Prospecting - Building an Advocate Army

Written by John Boe

The single greatest concern facing all salespeople is prospecting for new business. As a commission salesperson, your livelihood is directly dependent on your ability to prospect effectively. Do you consistently ask for referrals? To be successful inrepparttar sales profession you need assistance from your clients inrepparttar 127392 form of referrals. Average salespeople do not invest their time nor spend their money developing clients into advocates. An advocate is a person that will go out of their way to recommend you to their friends and associates. Obviouslyrepparttar 127393 more people that are saying good things about you and your company inrepparttar 127394 marketplace,repparttar 127395 more sales you will make! I have never seen a salesperson leaverepparttar 127396 profession because they had too many qualified prospects to work at one time. Building an advocate army doesnít happen over night, butrepparttar 127397 time, money and effort required to develop advocates is certainly worth it. Most clients are initially reluctant to provide referrals and need to be encouraged and trained. Cows donít give milk; youíve got to work for every drop. To become effective, advocates need to be trained and motivated. Advocates aren't born they're developed!

How do I go about finding my advocates?

∑ Begin by creating a list of your existing advocates. Clients that have already referred prospects to you, automatically become part of your advocate army.

∑ Review your client list for potential advocates. Identify those clients that have purchased multiple orders or large single orders but have not yet referred a prospect to you.

After I've identified my list of advocates and potential advocates, what do I do next?


Written by Mason Duchatschek

Are you busy or are you productive? The question is innocent enough. But can you handlerepparttar truth?

Recently I was doing some consulting with a client who carefully examined how his sales representatives spent their time. He concluded that they actually spent less than 5 percent of each day engaged inrepparttar 127391 act of selling! Imagine, 95 percent of each sales day spent on nonselling activities. Writing letters, putting together information packets, filling out paperwork, telephone prospecting, and traveling consumed their days.

As you can imagine, my client wanted to grow sales revenues. Some sales trainers attempt to convince prospects that training isrepparttar 127392 answer for everything. While I encouragerepparttar 127393 acquisition of knowledge and new skills, I disagree withrepparttar 127394 blind assumption that training is always a cure for poor sales performance.

Letís pretend that he sent his entire staff to a sales training seminar, and they learned skills that made it possible for them to double their closing percentages. The improvement would only be useful during that 5 percent of each day they spent selling.

Adding salespeople isnít alwaysrepparttar 127395 answer either! If each rep is spending 5 percent of their day selling, it would take another 19 reps to achieve 8 hours of selling time. Common sense will tell you thatrepparttar 127396 costs of recruiting, training, and managing such a force would be an awful waste of potential profit.

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