Direct
Your Sales Energy
Four
Focus Points
By Jeffrey Hansler, CSP
Typically,
when sales are down, the first reaction of the manager,
owner, or company trainer is to "kick those salespeople
in the tail". This behavior only works for the
owners or managers that are willing to put in horrendous
hours at great personal expense. When not backed by
such personal effort, a "kick them in the tail"
reaction usually ends in poorer production from everyone.
As
a result of economic shifts, which can be unsettling and
frightening, you may experience or notice in your sales
staff (your entire organization for that matter) a fatigue
or exhaustion. Fatigue is best described as an
unwillingness to function longer in the existing
circumstances. Exhaustion has been found to be the result of
emotional unhappiness, an environment of disapproval, or the
fear that one might not succeed if one made an effort.
If
these situations describe your company and the challenges
facing your sales staff, you're not alone. Although
you may not be able to stop the negative circumstances of
the economic shift, you can alter you reactions to the
shift. By altering reactions, you can remove many of
the contributing factors to fatigue and exhaustion.
First,
evaluate your current environment to determine what sales
areas need to be addressed. Are sales above, even
with, or below last year? By how much? Do you
have the same number of support staff? Are you having
to generate more invoices of fewer dollars? What is
the general mood of the sales staff? Has your
competition come out with new products? Made sales
into your customer base?
Second,
set goals for those areas where you plan to focus your
efforts. Set quantitative targets from the near past
numbers. Set goals of 2%, 5%, or 10% above last month
versus a year's average. Provide positive
reinforcement for each step of the sale. Verbally
reward individuals whose invoices are above the invoice
average.
Third,
provide a greater quantity of low denomination incentives
for work well done, rather than fewer high denomination
incentives. Do this for your entire company.
Incentives could include, a car wash, a tank of gas, a
dinner for two, or cash.
Fourth,
remember the opportunity to succeed awaits at every turn.
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Jeffrey
Hansler is a professional speaker, author, and consultant.
He is a frequent speaker at association events and is the
author of Sell Little Red Hen! Sell! He can be reached at jhansler@oxfordco.com.
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2004 Jeffrey Hansler All rights reserved |
