The Little Things Count--8 Things to Remember When Designing a Direct Sales Piece

Written by Keller Flynn

Continued from page 1

5. Font - It's always tempting to experiment withrepparttar myriad of font choices your computer offers, but don't get carried away. Some of those fonts are impossible to read. My advice is to stick with courier because it isrepparttar 127262 easiest to read.

6. Stationary - Keep your direct sales piece looking classy with color stationary and good paper stock. Don't go forrepparttar 127263 flimsy stuff just because it's cheaper. Your results will speak for themselves.

7. Envelope Size - Size really does matter when it comes to direct sales. Mail your letter in a 9 X 12 envelope and people will think they are getting something important.

8. Personal Touches - Addressrepparttar 127264 envelope by hand. It makesrepparttar 127265 recipient ofrepparttar 127266 sales piece feel special and important because you tookrepparttar 127267 time to add that personal touch. Sales pitches come addressed by a computer, but a letter from a friend comes hand- addressed. Your prospects will be more likely to open a friendly letter than one they know contains a sales pitch.

It also helps to use a real stamp instead of a postage meter. Again, people will think you tookrepparttar 127268 time out to personally lick each stamp and place it on their envelope. It adds that personal touch that most sales pieces lack.

Keller Flynn writes sales making sales letters at DrNunley's Get your 900 word sizzling sales letter for print, email, or your web site for just $345. We'll have it in your hands within a few days. Reach Keller at or 801-328-9006.

Teaching Your Organization to Learn

Written by Dave Kahle

Continued from page 1

Not only isrepparttar institutionalized competency of active learning a strategic imperative but it is also a powerful fringe benefit for your employees. One ofrepparttar 127261 biggest problems for growing organizations inrepparttar 127262 last few years has beenrepparttar 127263 challenge of attracting and retaining good employees. One ofrepparttar 127264 things that attract employees to an organization is their perception thatrepparttar 127265 organization is headed for success and is willing to invest in its employees alongrepparttar 127266 way. Helping your employees gain new skills or deepen their current capabilities is a powerful way to show your commitment torepparttar 127267 future and your investment in your employees. Helping them learn to learn is viewed as a powerful fringe benefit.

So creating this learning capability within your organization and instillingrepparttar 127268 capability at every level inrepparttar 127269 organization provides a double benefit: it's both a strategic advantage as well as a powerful fringe benefit.

How to begin...

This all sounds good, but how do you do it? Here are four simple steps to startrepparttar 127270 transformation.

No. 1. Develop a compelling vision forrepparttar 127271 company's future and show your employees how they can be a part of it.

A vision is a description of whatrepparttar 127272 company can be inrepparttar 127273 future. By describing a future that is different then today's you provide a reason for every individual to grow:repparttar 127274 organization needs them to become something better than they are now. The difference between your vision forrepparttar 127275 future and your current situation is clearly an opportunity forrepparttar 127276 different pieces ofrepparttar 127277 business to grow and expand.

One ofrepparttar 127278 core principles upon which active learning is based is this: that adults don't learn unless they want to eliminate some pain or achieve some gain. As long as everyone is content withrepparttar 127279 status quo there can be no serious growth. Your job, if you're going to build this capability of active learning, is first to instill some discontent.

The individuals within your organization must want to be something that they are not now. The more challenging and exciting is that vision,repparttar 127280 more likely it is thatrepparttar 127281 individual will want to hop aboard and be motivated to change. Here's a great example. Steve Case,repparttar 127282 CEO of America Online, has been quoted as espousing this vision:

"We want to berepparttar 127283 most valuable and respected company on earth." How'd you like to be a part of that organization? That'll quicken your pulse.

So, challengerepparttar 127284 organization with your vision ofrepparttar 127285 future, and see to it that every individual knows that you expect him or her to grow in their job, so that they can be a part of it.

No. 2. It is not enough merely to instillrepparttar 127286 vision, you must also enablerepparttar 127287 learning. That means that you must invest time and money inrepparttar 127288 learning process. That can mean something as a simple as creating a budget item for "training and learning" and allocating money for this process. It can also mean creating policies that reimburse employees for job related learning. It can mean investing in outside trainers, classes and courses, and continuous growth programs. It can also mean policies which allow for released time for seminars, retreats and training programs.

No. 3. Begin to instill this capability in your organization by mandating personal growth. Write into every job description a phrase that says every employee is expected to continually grow in their capabilities to do this job better as well as to expand their knowledge of other jobs withinrepparttar 127289 organization.

Make learning a strategic initiative. Manage it like he would any other strategic issue. Give it lots of conversation. Mentioned it in newsletters and memos. Write it up inrepparttar 127290 annual report. Talk about it at employee meetings. Create learning lists for individuals and small groups. This is a list ofrepparttar 127291 things that they need to learn in order to do their job more effectively. Let everyone know fromrepparttar 127292 top torepparttar 127293 bottom that continuous personal improvement, i.e. active learning, is a necessary part of everyone's employment in your organization.

Let everyone know that coasting along with last year's knowledge and last year's capabilities is no longer acceptable.

No. 4. Lastly, be a model ofrepparttar 127294 kind of behavior you expect everyone with an your organization to mimic. Let people see you learning and growing. Let them see you invest in your own development. Let them see you go to seminars, be involved in CEO round table groups, read books, periodicals, and go to training courses. Become a model forrepparttar 127295 kind of active learner you want your whole organization to be.

Implement these four strategies, and you'll begin to instillrepparttar 127296 number one competency for success inrepparttar 127297 Information Age into your company. You'll begin to turn your organization into a learning company


Complete this quick assessment to determine how well your organization has embraced active learning. Answer Yes or No to each question. Do you have a budget for training/learning?

Isrepparttar 127298 budgeted amount larger than 3 % of payroll?

Do all employees know that they are expected to continually improve their capabilities?

Are employees regularly evaluated on how well they are learning and gaining new skills?

Does your organization have a compelling vision of what it could become?

Are all your employees aware of that vision?

Does each employee understand how he/she can contribute to attaining that vision?

Does each employee understandrepparttar 127299 benefit to them for movingrepparttar 127300 company toward that vision?

Do you encourage employees to expand their skills via reimbursement or released time programs?

Do you modelrepparttar 127301 kind of continuous personal growth that you expect of them? If you answered yes...

9 or 10 times, you are in great shape.

7 or 8 times, you are well on your way. Focus on addingrepparttar 127302 missing pieces.

5 or 6 times, you are off to a good start but you need to spend more time moving your organization toward active learning.

Under 5 times, you are lagging behind. Time to get serious about building this competency into your organization. If you would like assistance structuring a learning program to suitrepparttar 127303 specific needs of your company, you can reach Dave Kahle at 800-331-1287 or via email at

You can get a FREE 30 page Handling Objections workbook when you join Dave Kahle's "Thinking About Sales Newsletter." The monthly newsletter contains content-filled, action-packed articles, helpful hints, useful resources, on-line specials and sales tips. JOIN FOR FREE now on-line at

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