Month: April 2018
If you currently have a copywriting piece that’s not performing up to par, then maybe this article will be of some use to you. Writing winning sales copy does not have to be hard. All it takes is some minor tweaking and you will find that your changes can be the difference in mediocre response and world-class results. Here’s the first tip for making all of your copywriting pieces effective. 1) Redo your headline Writing a winning headline does not have to be complicated or hard. Your entire sales piece depends on the effectiveness of your headline, so you will want to make it good. If your headline doesn’t do the job of captivating a reader, your whole sales piece is in trouble. Your headline will comprise of up to 80% of the success of your sales letter – so it’s that important. One of the best things that you can do for yourself if you want to start writing winning headlines is to create something that is called a swipe file. A swipe file is simply a collection of winning ads and sales letters. They are there to make your copywriting job a lot easier. Whenever you need to write a sales letter from scratch, use a sales letter from your swipe file as a template. It’s the easiest way to get started writing a winning headline. 2) Talk one-to-one In your copywriting piece, you will want to speak in first person to your reader. Use the word “you” a lot in your sales letter. This makes everything more personal and actively engages the reader into your sales piece. When you speak one-to-one to your prospects, you’re talking to them as if they were sitting across the table from you – and this is how you want to address your prospects. 3) Use bullet points Bullet points basically tell your reader what they will receive from your product. When writing the bullet points for your sales letter, you want to make each one like a mini-headline. Each bullet should be the equivalent to the headline of your entire sales letter. Don’t skimp when writing your bullets or make them weak. They play a pivotal part in the success of your sales letter. 4) Use the postscript A lot of readers skim to the bottom of the page when reading sales letters, and you can use this opportunity to sell them on your product once more. When a reader skims to the end of the page to see what’s at the bottom, summarize your entire offer via your postscript or PS. The PS should briefly summarize everything you just said and should entice your reader to want to read more. All effective postscripts still lets the reader know what’s in it for them, so you will want to detail what your prospects will receive at this part of your letter. All of these tips for writing more effective copy can be very helpful if you put them to use. Be sure to start using them today if you want to increase your sales and profits.
thesis writing
Books Sales Professionals might like to Read
While developing out new website for Sales Training Consultants, we thought it would be a good idea to provide a reading list for sales people wanting to develop their sales skills and knowledge. So, here it is, divided into various sub-categories for ease of use:
Selling Skills
* Getting Into Your Customer’s Head: 8 Secret Roles of Selling Your Competitors Don’t Know, Kevin Davis. New York: Random House, 1996. (ISBN 0-8129-2628-5)
* Stop Selling and Start Partnering, Larry Wilson
* Changing the Game, Larry Wilson. New York: Simon and Schuster, 1987.
* SPIN Selling, Rackham, Neil. New York: McGraw Hill, 1988.
* Solution Selling by Michael T. Bosworth (Irwin Publishing, 1995).
* Samurai Selling: The Ancient Art of Service in Sales by Chuck Laughlin, Karen Sage and Marc Bockmon (St. Martin’s, 1993).
* The 25 Sales Habits of Highly Successful Salespeople , by Stephan Schiffman (Adams Publishing, 1994).
* The AMA Handbook of Successful Selling, by Bob Kimball (NTC Publishing Group, 1993).
* The Selling Bible: For People in the Business of Selling, by John L. Lawton (Council Oaks Distribution, 1995)
* Closing Tactics, Andoni Lizardi
* Negotiate to Close, Gary Karass
* Ziglar on Selling, Zig Ziglar. Nashville, TN: Ziglar Corporation, 1991.
* The Sales Strategist: 6 Breakthrough Strategies to Win New Business, Warren Kurzrock. New York: Irwin Publishing, 1996. ISBN: 0-7863-0738-2.
* Selling to VITO: the Very Important Top Officer, Anthony Parinello, Massachusetts, Bob Adams, 1994.
* Selling to the Top, David A. Peoples. New York, John Wiley & Sons, 1994.
* Sales Reengineering From the Outside In, Mark Blessington and Bill O’Connell (McGraw Hill, 1995).
* Strategic Selling, Stephen Heiman and Robert Miller.
* Conceptual Selling, Stephan Heiman and Robert Miller. Berkeley, CA: Miller Heiman, 1987.
* Selling the invisible, Harry Beckworth
* Cracking New Accounts: Tips and Techniques for Opening and Closing the Sales in Half the Time, Terry L. Booton (Probus, 1994).
* Guerilla Selling: Unconventional Weapons and Tactics for Increasing Your Sales, Jay Conrad Levinson, Orvel Ray Wilson and Bill Gallagher (Houghton Mifflin, 1992).
Business Acumen
* The One to One Future: Building Relationships One Customer at a Time, by Don Peppers and Martha Rogers (Doubleday, 1993).
* The Monster Under the Bed by Stan Davis & Jim Bodkin. (Simon and Schuster, 1994).
* Corporate Life Cycles: How and Why Corporations Grow and Die and What to Do about It by Izak Adiches. (Englewood Cliffs, NJ: Prentice Hall, 1990).
* The Little Black Book of Business Math, by Michael C. Thomsett. (New York: Anacom, 1988).
* The Art of War, by Sun-Tzu (Delacorte, 1989).
* The Goal, by Eliyahu M. Goldratt (North River Press, 1992).
* The E Myth: Why Most Small Businesses Don’t Work and What to Do About It by Michael E. Gerber (Harper-Business, 1990).
* The Popcorn Report: The Future of Your Company, Your World, Your Life by Faith Popcorn (Harper-Business, 1992).
* Finance and Accounting for Non-Financial Managers by William G. Droms, (Reading MA: Addison Wesley, 1990).
* The Vital Difference: Unleashing the Powers of Sustained Corporate Success, by Frederick G. Harmon and Garry Jacobs, (AMACOM, 1985).
* What They Don’t Teach You at Harvard Business School, Mark H. McCormack, (Bantam Books, 1984).
* Zap, the Power of Empowerment by Jeff Cox.
* Marketing, by Robert D. Hisrich (Barron’s Educational Series, 1990).
* Multi-Level Marketing: The Definitive Guide to America’s Top MLM Companies (Summit Group, 1993).
* Relationship Marketing: Successful Strategies for the Age of the Customer, by Regis McKenna (Addison Wesley, 1993).
* How to Drive Your Competition Crazy, Guy Kawasaki.
* The Ten-Day MBA : A Step-By-Step Guide to Mastering the Skills Taught in America’s Top Business Schools @amazon.com
* The Complete MBA For Dummies @amazon.com
* Financial Statements : A Step-By-Step Guide to Understanding and Creating Financial Reports @amazon.com
* Business Planning : 25 Keys to a Sound Business Plan (The New York Times Pocket MBA Series) @amazon.com
* Tracking & Controlling Costs : 25 Keys to Cost Management (The New York Times Pocket MBA Series) @amazon.com
* Forecasting Budgets @amazon.com
Strategic Sales Planning
* The Magic Lamp: Goal Setting for People Who Hate Setting Goals, Keith Ellis, Three Rivers Pr., 1998, ISBN: 060980166X.
* Achieving Individual and Team Goals, Terry R. Bacon, Thomas Doggett, International Learningwork, 1996, ISBN: 1577400135.
* The Agile Manager’s Guide to Goal-Setting and Achievement (The Agile Manager Series), Walter Wadsworth, Velocity Pub., 1998, ISBN: 0965919323.
* All About Goals and How to Achieve Them, Jack Ensign Addington, Devorss and Co (Txp), 1977, ISBN: 0875162371.
* 10 Minute Guide To Planning (10 Minute Guides), Edwin E. Bobrow, IDG Books Worldwide, 1997, ISBN: 0028618181.
* The Sales Strategist: 6 Breakthrough Strategies to Win New Business, Warren Kurzrock. New York: Irwin Publishing, 1996. (ISBN 0-7863-0738-2)
* Sales Reengineering From the Outside In, by Mark Blessington and Bill O’Connell (McGraw Hill, 1995).
* First Things First, Steven Covey, Roger Merrill and Rebecca R. Merrill (Simon & Schuster, 1994)
* Winning the Fight between You and Your Desk by Jeffrey J. Mayer (Harper Business, 1994)
* Strategic Selling, Heiman, Stephen and Miller, Robert.
* Conceptual Selling, Heiman, Stephen and Miller, Robert. Berkeley, CA: Miller Heiman, 1987.
* Successful Large Account Management, by Robert Miller
* Major Account Sales Strategies, by Neil Rackham. New York: McGraw Hill, 1989.
* Managing Major Accounts, Neil Rackham
* Stop Selling and Start Partnering, Larry Wilson
* Power of Consultative Selling, Bryce Webster
* Organizational Capability: Competing from the Inside Out, by Dave Ulrich and Dale Lake, (John Wiley and Sons, 1990).
* Getting to Yes: Negotiating Agreement without Giving In, Fisher and Uri.
* Cracking New Accounts: Tips and Techniques for Opening and Closing the Sales in Half the Time, by Terry L. Booton (Probus, 1994).
* Guerilla Selling: Unconventional Weapons and Tactics for Increasing Your Sales, by Jay Conrad Levinson, Orvel Ray Wilson, and Bill Gallagher (Houghton Mifflin, 1992).
Customer Focus
* Discipline of Market Leaders, Treachy, Michael and Wiersema, (Addison Wesley, 1995)
* Brain Power: Learn to Improve Your Thinking Skills , Karl Albrecht. Prentice Hall, 1987.
* Seven Habits of Highly Effective People. Stephen R. Covey. New York: Simon & Schuster, 1990.
* Raving Fans: A Revolutionary Approach to Customer Service , Ken Blanchard and Sheldon Bowles. New York, William Morrow & Co., 1993. ISBN 0-688-12316-3.
* Stop Selling and Start Partnering, Larry Wilson & Hersch Wilson.
* One-to-One Marketing, Martha Rodgers and Don Peppers.
* The Customer Driven Company: Moving from Talk to Action , Richard C. Whiteley. Addison Wesley, Reading, MA, 1991. ISBN 0-201-57090-4.
* Customer Centered Growth: 5 Strategies for Building Competitive Advantage, Dianne Hessen and Richard Whitely. Addison Wesley, Reading, MA, 1996. ISBN: 0-201-47967-2.
* Getting Into Your Customer’s Head: 8 Secret Roles of Selling Your Competitors Don’t Know , Kevin Davis. New York, Random House, 1996. ISBN 0-8129-2628-5.
* Changing the Game, Larry Wilson, New York, Simon & Schuster, 1987.
* Solution Selling, Michael T. Bosworth. Irwin Publishing, 1995.
* Customer Visits: Building a Better Market Focus , Edward F. McQuarrie, Sage Pubns., 1998, ISBN: 0761908838.
* Customer Focus: A Strategy for Success, Roger Langevin, Bill Christopher, Crisp Pubns., 1998, ISBN: 1560524855.
* The Discipline of Market Leaders: Choose Your Customers, Narrow Your Focus, Dominate Your Market , Michael Treacy, Frederik D. Wiersema, Perseus Pr., 1997, ISBN: 0201407191.
* Implementing Quality With a Customer Focus , David N. Griffiths, Quality Resources, 1991, ISBN: 0873891104.
End User Effectiveness
* All Consumers Are Not Created Equal, Garth Hallberg. John Wiley & Sons, 1996. 320 pages.
* Real Time, Regis McKenna. Harvard Business School Press, 1998.
* Enterprise One to One, Don Peppers and Martha Rogers, Ph.D. Currency Doubleday, 1997.
* Keeping the Edge, Dick Schaaf. Dutton, 1995.
* Customer-Centered Growth, Richard Whiteley and Diane Hessan. Addison-Wesley, 1996.
* Strategic Customer Alliances : How to Win, Manage, and Develop Key Accounts @amazon.com
* Key Accounts Are Different : Sales Solutions for Key Account Managers @amazon.com
* Account Management (Building Service Management Program) @amazon.com
* Successful Large Account Management by Tad Tuleja(Contributor), et al @amazon.com
* Key Account Management: The Route to Key Supplier Status by Peter Cheverton @amazon.com
* Key Account Management: Maximizing Profitability from Major Customers by John Rock @amazon.com
Negotiation Skills
* Getting to Yes: Negotiating Agreement Without Giving In by Roger Fisher and Bill Ury (Viking Penguin, 1991).
* Getting Past No, Bill Ury (Viking Penguin, 1993)
* The Tao of Negotiation by Joel Edelman and Mary Beth Crain (Harper Business, 1993).
* How to Out-Negotiate Anyone (Even a Car Dealer) by Leo Reilly (Adams Publishing, 1993).
* Major Account Sales Strategies, by Neil Rackham (McGraw Hill, 1989).
* The Complete Negotiator, Gerard Nierenberger, (Berley Books, 1986).
* The Negotiation Toolkit: How to Get Exactly What You Want in Any Business or Personal Situation @amazon.com
* Deal Power: 6 Foolproof Steps to Making Deals of Any Size by Marc Diener @amazon.com
* The Power of Negotiating: Strategies for Success by Mike R. Stark @amazon.com
* The Shadow Negotiation: How Women Can Master the Hidden Agendas That Determine Bargaining Success by Deborah M. Kolb, Judith Williams @amazon.com
Channel Partner Effectiveness
* The channel advantage, Lawrence Friedman and Timothy Furey
* Market-Based Management: Strategies for Growing Customer Value and Profitability, 2nd edition, (Prentice Hall, 2000) – Roger Best – Part III Tactical Marketing Strategies Chapter 9
* Make Your Dealers Your Partners Harvard Business Review, March-April 1996, pp. 89-96.
* Rethinking Distribution: Adaptive Channels Harvard Business Review, July-August 1996, pp. 112-120. (Englewood Cliffs, NJ: Prentice Hall, 1990).
* The Sales Rep Navigator: How to Find the Perfect Sales Rep or Distributor for Your Business, @amazon.com
* How to Market Your Product Through Distributor sales Networks, @amazon.com
* Planning Telephone Sales: Handbook for Distributor Management, @amazon.com
* The Channel Advantage : Going to Market With Multiple Sales Channels to Reach More Customers, Sell More Products, Make More Profit @amazon.com
* Channel Champions: How leading companies build new strategies to serve customers @amazon.com
Computer Skills
* Lotus Notes for Dummies, @amazon.com
* PowerPoint for Dummies, @amazon.com
* Excel for Dummies, @amazon.com
* Word for Dummies @amazon.com
For a lot of sales people,CRM systems is a waste of time but who can really blame them?
To the top performers who spend their time dialing, smiling and closing deals, it is a valid complaint. Sitting idle and waiting for a screen to load is definitely not where they want to be but where the money is at.
Excel Versus CRM Software. The pain of having to wait for a screen to load to access a telephone number so a phone call can be made, so a deal can be closed shouldn’t be underestimated. Productivity can be crippled when the typical wait for a screen to load is 4 plus seconds. Add to that the frustration of trying to find key data and the difficulty in entering new information and you can understand why many sales people choose to rely on Excel.
Now Excel is fast – but that is really all there is to it. It’s hard to organize data, hard to share and unreliable.
Here are some of the usual complaints and limitations most notable of Excel as a customer relationship management tool:
-No File Storage. In Excel, what you see is what you get. It does not allow you to attach important files such as invoices, emails, letters, quotes, etc relevant to a client’s record. You need to store these documents elsewhere, where they can be forgotten, corrupted or lost completely.
-No Sharing. Excel does not allow reading and writing of multiple people at the same time. For businesses with one sales person, this isn’t a problem. A nightmare indeed, if you are in a team.
-Limited Field Control. Creation and organisation of the fields in an Excel spreadsheet can be done only manually. The number of fields you can use comfortably has some limitations due to the layout of Excel. For example; first name, last name, phone number, email, last call date, call related notes address, notes, invoices, quotes, lead categorization etc etc all in one row, it’s not easy.
If speed is the reason why you use Excel, what if a CRM system can provide all the speed of Excel plus all the benefits of a genuine CRM system?
With a proper CRM you have:
– The ability to schedule tasks
– Set reminders
– Chart call outcomes
– Track Campaigns
– All important files can be attached to the client’s record i.e., invoices, quotes, emails, letters, etc
– Manage your email
– Instantly assess your sales pipeline
– Much, much more.
Bulky, slow and holds up work flow-these are what traditional CRM systems were way back then. Speed has been built as well for the newer CRM systems. Pi in particular uses a new framework our team spent 5 years perfecting in order to give the fastest user experience possible.
Here’s a cool tip for you to use the next time you’re hanging out at a strip club, and you want to seduce a hot stripper and see her outside of the club…
I’ve read a lot of books about marketing, and it’s remarkable how many similarities there are between trying to close a sale with a customer — and trying to close the deal with a woman and get what you want from her. (This could mean acquiring her phone number, setting up a date with her, or bringing her home for sex.)
The bottom line is, if you’re going to seduce women you’ve got to be a good salesman. The product you are selling is YOURSELF.
First, you’ve got to believe in the product you are selling. If you think that you are a valuable asset that any girl would be lucky to have, it’s going to be much easier for you to convince women to go for you.
You could say it’s like the difference between going to a Ferrari dealership, and a car lot that sells junky used cars.
The salesman on the Ferarri lot knows he’s got “the goods.” Every guy wants a Ferarri, right? These salesmen tend to be very smooth and polished, and they don’t NEED to go for the “hard sell.” The salesman is more interested in finding out whether YOU are capable of buying one of his pricey vehicles. He doesn’t need to try to coerce you to buy a vehicle. If you’re at the Ferarri dealership, it’s obvious that you’d like to have one! The question in the salesman’s mind is, do YOU have the resources to buy a Ferrari?
Compare this to the “hustler” who works at the junky used car lot. He knows his vehicles are crap. If you buy one, it might even break down before you get it back to your house! The low quality of his products are evident by the way he makes his sales pitch. He is pushy and too eager to make the sale. He knows his products do not speak for themselves; he needs to try to convince you that “this is what you need.”
Obviously, you want to be the Ferrari guy when you’re flirting with women…and especially with hot strippers. The question in your mind should be, is this girl WORTHY of your product? Because, not EVERY girl deserves you…
This mindset is essential for seducing the hottest strippers, because they’re used to dealing with customers who are AWED by their beauty and sexuality — but they don’t have the confidence that is necessary to make a hot woman feel genuine interest and attraction.
So, more than anything else, you’ve got to be FUN and PLAYFUL. Don’t take these strip club interactions too seriously. Act like flirting with a hot stripper is a perfectly normal part of your lifestyle.
When she asks you “do you want a dance,” you pretend like she wants a dance from YOU. You say…
“Do I want to dance? For you? Well I guess I could, but I charge a hundred bucks for three songs, and keep your hands to yourself…”
If a hot stripper says to you, “Can you buy me a drink?”, you can reply…
“Well, I COULD, but then we’re going to need the next ten minutes talking, and I need to make sure you can carry on a cool conversation. So tell me something about yourself that no customer in this place would ever guess about you.”
Here’s a humorous one that I use at strip clubs. When a stripper introduces herself to me by her stage name (i.e. “Hi, I’m Destiny”), I create a stage name for myself:
“Well, since we’re giving stage names, you can call me Hercules. I dance at the club down the road on Tuesday Ladies’ Nights. We can probably share some tips with each other, huh?”
My “Secrets Of Strip Club Seduction” program gives dozens of tactics and techniques for flirting with strippers and building real connections with them. There’s a lot of funny, clever, cocky stuff in this program that is going to take strippers by surprise…and make them very curious to know more about you.
Then, you are going to master the “closing” tactics that enable you to take things out of the club…and eventually, into your bed 😉
If you enjoy visiting strip clubs sometimes (as I do), why be another “chump customer” and blow money on nothing? Why not discover how to take control and make hot strippers play this game by YOUR rules.
The information in “Secrets Of Strip Clubs Seduction” is extremely powerful. Some of these tactics affect strippers on a subconscious level and flip their “attraction switches” without them even knowing it! And even better, once you know how to pick up strippers, closing the deal with “regular” women in other environments begins to feel almost TOO easy! Learn these tactics and start dominating the strip clubs tonight.
Human Channel Marketing was founded on the principles of discovering the most effective ways to train and motivate sales people to achieve the highest level of performance . Beyond saying that “People are our business” we believe that creating successfully people is the success of our business and that of our clients. HCM is committed to creating success through sales excellence in everything we do. We fully believe that people are our highest resource and investing in and creating opportunity for others is where our ” Tire hits the pavement”. Human Channel Marketing, Direct Sales, Marketing, Company Management, Sales HCM is focused on creating partnerships with all of our clients to co-manage the development of a sales objectives to expand the customer base in their markets. In creating effective programs to penetrate each market we are able to fully support our clients in both retaining and expanding their market share. Human Channel Marketing was founded on the belief that given the right support and opportunity people are able to achieve the life they want to live while creating value in the marketplaces. HCM was Founded by Tim Padden and Sam Custodio in 2007 with the mission of creating an organization that can create opportunities for other while delivering sales excellence for our customers. To achieve this we focus on 4 important concepts in everything we do. Intentionality – Keeping a focus on what you want to achieve and knowing what you are committed to achieving. Integrity – Becoming part of a structure where commitments are kept and communication is real and precise. Honesty – Being accountable for your commitments and having integrity in your actions. Results oriented communication- Measuring your live based on real results and setting measurable goals to achieve them. Backed by a team of industry experts, Human Channel Marketing’s unique hands on approach to marketing both penetrates markets and increases customer retention. With a focus on increasing company revenue for our clients we are constantly innovating marketing methods to more effectively convey value to our customers clients. Human Channel Marketing was founded around the idea of creating more effective methods to support our clients in reaching and expanding their customer base. With more than 40 years of hands on direct sales experience, our management team is constantly innovating our marketing proven methods of direct sales.