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.

Effective e-Sales Copy

Written by Pavel Lenshin


------------------------------------------------------------ copyright (c) Pavel Lenshin ------------------------------------------------------------

Selling online is mostly about psychology of people. Consumer marketing evolves torepparttar extent when right psychology attitude torepparttar 127210 customer playsrepparttar 127211 crucial role inrepparttar 127212 game called product selling. This process like any other has two opposite effects: positive and negative.

Firstly about positive effect, which is that companies start to find SOLUTIONS to people's problems and needs more actively. No need to develop feature that doesn't solve any particular problem ofrepparttar 127213 consumer market. Customer becomesrepparttar 127214 epicenter of professional marketing activity.

What may be negative with this process? The answer is HYPE! People don't compare products' features any longer, in other words, they don't compare facts, hard cold facts about products/services. They compare professionalism ofrepparttar 127215 copywriters, who have written respective sales copies. The more trustful sale copy sounds,repparttar 127216 more beneficial it will seem to potential buyers and, thereforerepparttar 127217 more chances of closing a sale. Have you noticed any reminder ofrepparttar 127218 quality ofrepparttar 127219 product itself anywhere? Neither do I. That is what I meant by mentioning negative effect.

I truly believe that your business offer is of high quality and rich on both features and benefits. Below we will examinerepparttar 127220 most adequate elements of your sales copy.


Your headline should point torepparttar 127221 biggest advantage or solution your product offers. It must be catchy and clear. Some hidden, but understandable meaning may reinforce your headline. Ifrepparttar 127222 design of your web-page is not too amateurish, you will have all chances that visitors will read your web-site headline and behave in accordance with psychological effect they got.

Short Description

One, two sentences ofrepparttar 127223 core idea behind your offer. While "surprises" or "pleasant secrets" you may leave for a desert, visitors should have clear understanding of what your offer is. Your one line headline may not be able to explain visitors what your product is all about. Onrepparttar 127224 other hand, if you are web-hosting reseller, there may be no point inrepparttar 127225 additional description as anyone who wants to put his/her web-site online knows what web-hosting is about.


Those who don't have much time or just check your sales copy for "relevancy" will scan your copy by sub-headlines making decision about is your copy worth their time spending. In this regard your sub-headlines should be intriguing and developrepparttar 127226 positive image about your offer. With their help you also have an ability to point visitors' attention to some crucial ideas or explain some controversial moments.


For me benefits and features are twin-brothers. I don't like much when I am being told about "unbelievable benefits", when I cannot comparerepparttar 127227 features and make my own judgments. Average customer cannot make right decision basing solely on benefits - it is not hard to write that your offer isrepparttar 127228 best. To make a picture clear you should also provide visitor with features, to reassure him/her you don't have to hide anything, because your offer is THAT Damn Good! I hope it really is :0). For pleasure reading it is suggested to present them inrepparttar 127229 form of a bullet list.

Clients' feedback

If your first clients are glad and delighted with your product, then ask them if they wouldn't mind your putting their unsolicited feedback online. This tactic may substantially increaserepparttar 127230 credibility of your offer in potential buyers' opinion.

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