to ensure optimal and sustainable results.

 

 

All Rights Reserved.  The Sales Alliance Inc.  San Diego, CA.

 

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Generating Incremental Sales via Customer Service Teams

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Customer Service Sales Training Excellence

 

Companies facing sales challenges are finding innovative ways of boosting sales without significantly increasing their costs or staffing levels–how? They’re developing customer service sales training courses  and programs that allow their customer service and technical support teams to identify leads, cross-sell, up-sell and help close key accounts.

 

To pave the way for success, these companies usually provide their service people, who are always looking for ways to boost their earnings, with both sales training and incentives. A survey by Inc. Magazine supports this trend toward sales by non-salespeople.  More than 54 percent of the companies polled said that they “reward non-sales employees for their role in sales.”  Another study, conducted by Xerox, also showed that non-sales professionals trained in sales techniques often achieve impressive results.

 

But, a word of caution is needed.  We’ve found that a number of service people are resistant to sales initiatives because they don’t like the idea of selling (after all, that’s why they’ve chosen a service rather than a sales role).  To address this reality, we’ve developed a comprehensive program that first helps motivate service people to sell and then provides them with appropriate “soft sell” skills and tools.

 

Smart companies look for opportunities to capitalize on each and every customer interaction, regardless of whether the employees involved are in a professional sales role.  If you’re looking for ideas on how to boost sales and motivate non-sales employees to sell for you, please contact us for a complimentary customer service sales consultation.

 

All Rights Reserved.  The Sales Alliance Inc.  San Diego, CA

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