Seven tips for improving sales
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The basic principle of improving sales performance is to optimize the marketing performance of a sales team in the short, medium and long term by optimizing all available resources, such as interpersonal relationships, workflow, staffing, advanced technology, financial support, etc. Dahua.
Some strategies that effectively improve sales performance are often routine, and these strategies challenge the wisdom of traditional sales. This article is mainly to share with readers seven tips for improving sales.
Tip 1: Do the right thing
There are two extremes in many marketing organizations—no sales data or sales data. Curiously, teams with sales data are no better than teams that don't have sales data. Nonetheless, any sales process can be fully defined and optimized by using a small number of key performance indicators. These data are readily available and can be easily tracked, provided you know what you are looking for.
Tip 2: The Golden Rule is that there is no golden law in the world.
A golden rule is that in the face of some unexpected situations, you should know what to do and what should not. The golden rule is based on some of the previously painstaking practices that can be used and referenced in the future. Here are some general golden laws, such as:
To sort out the business of the year, the business of the next year can work very well on its own;
When you lack potential customers, it is a good time for you to do marketing expansion;
Face customers, even if you don't know what to do, you will always have to do more things;
In the face of dissatisfied customers who are about to leave, you should never try to sell the product to him.
The above golden laws, they are often wrong, no matter how intuitive you think they are. Which is better to develop new customers and retain old customers? Which is better to communicate with more active customers and to compete for less active but more potential customers?
The answer to the question depends entirely on the data support you are currently in at the sales stage, and does not depend on how successful you were at a certain stage or a certain event in your previous sales process. You need to model your sales process, handle the relevant numbers, and give them a better choice.
Tip 3: Is there a loophole in your sales channel?
If the sales process is a car, then the sales channel is oil. If you don't have the oil or use the right type of oil, even if you are driving a Formula1 car, you are not far away. More successful marketing organizations often check whether their channel is consistent with its performance metrics.
For example, suppose you need four months to turn a potential potential customer into your new one, and the probability of success is 1/3, and your goal is to have 3 new customers in a month, then you have to make sure Your channel covers at least 36 potential customers. The same logic applies to new contracts, new prospects, and your channels. If you find a loophole in the sales channel, you should take action right away, but due to the sales cycle, you may not be able to make up for the loophole this year, but you must improve your performance in other ways.
Tip 4: Know when to go for marketing, or when not to go
If your sales cycle is long, your labor results may just be revealed at the end of the year, and you will not see most of the results until the second year.
In this case, I can tell you through historical data that marketing expansion will increase by 50%, and only increase sales revenue by a few percentage points this year. The secret is to find out the problems in marketing as early as possible, and solve them as soon as possible, not just increase marketing sales to increase sales revenue.
Tip 5: Be wary of the idea of ​​"only pay attention to this year"
The previous point will lead some sales managers to ignore the early sales behavior in the sales life cycle as the past year has passed, as it seems to have little effect on this year's sales figures. This logic seems to be correct, but it is not a wise decision. "Only paying attention to this year" may not have a big impact on this year, but he may have a major impact on the coming year.
The idea of ​​"only paying attention to this year" is a dangerous trap that will leave you with a big hole in the sales channel at the beginning of each year. More successful marketing organizations are not based on a 12-month basis in managing their sales, but are based on a 12-month rolling cycle that is independent of the end of the fiscal year.
Tip 6: Manage sales time, don't let it manage you
Do you know how long it takes to turn a new potential customer into an active and active old customer? In most cases it takes more than a year. Assuming that most of your sales now depend on active customers, not new ones, it means that the effort you make to expand your business will not have any effect on this year's performance. So in addition to knowing if your sales channel has loopholes, you also need to determine and plan the time period for each phase of the sales process. Once you are sure, what can you do?
Obviously you want to minimize this cycle without affecting the output. And only if it is within your control ability, the time of the sales cycle is likely to be shortened. Turning potential contacts into target customers may not be under your control because you may lack a good relationship with these employees.
However, you can have more control over the conversion of potential targets into new customers or the conversion of new customers into major customers. If you try to manage your sales expectations through an excel sheet that is not designed by time, you may have difficulty managing your sales time.
Tip 7: Choose the right tool - simulation sales
The latter secret to improving sales performance is quite simple. A better way to increase sales revenue is to use limited resources to more places where sales may be improved, rather than trying to do more with limited resources on a limited scale. This is the more optimized sales resources. You should put resources into the 3 to 4 links that are more important to the sales process. So where do you get the resources to do these things? This problem is actually very simple. You only need to mobilize resources from those unimportant links. These places will not have any effect on your sales figures even if you relax. However, the way to accurately identify key and non-critical aspects is to simulate sales in your simulation program and see which changes will change your sales figures.
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