Prospecting - Building an Advocate Army

Written by John Boe

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· Let your existing advocates assist you in training your potential advocates. Develop an action plan to contact your potential advocates and invite them to a breakfast or lunch along with one or two of your best advocates. This low-pressure approach is effective because you merely guiderepparttar discussion and allow your advocates to share their referral techniques.

· Stay in contact. Put your advocates on a suspense list to contact them quarterly. Consider calling or mailing them something of interest, such as an article or newsletter.

How do I train my advocates to prospect effectively?

· Teach your advocates how to approach a prospect. Be careful not to let them overeducate their referrals. Role-playrepparttar 127392 actual words you would like them to use when they introduce you. I suggest that you coach them to say what it is that you do - not how you do it. Keep it simple and short.

· Prepare them forrepparttar 127393 standard objections that they may expect to encounter from a prospect. If they are not prepared to deal withrepparttar 127394 typical objections, they will be less effective and will potentially be discouraged from future prospecting attempts.

How do I reward my advocates after they have provided me with a referral?

· Send them a thank you card and or call them to thank them for referring a prospect to you. Keep them informed onrepparttar 127395 status of their referrals. You must have a system in place to provide feedback to your advocates or they will not feel appreciated and will loose interest.

. Consider giving them a small gift for their involvement, such as a gift certificate to a local restaurant.

John Boe, based in Monterey, CA, helps companies recruit, train and motivate top-quality people. To view his online Video Demo or to have John Boe speak at your next event, visit or call (831) 375-3668.


Written by Mason Duchatschek

Continued from page 1

So let me get torepparttar point. Are your salespeople spinning their wheels? Are they spending time, money, and energy keeping busy or producing results? If you’re not sure, be onrepparttar 127391 lookout. Watch and see if your reps are doing things that less-skilled and lower-paid support personnel could be doing for them. Do your representatives spend time doing things manually that could be done better, faster, and more efficiently using technology?

For example, are they writing and launching mailing campaigns that could be done better and faster by an assistant with a computer and automation software? Are they spending hours each day leaving messages in prospective clients’ voice mail boxes instead of having sales assistants with Direct Voice Mail Marketing Systems make calls for them?

Let me encourage you to rethinkrepparttar 127392 assignment of individual job responsibilities and listrepparttar 127393 tasks necessary for successful job performance. Take a look at which tasks requirerepparttar 127394 specific knowledge and ability of a salesperson and which ones don’t. Build teams of support personnel and leverage technology wherever possible to cost effectively and efficiently accomplishrepparttar 127395 simple, yet time-consuming, tasks that hold your salespeople back.

Copyright 2001, Mason Duchatschek

Mason Duchatschek is the president of AMO-Employer Services, Inc., in St. Louis, Missouri, and co-author of the book Sales Utopia: How to Get the Right People, Doing the Right Things, Enough Times. His phone number is 1-800-245-0445, and his company’s website is

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