10 Steps to Better Sales Copy

Written by Brandie Kin

Continued from page 1

Don't make financial claims you can't backup. If you are going to brag about how much money you have earned, you better have copies of notarized bank statements on your site showing EXACTLY how much you made. If you haven't made $500 per day selling a given product, don't say you have. It's just not believable. 6) SCARCITY: The limited time offer has been working wonders for years and using it on a web site is no different. Tellingrepparttar visitor that whenrepparttar 127212 product or special price is gone, it is gone, tends to build a sense of urgency. If they don't act now they may lose out. They may not lose out, but you need to convincerepparttar 127213 always skeptical buyer that if they don't act now, your great offer will be history.

7) ACTION: Quite simply, make it easy forrepparttar 127214 visitor to order now. ie; Call this number to order now: or, Just CLICK HERE to go to our secure order page.

Don't makerepparttar 127215 visitor jump through hoops or have to look all over your site for a place to make an order.

8) THE WARNING: Learn to play onrepparttar 127216 visitors fears and emotions. Use a simple statement like this:

"Listen, you can go on making no money forrepparttar 127217 next 20 years, It doesn't matter to me, but if you're serious about changing your life, all it takes is one simple phone call and you'll be on your way to a new beginning."

You are touching an emotional flash point. If they've gotten this far into your sales letter, you obviously have their interest, so hitting those emotional buttons can berepparttar 127218 one thing that makes that sale.

9) NOW: This is building offrepparttar 127219 emotional buttons you pressed in #8. You need to again drive homerepparttar 127220 urgency. Convince them they owe it to themselves, that they don't have to struggle anymore, that there is a better way etc. This is pretty muchrepparttar 127221 icing onrepparttar 127222 cake.

10) THE POSTSCRIPT: Always end with a PS. You can restate #6, while rewording it differently, remind them this is a limited offer. You can also userepparttar 127223 PS to throw in added bonuses by stating that if they act now you will throw in this bonus, or that bonus. You start piling on.

If you've followed these 10 points you pretty much haverepparttar 127224 outline of how some ofrepparttar 127225 best copy writers inrepparttar 127226 world construct copy that has turned ordinary people into millionaires.

Remember that gettingrepparttar 127227 visitor to your website is justrepparttar 127228 start. Once they are there you better know what to do with them.

---------------------------------------------------------------- Bryan Winters' promises: "Not Only Will I Show You How to Make Your Living Online, I'll Also *Pay* Forrepparttar 127229 Products, Services, and Resources Needed to Do It: Web hosting, Autoresponders, Ad Tracking, and More!" Click here forrepparttar 127230 solution you've been searching for: http://pbutton.opportunity.com ----------------------------------------------------------------


What football managers know and we don’t

Written by Mike O'Riordan

Continued from page 1

This is notrepparttar way to plan for success and it is certainly notrepparttar 127211 way you would run a football team!

We call this ‘management by hope’.

So why isrepparttar 127212 sales function not producingrepparttar 127213 return onrepparttar 127214 investment required?

We couldn’t attempt to address allrepparttar 127215 reasons but listed below are some snapshots of what we have seen over recent years.

·The detail ofrepparttar 127216 sales function is seldom understood at board level. The belief that if you simply ‘do more’ you’ll getrepparttar 127217 result is frighteningly common. No attention is paid torepparttar 127218 ‘doing more’ of ‘what’, or to ‘whom’. ·The direct sales plan is not integrated intorepparttar 127219 marketing and business plan andrepparttar 127220 disconnect is apparent. ·The sales management team is usually rewarded for achieving short-term revenue and profit goals with little measurement ofrepparttar 127221 qualitative and quantitive parts ofrepparttar 127222 job. ·Structured up-skilling and ‘leader & coaching’ programmes seldom exist. ·Apathy and low work rate withinrepparttar 127223 sales organisation. (The drumbeat is too slow.) “If Bill hits his targets and only works 4 days per week, why do I care if he plays golf every Friday?” No thought is given to how much more Bill could achieve, how this would effect his motivation and indeed, how his targets were set! ·Lack of a ‘sales culture’ and excitement ·Lack of recognition of true professional selling ·The introduction ofrepparttar 127224 internet and e-mail has given salespeople another excuse not to make contact with customers and cultivate their network

We are in danger of seeing standards of sales performance reduce year by year unless we take action now.

So what are our choices?

It’s very simple really……………Organisations can continue inrepparttar 127225 same vein and leave sales results to chance, just hoping things improve……. or they can take action.

How to change?

It is not possible to coverrepparttar 127226 whole spectrum of sales issues regularly facing Managing Directors but here are a few checklist items that you could take action on now.

·Ensure your sales propositions are articulated and clearly understood byrepparttar 127227 salespeople and your customers. Your customers must really understandrepparttar 127228 business deliverables of your products and services andrepparttar 127229 implications of choosing an alternative. ·Ensure you have a leader of sales who really understandsrepparttar 127230 sales function and allocates time to managing it properly. Forbid them to be inrepparttar 127231 office for more than a small portion ofrepparttar 127232 working week. ·Prepare open questions that establishrepparttar 127233 needs and wants of your customer and then relate their needs and wants back to your products and services. ·Prepare a ‘person specification’ template to ensurerepparttar 127234 standards for existing and new people are met. ·Be sure you know how you wantrepparttar 127235 salespeople to spend their time. ·Introduce a professional selection and retention programme for all new and existing salespeople. ·Use outside expert resources where appropriate to plugrepparttar 127236 skill, knowledge and experience gaps within your own organisation. ·Plan, manage and measurerepparttar 127237 quality and quantity of sales effort taking place and compare this withrepparttar 127238 pre-agreed required activity to achieverepparttar 127239 result. ·Immediately introduce ‘bottom up / top down’ planning to checkrepparttar 127240 credibility of your revenue plan ·Link forecasting systems torepparttar 127241 quantity, direction and quality of activity required rather than just to historical sales results ·Know and understand how your sales team stacks up againstrepparttar 127242 competition

So where do you start?

·Start with a thorough review of your sales organisation. The people, procedures, processes and current performance and highlightrepparttar 127243 areas for immediate, medium and long-term improvement. This can be done very quickly and at quite low cost ·Build a programme to manage change and improvement by introducing standards and key performance indicators and ensure salespeople and management ‘walkrepparttar 127244 talk’ ·Where necessary, for fast, expert advice, appoint an external organisation that has a proven track record of implementing change and improving sales performance.

Do not think you can fix these issues by sending your people on a training course. You’d be better off taking your team for a ‘fun day’ and you’ll change no more. Rememberrepparttar 127245 football manager who works with his team, shares his experience and improves their skills atrepparttar 127246 coaching ground? While training might be helpful inrepparttar 127247 short term, there is no substitute for getting ‘onrepparttar 127248 pitch’ to play and being observed in real live situations.

It takes a brave executive, especially a Sales Director to admit they need outside help -- but all sportspeople have a coach who is continually improving performance so why should it be different for your sales professionals?


A 10% improvement in sales performance will make a vast improvement torepparttar 127249 profitability of a company and in most companies this is very achievable. However, it does require an investment of time, and some money. It requires people to stop some ofrepparttar 127250 unproductive things they are doing now, and, instead, spend their time focused on what is truly effective and productive.

“The definition of insanity is doingrepparttar 127251 same thing over and over and expecting different results”. Benjamin Franklin

At some point, whether you’re ready or not - things must change.

A Certified Accountant with 26 years experience of selling and marketing achievement in the IT industry. Having been on the board of many companies in the U.K. including Sperry, Unisys and Acorn Computers, the last three years sees Mike running O’RIORDAN LAWES, a business consultancy working with executives to address the issues of improving business performance. Mike is a Non Executive of Quantum a leading company of sales practitioners specialising in improving sales performance.

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