Archive for the 'sales meeting' Category

5.* Your sales staff can bring prospective salespeople to your recruiting meetings. Get everybody to bring a friend-or two. Many companies pay a finder’s fee. The salesman who finds another person to sell for the company is rewarded for finding him. The finder’s fee might be $10 . . . or $25 . . . or more.
Under certain marketing plans, the finder receives a continuing override on sales made by people he has recruited. In such cases, however, the finder is usually responsible for training and motivating the people he has recruited.
The point is this: your salesmen know many people. They can influence some of those people to attend recruiting meetings. Urge them to do it. This is one of the best ways to build attendance.
A Tulsa man reported, “I had each of my men write down the name of every acquaintance who might like to join our sales staff. The next step was to invite the acquaintances to a recruiting meeting. I offered a prize to the man who could turn out the greatest number of his friends.
“A total of 31 new people showed up. Thirteen have been signed as salespeople! And we’re still signing up people from that meeting.”

6.* Bulletin boards can help spread the word. Use them.
For example, there are bulletin boards in many town halls, public libraries, and state employment commissions. Supermarkets in most sections of the country are attempting to become focal points of the community. They, too, have bulletin boards.
For best results, use a printed notice. If nothing else, a typewritten notice will do.
Keep it simple. Also, keep it “blind,” so as not to cheapen your product or the opportunity to represent it.

* * LOOKING FOR A JOB?
* * EITHER PART-TIME OR FULL-TIME?
* * CALL MR. ADAMS AT CLOVER 6-2184

An enterprising direct sales supervisor confided, “I go to real estate offices where tracts are being sold. Such an office is usually located in the subdivision itself. Invariably there’s a bulletin board.”
He continued, “I ask the real estate people if some of their prospects argue that they cannot afford to buy new homes. Then I show how to overcome that objection. My notice on the bulletin board shows the prospect that employment is immediately available. Employment means income. It’s as simple as that! I’ve obtained some very good salespeople in this way!”

Keywords: Sales, Marketing, Business, Sales Training

3.* By sending postcards, bulletins or letters you can get prospective salespeople to a recruiting meeting. Two things should be considered: what does the mailing piece say and to whom is it sent? Good results have been obtained with one-page bulletins. An excellent mimeographed job is okay. If the quality of the mimeographing is subject to question, use printed bulletins. Be sure there’s some art work on your bulletin. Dress it up! Further information on bulletins can be found in the chapter on “How To Publicize Your Sales Meeting.”
A San Angelo, Texas, direct salesman said, “I’ve used postcards with good results. Try them.”

* * June 16, 1960
* * We have several openings. If you are interested in either part-time or full-time work, report to 3609 Lynndale at 2 P.M. on Tuesday, June 21st. Please be prompt. William Crane Hassell Company

To whom should mailings be sent? That’s the BIG question . . .
Some companies have used the telephone directory with fair results, but nothing to scream about. Mailings are made to everyone. You can also purchase mailing lists containing names and addresses of salespeople in your general area. To find a firm that sells mailing lists, look in the classified section of your telephone directory.

4. City directories are quite helpful. There the occupation of each person is shown. Simply check to see which people are already in the selling profession. Then direct your mailing to those people. “It’s much easier to recruit a man who’s already in sales work,” remarked a Cheyenne businessman. “You don’t have to sell him on sales work as a career. He’s already sold on it. You merely need to attract him to the opportunity in selling, that you have to offer.” People found in the city directory must not necessarily be contacted by mail. Telephone them. Or go to see them!

Keywords: Sales, Marketing, Business, Sales Training

Many companies use sales meetings as a means of recruiting sales people. For instance, nearly all of the direct selling companies conduct recruiting meetings, because recruiting is the life blood of direct selling. There must be constant, continual recruiting. Therefore, companies selling through outside sales people usually conduct regular recruiting meetings.

You’ve heard of such companies. Their salespeople have knocked on your door. Here are the products they sell:

Special insurance policies* Albums
Mutual funds* * * Photograph coupons
Vitamins* * * Pre-need cemetery plots
Cosmetics* * * Real Estate promotion
Brushes* * * * Freezer food plans
Housewares* * * Cookware
Water softeners* * * Chinaware
Books* * * * Silverware

Mass recruiting requires a great degree of skill.
In effect, a recruiting meeting is a group selling job. Instead of selling a product or service, you sell a business opportunity. The Gist objective in staging a recruiting meeting is to get prospective salespeople to attend. Unless there s an audience, it’s all to no avail. An officer of the National Association of Direct Selling Companies stated, “A recruiting meeting can be no more successful than the promotion of attendance for it. There’s no reason to kid ourselves. It’s difficult to get prospective salespeople to attend a recruiting meeting.”

Eight Ways to Get Prospective Salespeople to a Recruiting Meeting

1. Newspaper advertising is an old stand-by. It costs money, but it gives such good results that some direct selling companies run a recruiting ad in certain newspapers every day of the year! Most of this type of advertising is in the classified section. Display ads are so expensive they’re usually reserved for special recruiting campaigns. Your classified ad may invite the reader to write or telephone. Upon receipt of the letter or phone call, reveal as little as possible. Try only to get the individual to your recruiting meeting.

“You can’t sell an opportunity by letter or over the telephone/’ averred a Chicago man. “If they want to smell the fragrance of a rose, they should go to the smelling place! Get ‘em to the meeting. Then you can tell the whole story.” A Los Angeles lady who’s an outstanding sales executive said, “When they call, I tell them nothing except the time and place of the meeting. When they ask questions, I reply with a laugh, ‘You don’t expect to get married over the telephone, and you don’t expect to find a business career over the telephone. You’ll be given full details tomorrow night at the meeting. It’s an opportunity of a lifetime! I’ll see you there.’”

Of course, other ads instruct the reader to reply by attending the meeting. In such cases, the time, date, and place of the meeting are specified. If you’re looking for anybody and everybody, your ad should simply ask the reader to show up at the meeting. If you want to qualify him, on the other hand, the ad should ask him to write or call. “Blind” ads work best, ads that do not name the product or company. The fact that you’re selling direct to the consumer should not yet be revealed. It would scare too many people away.

The following ads have worked well for certain direct selling companies:

* * SALESMAN. For the greatest item to hit the American market in 50 years. No competition. Call FRontier 8-2010.

* * Distinguished person to represent distinguished product. Compensation well above average. Apply 10 A.M. on Monday at 212 Jones St.

Why aren’t earnings mentioned in the foregoing ads? Because of legal complications. When a specific figure is named you must be able to prove that your average salesman makes that much. Otherwise, you may have difficulty with the Federal Trade Commission.

2.* The next method of getting prospective salespeople to your recruiting meeting also involves advertising.
Look under the “Situations Wanted” column in the classified section. People seeking jobs often advertise for them. Many are not seeking sales jobs, but some of them are. And some who are not will accept sales jobs if shown a good opportunity. Contact them solely for an interview. Don’t tell all in a letter or in a telephone conversation.
Be sure to hold the psychological upper hand. Don’t beg them. Make them try to qualify for a chance to attend your recruiting meeting. You already have a good opportunity. It’s the other fellow who’s seeking work!
Reason for this attitude on your part-you could make it sound too easy. The fellow who advertised thinks, “It must be one of those fly-by-night deals on a straight commission basis. It’s probably door-to-door! They’ll take anyone they can get, or else they wouldn’t be so eager.”

Keywords: Sales, Marketing, Business, Sales Training

IV. The Buzz Session

In most sales meetings, participation is quite desirable. That’s why it has been stressed throughout this book.
The buzz session is a splendid means of getting participation. It’s chief use is in breaking a large group into several smaller groups so that individual participation will be physically possible. It gets the timid fellow in the “act/’ prevents a few loudmouths from hogging the show.

An entire meeting may be constructed around the buzz session technique. On the other hand, a buzz session can be staged as one of several events. If you’ve ever heard a buzz session, you know how it got its name. The talking sounds like a swarm of bees! A buzz session is sometimes called a “six by six,” for reasons that will become obvious.

How to conduct a buzz session?

To conduct a buzz session, you should first announce the topic of discussion. It can be any subject on which discussion is desired. Then divide the group into smaller groups of about six people each. The six persons to buzz with each other can pull their chairs into a circle.

Where auditorium style seating is used, persons on the odd numbered rows can turn around to face the people behind them. The six persons must necessarily face each other. It’s essential for understanding.

Give the groups about six minutes in which to elect their chairman and discuss the topic. A chairman should get participation of all members of his group. When the allotted time has expired, call a halt to the buzzing. Then ask the chairmen to give their reports. It’s that simple. For best results, however, you should tie the reports together. Summarize. Draw conclusions, being sure to thank the participants.

The opinions voiced in each small group are not ordinarily recorded. Buzz sessions are not that formal. But an interesting twist was given at a buzz session of specialty salespeople. Chairmen were given two pieces of paper with a carbon between them. Opinions of their respective groups were recorded in duplicate. When the buzzing was stopped, the carbon copies were collected. Then came a 20-minute period in which the chairmen made verbal reports.

Two stenographers were in an adjacent room. During this twenty minutes they cut stencils based on carbon copies of the reports. They rapidly ran the stencils on a mimeograph machine. By the time the last chairman had reported, there was a mimeographed job of the entire proceedings. The stenographers actually brought the mimeographed sheets into the room before the last chairman finished his report! Every person in the room was given a copy. Every person was surprised, too.

I.* The Problem Solving Conference
* State the Problem
* Get the Facts
* List Possible Solutions
* Select the Most Likely Solution
* Effect the Solution
II.* The Workshop
* Plan a General Assembly Select Both Positive and Negative Problems Appoint Committees to Tackle Problems Recall the General Assembly for Reports
III.* The Brain Storming Procedure
* Select Non-technical Subjects Permit No Negative Comments Let Imaginations Run Wild Evaluate Contributions Late:
IV. * The Buzz Session
* Announce Topic of Discussion Divide People Into Groups of Six Allow Six Minutes for Discussion Accept Reports of Chairmen Summarize and Draw Conclusions

Keywords: Sales, Marketing, Business, Sales Training

III. The Brainstorming Procedure

Some executives say that brainstorming is the greatest thing since sliced bread. Others say it’s a waste of time. Brainstorming is creative thinking on a group basis. The group should not exceed 20 people because everyone should be brought into the “act.” A chairman and two recorders are needed. Comments are made so rapidly that one person cannot record all of them. So the recorders accept alternate comments.

How to select a subject for brain storming?

Many subjects are suitable for creative thinking. Non-technical subjects are best. They give everyone a chance to contribute. Ideal subjects:
“How can more store traffic be created?” “What should we name our customer magazine?” “How can our merchandise be promoted in the off-season?” “What are some new methods of finding prospects?” “What new uses can be suggested for the versatile salad mixer?”
Select a subject on which originality, fresh thinking, and new ideas are needed. Avoid the complex. Further, avoid policy discussion and policy making. Brain storming is creative thinking.

How to conduct a brain storming session?

The group is seated around a conference table. The chairman explains the rules.
No negative thoughts may be expressed. Absolutely no evaluation of any contribution is permitted. Statements such as, “That’s ridiculous.” or, “That couldn’t possibly work.” are strictly taboo.

It’s also understood that a participant will not be held in prejudice because of the quality of his comments. Quantity of new thought is the objective-not quality. Brain storming draws from the subconscious of each participant. Thoughts near the surface are rapidly contributed. Then the participants dig into the subconscious for new thoughts. They search their minds. The results are usually surprising! There’s another angle worth mentioning. An absurd contribution often sparks comment that’s not so absurd. This may lead to an idea of still greater value. Usually there are several people wanting to comment at the same time. Each raises a hand. He speaks only when recognized by the chairman. None of the contributions are acknowledged. Thus comments are made in rapid succession. All stops are pulled. Imagination runs wild. It’s fun!

One idea may prompt another. The second idea, then, is called a “hitch hike.” A participant with a “hitch hike” snaps his fingers. He’s given priority over others with raised hands. This provides continuity of thought. It causes an idea to be more fully developed. When ideas have been exhausted, the session is stopped. The recorders read their notes. Any other ideas are then added.

How to make brain storming pay dividends

The notes are typed and given to the chairman. If he’s like the average sales executive, he puts them in his desk and forgets about them. When this is done, there’s no pay off.
The pay off comes from use of the information. Go over it. Go over it again. Eliminate contributions you cannot possibly use. But keep an open mind. Where there’s merit, give heavy consideration.
After the list has been pared, ask a few questions of each idea remaining:
“Can it be used in its entirety?”
“Can it be used in part?”
“Can its objectionable phases be eliminated?”
“Should it be coupled with another contribution?”
“Should its use be discussed with others?”
Unless you can say “yes” to at least one of the foregoing questions, the idea under consideration should be scrapped. Consider each of the ideas on your list. Among them, there may be a Jewell

Keywords: Sales, Marketing, Business, Sales Training

The general assembly is adjourned. The various committees then convene in separate meeting places. Each committee appoints a chairman and a recorder. Their functions are exactly those implied by their titles.

Every member of each committee should be urged to give his thinking. Participation is vital.
At an appointed hour, the general assembly is reconvened. Committee chairmen read reports prepared by the recorders of their respective committees. These reports may be final. Or they may be preliminary reports, followed by more committee work.

After final reports are given, there should be a summary and evaluation in the general assembly. If appropriate, have mimeo^ graphed summations distributed.

Keywords: Sales, Marketing, Business, Sales Training

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