Archive for March, 2007

A committee should be appointed for each problem. Sometimes a problem will have more than one phase, however. In this event, it may be best to appoint a committee to work on each phase of the problem. For example, consider the problem, “What can be done to give better customer service?” This might have two distinctly separate phases. One could involve treatment of the customer while he’s in your store. The other phase might have to do with service at the customer’s home or office.

For maximum effectiveness, committees should consist of four to seven people. Each member should have a knowledge of the problem. His occupation should be related to the matter. Where one is not acquainted with the situation, valuable time is lost in bringing him up to date. Even then his effectiveness is questionable. You may have a few experts in the crowd. Spread them around. Use them as consultants.

Keywords: Sales, Marketing, Business, Sales Training

A group of bakery owners met for the first time. It was an enjoyable meeting. The fellows were glad to get acquainted with each other. Also, the program included some interesting speakers. They returned to their homes with the feeling that it had been a good meeting. In some ways it had. But little had been done to solve the problems of the industry. Little had been done to improve the industry. Instead, there had been a succession of speeches that superficially stabbed at a few festered places, not nearly reaching the core.

The next year they met again. This time they noticed that extra curricular conferences were quite profitable. As one bakery owner explained it, “After the meeting I spent an hour with four other fellows. They have the same problems as I do. I got more help from that one hour than I did from the two-day meeting.” The group soon realized that long-winded speeches were ineffective. One baker said, “Let’s get to the crux of things. Let’s solve some of our problems together. We can help each other.” Another chimed in, “Yes, and while some of us confer on one problem, a second group can discuss another matter. We might have several sections, each working on a separate problem.”
Thus a workshop was born.

A workshop is a meeting in which people solve their own problems with a minimum of outside assistance. It is a work session rather than a series of speeches. Leadership teams are drawn from the group itself. The people learn together as a result of their own efforts. To organize a workshop, plan a general assembly as your first event. At this assembly, the group decides which problems to tackle. Make suggestions. Guide when necessary. But create the impression that they’re making the decision.

Problems can be of a positive nature

Not all the problems must concern things that are wrong. Some may be of a positive nature. The following are positive rather than negative:
“What can dealers do to get more business via the telephone?”
“How can better use be made of direct mail?”
“How can customer service be improved?”
“What new promotions would be timely and profitable?”
“What additional items could be merchandised successfully?”
MOST PEOPLE WILL SUGGEST PROBLEMS THAT ARE NEGATIVE
But a natural tendency is to suggest problems of a negative nature. Here are a few:
“What can be done about the price cutting of our competitors?”
“How can breakage in transit be reduced?”
“How can travel costs of salesmen be lowered?”
“How can accidents be prevented?”
“What can be done about Smithfield Company’s complaint?”
Prior to the workshop, determine which problems are most pressing. Advance information can be quite helpful. For one thing, it indicates whether there’ll be too many negative problems.
There should be a healthy balance between the positive and negative. This produces better morale and a more effective workshop. You may find it advisable to prepare a few positive problems. They can be thrown into the hopper to offset the usual barrage of negativism.

Keywords: Sales, Marketing, Business, Sales Training

20 WAYS TO BE A GOOD CONFERENCE LEADER

1. Anticipate needs. Before the conference get all the data you think may be needed. The discussion can go off in any direction. Even a guided discussion can take unexpected turns. So have all the files at hand. It will save time.

2. Eliminate interruptions in advance. It’s folly for a dozen people to be idle while one person talks on the telephone. “I simply tell our switchboard operator that none of the conference group will accept calls during the time of the meeting. This saves a lot of interruptions,” said a Florida businessman.

3. Have an open mind. If you don’t, why hold a conference? If an employer is determined that things will be a certain way, there’s no need for a conference. Merely an announcement will serve the purpose.

4. Get them acquainted. Be sure all conference members have met each other. A friendly atmosphere relaxes everyone. Be sure to create it.

5. Try to analyze. Break down the problem so you won’t have more than the group can handle. Many subjects are too broad for an effective problem solving conference. Other problems may be beyond the scope of authority of the conference group. Always analyze the problem to determine if it is appropriate.

6. Stay alert. Quick thinking is a must. Day dreaming can cause the conference leader to be caught off guard.

7. Accept all contributions. The fellow who’s not permitted to throw in his 2 cents worth will be miffed. Perhaps his comment is unimportant to everyone else. But it’s important to the person contributing it, so let him say a few words.

8. Keep on the track. Tangents are often interesting but seldom profitable. Virtually every conference will wander out into “right field” if permitted to do so. You, the leader, must keep the discussion aimed in the right direction.

9. Refrain from squelching anyone. It doesn’t pay! If someone gets out of line the others will take care of him.

10. Avoid sarcasm and ridicule. People don’t appreciate it. While it makes a guy feel superior to belittle one of his conference members, it’s nothing short of professional suicide.

11. Use tact. Many people wear their feelings on their sleeves. It’s easy to offend a person when speaking to him in front of others. How you treat a conference member is important. But how he feels you’ve treated him is even more important.

12. Let them save face. When one conference member gets “crucified” by another, put in a good word for the loser. Help save at least part of his face.

13. Have a sense of humor. An occasional laugh improves the “climate.” So be ready to laugh, especially at yourself. “I have two or three jokes ready in advance,” said a Minneapolis conference leader. “I work them in when things start getting stale.”

14. Consider early departures. Certain participants may have special interests or qualifications. Make them feel free to leave after they are no longer involved.

15. Keep it moving. No one else is concerned about the progress of the conference. Be sure that you are. Even the brass should not be permitted to bog down the proceedings. You must keep it moving at all costs.

16. Subordinate your own opinion. Give your ideas. But consider them no more important than those of any other conference member. A Texarkana sales manager said, “Nothing is worse than a conference leader who places his opinion over that of others. He’s taking unfair advantage of his position.”

17. Remain in charge. Either you run the conference or others do. Don’t let it “get out of hand.”

18. Have only one speaker at a time. Side conversations are undesirable since those involved do not hear what is being said in the conference. A good way to stop a side conversation: “Can everyone hear what Mr. Jones is saying?”

19. Get distribution of discussion. Everyone should participate. One or two should not be permitted to hog the show.

20. Push for a solution. Little has been accomplished until the problem is solved. Ever seen a guided missile seek out its target? It’s relentless. A good conference leader is much the same way. He pursues his target, a solution, refusing to be thwarted en route.

Keywords: Sales, Marketing, Business, Sales Training

Most sales executives don’t enjoy problem solving conferences. That’s because they don’t like problems.
Good sales leaders are promotional minded. They’re creative. They’re organizers and producers. Thus, they don’t enjoy “fence mending.” They want others to do the problem solving.
But problem solving cannot always be dumped in the lap of a subordinate. The difficulty may be of paramount importance. Sales may suffer sharply if a solution is not effected. Therefore, problem solving conferences cannot be shirked.
“What the devil are we going to do about slow moving items?” This is the way many problem solving conferences are begun. But there’s more to conference procedure than asking a few others for their opinions. There’s a standard conference procedure to follow.

1. State the problem. Be sure it’s a single problem, small enough to be tackled. Time is often wasted in the discussion of a complex problem which involves several other problems. If necessary, break the problem into smaller segments. Then go to work on the segment that can be most easily solved.
There’s another consideration. Do the conference members have authority to settle the matter? Do they have authority to effect the solution they hope to reach? If the matter is above their scope of authority, the boss should join the conference.

2.* Get the facts. All pertinent facts should be developed. When
it’s difficult to make a decision, it’s because some of the facts are
missing. The facts will clearly point toward the right solution
when all the facts are known.
Opinion will often be presented as fact. Don’t accept it. Ask the contributor, “Wait is that fact or opinion?”
For full development of each fact, ask the why of it. It might be factual that the advertising department has failed to advertise slow moving items. But why? There’s a reason for everything. Seek the why of each fact so you can get to the crux of the matter.

3.* List possible solutions. Don’t worry about order of im
portance. List them as they arise. And list all of them.
A proposed solution may at first seem impractical. Accept it anyway. Your own opinion cannot take precedence over that of conference members. If you’re to regulate opinion there’s no need for the conference!
Some proposed solutions may be only partial solutions. It makes no difference. Accept them anyway. They may later be amended or two of them put together.

4.* Select the most likely solution. Usually there’s discussion,
if not argument. But in due time there should be agreement as to
the best possible solution.
Sometimes you must change a proposed solution in order to get agreement. Do whatever is necessary to produce a “meeting of the minds.” For instance, the most popular proposed solution might be “Switch to weekly deliveries.” If necessary, this could be changed to “Switch to deliveries each Monday.”
This step is the pay off. Push hard for it without forcing your own opinion on the others.
If a decision cannot be reached, it’s usually because more facts are needed. How can you get them? Who has them? If necessary, adjourn until this additional information can be obtained.

5.* Effect the solution. Having selected the most likely solution,
put it into effect. Give it every opportunity to work. It may not
be “letter perfect,” so minor variations may be necessary. If it doesn’t work, select the next most likely solution. Then give it a chance to solve your problem.
If the problem still exists, continue until all possible solutions have been tried. One of them should take care of the matter.

Keywords: Sales, Marketing, Business, Sales Training

These three basic releases should be taken to the city editor’s desk. The best contacts are personal contacts. In large newspaper offices, it is not always possible to see the city editor himself. Personal contact with his assistant is usually satisfactory, however. All stories should be taken to the editor two days before the release date. This helps the editor plan his paper. It helps him make room for your story. Keep the conversation brief. You create a more favorable impression with busy newspaper men if you can transact your business quickly.

Typical approach: “Good morning. I’m John Brown. I’m handling the publicity for a big sales meeting that’s coming here next week. Here’s a story for you. If I can be of further help in covering it, you’ll find my name and phone number on the release. Thank you.”

How to get extra newspaper coverage

Of course, many sales meetings need and deserve no newspaper publicity of any kind. Where publicity is desired, the three basic releases should be ample. However, on rare occasions you’ll want all the coverage you can get. Extra plugs can often be obtained in the society and entertainment sections. Often a visiting executive will stay at the residence of a local friend. This should get a squib on the society page. Professional entertainment is sometimes used. Contact the entertainers or their agent. You can get a news story and picture for the entertainment page.

Keywords: Sales, Marketing, Business, Sales Training

A good press agent never fires all his guns at one time. If he did, the newspapers would publish only one story.
Your first release should be given about three weeks prior to your meeting. It could be simply an announcement of a large sales meeting or convention. Specify the place, date, and number of people expected. You should also include the name of the person in charge of arrangements.

A second release should be given one week before the meeting. The date and place should be repeated. But new information should be included. For instance, you could name the principal speaker, his subject, his background.
The third release should be published one day prior to the meeting. Arrival of the principal speaker and newsworthy quotes are suitable. Theme of the meeting and other details should also be included.

Give your release a professional appearance. Make them look deserving of the news column instead of the waste basket. All releases should be typed. Handwritten copy doesn’t have a ghost of a chance! The editor must give handwritten copy to a reporter to type. Standard procedure is to put it in “File 13″ instead. Use plain white paper. Double space your copy, using only one side of the paper. Leave 3 inches of space at the top so the editor can write his headline on your copy. This makes the editor’s job easier. It spares him from reaching for shears and paste pot.

Assign a release date. This gives all newspapers an even break. It assures that every paper using your story will publish it on the same day.

When no release date is specified, you get less publicity. One editor may run the story on Tuesday, while another saves it for Wednesday. The latter is “scooped.” So he scraps your story. Something previously printed in a rival newspaper is of much less value. Put your name and telephone number on every release. The editor may want to contact you for further details. Besides, he wants a record of the source. It’s good protection for him and his paper. To submit a story without giving your name is like sending an unsigned letter.

Keywords: Sales, Marketing, Business, Sales Training