door to door Marketing organizations in mumbai

Face to Face Marketing and Door to Door Marketing 

Professional Qualified Sales Experts present products and services, calling on companies using our proven door to door Marketing organizations , door-to-door sales technique and door to door Marketing organizations in mumbai.

We convert potential customers to sustainable clients in the shortest space of time( door to door sales, door to door Marketing organizations ). Our professional teams interact with customers, educating them on our clients’ products/services, as well as generating immediate sales or leads with interested customers.

Marketing and advertising budgets have come under increasing pressure. door to door Marketing organizations and Door-to-door sales is a low cost distribution channel, and is an effective way to gain more return on investment. It secures increased value with minimum spend, allowing access to a customer base which is not always reached by existing marketing strategies.

Through Door to Door sales, customers can choose the most suitable deals, especially because they have a chance to ask questions and have the offering clarified by our qualified sales experts in mumbai

Door to Door Sales Agency 

We believe our experience, our sales ability and the detailed processes we have in place ensure we successfully launch new products to the market. Our sector experience and data insights ensure we are calling on the right outlets to maximise return on investment during the critical launch phase.

We have proven experience in launching challenger brands to the market along with well-established range extensions and completely new products.

We believe Fulcrum is the door-to-door-sales agency in pune best suited to owning the responsibility of launching your new product – why not give us a call to find out if we can help you?

I did door-to-door sales for nine years, in hundreds of different cities and towns all across the india. Through long, hard, agonizing trial and error, I eventually developed enough skill that I could take any product into any area on any day and make sales.

In the beginning, I struggled. But when I was about to give up on myself and quit (like 99.9% of people that try door-to-door sales do within their first few days),  experienced salesperson to give me a chance to get on track.

What I saw that day changed my life forever.

I watched as the experienced salesperson drove to an area where he had previous sales success, and listened as he explained to me why he parked his car in the exact spot he did to start his day and laid out his exact plan of attack.
Within the first 10 minutes, I learned a valuable lesson that not only made my door-to-door sales career much easier, but has also been the key to bringing in millions of dollars in revenue for my own companies, and those of thousands of others I’ve consulted to:

A current customer is the easiest person to make a sale to – many, many times easier (and less expensive) than trying to get new customers.

Most business owners operate a risky, day-to-day, transactional business, believing that the reason for getting a customer is to make a sale. That’s their biggest problem: making nothing more than “a” sale to a customer. After that initial transaction, they simply hope that their product or service or location is good enough that they will get a repeat visit from that customer.

On the other hand, sharp business owners (and door-to-door salespeople!) know that the point to making a sale is to get a customer. We have systems put together to maximize the value of that customer by making future offers to them, so that they buy more of the same product or service, or a different version, or even an entirely different product or service.

In other words, we recognize that a current customer is the easiest person to sell to, and a prospect is the hardest and most-expensive person to sell to. Therefore, we concentrate on maximizing the value of every new customer we get.

If you want to grow your business during these challenging economic times (and even during boom times), your time and effort should be invested in working to turn prospects into customers and retain them to market to in the future.
While your marketing is doing its job to get you prospects, you need to be working on turning those prospects into customers. There are a few key ways to draw them in and seal the deal. You need to be:

Inviting
Informative
Enjoyable

The biggest fear of most new customers is the dreaded “buyer’s remorse.” You want to minimize this as best you can, and if you’ve provided a quality product or service that delivers on the marketing claims you’ve made, the risk will be lower.

However, returns can still occur. Here are the two most effective ways to deal with this:

Offer to refund money — no questions asked
Offer a bonus they can keep even if they return the product

These offers alone will also lessen the impact of buyer’s remorse, because the customer will trust you more just because you showed the confidence in your product or service to offer these options in the first place.

There are number of other ways to turn a prospect into a customer:

Offer a special price as an opportunity for them to test the market.
Offer a lower price with a legitimate reason, such as clearing out inventory to pay a tax bill, for your kid’s braces, or another tangible reason. (Added bonus: Customers love you for doing this, because it makes you so much more human to them.)
Offer a referral incentive.
Offer a smaller, less expensive entry-level product to build trust.
Offer package deals.
Offer to charge less for their first purchase if they become a repeat customer.
Offer extra incentives, such as longer warranties or free bonuses, if they order by a certain date.
Offer financing options, if applicable.
Offer a bonus if they pay in full.
Offer special packaging or delivery.
Offer “name-your-own-price” incentives.
Offer comparative data or other comparison tools.
Offer to let them trade up or upgrade to something better if they want.
Offer additional, educational information to help them make the decision.

The options are really only limited by your imagination and marketing skill. You can use these or other ideas to discover what works the best for your specific business, with your specific products, services and target market.

Even if you ever find yourself doing door-to-door sales.

Marketing company in Magarpatta

The Corporatization of the Media

In the earlier decades of the 20th century, there was a clear distinction between the corporates and the media houses with each existing in a symbiotic relationship with other. In other words, corporate houses were content with advertising in the newspapers and the TV channels and the media houses were happy with the advertising revenues as long as they retained editorial autonomy. However, things began to change from the 1970s onwards wherein the media houses started to resemble corporate entities both in the way they were managed and run and in the way, they added spin to their stories. It was no longer the case that media houses would criticize the corporates and still get advertising revenue. On the other hand, most media houses entered into partnerships with leading corporates wherein they published stories that were friendly to the advertisers.

The other parallel trend from this period to the present is that media houses became corporates themselves in the way they approached the business of news reporting.

Each media house aligned themselves to a particular corporate among the leading companies and thus, competition between the media houses ensured that the different groupings among industry in all countries could find sympathetic reporting from each media house. Moreover, the revenues of the media houses started to grow by leaps and bounds and in this trend, media houses were no longer the independent entities that they were earlier. This can be seen in the way media conglomerates like NewsCorp (owned by Rupert Murdoch) and other companies transformed themselves from being mere reporting of the news to agenda setting behavior. No wonder that many leading media house owners are more powerful than many politicians are as the old adage that the pen is mightier than the sword became a truism.

In India, media conglomerates like the Times Group have risen in prominence in the last few decades thanks to the corporatization of the media. In the UK and the US, NewsCorp and Time Warner have come to symbolize big business and corporate media in all its glory. The point here is that the media is no longer content with just reporting the news but instead, it has morphed into entities that set the agenda and entities that play a prominent role in shaping the public discourse. In addition, the media houses entered into strategic partnerships with the leading corporates so that they get friendly press coverage. While the ethics of these trends can be debated, it is clear that media, the conception of what makes news has been altered, and the current media landscape is symbolic of corporatization of the industry.

Finally, media houses in these times are not just purveyors of news but more importantly, they have become entities, which are solely concerned with making money. Even this can be debated and as we shall discuss in subsequent articles, this has a bearing on their behavior and whether this trend is good for society. It would suffice here to state that the corporatization of the media is now complete and it would be a trend that would accelerate in the coming years.

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Articales from http://www.managementstudyguide.com

Sales and Marketing Recruiters

Beyond the Classroom: Matching Skills Training to the Selling Moment

B2B sales training could be nearing a tipping point. Investment in classroom-based training is set to remain flat in the years ahead, while investment in virtual training is poised to rise, according to a Corporate Visions survey of sales leaders. As companies struggle with challenges around training access, the increased interest in virtual training suggests sales leaders believe some training is better than no training. But what features should a modern skills training program include as companies make the shift “beyond the classroom,” relying less on scheduled training events, and more on a just-in-time, situational model? That’s what Tim Riesterer, Chief Strategy Officer at Corporate Visions, discusses in this interview with Jonathan Farrington of Top Sales World Magazine.

Q: You are co-author of “The Three Value Conversations,” a book we named top sales and marketing book last year. Can you first explain what the three value conversations are?

Tim: In show business, top performers are often praised for being the “triple threat,” meaning they can act, sing and dance. In selling there’s a triple threat skillset your salespeople must master to be a top performer – Pipeline, Proposals and Profits. And, each of these is driven by one of the three value conversations we wrote about:

Create value, where salespeople must be able to tell a story that overcomes their prospects’ status quo bias and differentiates you from the competition in a way that builds more pipeline.

Elevate value that requires them to build proposals connecting external factors and strategic initiatives to your solutions in a business case that passes muster with executive-level decision makers.

Capture value by avoiding profit leaks that occur throughout the buying process and managing the tension during negotiations to protect your margins.

These three skills can form the foundation of a competency-based training model tied to actual, measurable outcomes.

Q: What in your mind is the biggest skills training challenge B2B companies face today?

Tim: Time out of field is the first obvious challenge. In a recent survey we conducted, four out of five companies said they are not able to train as many salespeople on the skills they need each year. And, the top reason was the pressure to not take salespeople out of the field. It came in 20 percent higher than budget as a limiting factor.

Arbitrary learning paths is the second challenge. In the same survey, companies said they rely on managers to choose the training for their reps, which may have some correlation to the time-out-of-field challenge since managers feel the pressure to keep salespeople in the field. And, they rely most often on generic training paths based on rep tenure and role versus any type of performance indicators or needs assessment.

Q: Time out of the field is a valid concern for sales leaders. What can companies do to limit time out of the field without sacrificing necessary training?

Tim: The market appears to be showing increased interest in virtual training formats, but it’s conflicted, according to our survey. We found that 65 percent of companies plan to increase spending on virtual skills training, while classroom training investments will be flat.

However, those same respondents said they believe classroom training to be the most effective at changing behaviors and virtual training to be significantly less effective. It’s hard for anyone to argue this. Which means people are having to choose efficiency over effectiveness. The big breakthrough will be if companies can find a way to more effectively deploy virtual training so you can get the desired time savings and uptick in performance.

Q: What does more effective virtual training look like?

I will be the first to grant you that workshop-based training, which includes role play, stand and deliver, coaching and feedback experiences, has tremendous advantages for creating behavior change.

Virtual training is not going to be a 1-1 replacement. So, you have to think differently when it comes to applying online training for increased impact. It starts with replacing arbitrary learning paths such as rep tenure and role and manager training choice with custom learning paths.

Here we see four possibilities for using the efficiency of virtual training to gain effectiveness advantages:

Performance-based training – This starts with available data from your sales systems. The information exists to help you identify reps who are struggling in each triple threat area, such as those who are not creating enough pipeline; the reps whose pipelines are constipated with unapproved proposals stuck in the middle of the funnel; and those sellers who are unscrupulously discounting and leaking profits. Now, that you know who is struggling with either pipeline, proposals or profits, imagine being able to push them targeted, online training modules with competencies designed to improve their specific performance challenges.

Needs-based training – Relying on manager or even sales rep intuition regarding which training is most necessary can be very subjective and can now be replaced with a fluency assessment. Imagine a behavioral outcomes survey that can identify the strengths and weaknesses of salespeople across the triple threat skills and match that to specific competency modules that can be “kitted up” for a personalized learning journey tailored to their needs.

Integrated Play-based training – As you launch products and promote go-to-market strategies in sales “plays,” you create a tremendous opportunity for something we call embedded skills training. In addition to the sales messages and assets and tools in a sales play, imagine the appropriate skills training modules included right there in the play. Each play may require different selling skills. For example, you may be trying to sell a disruptive solution in one play, which requires unique skills to overcome the status quo. Or, you may have a play to sell a highly complex, integrated solution that requires executive and financial acumen skills as well as consensus-building skills. Or, you may have a play for a commoditized portfolio where your salespeople need the skills to differentiate and protect margins.

Each of these four is only made possible with the availability of flexible, virtual training modules. And, each of these four scenarios offers ways to make virtual training more effective. This becomes even more powerful if the online library is based on a tested and proven competency library.

Check out Corporate Visions’ State of the Conversation Report, “Beyond the Classroom: Trends in B2b Sales Training,” to learn more about what’s next for skills training.

door to door Marketing organizations in Pune

door to door Marketing organizations in mumbai

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