Face to Face Marketing and Door to Door Marketing 

Professional Qualified Sales Experts present products and services, calling on companies using our proven door2door Marketing agency , door-to-door sales technique and door2door Marketing agency in mumbai.

We convert potential customers to sustainable clients in the shortest space of time( door to door sales, door2door Marketing agency ). 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. door2door Marketing agency 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 agency in Warje

Think Executives Are Purely Rational Decision-Makers? Think Again.

When you create a message for VPs or higher personas, you may be tempted to assume that their decisions are strictly rational and logical and that it’s all about the math. Why? Because they tell you that, and they believe it themselves.

Well, they are lying to you. Not on purpose, but lying nevertheless, according to a recent experiment we conducted with Dr. Zakary Tormala, a social psychologist with expertise in messaging and persuasion.

The study found that in a business decision-making scenario, you can provide executives with the same math with respect to a business proposition, but get significantly different results depending on how you frame the situation.

Conrad Smith, VP of consulting at Corporate Visions, reached out to Corporate Visions’ network of executives and asked them to take part in an online experiment. Participants—113 of them—came from a wide array of industries, including software, oil, finance, aerospace, and others, and occupied a range of high-level roles at their companies, from vice president up to CEO.

Scenario 1: Business Decision-Making Context

At the outset, participants were told that the researchers were trying to learn more about executing decision making and that participants would be presented with several different hypothetical scenarios. Unbeknown to participants, they were randomly assigned to one of two conditions—a “gain frame” condition or a “loss frame” condition—which they were placed in before the first scenario and remained in for the duration of the experiment.

In one of the hypothetical scenarios, all participants received the following instructions: “A large car manufacturer has recently been hit with a number of economic difficulties, and it appears as if three plants need to be closed and 6,000 employees laid off. The vice president of production has been exploring alternative ways to avoid this crisis. She has developed two plans.”

Following this overview, participants received information about the two alternatives. The two options were mathematically identical across the gain and loss frame conditions. The key difference? The status quo was framed as a gain in one condition and as a loss in the other.

In the gain frame condition, the options were described in terms of how many plants and jobs would be saved:

Plan A: This plan will save one of the three plants and 2,000 jobs.

Plan B: This plan has one-third probability of saving all three plants and all 6,000 jobs, but has a two-thirds probability of saving no plants and no jobs.

In the loss frame condition, the options were described in terms of how many plants and jobs would be lost:

Plan A: This plan will result in the loss of two of the three plants and 4,000 jobs.

Plan B: This plan has two-thirds probability of resulting in the loss of all of the three plants and all the 6,000 jobs, but has one-third probability of losing no plants and no jobs.

Keep in mind that these choices, while phrased differently, were mathematically equivalent. But, despite this equivalency, there were statistically significant differences in participants’ choices across conditions.

In the gain frame condition, 74% of participants chose Plan A and 26% chose Plan B. In the loss frame condition, only 55% of participants chose Plan A, while 45% chose plan B.

The jump from 26% to 45% with plan B is significant. Essentially, there was an 80% change in “persuadability” and willingness to choose the risky option by framing it as a loss instead of a gain. This is important for marketers and sellers because your prospects will regard your solutions as the “risky” alternative when compared to their status quo situation.

These outcomes are consistent with the principle of loss aversion, an idea pioneered by social psychologists Amos Tversky and Daniel Kahneman. What loss aversion means for marketers and sellers is that people are more willing to make a change, do something different, or seek a risk significantly more often to avoid a loss than to acquire a gain.

These outcomes are consistent with the principle of loss aversion, an idea pioneered by social psychologists Amos Tversky and Daniel Kahneman. What loss aversion means for marketers and sellers is that people are more willing to make a change, do something different, or seek a risk significantly more often to avoid a loss than to acquire a gain.

And it appears executive decision makers are no different. They demonstrate a far greater appetite for the risky bet when the first option or current scenario is framed as a loss.

Scenarios 2 and 3: Personal Decision-Making Contexts

For the second part of the study, we tested two other scenarios. This time the decisions executives faced were more personal in nature.

In one of them, participants in the gain frame condition were instructed to imagine that there was one bottle of their favorite wine—a rare vintage—in a local wine shop. Meanwhile, participants in the loss frame condition were told to imagine that there was one bottle of their favorite wine, also quite rare, in their cellar. Participants in the first group were instructed to indicate how much they’d pay to buy the bottle in the wine shop, while participants in the latter were asked to indicate for how much they’d be willing to sell their bottle.

There was a statistically significant difference between the two conditions, as executives in the first (gain) condition were willing to pay $173 for the rare bottle of wine. But the ones in the second (loss) condition listed a substantially higher price ($1,950.71) they would charge for their rare bottle of wine. Essentially, participants demanded far more money to sell their favorite bottle than they would be willing to pay to buy their favorite bottle.

There’s nothing rational about that reaction. Executives are clearly willing to apply emotions in their professional and personal financial dealings. And loss aversion is just as powerful for executives as it is for us “average” humans.

So the next time an executive buyer tells you that it’s all about the numbers and that they make a strictly rational, logical decision, know that they are unwittingly (not intentionally) lying to you. Emotions and intuitions have major sway in the decision-making process, and your success at convincing executives to do something different could depend on your ability to show them not what they stand to gain by switching to you, but what they stand to lose if they don’t.

Check out the research brief to take a deeper look at the study.

door2door Marketing agency in Pune

door2door Marketing agency in mumbai

Sales , Brand Identity Management, Experiential marketing, Loyalty Card Solutions,

B 2 C sales, Outdoor Banner, Continual

Face to Face Marketing and Door to Door Marketing 

Professional Qualified Sales Experts present products and services, calling on companies using our proven door2door Marketing agency , door-to-door sales technique and door2door Marketing agency in mumbai.

We convert potential customers to sustainable clients in the shortest space of time( door to door sales, door2door Marketing agency ). 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. door2door Marketing agency 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 agencies in kalyani nagar

Sales Management Strategies

The art of meeting the sales targets effectively through meticulous planning and budgeting refers to sales management. Sales Management helps to extract the best out of employees and achieve the sales goals of the organization in the most effective ways.

Let us go through some sales management strategies:

• Identify goals and objectives of the sales team. Be clear on your sales targets. Make sure the targets are realistic and achievable. Also assign a fixed timeline to achieve the targets.
• Know your product well. Understand what benefits end-users would get from your brand. The marketers must interact with customers to find out more about their expectations from the product as well as the organization. One would not be able to convince the customers unless and until he himself is clear with the benefits of the products.
• Identify your target market. Selling techniques and strategies can’t be same for all individuals. Each audience has different needs, interests and requirements.
• Hire the right individual for the sales team. Remember the sales professionals have a major role in the success and failure of organizations. Recruit individuals who are aggressive, out of the box thinkers and nurture the dream of making it big in the corporate world. Make the sales representatives very clear about their roles and responsibilities in the team. Develop a lucrative incentive plan for them. Incentives and monetary benefits go a long way in motivating the sales team.
• Don’t lie to your customers. It is important to maintain transparency. Communicate what all your product actually offers. It is unethical to make false promises. Only commit to what you actually can deliver to customers.
• Know what your competitors are offering. It is essential to do a SWOT analysis of your organization to know its strengths, weaknesses, threats and opportunities. A marketer must know how his product is better than his competitors.
• Sales representatives must do their homework before going for a sales call. One should never go unprepared. Remember the customer can ask you anything and you have to be ready with your answers. The management must promote training sessions at the workplace to upgrade the skills of the sales professionals and expect them to deliver their level best.
• Devise strategies as per the target audience. Know your market well. The individuals must be able to relate to your products. The strategies must be formulated in the presence of all. Each one should have a say in the same. Let everyone come out with his suggestions. Be ready with alternate plans if one plan fails.
• The management must conduct frequent meetings with the sales team to review their performances. Keep a track on their daily activities. The sales team must prepare Daily Sales Reports (DSR) for the superiors to know what they are up to.
• One must assess his own performance. Recall your interactions with the clients and analyze where you went wrong and where things could have been a little better.
• Treat your customers well for higher customer satisfaction and retention. Don’t oversell. Once you are through with your sales presentation, don’t be after your client’s life. Give him time to think and decide.
• The sales pitch must be impressive for the desired impact.

Brand Value Measurement

Brands have a certain value in the market as well as in the balance sheets of the organization that owns the brand. This is a matter that has been agreed upon by the industry. The accounting of the brand value and the methodology for calculation of the brand value is widely debated. When organizations pay a huge premium or goodwill to acquire a brand, it becomes a strategic decision. However accounting for the premium paid is a matter that is discussed and debated by many in the industry.

No doubt accountants would like to assign a tangible value to every asset owned by the company and brand value paid to acquire a particular brand and the business is also considered to be an asset. One of the systems followed by UK based business organizations is that they capitalize the entire value paid for acquiring the business and the same is depreciated over a period of time.

Interbrand, the branding company has proposed a different method of accounting for the brand value. This method as well as the other methods that are proposed by industry experts take into account the future sales potential of the brand as well as its current market share to arrive at a definitive figure in terms of brand equity or brand power.

Accordingly one of the models followed by the industry accounts for the net profit earned by the brand in the last three consecutive years in terms of value. To this, is added a score that is derived out of measuring certain key factors associated with the brand like brand leadership, market share, trend, loyalty etc. Certain weight age is given to each of the factors and the total score is then converted into a certain value with the help of a multiple that is again derived out of a market study conducted for that particular sector.

Similarly there are several other models and methods that have been proposed by experts in the industry. All of the models use a combination of qualitative and quantitative factors to arrive at a measurable value in terms of Brand Equity. Some of the well known models are Brand Equity Index, Consumer Brand Equity Brand Asset by Longman Moran and Leo Burnett, Conversion Model Equity Monitor etc. The factors included in the above vary from Quality of the brand to Customer attitude, perception, market share, price band, durability etc.

A reasonable model to measure brand equity becomes essential not only for the accountants but for the business Organization that is looking out to buy a brand. Valuation of a brand and fixing the right price or premium for the brand needs a proven methodology and model that can guide the decision making. It is also true that one model cannot satisfy the finance and accounts personnel as well as the business managers, for each one’s perceptions and purpose of evaluation is different. When brands are key to the growth and business strategy of the Organizations, the decision makers would definitely need proven and strong models to guide them for decision making. Besides the models they would need to analyze the brand equity from many other points of view of product portfolio, growth potential of the brand to see if a particular brand is the right choice for them. If there exists a strategic synergy between the brand and the buyer’s business needs, then the brand value is likely to change and the buyer might find that he is required to pay a premium over and above the perceived brand value. At what price does it make sense to acquire the brand is a decision that is critical to the buyer. Brand value models can certainly aid him in this decision making process.

……………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………….

Articales from http://www.managementstudyguide.com

More Sales Less Time

More Sales/Less Time

-A book review-

If want to exceed your sales goals this year-read this book…

I am not sure how some people do it?   Jill Konrath has written three other sales related books and now she hits the mark again with More Sales/Less Time published by Penguin books.

This book sets a different tone from her past books, Selling to Big Companies, SNAP Selling and Agile Selling.  In this book, Jill shares a highly personal story, sharing a lot of research that ends up providing every executive, sales manager and certainly all salespeople a formula to increase productivity. Her findings and action plans are a fresh approach to managing a salesperson’s business and personal life by creating a more productive time management plan. In the end, time is everyone’s most valuable asset.

What you will enjoy about this book is Jill created a story about her own professional sales life, with pipeline challenges, client work and worldwide travel challenges, plus including her active personal life. Everyone will relate to her realization that “things’ had gotten out of control. Everyone in sales will buy into her story, her attempts to increase productivity, her failures, this makes her “result” all the more real.  The other strong aspect of this book is the ton of research Jill had done along with many one on one interviews, that bring credibility and reinforces her thinking. (Jill has a complete appendix of available resources for you too…)

So what’s the meat in this book? In my opinion it is the essence first that in today’s crazy busy sales world, there are many distractions (CRM/Social Media/Internet, sales calls….) that eat into a salesperson’s key resource –TIME.  Jill takes you through her pathway of exploring various ideas, tools and even gamification to attempt to find her method to increase her productivity and time management.   I turned over the corners of 18 pages where I found major tips, new concepts and key points in her book.  You will find yourself nodding your head and say, great idea!

What you will gain by buying this book is a process to create a new time saving methodology for you! A personal plan that will:

• Recover Lost Time
• Learn to Get More Done
• Make it Easier
• Accelerate Sales

Those are just a few of the major sections of Jill’s book. The chapters I found most enlightening were Part 4, where Jill becomes The Time Master, her Time Master Manifesto should be hung on every sales room wall!  It’s worth the investment of the book.  Let me give you a hint: The Time Master becomes her avatar that possesses a deep knowledge and magical capabilities-like a wizard-a hero! 

Part 5 “Add the Secret Sauce” links everything together.

HINT: if you are a Sales Manager, Appendix 1 is for you: Leading a Highly Productive Sales Team

It’s a fun read with a lot of worthwhile content. If you are a sales leader, buy this book for every salesperson and run an Acumen Book Club-assign each of the 7 sections to a salesperson and then each week in your sales meetings, discuss the contents of that section with your entire team. Then follow up to ensure your team is working on Jill’s key points-I think you will be amazed at the increase in productivity.

door2door Marketing agency in Pune

door2door Marketing agency in mumbai

Sales , Brand Identity Management, Experiential marketing, Loyalty Card Solutions,

B 2 C sales, Outdoor Banner, Continual

Face to Face Marketing and Door to Door Marketing 

Nothing beats the reality that one gets when you can interact with potential clients face to face physically moving from door to door within a community or household to household, face to face field marketing is also called personal selling or door to door marketing, customers are met directly in order to sell their products, using this method of field marketing we rely on our skills and persuasive abilities. During the period where we get to interact with the client face to face we get more chance to pass across edible information which would be useful to all our customers at that time and it’s also an opportunity for us to get feedback and to gauge your opinion about our business.

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 agency in Warje

Think Executives Are Purely Rational Decision-Makers? Think Again.

When you create a message for VPs or higher personas, you may be tempted to assume that their decisions are strictly rational and logical and that it’s all about the math. Why? Because they tell you that, and they believe it themselves.

Well, they are lying to you. Not on purpose, but lying nevertheless, according to a recent experiment we conducted with Dr. Zakary Tormala, a social psychologist with expertise in messaging and persuasion.

The study found that in a business decision-making scenario, you can provide executives with the same math with respect to a business proposition, but get significantly different results depending on how you frame the situation.

Conrad Smith, VP of consulting at Corporate Visions, reached out to Corporate Visions’ network of executives and asked them to take part in an online experiment. Participants—113 of them—came from a wide array of industries, including software, oil, finance, aerospace, and others, and occupied a range of high-level roles at their companies, from vice president up to CEO.

Scenario 1: Business Decision-Making Context

At the outset, participants were told that the researchers were trying to learn more about executing decision making and that participants would be presented with several different hypothetical scenarios. Unbeknown to participants, they were randomly assigned to one of two conditions—a “gain frame” condition or a “loss frame” condition—which they were placed in before the first scenario and remained in for the duration of the experiment.

In one of the hypothetical scenarios, all participants received the following instructions: “A large car manufacturer has recently been hit with a number of economic difficulties, and it appears as if three plants need to be closed and 6,000 employees laid off. The vice president of production has been exploring alternative ways to avoid this crisis. She has developed two plans.”

Following this overview, participants received information about the two alternatives. The two options were mathematically identical across the gain and loss frame conditions. The key difference? The status quo was framed as a gain in one condition and as a loss in the other.

In the gain frame condition, the options were described in terms of how many plants and jobs would be saved:

Plan A: This plan will save one of the three plants and 2,000 jobs.

Plan B: This plan has one-third probability of saving all three plants and all 6,000 jobs, but has a two-thirds probability of saving no plants and no jobs.

In the loss frame condition, the options were described in terms of how many plants and jobs would be lost:

Plan A: This plan will result in the loss of two of the three plants and 4,000 jobs.

Plan B: This plan has two-thirds probability of resulting in the loss of all of the three plants and all the 6,000 jobs, but has one-third probability of losing no plants and no jobs.

Keep in mind that these choices, while phrased differently, were mathematically equivalent. But, despite this equivalency, there were statistically significant differences in participants’ choices across conditions.

In the gain frame condition, 74% of participants chose Plan A and 26% chose Plan B. In the loss frame condition, only 55% of participants chose Plan A, while 45% chose plan B.

The jump from 26% to 45% with plan B is significant. Essentially, there was an 80% change in “persuadability” and willingness to choose the risky option by framing it as a loss instead of a gain. This is important for marketers and sellers because your prospects will regard your solutions as the “risky” alternative when compared to their status quo situation.

These outcomes are consistent with the principle of loss aversion, an idea pioneered by social psychologists Amos Tversky and Daniel Kahneman. What loss aversion means for marketers and sellers is that people are more willing to make a change, do something different, or seek a risk significantly more often to avoid a loss than to acquire a gain.

These outcomes are consistent with the principle of loss aversion, an idea pioneered by social psychologists Amos Tversky and Daniel Kahneman. What loss aversion means for marketers and sellers is that people are more willing to make a change, do something different, or seek a risk significantly more often to avoid a loss than to acquire a gain.

And it appears executive decision makers are no different. They demonstrate a far greater appetite for the risky bet when the first option or current scenario is framed as a loss.

Scenarios 2 and 3: Personal Decision-Making Contexts

For the second part of the study, we tested two other scenarios. This time the decisions executives faced were more personal in nature.

In one of them, participants in the gain frame condition were instructed to imagine that there was one bottle of their favorite wine—a rare vintage—in a local wine shop. Meanwhile, participants in the loss frame condition were told to imagine that there was one bottle of their favorite wine, also quite rare, in their cellar. Participants in the first group were instructed to indicate how much they’d pay to buy the bottle in the wine shop, while participants in the latter were asked to indicate for how much they’d be willing to sell their bottle.

There was a statistically significant difference between the two conditions, as executives in the first (gain) condition were willing to pay $173 for the rare bottle of wine. But the ones in the second (loss) condition listed a substantially higher price ($1,950.71) they would charge for their rare bottle of wine. Essentially, participants demanded far more money to sell their favorite bottle than they would be willing to pay to buy their favorite bottle.

There’s nothing rational about that reaction. Executives are clearly willing to apply emotions in their professional and personal financial dealings. And loss aversion is just as powerful for executives as it is for us “average” humans.

So the next time an executive buyer tells you that it’s all about the numbers and that they make a strictly rational, logical decision, know that they are unwittingly (not intentionally) lying to you. Emotions and intuitions have major sway in the decision-making process, and your success at convincing executives to do something different could depend on your ability to show them not what they stand to gain by switching to you, but what they stand to lose if they don’t.

Check out the research brief to take a deeper look at the study.

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Face to Face Marketing and Door to Door Marketing 

Nothing beats the reality that one gets when you can interact with potential clients face to face physically moving from door to door within a community or household to household, face to face field marketing is also called personal selling or door to door marketing, customers are met directly in order to sell their products, using this method of field marketing we rely on our skills and persuasive abilities. During the period where we get to interact with the client face to face we get more chance to pass across edible information which would be useful to all our customers at that time and it’s also an opportunity for us to get feedback and to gauge your opinion about our business.

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.

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Sales Management Strategies

The art of meeting the sales targets effectively through meticulous planning and budgeting refers to sales management. Sales Management helps to extract the best out of employees and achieve the sales goals of the organization in the most effective ways.

Let us go through some sales management strategies:

• Identify goals and objectives of the sales team. Be clear on your sales targets. Make sure the targets are realistic and achievable. Also assign a fixed timeline to achieve the targets.
• Know your product well. Understand what benefits end-users would get from your brand. The marketers must interact with customers to find out more about their expectations from the product as well as the organization. One would not be able to convince the customers unless and until he himself is clear with the benefits of the products.
• Identify your target market. Selling techniques and strategies can’t be same for all individuals. Each audience has different needs, interests and requirements.
• Hire the right individual for the sales team. Remember the sales professionals have a major role in the success and failure of organizations. Recruit individuals who are aggressive, out of the box thinkers and nurture the dream of making it big in the corporate world. Make the sales representatives very clear about their roles and responsibilities in the team. Develop a lucrative incentive plan for them. Incentives and monetary benefits go a long way in motivating the sales team.
• Don’t lie to your customers. It is important to maintain transparency. Communicate what all your product actually offers. It is unethical to make false promises. Only commit to what you actually can deliver to customers.
• Know what your competitors are offering. It is essential to do a SWOT analysis of your organization to know its strengths, weaknesses, threats and opportunities. A marketer must know how his product is better than his competitors.
• Sales representatives must do their homework before going for a sales call. One should never go unprepared. Remember the customer can ask you anything and you have to be ready with your answers. The management must promote training sessions at the workplace to upgrade the skills of the sales professionals and expect them to deliver their level best.
• Devise strategies as per the target audience. Know your market well. The individuals must be able to relate to your products. The strategies must be formulated in the presence of all. Each one should have a say in the same. Let everyone come out with his suggestions. Be ready with alternate plans if one plan fails.
• The management must conduct frequent meetings with the sales team to review their performances. Keep a track on their daily activities. The sales team must prepare Daily Sales Reports (DSR) for the superiors to know what they are up to.
• One must assess his own performance. Recall your interactions with the clients and analyze where you went wrong and where things could have been a little better.
• Treat your customers well for higher customer satisfaction and retention. Don’t oversell. Once you are through with your sales presentation, don’t be after your client’s life. Give him time to think and decide.
• The sales pitch must be impressive for the desired impact.

Brand Value Measurement

Brands have a certain value in the market as well as in the balance sheets of the organization that owns the brand. This is a matter that has been agreed upon by the industry. The accounting of the brand value and the methodology for calculation of the brand value is widely debated. When organizations pay a huge premium or goodwill to acquire a brand, it becomes a strategic decision. However accounting for the premium paid is a matter that is discussed and debated by many in the industry.

No doubt accountants would like to assign a tangible value to every asset owned by the company and brand value paid to acquire a particular brand and the business is also considered to be an asset. One of the systems followed by UK based business organizations is that they capitalize the entire value paid for acquiring the business and the same is depreciated over a period of time.

Interbrand, the branding company has proposed a different method of accounting for the brand value. This method as well as the other methods that are proposed by industry experts take into account the future sales potential of the brand as well as its current market share to arrive at a definitive figure in terms of brand equity or brand power.

Accordingly one of the models followed by the industry accounts for the net profit earned by the brand in the last three consecutive years in terms of value. To this, is added a score that is derived out of measuring certain key factors associated with the brand like brand leadership, market share, trend, loyalty etc. Certain weight age is given to each of the factors and the total score is then converted into a certain value with the help of a multiple that is again derived out of a market study conducted for that particular sector.

Similarly there are several other models and methods that have been proposed by experts in the industry. All of the models use a combination of qualitative and quantitative factors to arrive at a measurable value in terms of Brand Equity. Some of the well known models are Brand Equity Index, Consumer Brand Equity Brand Asset by Longman Moran and Leo Burnett, Conversion Model Equity Monitor etc. The factors included in the above vary from Quality of the brand to Customer attitude, perception, market share, price band, durability etc.

A reasonable model to measure brand equity becomes essential not only for the accountants but for the business Organization that is looking out to buy a brand. Valuation of a brand and fixing the right price or premium for the brand needs a proven methodology and model that can guide the decision making. It is also true that one model cannot satisfy the finance and accounts personnel as well as the business managers, for each one’s perceptions and purpose of evaluation is different. When brands are key to the growth and business strategy of the Organizations, the decision makers would definitely need proven and strong models to guide them for decision making. Besides the models they would need to analyze the brand equity from many other points of view of product portfolio, growth potential of the brand to see if a particular brand is the right choice for them. If there exists a strategic synergy between the brand and the buyer’s business needs, then the brand value is likely to change and the buyer might find that he is required to pay a premium over and above the perceived brand value. At what price does it make sense to acquire the brand is a decision that is critical to the buyer. Brand value models can certainly aid him in this decision making process.

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Articales from http://www.managementstudyguide.com

More Sales Less Time

More Sales/Less Time

-A book review-

If want to exceed your sales goals this year-read this book…

I am not sure how some people do it?   Jill Konrath has written three other sales related books and now she hits the mark again with More Sales/Less Time published by Penguin books.

This book sets a different tone from her past books, Selling to Big Companies, SNAP Selling and Agile Selling.  In this book, Jill shares a highly personal story, sharing a lot of research that ends up providing every executive, sales manager and certainly all salespeople a formula to increase productivity. Her findings and action plans are a fresh approach to managing a salesperson’s business and personal life by creating a more productive time management plan. In the end, time is everyone’s most valuable asset.

What you will enjoy about this book is Jill created a story about her own professional sales life, with pipeline challenges, client work and worldwide travel challenges, plus including her active personal life. Everyone will relate to her realization that “things’ had gotten out of control. Everyone in sales will buy into her story, her attempts to increase productivity, her failures, this makes her “result” all the more real.  The other strong aspect of this book is the ton of research Jill had done along with many one on one interviews, that bring credibility and reinforces her thinking. (Jill has a complete appendix of available resources for you too…)

So what’s the meat in this book? In my opinion it is the essence first that in today’s crazy busy sales world, there are many distractions (CRM/Social Media/Internet, sales calls….) that eat into a salesperson’s key resource –TIME.  Jill takes you through her pathway of exploring various ideas, tools and even gamification to attempt to find her method to increase her productivity and time management.   I turned over the corners of 18 pages where I found major tips, new concepts and key points in her book.  You will find yourself nodding your head and say, great idea!

What you will gain by buying this book is a process to create a new time saving methodology for you! A personal plan that will:

• Recover Lost Time
• Learn to Get More Done
• Make it Easier
• Accelerate Sales

Those are just a few of the major sections of Jill’s book. The chapters I found most enlightening were Part 4, where Jill becomes The Time Master, her Time Master Manifesto should be hung on every sales room wall!  It’s worth the investment of the book.  Let me give you a hint: The Time Master becomes her avatar that possesses a deep knowledge and magical capabilities-like a wizard-a hero! 

Part 5 “Add the Secret Sauce” links everything together.

HINT: if you are a Sales Manager, Appendix 1 is for you: Leading a Highly Productive Sales Team

It’s a fun read with a lot of worthwhile content. If you are a sales leader, buy this book for every salesperson and run an Acumen Book Club-assign each of the 7 sections to a salesperson and then each week in your sales meetings, discuss the contents of that section with your entire team. Then follow up to ensure your team is working on Jill’s key points-I think you will be amazed at the increase in productivity.

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