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And we discussed these (3) realities:
So logically, sales organizations should be willing to develop and provide 'Best Practice' support systems to their sales teams for 'Measurable' performance results in line with effectively setting sales appointments.
Why is a Conversation-to-Appointment Ratio a core sales competency?
it's a sales skill set that is measurable around an essential task;
sales prospecting and setting business appointments. It has a purpose
and is directly tied to the end results; good or bad.
Here are a few prerequisites of whether or not something should be declared a core competency:
of a sports person. What are a golfer's essential competencies from
tee-off to last putt? Are the ball and club core competencies? Or are
the core competencies the golf swing and putting stroke?
Hint: Don't relate an Indy car pit crew putting gas in the fuel tank as a competency.
That way you'll be able to know if you're performing this business activity better than your competitors.
We all know what sales training is. But do we understand why sales training fails?
And to understand this...it becomes important to understand what I mean when I use the term..."Timely Training."
Training means you have in place appropriate structures for learning
and application. You have to be able to define useful short-term goals,
long term objectives and performance benchmarks, but also measure each
participant's progress. Have participants work closely with qualified
trainers for proper follow-up and support.
That means you never move on to your next training objective (In-line sales competency) until your intended 'benchmark' performance metric is realized.
"Powerful Routines" are Best Practices internal to each Core Competency that result in the highest ratio of success. It's a technique or communication process that through experience has proven to get the best result parallel to a particular sales scenario.
As an example, when a prospect says "Just send me some information" we identify that communication as an objection. 95% of the time it's a polite way of getting rid of us. Deep down inside we know what happens to the information. It goes in the 'circular file'. Bottom line, it keeps both the Post Office and the office Janitor busy. One delivers these 'information requests' and the other one throws them out.
What's your current 'Powerful Routine' to effectively communicate to a third solution, because none of us want to be in the 'Postal' Business.
Key Learning Point:
example setting 'Top-down' business appointments. We've already decided
it would be a benefit to our sales success if we could reduce the time
it took to achieve the necessary number of 'Top-down' appointments.
With that in mind, here's what I know to be true:
don't seek to first (Before we pick up the telephone) understand the
Prospect's internal business objectives parallel to our solutions
offering, then model our appointment approach around it
These (6) 'Here's What I Know to be True'factors are where you should begin your sales prospecting and sales performance improvement journey, because the definition of insanity is doing the same old thing over and over again and expecting a different result.
In Part 3 of 'How to Double Your Sales Appointments in Half the Time', we will take an in depth look at these 6 failure factors and flip them 180% into individual powerful routines to effectively set more 'Top-down' business appointments in less time.
Jeff Hardesty is president of JDH Group Inc.( www.convertmoresales.com ), a sales performance training company based in Powell, Ohio. He can be reached at firstname.lastname@example.org
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