Archive for January, 2007

A convoy of ships is geared to the speed of the slowest ship. Likewise, teaching is geared to the speed of the slowest learner. Present the information slowly and clearly. Offer it in proper sequence-first things first. Take only one step at a time. Present no more than the learner can master. Give it in “bite-size” portions. While he can eat 21 meals this week, he can digest only a little at a time. Likewise, he can learn only a little at a time. Both tell and show. If you need help in showing it, arrange for assistance. Dramatize it.

Keep it positive. Teaching what to do is enough to learn. Don’t burden them with what not to do. If you ve taught the right things and they’re doing them, they cannot possibly be doing the wrong things. Suppose you were in the audience. Imagine yourself as the newest salesman. How would it sound to you? How would it look? Would you understand it? Would you start using the new information?

Have the group practice. Let them apply the information during your meeting.
“Three articles of merchandise are listed on the blackboard. Let’s assume you sold those articles. The name of your customer is shown at the bottom of the blackboard. There’s his address, the date, and details of shipping. Now fill out an order form based on this information.”

Role playing is often used. For instance, suppose you’re teaching how to overcome objections. You play the part of a customer, while a member of the audience acts as the salesman. Keep it serious. “Ham it up” too much and you ruin it. After a couple of demonstrations, have the men pair off. Let them practice and drill on each other. This is real training!

Correct mistakes. Reteach where necessary. To facilitate this step, learning by doing, training sessions should be small. Large crowds are difficult to handle. The people get in each other’s way. A rule of thumb suggests that training meetings be limited to 30 people.

Keywords: Sales, Marketing, Business, Sales Training

Introduction is one thing. Training is another. Telling people to do things is not training. You can repeatedly tell workers what to do. You can also tell them how to do it. But when all is said and done, more has been said than done! The workers cannot perform the task. Why? Because they have not been trained.

Training is more than talking. It includes demonstration. Show how to do the thing being taught. Then comes the big step. Have the learners try out. Let them demonstrate their knowledge. Get them to practice and drill. Training is the development of proper habits. When a salesman is trained, he reacts automatically to any situation. He does the right thing by habit-without delay or confusion.

How to Teach Groups Effectively

A butane gas company switched to a new system of credit and collections. The owner of the company called a meeting to announce the change. When asked how he’d present the new plan, the owner replied, ‘Til tell them about it. What did you expect me to do? Draw a picture?”
As it turned out, he actually should have drawn a picture. Maybe two! Few people understood him. Several salesmen made mistakes in the days following, and some were costly.
The point is significant. The instructor should prepare. A knowledge of the subject is a must. But the method of presenting that knowledge should also be prepared. Spend twice as much time in preparation as you do in teaching. For a 30-minute training session, devote at least an hour to preparation. More if needed. Preparation results in quicker learning. It saves man hours and payroll costs. This is reason enough to prepare thoroughly.

Before presenting your topic, prepare your audience for it.
First, put the audience at ease. Tell a joke or two. Do whatever is necessary to create a pleasant learning situation. Then eliminate anything that’s bothering the audience. Do some people have questions? If so, give answers. Clear the air. Remove everything that might act as a mental block. Explain what you’re going to teach. Be specific. Example- “Men, we’re going to learn about the new order book. You’ll learn exactly how to use it.” This ties it down. The audience knows what to expect. Moreover, the audience knows what you expect.

Make it interesting. Romance it. Give the background, the history, the why, the wherefore. “We thought our order form was perfect. It was perfect at the time it was adopted. But times have changed. It no longer gives you the information you need. “For example, there’s no room on the form for shipping instructions. Consequently, a separate note must be attached to every order. That means time and trouble on your part.
“Also, the blank spaces are too small. There’s not enough room to describe the article being purchased. Skimpy descriptions have resulted in misunderstandings and occasionally the wrong item has been shipped.”

Explain why the audience should be receptive. “By using the new order form, you’ll save time and trouble. Your customers will get better service. Thus, you’ll make more money.”
Make them want to learn.

Keywords: Sales, Marketing, Business, Sales Training

1.* An effective method of ending on a high note is to announce a new policy or procedure. This works only when the change will be welcomed by the group. An unexpected holiday, a Christmas bonus, increased travel allowances-any of these would go over with a bang! But the change need not involve a gratuity. It could be the elimination of an unpopular, detailed daily report. Or the announcement of a system for handling suggestions of the sales
men, suggestions that previously were ignored.

“I’ll never forget the meeting we held last summer,” said a Vermont business owner. “Things had been going pretty well. And we climaxed it by announcing that the men could approve their own mileage reports. This meant they’d get their expense money sooner, of course. Did they like it? They went wild!”

2.* A new sales aid can serve as a climax.
For example, if new sample cases are to be distributed, make a production of it! Let introduction of the cases climax a sales meeting. That way the new cases will mean more than if merely “handed out with the rations.” But, more related to our purpose here, the meeting will be better received because of its climactic ending.

A company dealing in waterproofing franchises perfected a standard sales presentation. The announcement of this long awaited sales tool was followed by the distribution of printed copies. It made a rousing climax.

3.* Merchandising literature is constantly produced by manufacturers and marketing firms. A new piece of literature can be used to bring a meeting to a very effective close.
DON’T read the new material aloud. That would be boring. Shout about it! Sing its praises! Tell what it will do for all who use it properly. A department store buyer said, “I finally realized that we could get manufacturers’ leaflets on most of our items. These leaflets help in several ways, especially in ending a meeting on a high note.”

4.* A new ad or advertising campaign can top things off in a large way. Consult the persons who produced the advertising. Learn more about it. Then spring it at the close, making a huge “to do” over it. An office machine company official said, “The announcement of our new advertising is an ideal way to climax a sales meeting. We get much good out of the motivation it gives our salesmen. That motivation is almost as valuable as the new customers pulled by the ad.”

5.* An addition to the product line is a fitting climax.
Let’s assume there’s a need for the new item, or else it would not be added to the line. For maximum build-up, earlier events should point up the need. If nothing else, use remarks such as, “It would be wonderful if we had an item that would fit that particular need, but of course, we don’t.” A comment or two of this sort adds much to the big moment.

6.* Next year’s line-new models-serve the purpose well.
A costume jewelry official in New York reclared, “Our new lines are always shown at sales meetings. It’s the best introduction the merchandise can get. We climax the meeting with it. Then everyone examines the new line.”
In the case of clothing, garments for the next season are appropriate. Regardless of the nature of the merchandise, however, usher it in with fanfare. Unveil it in a way that surprises the audience. Display it in the most attractive manner possible.

7.* The enthusiastic announcement of a sales contest will do the trick. Make a big thing of it. Don’t take an hour to do it, giving all the details. Instead, hit only the high spots. Emphasize what can be won by those who really go, Go, GO! This is not only good for the sales meeting, it’s also good for the contest.

8.* When a contest has recently ended, avoid the natural desire to name winners at the beginning of your next sales meeting. It’s better to recognize winners during the last few minutes. By holding the audience in suspense, a greater climax is generated. You could even do a little teasing as the meeting progresses: “I surely wish we could tell you who won the prizes, but it will be sometime before the winners are named.” This is like throwing gasoline on a fire!

9.* The presentation of achievement awards can be made to fill the bill. For instance, length-of-service pins are often presented as the feature attraction. Certificates of completion of sales training courses have also been awarded.
“We have a few people to be honored at every meeting,” stated a hotel manager. “The recognition is good for morale. Besides, it helps bring the meeting to a satisfactory conclusion.”

10.* A fast inspirational speech can produce the desired effect. But be careful-a real spellbinder is needed. Get someone dynamic. This type of climax is more effective when used with a large crowd. A speaker can inspire a few hundred people more easily than a handful. The person to deliver this Sunday punch should be kept in the background until time for him to speak. There’s nothing climactic about hearing from the same person a second or third time. Also, a wind-up speech should be brief and should not carry the burden of training. It’s for inspiration.

11.* Many suitable gimmicks can be devised-souvenirs, novelty give-aways.
An eastern life insurance company used a fake newspaper. Bold headlines called attention to a new insurance policy being introduced. The copy was dummy stuff-dateless background material used over and over with different headlines. During the meeting there was subtle mention of need for that type of policy. There finally came a hint that the policy some day might be produced. Then, just before the meeting ended, a newsboy appeared on the scene. He screamed at the top of his voice, showing everyone the bogus headline-”Sensational New Policy Electrifies Insurance Industry!”
After the emcee confirmed the birth of the new policy, he closed the session. Each salesman was given one of the newspapers as he left the room.

12.* Still another method of climaxing is the surprise entry of wives and sweethearts. Arrange for them to appear unexpectedly, followed by a social event of some sort. This works best at certain meetings, such as those near Christmas or Valentine’s Day.

Where the agenda is based on long range goals, however, most men give thought to their families. Major goals involve new homes and the like. So that’s another time when wives and sweethearts can appropriately cap the proceedings.
“We had the wives and sweethearts appear unexpectedly at a regional meeting last fall,” reported the division manager of a large oil company. “It was quite effective, well worth the effort and expense.”

13.* Meditation has successfully been used at large sales meetings. Ask everyone to stand, to lower his head, and to think. “Let’s meditate for a moment . . . Just think . . . Think of this meeting and what we’ve accomplished. Think of how you can use this wealth of information. Think.” Drop your voice, both in volume and tone. Then continue more slowly with “Think of the wonderful opportunity we have.” Pause.

“Think of the many customers we’re serving, the big job that’s being done.” Pause, lowering your voice still more. “Think of the many additional people we should be serving.” Pause. “Let’s resolve to get and to serve these many additional customers.” Pause longer. “Let’s serve more people, while also helping ourselves. We can do it, we will do it. Good luck and good night.” This type of climax won’t send them home shouting. But if preceded by a good meeting it can be quite dramatic and effective. It will send them home inspired to do a bigger job than ever.

14. The surprise appearance of a V.I.P. is another twist. A very high company official, for instance, can effectively be presented in this manner. Just be sure he’s so important the men deem it a privilege to “rub elbows” with him.
The unexpected presentation of a prominent public office holder can also produce a glossy finish for you.
Whether it’s the big boss or a big politician, don’t let him make a long-winded speech. You want a climax]

How to climax your sales meetings

* Announce a Welcomed Policy or Procedure
* Distribute a New Sales Aid
* Tell of New Merchandising Literature
* Spring a New Ad or Advertising Campaign
* Play Up an Addition to Your Product Line
* Show Next Year’s Models
* Announce a Contest
* Name Contest Winners
* Present Achievement Awards
* Use a Fast Inspirational Speech
* Devise a Gimmick Enter Wives and Sweethearts
* Use Meditation
* Surprise Them With a V.I.P.

Keywords: Sales, Marketing, Business, Sales Training

This is a book of “do’s”-not a book of “don’t’s.” Yet a few “don’t’s” will work wonders toward preventing an anticlimax.

DON’T let a semi climax outshine the conclusion of your meeting. The major highlight should invariably be last.

DON’T summarize after the climax. Do it earlier. While summation helps get your message across, it’s not sufficiently colorful to serve as the climax.

DON’T thank participants at the end of the meeting. Anytime before will do. An expression of thanks at the end takes the edge off things.

DON’T stall around if you finish early. Conclude the meeting ahead of time. A stall is anticlimactic.

DON’T leave the impression you’re closing the meeting merely because you’ve run out of topics: “Well, if there’s nothing else to cover . . .”

DON’T acknowledge a raised hand when you’re bringing the meeting to a close. Ignore it. See the individual later. His question or comment would have taken the frosting off the cake.

DON’T let a comment from the floor cause a long discussion at the last minute. If someone speaks up even though not invited to do so, make him be brief. Brush him off politely but quickly.

DON’T let someone in the audience have the last word, or even the nexWo-last. There’s no reason to believe he will say something to help you close on a high note. Regain control of the situation. Then close it yourself.

DON’T ignore the obvious. It usually is evident that the audience will want to know some fact, such as the time of the next session or date of the next meeting. Anticipate these things. Supply the information so there won’t be anticlimactic last minute questions from the floor.

DON’T be indefinite or indecisive. Conclude with vigor. An aggressive plumbing executive in Knoxville often closes with “Let’s go get ‘em!”

DON’T thank the audience for attending, especially near the close. If you’ve conducted a sparkling meeting, the audience should thank you!

Keywords: Sales, Marketing, Business, Sales Training

Think back to the most exciting football game it’s been your pleasure to see. Wasn’t there some last minute scoring? Something happened to cause a supreme peak of interest at the end. A dazzling broken field run, a dramatic goal line stand, or something climactic served as the frosting on the cake. A rousing conclusion makes an average event good, and a good event better. What happens at the end of a “horse opera”? The villain gets his just deserts and the hero kisses the girl or the horse! Thus the play is climaxed. All of the scenes preceding were nothing but build-up to the triumphant conclusion. As the drama ends, the audience is left with a feeling of completeness and satisfaction.
A grand finale is often used to climax a musicale. A mystery, on the other hand, may end with a surprise twist which reveals the suspicious looking butler was innocent after all. But what about sales meetings? Shouldn’t they be climaxed?

Every sales meeting should be climaxed

Yes, every sales meeting should be planned toward a climax. There should be a supreme peak of interest at the end of the agenda. Only one such highlight should be planned. Two features would detract from each other. All the events preceding it should serve as build-up which sets the stage for the climax. As the various events are staged, the pitch should become faster and faster until the close. By planning your meetings in this way you’ll get much more interest in them. A good ending leaves the salesmen with a sweet taste in their mouths. It makes them willing to come back for more.

Facts about semiclimaxes

Sales meetings are often so long that recesses are necessary. It’s a good idea to reach a semi climax just before every break. This prompts favorable comment during the intermission. It leaves everyone wanting more. It gives the impression that your meeting is being moved into high gear, that the next session consequently will be even more interesting.

You should also strike a high note immediately after intermission. This solves the problem of quieting the audience. “Get it going again with a bang!” This is the advice of a textiles man. “We hit a semiclimax after every intermission. In this way we recapture the attention of the audience.” There’s another advantage, though. A good start creates the feeling that events to follow are worthy of full attention. The result is a better audience.

Keywords: Sales, Marketing, Business, Sales Training

Many people think a master of ceremonies should have a big smile, should say that everything is wonderful, and should tell a joke or two. He should! The emcee is the spark of the meeting. His smile makes the spark greater. His positive and cheerful attitude causes better reception of the program. And his humor gives a change of pace.

16 Ways to Be a Good Emcee

1.* Be rehearsed. You can easily “dry run” the emceeing. If necessary, this can be done without the presence of speakers and other participants. For instance, the introduction of speakers can be rehearsed without the help of anyone else. When possible, though, ask one or two people to assist. They can detect possible pitfalls and help you avoid them. The executive who fails to rehearse his emceeing is kidding himself. He will invariably do a better job if he has practiced. Adequate rehearsal results in confidence, improvement, poise and a smoother performance.

2.* Anticipate pitfalls. Are some of the subjects likely to cause trouble unless handled skillfully? Should you talk things over with one or two of your speakers? How about your own material? Anything objectionable in it?
Could it possibly cause a stir? How about the other participants? For example, is there a possibility the boss will mention the new compensation plan even though the salesmen have not heard about it yet? Will someone ineptly mention a Christmas bonus when the men are sore because no bonus was declared last Christmas?
Perhaps some of the salesmen “broke their picks” on a product that was not salable and which, therefore, has since been discontinued. If so, why let it be mentioned? It’s negative. Bury it! Anticipate things that could happen. Then make sure they don’t.

3.* Be alive, vibrant. Show some “bounce.” It was a sales consultant who told a novice emcee, “If you can’t be anything else, be enthusiastic!” This is excellent advice. An unenthusiastic emcee can turn a good meeting into a mediocre meeting or a mediocre meeting into a poor one. For instance, a sales meeting of furniture dealers was held together by an emcee who “kept the joint jumping.” He made every event seem as if it would be the answer to a furniture dealer’s problems. The audience could hardly wait for the next speaker or demonstration. The emcee’s enthusiasm and bounce made a genuine success of what could have been a weak meeting.

4.* Refrain from apologizing.
“We’re getting started a little late, but . . .”
“We really intended to . . .”
“We had hoped . . .”
“It’s too bad that Mr. Jones could not be with us, but . . .”
“If we had time to do so . . .”
“Had we known about it, we could have . . .”
An apology weakens the meeting. It’s an admission that the meeting could be better. So why apologize. It accomplishes nothing good.

5.* Introduce speakers properly. Few emcees take the trouble to do this. Invariably a good introduction answers three questions “What’s it about? Why should I listen? Who says so?” Write the introduction in advance. Put down every word of it. Then practice giving it until you’ve virtually memorized it. You weaken the introduction if you are obviously reading it.

Sample introduction

“What’s it about?” The next talk is on objections. There’ll be demonstrations on how to overcome all the common objections-price, not interested- all of them.
“Why should I listen?” This information will help you with every prospect. You can use it to close more sales and make more money.
“Who says so?”* One of the best salesmen on the staff will
handle this subject. He’s the man who won last year’s Distinguished Sales Award-a real go-getter-Jim McBride!
For formal occasions, an introduction can be more lengthy. But 30 seconds should be a maximum. Let the speaker do the speech making.
“We present Jim McBride!” sounds better than “I give you Jim McBride!”
Another tip-save the speaker’s name until last. Then when stating his name, really bear down! Example: “Hailing from Davenport, Iowa, here’s FRED BUSHER!”
It’s usually a good idea to check with the speaker beforehand to get his approval of the introduction. A misstatement in the introduction may upset the speaker, get him off to a bad start.

6.* Wait for the speaker to get there. If you leave the rostrum before his arrival, you create a void, a lull. Attention is lost when there’s no one to hold attention. You should wait for him at the speakers’ stand. Shake the speaker’s hand when he arrives at the stand. Give him a verbal pat on the back with something like: “Let ‘em have it, Joe!” He may need your encouragement. The manager of an accounting department once said, “I make few speeches. So, naturally, I was scared to death! But when I reached the platform the emcee was waiting for me. He shook hands firmly and said, ‘Give ‘em ‘ell, Ed. You’re just the one to do it!’ This gave me the confidence I really needed at that time.”

7.* Assist the speaker. There may be several things you can do for him: adjust the height of the mike, hold a visual, or distribute take-home sheets. Don’t feel that the speaker is working for you. While he’s on the platform, you’re working for him. Your assistance will improve his presentation. This upgrades your meeting. A Salt Lake City manufacturer reported, “When I’m asked to emcee an important meeting, I use the ‘buddy system.’ That is, I assign someone to assist each speaker. The ‘buddy’ contacts the speaker beforehand and offers to help in any way he can. It makes the speaker’s job easier-the emcee’s too.”

8.* Show your own interest. From time to time the audience will note what you’re doing. If you obviously appreciate each event, the audience will be more appreciative. Refrain from wandering around the room and whispering to others. Get “lost” in the program.

9.* Don’t remake a speech. Nothing is more boring than a speech about a speech. The speaker presumably researched his subject and made a planned presentation. How could you hope to “top” him with “off the cuff” remarks? A rehash is anticlimactical. Don’t bore the audience with your version of each subject. It won’t be appreciated. “Post-mortems are for the doctors,” said a Providence, Rhode Island, executive. “At sales meetings, they’re for the birds!” When thanking a speaker, you might refer to one or two points in a favorable way. But be brief about it. Then move on to the next event.

10.* Use humor. When the participants pull lots of gags, you can “soft-pedal” your own jokes. But usually there’s not enough humor unless the emcee injects some. The best humor is related to your subject matter. Unrelated humor is nothing but entertainment. But don’t joke about the subject coming up. It puts the next speaker at a disadvantage. He will have difficulty getting attention. His approach to the subject will at first seem anticlimactical. Instead, you should joke about the subject just completed. Resist the urge to tell an off-color story. If there’s a possibility that someone will be offended, the risk is too great. Don’t take it. There’s no need to “take a chance” when acceptable humor is abundant. Good joke books can be purchased in any book store. Further, radio and TV comedians hand out a wealth of usable material every day.

Stories about minority groups are dangerous, especially if the minority group or one of its members is the butt of the story. Forego all stories involving color, race, or creed. Not only are such stories in poor taste but many people consider them to be un-American.

Tell jokes on yourself. People will then laugh louder! But don’t tell jokes on the audience. Such humor falls flat.
The wise emcee never depreciates a story by beginning it with: “You may have heard this one before, but . . .” If you’re going to tell it, tell it. Why make it sound like a repeat job that’s hardly worth hearing?

11.* Make everyone feel important. The audience, or any individual in it, will be more receptive if made to feel important. Those for whom you have a liking and respect will usually respect you. Above all, don’t belittle. The emcee who “talks down” to his audience is unpopular. So are his meetings.

Wrong way: “You said you wanted help on pricing. I don’t see why it should be a problem to you. There’s nothing difficult about it. But since some of you apparently have still not learned the pricing procedure, I’ll make another attempt to explain it to you.”

Right way: “You said you wanted help on pricing. We think you guys are pretty terrific. So if that’s what you want, that’s what you’ll get. Watch closely, because here we go!”

12.* Get, and keep, participation. Who’s more interested in a football game-the players or the spectators? The players are more interested. They never take their eyes off the ball. Spectators, to the contrary, fumble with cigarettes, hot dogs and thermos bottles. Try to get everybody into the act so they’ll be “players.” They’ll
be much more interested. Have the men switch coats or ties, change seats, don funny hats, count off, sing or recite. They’ll love it!

13.* Make light of disturbances. Don’t fight them. When you lose your composure, you lose “face.”
If a fire truck zips by with siren open, pause for the noise to die down. Then smile while quipping: “I told you this new sales plan was hot!” If a second one drowns you out a moment later: “It’s not only hot, but red hot!” Late arrivals sometimes are disturbing. But don’t call them down with bitter words. If something must be said: “There are some more chairs over here, gentlemen.”

Two people in the audience often will talk to each other. There are various ways of handling this. For example, a school teacher says, “What you’re talking about must be quite interesting for you to interrupt and disturb. Why don’t you tell us about it?” Or the blas ” night club emcee tells a loudmouth, “Hey you-the one doing the talking. Let’s play horsy. I’ll be the head and shoulders. You just be your natural self!”

But a sales executive cannot embarrass members of his audience-not even those who deserve it. Morale must be upheld. Besides, other salesmen may sympathize with the offenders. Be more subtle. Start talking very loudly or beat the lectern while continuing with the business at hand.

14.* Keep it under control. Either you are in charge or the audience is. Be courteous, but don’t permit chaos.
“It’s a weak emcee who lets things get out of hand.” These words came from the manufacturer of a brand of clothing well-known to all. “My last sales manager did everything else fairly well, but he could not control a sales meeting. I finally had to let him go. There was no alternative. Sales meetings are important and complete control is a must.”
If things get out of hand, call for order. Take a tip from the judge who bangs the bench with a gavel. Rap the speakers’ stand three or four times with your fist. Or have a police whistle handy. It restores order in a hurry!

15.* Make it move. No other rule is more important than this one. The meeting that drags between events is a poor meeting. Speak fast, act fast, be fast! In this case, haste does not make waste. Remember-you can overdo a number of things-from A to Z-but one of the things “hardest” to overdo, is enthusiasm/ When permitted to do so, your audience will often bog things down with discussion. Don’t permit it. Tell them, “I wish we had time for a comment from everyone, but . . .” or “If anyone wants to discuss this further, I’ll gladly meet with you after we have adjourned. But, right now . . .”

16. Give credits before the climax. Thank everyone there is to thank. But don’t wait until the last minute to do it. It was a member of the Toastmasters’ Club who said, “When you’ve finally put them on Cloud 19, leave them there!”
As developed more fully in the next chapter, acknowledgments at the end of a meeting take some of the fire out of it. Thank speakers and others before the final event.

How to emcee a sales meeting
* Be Rehearsed
* Anticipate Pitfalls
* Introduce Speakers Properly
* Be Alive, Vibrant
* Refrain From Apologizing
* Wait for Speakers to Get There
* Assist the Speakers
* Show Your Own Interest Don’t Remake a Speech
* Use Humor
* Make Everyone Feel Important
* Get And Keep Participation
* Make Light of Disturbances
* Keep It Under Control
* Make It Move Give Credits Before the Climax

Keywords: Sales, Marketing, Business, Sales Training