10 Steps to Better Sales Copy

Written by Brandie Kin

10 Steps To Better Sales Copy

You've worked so hard getting that much elusive traffic to your site. You've taken out a few ezine ads that have returned a good number of clickthroughs, you're getting some traffic fromrepparttar major search engines, and still you wonder why your cash register isn't jumping. You know you've got a good product or service. What'srepparttar 127212 problem?

Well it might berepparttar 127213 sales copy on your web site.

Far too often I seerepparttar 127214 same mistakes on web site after web site. Let's take a look at 10 points of writing good copy and see how many of these you have incorporated into your own site copy.

1) ATTENTION: You MUST grabrepparttar 127215 visitors attention immediately with your headline. You've got about 2 seconds to get their interest or they are gone. How many web sites have you seen that start out with a phrase such as "Thank you for visiting my web site. Here you will find some great products" BLAH BLAH BLAH. Bye bye visitor.

The headline of your site must pullrepparttar 127216 visitor in, make them want to learn more. I'm not going to give you sample headlines as that is notrepparttar 127217 purpose of this article, but if you don't have a killer headline,repparttar 127218 rest becomes somewhat irrelevant.

2) INTEREST: Once you've managed to convincerepparttar 127219 always skeptical visitor that they need to keep reading with your great headline, you need to start building overall interest in your product or service, how willrepparttar 127220 potential customer benefit from your product or service. Never EVER start talking about yourself, you must focus onrepparttar 127221 benefits your product can provide torepparttar 127222 visitor.

3) BUILDUP and CREDIBILITY: So far so good, you haven't lost them yet. Now comesrepparttar 127223 tough part. Up to this point you've lured them in with some great writing, but now you have to start backing up your claims. This is where you need to throw in some testimonials. Any testimonial you use must be 100% authentic.

4) PROVE YOUR CREDIBILITY: I recommend you always userepparttar 127224 person's real name, city and state inrepparttar 127225 testimonial.

Testimonials that simply use someone's initials are always looked at with a skeptical eye, and you know why, no one really knows whether they are real or bogus. Askrepparttar 127226 person givingrepparttar 127227 testimonial if it is OK to use one of their real email addresses inrepparttar 127228 testimonial. This way people know they can contact this person to verifyrepparttar 127229 authenticity ofrepparttar 127230 testimonial. I have given a number of testimonials throughrepparttar 127231 years and always allow my email address to be used. I have also received a number of inquiries from people wanting to verify if my testimonial was real. It was, and a few of them also became MY customers.

5) BELIEVABILITY BUILDERS: Make certain at this point you offer a no hassle guarantee. A Strong guarantee does not increase refunds, it reduces them. Makerepparttar 127232 potential customer know that you stand 100% behind what you sell and if they have a problem or are dissatisfied in any way, you are there to help them.

Don't make them have to hunt around for email addresses or phone numbers. A simple, "if you ever have any problems you can just pick uprepparttar 127233 phone and call me at 555-555-1212"

What football managers know and we don’t

Written by Mike O'Riordan

For many of us, amateur commentary and critique of ‘professional’ football is a national pastime. It’s a shame we don’t pay such close attention to our business. Take a moment to ponder this…….

·How would you feel about investing £millions in a new player for your team without having seen him play beforehand? ·Oncerepparttar player joined your team, how regularly would you want to see him play in order to assess his ability, strengths and weaknesses ? ·How personalised would his ongoing coaching be to ensure his fitness and skills continue to improve?

I can take a fairly accurate educated guess on your answers. So I’m wondering why we don’t applyrepparttar 127211 same principal to our sales professionals?

·Why is it that companies continue to invest millions in a sales team in order to grow their business without ever really seeingrepparttar 127212 sales people in action? ·Why are salespeople are rarely assessed and coached inrepparttar 127213 field to improve their performance and thus maximiserepparttar 127214 organisation’s return on investment? ·Why is it that there is little emphasis on improvingrepparttar 127215 skill and knowledge levels of salespeople other than, perhaps, a little ‘product’ training?

I saw an advertisement last week, which read ‘Sales Director wanted £28 million’. Although this appeared to berepparttar 127216 salary, it was of course,repparttar 127217 estimated cost torepparttar 127218 company were they to makerepparttar 127219 wrong selection.

·Why are many senior management teams so cavalier about measuringrepparttar 127220 real return on investment achieved by their sales team other than tracking revenue? ·Why don’t they understand where, and what added-value help is necessary to increase sales performance?

What do you know aboutrepparttar 127221 standards of performance of your salespeople and will this be enough to achieve your corporate goals? Surely it is sheer madness to ignorerepparttar 127222 part of your business that is potentially capable of generating such massive growth and profit both now and inrepparttar 127223 future?

And so back to football Before purchasing a player you would study his track record. You would assess both his fitness and his, skills (such as passing, shooting, headingrepparttar 127224 ball and his ability to accurately position and readrepparttar 127225 game). Scouts and management would observerepparttar 127226 person playing prior to making such a huge investment. Judgements in relation to their ability to blend intorepparttar 127227 team would be considered seriously, a thorough medical would take place and a contract negotiated.

Now let’s see what often happens in many UK organisations when it comes to selecting, managing and growing a successful sales team…….

New salespeople are often recruited from a steady stream of (often irrelevant) c.v’s from selected organisations which have a vested interest in placing their candidate. The interview process is often informal and based on ‘gut feel’ becauserepparttar 127228 sales managers performing interviews are unprepared, under time pressure and inadequately experienced in selecting top sales performers. A manager often interviews a candidate withoutrepparttar 127229 ability (or recognition that it’s necessary) to matchrepparttar 127230 Knowledge, Attitudes, Skills and Habits ofrepparttar 127231 candidate withrepparttar 127232 requirements ofrepparttar 127233 job. In addition,repparttar 127234 candidate is rarely evaluated in a real life situation – we don’t get to seerepparttar 127235 ’player’ onrepparttar 127236 ‘pitch’. Joint interviews of candidates are decreasing due to time pressures. Proof of previous sales performance, P60 supporting evidence of past earnings and, perhaps most surprising, references, are seldom requested.

Very often,repparttar 127237 end result isrepparttar 127238 selection ofrepparttar 127239 wrong candidate which then takes many months to become apparent. By which time of course, you’re stuck withrepparttar 127240 problem of reversing your expensive decision with employment law and numerous other ramifications to consider.

The lynch-Pin Point

In this age ofrepparttar 127241 internet isn’t it more cost effective to invest less cash on findingrepparttar 127242 candidate while investing more inrepparttar 127243 correct selection process? Recruitingrepparttar 127244 wrong salespeople is extremely expensive, time consuming and unproductive so why do we not insist on a professional selection process inrepparttar 127245 same way that football managers do?

Your new salesperson joinsrepparttar 127246 team………….

Once on board, our football manager would insist on continued meticulous screening in training and during match play whilst an on-going personal programme of coaching and improvement was agreed.

But our Managing Director………..

Givesrepparttar 127247 new sales person a territory and a sales target based onrepparttar 127248 organisation’s requirements (i.e. top down quota). The person may be given an induction programme and perhaps even some product training if he’s lucky. However, he seldom receives ongoing job assessment and coaching and 6 months later has, in all likelihood, still not benefited from a visit with his manager. The company management adds to this folly by implicitly supportingrepparttar 127249 lack of standards of performance, systems and methodologies required to measurerepparttar 127250 necessary quality and quantity of sales effort.

The boards of directors usually ignore these issues when markets are buoyant and business is going well. The reality is that in fact, they are missing £millions in lost opportunities. They then react in ‘panic mode’ when sales are decreasing which often results in new management appointments to allowrepparttar 127251 same problems to occur once more -- only dressed in a different wrapper.

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