A Recruiter Can Help You Land the Medical Sales Job You've Been Dreaming Of
Sales jobs in the medical or pharmaceutical fields can be both exciting and challenging. As a sales job seeker, you might be baffled to see all the opportunities available, but a recruiter can make landing that dream job a little easier. Medical sales job recruiters act as a liaison for you and potential employers. A recruiter can not only put you in touch with a potential employer, but will often take care of the initial job interview process. Before you ever go for the job interview, the recruiter has already taken steps to ensure that you're the perfect candidate for the job!
The benefits of allowing a medical sales job recruiter to help you find employment are many. Perhaps you'd like to do a lot of traveling while working in medical or pharmaceutical sales. Many sales and marketing jobs do require lots of travel, but this often means finding an employer out of state or even out of the country. You might live in the United States but desire to work for a company in the UK. With the assistance of a sales job recruiter, you'll likely expand your opportunities locally, nationally and internationally. A recruiter can connect you with well-paying, solid companies that you may have never heard of.
A recruiter can also save you time and help you find the best possible employment to match your personality, skills and desired salary level. Keep in mind that medical sales job recruiters not only help job seekers; they actually work for the hiring companies. Those companies are paying for recruitment services and expect only highly qualified candidates to be presented at interviews. This means the recruiter must not only help you find a medical sales job, but also make sure your skills and needs match the requirements of the employer. This benefits you because you won't be matched with jobs that fall short of what you're seeking. It's a win-win situation for you and the employer.
Online Sales Job Opportunities
With the Internet, your opportunities for landing a dream medical sales job are many. The Internet knows no borders so you can find a job locally or abroad. If you want a sales job recruiter to help you, look for websites that connect recruiters with job seekers. At a sales recruitment website, you can look for a job recruiter that specializes in your field. In the sales job arena, there will be recruiters for medical sales jobs, advertising sales jobs, IT sales jobs, media sales jobs, and many others.
Some online job sites promote medical sales vacancies and allow you to apply directly to companies. Either way, you'll benefit by being able to conduct your job searches at home and submit your resume to as many companies as you want. You can search by location, company or the type of job you're seeking. For instance, if you desire a pharmaceutical sales job in the southeastern U.S., a job search site or recruitment site allows you to narrow your search to pharmaceutical sales jobs in that area. You won't have to contact hundreds of companies aimlessly to find out if they're hiring or not. The job sites and/or recruiters will do the groundwork for you.
Resume Tips for Online Sales Job Searches
Before applying with an online recruiter or directly with a medical sales company, be sure to have an up-to-date copy of your resume on hand in both a Word document format and a text file format. Most online companies allow you to submit your resume online using one of these formats. You may be asked to attach your resume to an email or browse and attach the resume file in a Web form. Some may even ask you to copy and paste your resume into a text field on the form. If copying and pasting, it's advisable to copy from a text file to avoid formatting issues.
Visit a medical sales job recruiter website today to start your journey to a new, rewarding career!
To learn more about subjects like medical sales jobs please visit the web site at: http://www.salesrecruitmentjobsite.com
Saturday, 8 November 2008
Wednesday, 5 November 2008
CV Preparation
Now, assuming that you are a new graduate asking how to write a resume, your educational degree/s should be listed next. What educational facility or facilities you attended, for what time period, and the degree/s you earned.
Space down a few times, and state your career objective. Be careful when doing this, however; employers are not happy to see objectives which they define as too general, explain exactly what skills you are hoping to utilize for their company, let them know also what you are hoping to become more proficient at while employed at their company.
Go down a couple more spaces, and then start listing your employment history, starting with the position that you held most recently, and working back from there. Include here not only your duties, but any special projects that you took on while you were there, accomplishments, improvements you made, and any committees that benefited from your contribution.
Give special homage to and of these activities that you excelled at, which relate to the job you are presently seeking, of course.
Once you have listed your employment history, space down some more and list your extracurricular activities, sports, clubs, as well as any special designations you may have. For instance, if you are looking for work in the legal field and are already certified as a Notary Public, definitely mention this, as Notaries Public are very important in many fields of law, as well as in some other professions.
If all of this information can fit on one page, that is the way most employers prefer it. However, do not ever leave out anything pertinent to the job you are applying for just to save space, by all means, go on to a second sheet of paper.
Now, this is only one example of how to write a resume. If you would like to explore perhaps some more sophisticated options, or just would like a variety to mull over, you have plenty of things that you can do.
You can locate a resume template, even download it if you choose and be quite confident that you will be formatting everything correctly.
You could also contact a resume writing service, or seek advice from the Placement Office at your college or university. There are endless options for you, the sky's the limit, so go forth and create a resume to get you the job of your dreams!!
Space down a few times, and state your career objective. Be careful when doing this, however; employers are not happy to see objectives which they define as too general, explain exactly what skills you are hoping to utilize for their company, let them know also what you are hoping to become more proficient at while employed at their company.
Go down a couple more spaces, and then start listing your employment history, starting with the position that you held most recently, and working back from there. Include here not only your duties, but any special projects that you took on while you were there, accomplishments, improvements you made, and any committees that benefited from your contribution.
Give special homage to and of these activities that you excelled at, which relate to the job you are presently seeking, of course.
Once you have listed your employment history, space down some more and list your extracurricular activities, sports, clubs, as well as any special designations you may have. For instance, if you are looking for work in the legal field and are already certified as a Notary Public, definitely mention this, as Notaries Public are very important in many fields of law, as well as in some other professions.
If all of this information can fit on one page, that is the way most employers prefer it. However, do not ever leave out anything pertinent to the job you are applying for just to save space, by all means, go on to a second sheet of paper.
Now, this is only one example of how to write a resume. If you would like to explore perhaps some more sophisticated options, or just would like a variety to mull over, you have plenty of things that you can do.
You can locate a resume template, even download it if you choose and be quite confident that you will be formatting everything correctly.
You could also contact a resume writing service, or seek advice from the Placement Office at your college or university. There are endless options for you, the sky's the limit, so go forth and create a resume to get you the job of your dreams!!
Tuesday, 28 October 2008
Direct Selling
Direct selling, also known as multilevel marketing or MLM, lets ordinary people become self-employed consultants selling the products/services of one or more companies.
Before choosing which company is best , a person needs to know what s/he hopes to get out of a direct selling business: a couple of hundred bucks a month? A couple thousand? Monthly parties and free stuff? A career with lots of networking and promotional opportunities? The loftier a person’s goals, the more important it is to choose the right direct sales company. The next step is to study each potential MLM business.
Determining Sales Potential
Is the product/service fantastic? Selling is no easy thing, even when people love what they're selling. But if an independent consultant has doubts that what s/he is selling is the best thing around, it is going to be nearly impossible to sell to others.
Is the product/service reasonably priced? Many direct sales companies price their products quite steeply, leaving a lot of potential buyers thinking “Well, if it was cheaper I would…” Potential consultants need to take an objective view at the prices (or, if personal objectivity is impossible, ask friends and family members) to make sure that potential clients won’t be turned away by sticker shock. On the other hand, a few MLM businesses price their products so cheaply that it becomes difficult for a person to make any real amount of money selling them.
How many consultants are in the local area? Many MLM companies want as many independent consultants as possible, and don’t care if an area becomes overcrowded. But the last thing a consultant wants to hear is “Sorry, but I already bought from someone else.” Ideally, there will be only 1 consultant for every 10,000+ people, but some of the huge direct sales companies have about 1 consultant for every 250 people! Remember, not everyone in the area is a likely buyer, and not all buyers are going to be return customers, so it is important to have plenty of room for growth, especially if someone hopes to make a career out of this.
What does the competition look like? Even if a person is the only consultant in the local area, there can still be a lot of competition from other direct sales companies or even from retail stores that provide similar products/services (often at a lower price). The ideal MLM company company sells a line of products that is not easy to find otherwise, but that is not so unusual that people won’t want to buy it.
How much money can a consultant make? This is not something a person can usually figure out from the direct sales company itself. Sometimes MLM businesses will provide information like “If you have just two parties a week, you will make $750 a month,” but such estimates are rarely realistic. Instead, people need to learn to judge for themselves.
Determining Company "Fit"
Beyond selling, what is expected of independent consultants? Some MLM companies take care of sales tax, others expect consultants to. Some process credit cards, some don’t. Some ship directly to the customer, others prefer to ship to you. Some require a certain amount of inventory, recruiting, or training. What exactly the direct selling company requires is not quite so important as how the potential consultant feels about doing those things.
What is the company’s reputation?The internet is a great resource here! Search for the company name, along with the words “review” or “scam”. One or two dissatisfied customers or disgruntled ex-consultants need not raise a red flag, but tread lightly if there are legions of unhappy people.
For people eager to start making money, going through the process of selecting the best MLM company can feel time-consuming and frustrating. But it is much better than spending thousands of dollars and countless hours on a direct sales business that was never going to make much money. Good luck!
Before choosing which company is best , a person needs to know what s/he hopes to get out of a direct selling business: a couple of hundred bucks a month? A couple thousand? Monthly parties and free stuff? A career with lots of networking and promotional opportunities? The loftier a person’s goals, the more important it is to choose the right direct sales company. The next step is to study each potential MLM business.
Determining Sales Potential
Is the product/service fantastic? Selling is no easy thing, even when people love what they're selling. But if an independent consultant has doubts that what s/he is selling is the best thing around, it is going to be nearly impossible to sell to others.
Is the product/service reasonably priced? Many direct sales companies price their products quite steeply, leaving a lot of potential buyers thinking “Well, if it was cheaper I would…” Potential consultants need to take an objective view at the prices (or, if personal objectivity is impossible, ask friends and family members) to make sure that potential clients won’t be turned away by sticker shock. On the other hand, a few MLM businesses price their products so cheaply that it becomes difficult for a person to make any real amount of money selling them.
How many consultants are in the local area? Many MLM companies want as many independent consultants as possible, and don’t care if an area becomes overcrowded. But the last thing a consultant wants to hear is “Sorry, but I already bought from someone else.” Ideally, there will be only 1 consultant for every 10,000+ people, but some of the huge direct sales companies have about 1 consultant for every 250 people! Remember, not everyone in the area is a likely buyer, and not all buyers are going to be return customers, so it is important to have plenty of room for growth, especially if someone hopes to make a career out of this.
What does the competition look like? Even if a person is the only consultant in the local area, there can still be a lot of competition from other direct sales companies or even from retail stores that provide similar products/services (often at a lower price). The ideal MLM company company sells a line of products that is not easy to find otherwise, but that is not so unusual that people won’t want to buy it.
How much money can a consultant make? This is not something a person can usually figure out from the direct sales company itself. Sometimes MLM businesses will provide information like “If you have just two parties a week, you will make $750 a month,” but such estimates are rarely realistic. Instead, people need to learn to judge for themselves.
Determining Company "Fit"
Beyond selling, what is expected of independent consultants? Some MLM companies take care of sales tax, others expect consultants to. Some process credit cards, some don’t. Some ship directly to the customer, others prefer to ship to you. Some require a certain amount of inventory, recruiting, or training. What exactly the direct selling company requires is not quite so important as how the potential consultant feels about doing those things.
What is the company’s reputation?The internet is a great resource here! Search for the company name, along with the words “review” or “scam”. One or two dissatisfied customers or disgruntled ex-consultants need not raise a red flag, but tread lightly if there are legions of unhappy people.
For people eager to start making money, going through the process of selecting the best MLM company can feel time-consuming and frustrating. But it is much better than spending thousands of dollars and countless hours on a direct sales business that was never going to make much money. Good luck!
Pharmaceutical Sales Jobs
Although I had always thought about a job in medical science, the idea of marketing only came after a holiday job with a roofing contractor! I was instantly attracted by the challenge of selling. Looking around, I saw the pharmaceutical industry as the ideal arena in which to combine my two interests of medicine and marketing.
I joined a large international company with a breadth of opportunity and a commitment to high quality training. It was also a company that appeared to have a very human face, where people were important. The 'people' aspect of the company was never more evident than in my first few months. Like all new graduates who enter the industry I began with intensive product training before going out on the road......working on my own initiative, but very much part of a team.
On many early sales visits I was accompanied by either my regional sales manager or a field trainer. They provided valuable and practical advice, not least about how to deal with the frustrations as well as the success. Much of my time was spent visiting GP's. Sometimes a difficult task but one that taught me so much about both the tactics of selling and the needs of the medical profession. I had originally set out with the aim to progress quickly from representative to an office based marketing post. My ideas changed, however, as I became more involved in the process of selling. I was working with a great team and excellent products - I won the Top Rep award for 1992 and a promotion too. So I stayed a little longer, preparing myself for a future role with a marketing evening class and other training courses, all fully supported by my company.
Benefits and Incentives
Although a clear career path exists in selling - with marvellous benefits and incentives - I eventually made the move to Head Office with a post as product manager. This involved overseeing the marketing of particular products, with a real breadth of skills required. I needed to supplement my knowledge of selling tactics with a broader strategic view of marketing. I was involved extensively in campaign planning and training. And I needed to understand the complete market range, encompassing both ethical (prescription) and consumer demands. When I first became product manager I was supported by a mentor, a more senior colleague who was there to help when needed. My company recognise that learning never stops. What the company does is make the process easy, by both formal and informal routes. My mentor was a great help to me, as were the numerous courses I attended. In my role as product manager I had to take a longer term view of what amounted to success. It' s only now, some six months after having left the job, that the fruits of my efforts are showing with a 250% increase in sales of a previously slow selling product.
Extensive Multi Tasking
My new post is in product training. This wasn't something that I had originally planned for, but opportunities frequently appear at very short notice. I had previously talked to senior managers concerned with graduate development about-my future aims. It was recognised that this move would increase my skill set. Whereas in marketing, the focus is often very tight, my current job demands extensive multitasking. Organising intensive training for new employees and new products is very demanding. Importantly for me it has broadened my experience and is bringing me face-to-face with new problems....and their solutions!
Support and Reward
The pharmaceutical industry today is truly global; it never stands still, and is also constantly developing within my company' s three divisions there is a wealth of opportunity and within the marketing function one is always at the sharp end. The time I have spent could not have been more exciting, nor more rewarding. Extensive travel, real responsibility and a culture in which you know you will be both supported in, and rewarded for, your ambitions and achievements.
Author: Royce Plc, Knutsford, Kingston, Edinburgh
I joined a large international company with a breadth of opportunity and a commitment to high quality training. It was also a company that appeared to have a very human face, where people were important. The 'people' aspect of the company was never more evident than in my first few months. Like all new graduates who enter the industry I began with intensive product training before going out on the road......working on my own initiative, but very much part of a team.
On many early sales visits I was accompanied by either my regional sales manager or a field trainer. They provided valuable and practical advice, not least about how to deal with the frustrations as well as the success. Much of my time was spent visiting GP's. Sometimes a difficult task but one that taught me so much about both the tactics of selling and the needs of the medical profession. I had originally set out with the aim to progress quickly from representative to an office based marketing post. My ideas changed, however, as I became more involved in the process of selling. I was working with a great team and excellent products - I won the Top Rep award for 1992 and a promotion too. So I stayed a little longer, preparing myself for a future role with a marketing evening class and other training courses, all fully supported by my company.
Benefits and Incentives
Although a clear career path exists in selling - with marvellous benefits and incentives - I eventually made the move to Head Office with a post as product manager. This involved overseeing the marketing of particular products, with a real breadth of skills required. I needed to supplement my knowledge of selling tactics with a broader strategic view of marketing. I was involved extensively in campaign planning and training. And I needed to understand the complete market range, encompassing both ethical (prescription) and consumer demands. When I first became product manager I was supported by a mentor, a more senior colleague who was there to help when needed. My company recognise that learning never stops. What the company does is make the process easy, by both formal and informal routes. My mentor was a great help to me, as were the numerous courses I attended. In my role as product manager I had to take a longer term view of what amounted to success. It' s only now, some six months after having left the job, that the fruits of my efforts are showing with a 250% increase in sales of a previously slow selling product.
Extensive Multi Tasking
My new post is in product training. This wasn't something that I had originally planned for, but opportunities frequently appear at very short notice. I had previously talked to senior managers concerned with graduate development about-my future aims. It was recognised that this move would increase my skill set. Whereas in marketing, the focus is often very tight, my current job demands extensive multitasking. Organising intensive training for new employees and new products is very demanding. Importantly for me it has broadened my experience and is bringing me face-to-face with new problems....and their solutions!
Support and Reward
The pharmaceutical industry today is truly global; it never stands still, and is also constantly developing within my company' s three divisions there is a wealth of opportunity and within the marketing function one is always at the sharp end. The time I have spent could not have been more exciting, nor more rewarding. Extensive travel, real responsibility and a culture in which you know you will be both supported in, and rewarded for, your ambitions and achievements.
Author: Royce Plc, Knutsford, Kingston, Edinburgh
Want to work in Sales & Marketing ?
People who work in Sales & Marketing
There are many benefits of beginning a commercial career as a medical representative in the pharmaceutical industry. The pay’s good, and, because you’re often working at home or out on the road, you benefit from a company car and laptop computer.
Although having a degree isn’t absolutely essential, companies prefer to take on graduates as trainees, or people with nursing, marketing or ethical sales experience. This doesn’t mean you need a science degree - far from it – as long as your academic background can demonstrate your ability to assimilate information at a suitable academic level. About 50% of the 9,000 medical representatives in the UK have a science degree, the other 50% are mainly graduates from other academic disciplines.
A common first role in medical sales is that of medical representative, which mostly involves promoting prescription products to GPs and hospital doctors, pharmacists and nurses. You can expect to undergo an initial training course, which will teach you all about the products, therapy area, and how to promote them in a very competitive environment. The PMCPA Code of Practice requires medical representatives to take and pass an examination covering their knowledge of the human body, pathology and pharmacology, body systems and three specialist topics selected from a list of 15. These include disease areas, immunology and pharmacology. The exam must be passed within two years of taking up a position as a medical rep in the UK.
You’ll also need to demonstrate some analytical and planning skills, to enable you to determine where to get the most business from your allocated territory. Teamwork is very important too, as you’re likely to working with two or three other representatives from the same company and sharing the same sales results.
To move on from this position, you’ll need to demonstrate that you’re able to deliver on your sales and activity results. Many medical representatives make their next move in sales training, area management or product management (marketing).
Marketing encompasses such diverse areas as Brand Marketing, Market Development, Market Research and Marketing Communications. Within these areas you might develop positioning and pricing strategies, prepare launch plans, work with agencies, develop and implement promotional campaigns, prepare sales materials for representatives and patient education. As you gain more experience in marketing, it’s possible to move on to roles such as senior product manager, group product manager, marketing manager and marketing director. Alternatively, or in addition, you can supplement your career development by moving back into sales management as national sales manager/regional business director, where you’ll be managing area managers.
There are many benefits of beginning a commercial career as a medical representative in the pharmaceutical industry. The pay’s good, and, because you’re often working at home or out on the road, you benefit from a company car and laptop computer.
Although having a degree isn’t absolutely essential, companies prefer to take on graduates as trainees, or people with nursing, marketing or ethical sales experience. This doesn’t mean you need a science degree - far from it – as long as your academic background can demonstrate your ability to assimilate information at a suitable academic level. About 50% of the 9,000 medical representatives in the UK have a science degree, the other 50% are mainly graduates from other academic disciplines.
A common first role in medical sales is that of medical representative, which mostly involves promoting prescription products to GPs and hospital doctors, pharmacists and nurses. You can expect to undergo an initial training course, which will teach you all about the products, therapy area, and how to promote them in a very competitive environment. The PMCPA Code of Practice requires medical representatives to take and pass an examination covering their knowledge of the human body, pathology and pharmacology, body systems and three specialist topics selected from a list of 15. These include disease areas, immunology and pharmacology. The exam must be passed within two years of taking up a position as a medical rep in the UK.
You’ll also need to demonstrate some analytical and planning skills, to enable you to determine where to get the most business from your allocated territory. Teamwork is very important too, as you’re likely to working with two or three other representatives from the same company and sharing the same sales results.
To move on from this position, you’ll need to demonstrate that you’re able to deliver on your sales and activity results. Many medical representatives make their next move in sales training, area management or product management (marketing).
Marketing encompasses such diverse areas as Brand Marketing, Market Development, Market Research and Marketing Communications. Within these areas you might develop positioning and pricing strategies, prepare launch plans, work with agencies, develop and implement promotional campaigns, prepare sales materials for representatives and patient education. As you gain more experience in marketing, it’s possible to move on to roles such as senior product manager, group product manager, marketing manager and marketing director. Alternatively, or in addition, you can supplement your career development by moving back into sales management as national sales manager/regional business director, where you’ll be managing area managers.
The Medical Sales Role
Medical Sales
Medical Sales representatives are employed by pharmaceutical companies to promote medicines to doctors and pharmacists. You are largely your own boss. Your company car is your office but need room at home to store company gifts and samples. Constant people contact but can be lonely. Can spend a lot of time sitting in doctors waiting rooms. A useful route into areas such as marketing and sales management. Can progress in sales to sales management, or move to marketing or training. Promotion depends on mobility, experience and ability.
PROFILE: Medical Sales Representative
INVOLVES: Visiting doctors, nurses, midwives, pharmacists etc to make presentations on medicines developed by the pharmaceutical company you work for. Tasks include:
Arranging appointments with doctors, hospital consultants, nurses, midwives, pharmacists etc.
Making presentations on medicines developed by the pharmaceutical company you work for to them.
Organising symposia for doctors.
Managing budgets (for catering, outside speakers etc.).
Learning about new products.
Keeping chemists informed e.g. which drugs GPs are likely to prescribe.
Attending company's regional meetings.
There is an initial training course lasting 6 to 8 weeks covering sales and product training and background physiology and anatomy. Association of British Pharmaceutical Industry exam must be passed within first two years.
EMPLOYERS: Pharmaceutical Companies
RELATED JOBS: media sales, other sales jobs, marketing, clinical research associate (this involves arranging clinical trials of new medicines on volunteer patients with doctors.
SATISFACTIONS: Lots of independence. Largely your own boss. Company car
NEGATIVES: 'Lots of driving & waiting in doctors waiting rooms.' Can be lonely.
SKILLS: spoken communication persuading, negotiating, listening, being able to work independently, driving.
ADVANCEMENT: Can move into sales management, sales training or marketing.
DEGREE: Any degree subject is acceptable. Life sciences or medically-related degrees are useful.
VACANCY SOURCES: Careers Service Vacancy Lists, Daily Telegraph (Thursday), New Scientist, Recruitment Agencies.
TIPS: Work shadow a medical representative - this can sometimes be arranged via your medical centre: ask the receptionist for the business cards of visiting reps. Your local pharmacist will also have good contacts. Contact the major pharmaceutical firms. Try to get some experience of a sales type job. Learn to drive.
Medical Sales representatives are employed by pharmaceutical companies to promote medicines to doctors and pharmacists. You are largely your own boss. Your company car is your office but need room at home to store company gifts and samples. Constant people contact but can be lonely. Can spend a lot of time sitting in doctors waiting rooms. A useful route into areas such as marketing and sales management. Can progress in sales to sales management, or move to marketing or training. Promotion depends on mobility, experience and ability.
PROFILE: Medical Sales Representative
INVOLVES: Visiting doctors, nurses, midwives, pharmacists etc to make presentations on medicines developed by the pharmaceutical company you work for. Tasks include:
Arranging appointments with doctors, hospital consultants, nurses, midwives, pharmacists etc.
Making presentations on medicines developed by the pharmaceutical company you work for to them.
Organising symposia for doctors.
Managing budgets (for catering, outside speakers etc.).
Learning about new products.
Keeping chemists informed e.g. which drugs GPs are likely to prescribe.
Attending company's regional meetings.
There is an initial training course lasting 6 to 8 weeks covering sales and product training and background physiology and anatomy. Association of British Pharmaceutical Industry exam must be passed within first two years.
EMPLOYERS: Pharmaceutical Companies
RELATED JOBS: media sales, other sales jobs, marketing, clinical research associate (this involves arranging clinical trials of new medicines on volunteer patients with doctors.
SATISFACTIONS: Lots of independence. Largely your own boss. Company car
NEGATIVES: 'Lots of driving & waiting in doctors waiting rooms.' Can be lonely.
SKILLS: spoken communication persuading, negotiating, listening, being able to work independently, driving.
ADVANCEMENT: Can move into sales management, sales training or marketing.
DEGREE: Any degree subject is acceptable. Life sciences or medically-related degrees are useful.
VACANCY SOURCES: Careers Service Vacancy Lists, Daily Telegraph (Thursday), New Scientist, Recruitment Agencies.
TIPS: Work shadow a medical representative - this can sometimes be arranged via your medical centre: ask the receptionist for the business cards of visiting reps. Your local pharmacist will also have good contacts. Contact the major pharmaceutical firms. Try to get some experience of a sales type job. Learn to drive.
Marketing Executive
Marketing executives work to secure the best possible match between the goods or services produced by their organisation and the needs of their actual or potential clients. This could mean conducting market research to find out what customers want, and what they understand about the market, before working with communications, design or production teams within the organisation to develop services and products in line with the research findings. The work involves developing an overall marketing plan, which identifies target markets and marketing opportunities.
Marketing executives spend much of their time writing proposals, reports and promotional briefs, giving presentations, monitoring campaign progress and developing new strategies and ideas.
Entry level
Many employers would expect an applicant for a marketing executive appointment to hold a degree or higher national diploma (HND). Useful degree course subjects include marketing, maths and statistics, economics and business studies. Work experience in marketing, market research or sales is also useful.
There are also postgraduate courses in marketing and export marketing.
Making the grade
Training is often on the job and through short courses organised by professional marketing organisations such as the Chartered Institute of Marketing (CIM), the Institute of Direct Marketing (IDM), the Institute of Sales and Marketing Management (ISMM) and the Communications, Advertising and Marketing Education Foundation (CAM).
CIM offers a range of qualifications from introductory to advanced certificates, and a postgraduate Diploma in Marketing. With three years' relevant marketing experience, you can apply to become a Full Member of CIM and can go on to become a Chartered Marketer.
ISMM offers qualifications including a certificate and advanced certificate in Sales and Marketing and a Diploma in Sales Management. While studying for these qualifications, you can apply to become an ISMM member.
Personal qualities
As a marketing manager, you should be able to think both strategically and creatively in order to recognise and make the most of marketing opportunities. You must have real commercial flair and a thorough understanding of your organisation's business.
Excellent communication and presentation skills would be essential, together with good IT skills and the ability to handle large budgets. In some international organisations, it could be very beneficial to be fluent in one or more foreign languages.
Looking ahead
Marketing is considered to be a good basis for moving into general management and promotion could eventually lead a post such as managing director or chief executive. Additional qualifications in marketing would enhance your chances. Marketing is recognised as one of the most important activities in manufacturing and service industries, and vacancies are generally available throughout the country, although there is usually fierce competition for posts.
Potential employers include manufacturing companies, service providers and public sector organisations. Some marketing executives work freelance, for more than one organisation, or for a marketing consultancy.
Alternative suggestions
Other possibilities might include advertising executive, direct marketing, market researcher, public relations officer or retail manager.
Take-home pay
You might start as a graduate trainee on around £18,000 to £22,000, increasing with experience to £29,000 to £35,000 a year. You could earn considerably more as a successful marketing director.
Effects
Marketing executives usually work 9am to 5pm, Monday to Friday. Evening and weekend work is sometimes necessary for meeting deadlines, making presentations at meetings and conferences, or attending product launches.
Marketing executives spend much of their time writing proposals, reports and promotional briefs, giving presentations, monitoring campaign progress and developing new strategies and ideas.
Entry level
Many employers would expect an applicant for a marketing executive appointment to hold a degree or higher national diploma (HND). Useful degree course subjects include marketing, maths and statistics, economics and business studies. Work experience in marketing, market research or sales is also useful.
There are also postgraduate courses in marketing and export marketing.
Making the grade
Training is often on the job and through short courses organised by professional marketing organisations such as the Chartered Institute of Marketing (CIM), the Institute of Direct Marketing (IDM), the Institute of Sales and Marketing Management (ISMM) and the Communications, Advertising and Marketing Education Foundation (CAM).
CIM offers a range of qualifications from introductory to advanced certificates, and a postgraduate Diploma in Marketing. With three years' relevant marketing experience, you can apply to become a Full Member of CIM and can go on to become a Chartered Marketer.
ISMM offers qualifications including a certificate and advanced certificate in Sales and Marketing and a Diploma in Sales Management. While studying for these qualifications, you can apply to become an ISMM member.
Personal qualities
As a marketing manager, you should be able to think both strategically and creatively in order to recognise and make the most of marketing opportunities. You must have real commercial flair and a thorough understanding of your organisation's business.
Excellent communication and presentation skills would be essential, together with good IT skills and the ability to handle large budgets. In some international organisations, it could be very beneficial to be fluent in one or more foreign languages.
Looking ahead
Marketing is considered to be a good basis for moving into general management and promotion could eventually lead a post such as managing director or chief executive. Additional qualifications in marketing would enhance your chances. Marketing is recognised as one of the most important activities in manufacturing and service industries, and vacancies are generally available throughout the country, although there is usually fierce competition for posts.
Potential employers include manufacturing companies, service providers and public sector organisations. Some marketing executives work freelance, for more than one organisation, or for a marketing consultancy.
Alternative suggestions
Other possibilities might include advertising executive, direct marketing, market researcher, public relations officer or retail manager.
Take-home pay
You might start as a graduate trainee on around £18,000 to £22,000, increasing with experience to £29,000 to £35,000 a year. You could earn considerably more as a successful marketing director.
Effects
Marketing executives usually work 9am to 5pm, Monday to Friday. Evening and weekend work is sometimes necessary for meeting deadlines, making presentations at meetings and conferences, or attending product launches.
Retail Sales Manager
Retail managers are responsible for the day-to-day running of department stores, chain stores, supermarkets and independent shops.
They look after staff management, including taking on and training new staff, maintaining a good standard of customer care and increasing sales and profitability.
In large stores, there may be more than one manager, each responsible for a specific department.
Managers usually work around 35 hours a week, within the opening hours of the shop or store. This includes weekend work and often late night openings during the week. The environment is busy and often noisy, and the work involves standing, walking, bending and stretching.
Salaries range from around £12,500 for new retail managers, up to around £65,000 for managers of large stores.
A retail manager should:
know the company's products and procedures and relevant legislation
be committed to a high level of customer service
be confident, quick-thinking and able to lead and motivate a team
have excellent spoken and written communication skills
be able to take responsibility and make decisions
enjoy working in a busy, lively environment.
Nearly three million people work in retail jobs across the UK, so there are good opportunities for finding work. There are jobs for retail managers with national and international companies, and independent retailers of all sizes.
There are no set academic requirements to work in retail, but GCSEs/S grades may be expected, and A levels/H grades are also useful. Various useful specific qualifications are on offer, including national awards, foundation degrees and degrees. Apprenticeships may be available to start work in retail - many people start as sales assistants and work up through training and promotion. There is no upper age limit for entry, and mature applicants with relevant experience are welcomed.
Larger retail businesses have their own training schemes, including graduate trainee management schemes. Managers can study while working for retail qualifications such as NVQs/SVQs in retail operations, and BTEC Higher National Certificate (HNC) in Retail Management.
There may be opportunities for promotion in larger businesses to senior manager, area manager or a head office management position, though this may mean moving to a different location. Experienced and enthusiastic managers in independent shops and stores may be able to progress to similar positions in larger businesses.
They look after staff management, including taking on and training new staff, maintaining a good standard of customer care and increasing sales and profitability.
In large stores, there may be more than one manager, each responsible for a specific department.
Managers usually work around 35 hours a week, within the opening hours of the shop or store. This includes weekend work and often late night openings during the week. The environment is busy and often noisy, and the work involves standing, walking, bending and stretching.
Salaries range from around £12,500 for new retail managers, up to around £65,000 for managers of large stores.
A retail manager should:
know the company's products and procedures and relevant legislation
be committed to a high level of customer service
be confident, quick-thinking and able to lead and motivate a team
have excellent spoken and written communication skills
be able to take responsibility and make decisions
enjoy working in a busy, lively environment.
Nearly three million people work in retail jobs across the UK, so there are good opportunities for finding work. There are jobs for retail managers with national and international companies, and independent retailers of all sizes.
There are no set academic requirements to work in retail, but GCSEs/S grades may be expected, and A levels/H grades are also useful. Various useful specific qualifications are on offer, including national awards, foundation degrees and degrees. Apprenticeships may be available to start work in retail - many people start as sales assistants and work up through training and promotion. There is no upper age limit for entry, and mature applicants with relevant experience are welcomed.
Larger retail businesses have their own training schemes, including graduate trainee management schemes. Managers can study while working for retail qualifications such as NVQs/SVQs in retail operations, and BTEC Higher National Certificate (HNC) in Retail Management.
There may be opportunities for promotion in larger businesses to senior manager, area manager or a head office management position, though this may mean moving to a different location. Experienced and enthusiastic managers in independent shops and stores may be able to progress to similar positions in larger businesses.
Telesales Role
Telesales operators work within a business or call centre, contacting potential customers by telephone. Their job is to try and persuade customers to buy the company's goods and services or accept a trial.
Using carefully targeted information, they make outgoing telephone calls. Telesales operators have only a short amount of time to build a strong rapport with customers and explain the features and benefits of the product. The work is fast paced and intense. They may also carry out market research and satisfaction surveys. Other tasks include:
updating documentation and databases with customer details
arranging for payment and dispatch of goods and services.
Full-time staff usually work 37 hours a week, but as businesses remain open at weekends and in the evenings, shift work is common. Part-time opportunities are widely available. A telesales operator usually works in an open plan office, with a sectioned workstation containing a computer and telephone headset.
Salaries for telesales operators range from around £10,550 to £23,000 a year.
A telesales operator needs:
excellent communication and listening skills
a polite, confident and friendly manner
to be able to show initiative
to be confident using computers
to enjoy working with customers and building relationships.
There are approximately 57,000 telesales operators employed in the UK, within contact centres as well as small businesses. Finance and retail companies and distribution centres are the largest employers. Jobs are UK wide, with concentrated pockets of employment around cities and industrial parks, particularly in the South East.
There are no set entry qualifications. Employers may look for good sales techniques and some may ask for GCSEs/S grades (A-C/1-3). Customer service experience is useful, and good hearing and clear speech are important. Mature applicants are welcomed.
Training is on the job and may include in-house training courses and the opportunity to work towards a range of NVQs/SVQs and professional qualifications. Apprenticeships for new staff may be offered by some of the larger contact centres.
With experience, it might be possible to become a team leader or move into sales management. There are also opportunities in related fields, such as complaint handling, training or marketing
Using carefully targeted information, they make outgoing telephone calls. Telesales operators have only a short amount of time to build a strong rapport with customers and explain the features and benefits of the product. The work is fast paced and intense. They may also carry out market research and satisfaction surveys. Other tasks include:
updating documentation and databases with customer details
arranging for payment and dispatch of goods and services.
Full-time staff usually work 37 hours a week, but as businesses remain open at weekends and in the evenings, shift work is common. Part-time opportunities are widely available. A telesales operator usually works in an open plan office, with a sectioned workstation containing a computer and telephone headset.
Salaries for telesales operators range from around £10,550 to £23,000 a year.
A telesales operator needs:
excellent communication and listening skills
a polite, confident and friendly manner
to be able to show initiative
to be confident using computers
to enjoy working with customers and building relationships.
There are approximately 57,000 telesales operators employed in the UK, within contact centres as well as small businesses. Finance and retail companies and distribution centres are the largest employers. Jobs are UK wide, with concentrated pockets of employment around cities and industrial parks, particularly in the South East.
There are no set entry qualifications. Employers may look for good sales techniques and some may ask for GCSEs/S grades (A-C/1-3). Customer service experience is useful, and good hearing and clear speech are important. Mature applicants are welcomed.
Training is on the job and may include in-house training courses and the opportunity to work towards a range of NVQs/SVQs and professional qualifications. Apprenticeships for new staff may be offered by some of the larger contact centres.
With experience, it might be possible to become a team leader or move into sales management. There are also opportunities in related fields, such as complaint handling, training or marketing
Sales Manager Role
Sales managers organise a team of sales representatives and devise strategies for the team to use to maximise sales and customer loyalty. They may be responsible for sales in a specific geographical area, nationally or even worldwide.
Duties may include:
recruiting and training a team of sales representatives
devising a marketing plan and setting sales targets for their team
allocating territories (geographical areas) for each sales representative to cover
monitoring the work of the team to encourage them to meet their sales targets.
Hours are usually 9am to 5pm, Monday to Friday, but some late evening and weekend work may be required. Sales managers are normally office based, although they may be required to travel long distances to attend conferences and meet clients.
Salaries may range from around £15,000 to more than £70,000 a year. Most companies offer a basic salary with a bonus or commission scheme.
Sales managers should be:
excellent organisers, with the ability to prioritise and allocate work
good communicators, in person, on the phone and in writing
enthusiastic, ambitious and self-motivated
knowledgeable about their products and those of their competitors
interested in managing and motivating people.
Sales managers can be found in all job sectors. Some of the major areas of employment include finance, manufacturing, retail, distribution and information technology. There is a constant demand for skilled sales managers, and there are opportunities throughout the UK and overseas.
There are no set qualifications, and many sales managers are promoted into the job after three or four years' experience in sales, and with a strong record of achievement. An increasing number of employers are recruiting applicants with higher education qualifications. Most subjects are acceptable, but a degree or an HNC/HND in a subject related to sales, marketing or business is most relevant. It is possible to become a sales manager at any age, but most are in their mid-twenties or older.
Most companies provide in-house training on their products, organisation and the methods used for sales and sales administration. This could be done at head office or an external training centre. A number of NVQs and professional qualifications in sales and marketing are available through the relevant professional bodies.
Promotion possibilities depend on sales results. Successful sales managers may be able to progress into senior management positions, such as sales director, or take responsibility for larger areas. Some sales managers may become national account managers. It may be possible to move into research and product development.
Duties may include:
recruiting and training a team of sales representatives
devising a marketing plan and setting sales targets for their team
allocating territories (geographical areas) for each sales representative to cover
monitoring the work of the team to encourage them to meet their sales targets.
Hours are usually 9am to 5pm, Monday to Friday, but some late evening and weekend work may be required. Sales managers are normally office based, although they may be required to travel long distances to attend conferences and meet clients.
Salaries may range from around £15,000 to more than £70,000 a year. Most companies offer a basic salary with a bonus or commission scheme.
Sales managers should be:
excellent organisers, with the ability to prioritise and allocate work
good communicators, in person, on the phone and in writing
enthusiastic, ambitious and self-motivated
knowledgeable about their products and those of their competitors
interested in managing and motivating people.
Sales managers can be found in all job sectors. Some of the major areas of employment include finance, manufacturing, retail, distribution and information technology. There is a constant demand for skilled sales managers, and there are opportunities throughout the UK and overseas.
There are no set qualifications, and many sales managers are promoted into the job after three or four years' experience in sales, and with a strong record of achievement. An increasing number of employers are recruiting applicants with higher education qualifications. Most subjects are acceptable, but a degree or an HNC/HND in a subject related to sales, marketing or business is most relevant. It is possible to become a sales manager at any age, but most are in their mid-twenties or older.
Most companies provide in-house training on their products, organisation and the methods used for sales and sales administration. This could be done at head office or an external training centre. A number of NVQs and professional qualifications in sales and marketing are available through the relevant professional bodies.
Promotion possibilities depend on sales results. Successful sales managers may be able to progress into senior management positions, such as sales director, or take responsibility for larger areas. Some sales managers may become national account managers. It may be possible to move into research and product development.
Sales Representative Role
Sales representatives sell their company's products or services to customers. They could be selling cleaning or food products, ICT or electronics components, medicines and pharmaceuticals, vehicles, cosmetics - in fact almost any kind of product or service. Their customers may be individuals, businesses, factories or retail outlets.
Direct sales representatives sell directly to individuals in their homes, demonstrating products or leaving catalogues for customers to choose from. Technical sales representatives and sales engineers work in the industrial, engineering or ICT sectors, selling industrial, specialised or high-tech equipment, materials and components.
Working hours can be long and irregular, and usually depend on meeting targets for appointments or for sales. Sales representatives visit customers at their homes, offices or factories, which requires a lot of driving. If they cover a large area, they may spend most of the week travelling and staying in hotels.
Salaries range from around £15,000 to £50,000 or more a year.
A sales representative should be:
enthusiastic, ambitious and self-confident
a natural extrovert and good at networking
persuasive and good at negotiating
able to take rejection
knowledgeable about the company's products and those of their competitors
interested in meeting new people.
Sales representatives work for manufacturers and wholesale distributors in every sector. About 14 per cent of representatives are self-employed or work freelance, often on a commission-only basis. There is always a need for skilled sales representatives and there are opportunities throughout the UK and abroad.
There are no set entry qualifications for sales representatives, although most employers do ask for a minimum of GCSEs/S grades (A-C/1-3) in English and maths, or the equivalent. An increasing number of applicants have higher qualifications, and a degree or an HNC/HND in a related subject may be useful.
New sales representatives usually work with experienced sales staff until they become familiar with the product and the area they will cover. Most companies provide training on their products, organisation and the sales methods they use. They may also take a range of courses and qualifications in sales, including the City & Guilds International Vocational Qualification (IVQ) in Sales and Marketing.
Promotion possibilities for sales representatives depend on their sales results. Progression may involve taking on responsibility for a larger area or moving into sales management. Some sales representatives become national account managers, working closely with one or more large organisations and businesses. Technical sales representatives sometimes move into product development, research and production.
Direct sales representatives sell directly to individuals in their homes, demonstrating products or leaving catalogues for customers to choose from. Technical sales representatives and sales engineers work in the industrial, engineering or ICT sectors, selling industrial, specialised or high-tech equipment, materials and components.
Working hours can be long and irregular, and usually depend on meeting targets for appointments or for sales. Sales representatives visit customers at their homes, offices or factories, which requires a lot of driving. If they cover a large area, they may spend most of the week travelling and staying in hotels.
Salaries range from around £15,000 to £50,000 or more a year.
A sales representative should be:
enthusiastic, ambitious and self-confident
a natural extrovert and good at networking
persuasive and good at negotiating
able to take rejection
knowledgeable about the company's products and those of their competitors
interested in meeting new people.
Sales representatives work for manufacturers and wholesale distributors in every sector. About 14 per cent of representatives are self-employed or work freelance, often on a commission-only basis. There is always a need for skilled sales representatives and there are opportunities throughout the UK and abroad.
There are no set entry qualifications for sales representatives, although most employers do ask for a minimum of GCSEs/S grades (A-C/1-3) in English and maths, or the equivalent. An increasing number of applicants have higher qualifications, and a degree or an HNC/HND in a related subject may be useful.
New sales representatives usually work with experienced sales staff until they become familiar with the product and the area they will cover. Most companies provide training on their products, organisation and the sales methods they use. They may also take a range of courses and qualifications in sales, including the City & Guilds International Vocational Qualification (IVQ) in Sales and Marketing.
Promotion possibilities for sales representatives depend on their sales results. Progression may involve taking on responsibility for a larger area or moving into sales management. Some sales representatives become national account managers, working closely with one or more large organisations and businesses. Technical sales representatives sometimes move into product development, research and production.
Sales Manager Role
Sales managers organise a team of sales representatives and devise strategies for the team to use to maximise sales and customer loyalty. They may be responsible for sales in a specific geographical area, nationally or even worldwide.
Duties may include:
recruiting and training a team of sales representatives
devising a marketing plan and setting sales targets for their team
allocating territories (geographical areas) for each sales representative to cover
monitoring the work of the team to encourage them to meet their sales targets.
Hours are usually 9am to 5pm, Monday to Friday, but some late evening and weekend work may be required. Sales managers are normally office based, although they may be required to travel long distances to attend conferences and meet clients.
Salaries may range from around £15,000 to more than £70,000 a year. Most companies offer a basic salary with a bonus or commission scheme.
Sales managers should be:
excellent organisers, with the ability to prioritise and allocate work
good communicators, in person, on the phone and in writing
enthusiastic, ambitious and self-motivated
knowledgeable about their products and those of their competitors
interested in managing and motivating people.
Sales managers can be found in all job sectors. Some of the major areas of employment include finance, manufacturing, retail, distribution and information technology. There is a constant demand for skilled sales managers, and there are opportunities throughout the UK and overseas.
There are no set qualifications, and many sales managers are promoted into the job after three or four years' experience in sales, and with a strong record of achievement. An increasing number of employers are recruiting applicants with higher education qualifications. Most subjects are acceptable, but a degree or an HNC/HND in a subject related to sales, marketing or business is most relevant. It is possible to become a sales manager at any age, but most are in their mid-twenties or older.
Most companies provide in-house training on their products, organisation and the methods used for sales and sales administration. This could be done at head office or an external training centre. A number of NVQs and professional qualifications in sales and marketing are available through the relevant professional bodies.
Promotion possibilities depend on sales results. Successful sales managers may be able to progress into senior management positions, such as sales director, or take responsibility for larger areas. Some sales managers may become national account managers. It may be possible to move into research and product development.
Duties may include:
recruiting and training a team of sales representatives
devising a marketing plan and setting sales targets for their team
allocating territories (geographical areas) for each sales representative to cover
monitoring the work of the team to encourage them to meet their sales targets.
Hours are usually 9am to 5pm, Monday to Friday, but some late evening and weekend work may be required. Sales managers are normally office based, although they may be required to travel long distances to attend conferences and meet clients.
Salaries may range from around £15,000 to more than £70,000 a year. Most companies offer a basic salary with a bonus or commission scheme.
Sales managers should be:
excellent organisers, with the ability to prioritise and allocate work
good communicators, in person, on the phone and in writing
enthusiastic, ambitious and self-motivated
knowledgeable about their products and those of their competitors
interested in managing and motivating people.
Sales managers can be found in all job sectors. Some of the major areas of employment include finance, manufacturing, retail, distribution and information technology. There is a constant demand for skilled sales managers, and there are opportunities throughout the UK and overseas.
There are no set qualifications, and many sales managers are promoted into the job after three or four years' experience in sales, and with a strong record of achievement. An increasing number of employers are recruiting applicants with higher education qualifications. Most subjects are acceptable, but a degree or an HNC/HND in a subject related to sales, marketing or business is most relevant. It is possible to become a sales manager at any age, but most are in their mid-twenties or older.
Most companies provide in-house training on their products, organisation and the methods used for sales and sales administration. This could be done at head office or an external training centre. A number of NVQs and professional qualifications in sales and marketing are available through the relevant professional bodies.
Promotion possibilities depend on sales results. Successful sales managers may be able to progress into senior management positions, such as sales director, or take responsibility for larger areas. Some sales managers may become national account managers. It may be possible to move into research and product development.
The Role of Marketing Manager
Marketing plays an important role in almost every industry sector. In its simplest form, it is about ensuring that customers' needs are met whilst maximising the profits of a company. A marketing manager's responsibilities can vary enormously, but will always have this as a central objective.
Daily tasks and duties will depend on the company size, structure and industry sector but may include:
monitoring and analysing market trends
studying competitors' products and services
exploring ways of improving existing products and services, and increasing profitability
identifying target markets and developing strategies to communicate with them.
Most marketing managers work 37 hours a week, between the hours of 9am and 6pm. As with many jobs with tight deadlines, they may be expected to work additional hours at certain times to ensure that targets are met. Some positions may require a lot of travel, particularly when working for an international company.
Salaries can range from around £25,000 a year for someone new to the role, to £40,000 or more for a senior manager.
A marketing manager should:
have knowledge of a wide range of marketing techniques and concepts
be an excellent communicator
be able to respond well to pressure
think creatively
be interested in what motivates people
All industry sectors employ marketing managers. Jobs are generally concentrated around major cities such as London, Edinburgh, Birmingham and Liverpool. This is a popular area of work so competition can be intense.
There are no set entry routes, but marketing managers often progress into the role after gaining several years of marketing experience, possibly as an executive or assistant, or in a specialist role such as advertising or brand manager. Typically, employers look for graduates.
On-the-job training is complemented by professional marketing qualifications. These range from introductory certificates to advanced level qualifications.
A successful marketing manager may be able to progress to more senior posts such as marketing director or even managing director. It may be possible to work abroad.
Daily tasks and duties will depend on the company size, structure and industry sector but may include:
monitoring and analysing market trends
studying competitors' products and services
exploring ways of improving existing products and services, and increasing profitability
identifying target markets and developing strategies to communicate with them.
Most marketing managers work 37 hours a week, between the hours of 9am and 6pm. As with many jobs with tight deadlines, they may be expected to work additional hours at certain times to ensure that targets are met. Some positions may require a lot of travel, particularly when working for an international company.
Salaries can range from around £25,000 a year for someone new to the role, to £40,000 or more for a senior manager.
A marketing manager should:
have knowledge of a wide range of marketing techniques and concepts
be an excellent communicator
be able to respond well to pressure
think creatively
be interested in what motivates people
All industry sectors employ marketing managers. Jobs are generally concentrated around major cities such as London, Edinburgh, Birmingham and Liverpool. This is a popular area of work so competition can be intense.
There are no set entry routes, but marketing managers often progress into the role after gaining several years of marketing experience, possibly as an executive or assistant, or in a specialist role such as advertising or brand manager. Typically, employers look for graduates.
On-the-job training is complemented by professional marketing qualifications. These range from introductory certificates to advanced level qualifications.
A successful marketing manager may be able to progress to more senior posts such as marketing director or even managing director. It may be possible to work abroad.
Marketing and Advertising
Getting messages seen and heard by defined target markets is the aim of people working in marketing, public relations and advertising. Most jobs in this sector require a team approach to conduct research, develop ideas and create campaigns that communicate specific messages.
The industry can broadly be divided into people who work within an organisation, and those who work for an agency, where teams are appointed to provide specialist services to paying clients. Both areas offer jobs in:
brand management - getting to know customers, tracking competitors, product development and creating an identity
advertising - developing concepts, words and artwork, booking media space, managing client relationships, sourcing specialists like photographers, film directors and scriptwriters for advertising placed on terrestrial and digital TV, radio and the internet, and in magazines and newspapers
sales and marketing - planning direct marketing and promotional activities, producing literature, creating website content, communicating to staff, organising launch parties, exhibitions and conferences, and negotiating sponsorship deals
public relations - securing positive media coverage as a spokesperson for a company or organisation.
Whilst most jobs are office based, people may have to travel, sometimes long distances, to visit clients and attend events. Long hours may be required to meet a deadline. Some work part time or, in the case of telesales, shifts. Freelance work is possible, but more common in public relations, exhibitions and copywriting.
Around 150,000 people work in marketing and advertising, over a third in telesales and sales functions. Employers range from large companies and organisations to smaller businesses, and advertising and public relations agencies. Larger employers tend to be based around major UK cities, especially London, and the South East.
Employers usually look for a broad range of communication, interpersonal and creative skills. They also require enthusiasm, the ability to work within a larger team and self-motivation. Employers specialising in promoting a particular industry sector usually require people with knowledge of that sector.
There are no set entry requirements, but competition for jobs means that many entrants, even for junior positions, have an HND, Foundation degree or degree. Candidates with relevant work experience may be at an advantage.
Much of the training is on the job, relating to each employer's type of business, products or services. Specialised external courses are also offered by professional organisations and training centres.
The sector offers opportunities at all levels. Promotion is often available in larger companies and agencies. Opportunities may be more limited in smaller companies, and people may need to change employer to progress
The industry can broadly be divided into people who work within an organisation, and those who work for an agency, where teams are appointed to provide specialist services to paying clients. Both areas offer jobs in:
brand management - getting to know customers, tracking competitors, product development and creating an identity
advertising - developing concepts, words and artwork, booking media space, managing client relationships, sourcing specialists like photographers, film directors and scriptwriters for advertising placed on terrestrial and digital TV, radio and the internet, and in magazines and newspapers
sales and marketing - planning direct marketing and promotional activities, producing literature, creating website content, communicating to staff, organising launch parties, exhibitions and conferences, and negotiating sponsorship deals
public relations - securing positive media coverage as a spokesperson for a company or organisation.
Whilst most jobs are office based, people may have to travel, sometimes long distances, to visit clients and attend events. Long hours may be required to meet a deadline. Some work part time or, in the case of telesales, shifts. Freelance work is possible, but more common in public relations, exhibitions and copywriting.
Around 150,000 people work in marketing and advertising, over a third in telesales and sales functions. Employers range from large companies and organisations to smaller businesses, and advertising and public relations agencies. Larger employers tend to be based around major UK cities, especially London, and the South East.
Employers usually look for a broad range of communication, interpersonal and creative skills. They also require enthusiasm, the ability to work within a larger team and self-motivation. Employers specialising in promoting a particular industry sector usually require people with knowledge of that sector.
There are no set entry requirements, but competition for jobs means that many entrants, even for junior positions, have an HND, Foundation degree or degree. Candidates with relevant work experience may be at an advantage.
Much of the training is on the job, relating to each employer's type of business, products or services. Specialised external courses are also offered by professional organisations and training centres.
The sector offers opportunities at all levels. Promotion is often available in larger companies and agencies. Opportunities may be more limited in smaller companies, and people may need to change employer to progress
Enjoying Rewards in Sales
Any company that has a marketing division recognises the importance of employing experienced sales staff. As a result of the current move towards “smart selling” – as opposed to the forceful “hard sell” approach of the past – sales and marketing staff are expected to be as sharp and knowledgeable as they are dynamic, especially if they hope to be promoted to middleweight and senior positions.
For new graduates, the implications of this shift are considerable: Now, along with your qualification (and relevant industry experience, which is sometimes even more important than theoretical know-how), you could be expected to be skilled in market analysis and planning. Furthermore, your sale approach needs to be comprehensive and direct without being overbearing, which means that industry professionals would be wise to hone their customer services skills and consultative methods of selling.
To this end, it is advisable to attain an Advanced Certificate in sales and marketing or strategic sales, for example. These types of courses can be completed once you have attained your undergraduate qualification, or they can be taken up as soon as you finish your secondary schooling. A theoretical and practical understanding of e-commerce and Web technology is also particularly advantageous to graduates seeking employment in the marketing sector.
Enjoy a rewarding career in sales and marketing
With the right qualifications and sufficient expertise, jobs in the sales and marketing sector can be highly rewarding. Promotion could come fairly quickly for skilled and motivated individuals, and you could find yourself moving from junior positions into roles such as account manager, account director and middle-weight or senior sales executive. Sought-after positions in Key Account Management, for example, are awarded to highly skilled candidates, many of whom may have started out in junior roles but gained extensive hands-on experience through their work in the industry.
Therefore, along with your formal qualifications, you will need to gain practical sales and marketing experience in order to move up the ranks into middleweight and senior roles. Constantly honing your skills and improving your theoretical knowledge is the best way to achieve this, and will ensure a swift and fulfilling progression up the career ladder.
For new graduates, the implications of this shift are considerable: Now, along with your qualification (and relevant industry experience, which is sometimes even more important than theoretical know-how), you could be expected to be skilled in market analysis and planning. Furthermore, your sale approach needs to be comprehensive and direct without being overbearing, which means that industry professionals would be wise to hone their customer services skills and consultative methods of selling.
To this end, it is advisable to attain an Advanced Certificate in sales and marketing or strategic sales, for example. These types of courses can be completed once you have attained your undergraduate qualification, or they can be taken up as soon as you finish your secondary schooling. A theoretical and practical understanding of e-commerce and Web technology is also particularly advantageous to graduates seeking employment in the marketing sector.
Enjoy a rewarding career in sales and marketing
With the right qualifications and sufficient expertise, jobs in the sales and marketing sector can be highly rewarding. Promotion could come fairly quickly for skilled and motivated individuals, and you could find yourself moving from junior positions into roles such as account manager, account director and middle-weight or senior sales executive. Sought-after positions in Key Account Management, for example, are awarded to highly skilled candidates, many of whom may have started out in junior roles but gained extensive hands-on experience through their work in the industry.
Therefore, along with your formal qualifications, you will need to gain practical sales and marketing experience in order to move up the ranks into middleweight and senior roles. Constantly honing your skills and improving your theoretical knowledge is the best way to achieve this, and will ensure a swift and fulfilling progression up the career ladder.
Entering into Sales & Marketing
Entering into the sales and marketing sector
With a formal qualification behind your name, you are already fairly attractive to potential employers. In fact, many employers in the industry believe that having a degree is, in itself, far more significant than the actual focus of the qualification. This means that you could find yourself in a junior or even medium-weight sales and marketing role, regardless of the type of degree you have completed.
That having been said, it is also crucial to bear in mind that the sector is a rapidly developing one, and employers are routinely seeking better qualified and more highly skilled individuals to fill sales and marketing vacancies. As a graduate with little or no experience, you may be able to secure a job as a marketing assistant, sales rep or junior sales or client service executive. However, if you intend to progress up the ladder, you’ll need to gain as much experience as possible, and perhaps even further your qualifications by completing part-time courses specialising in particular areas of sales and marketing.
Individuals who excel in this sector are those who are able to adapt quickly and easily to a new working environment. Finely-tuned people skills are key. Employers tend to seek candidates who complement the staff and capabilities already present in the company, and who act as “team players” in the workplace. In other words, individuals who are perceived to “fit in” with current employees will be favoured over those who appear to lack interpersonal skills and shy away from teamwork.
With a formal qualification behind your name, you are already fairly attractive to potential employers. In fact, many employers in the industry believe that having a degree is, in itself, far more significant than the actual focus of the qualification. This means that you could find yourself in a junior or even medium-weight sales and marketing role, regardless of the type of degree you have completed.
That having been said, it is also crucial to bear in mind that the sector is a rapidly developing one, and employers are routinely seeking better qualified and more highly skilled individuals to fill sales and marketing vacancies. As a graduate with little or no experience, you may be able to secure a job as a marketing assistant, sales rep or junior sales or client service executive. However, if you intend to progress up the ladder, you’ll need to gain as much experience as possible, and perhaps even further your qualifications by completing part-time courses specialising in particular areas of sales and marketing.
Individuals who excel in this sector are those who are able to adapt quickly and easily to a new working environment. Finely-tuned people skills are key. Employers tend to seek candidates who complement the staff and capabilities already present in the company, and who act as “team players” in the workplace. In other words, individuals who are perceived to “fit in” with current employees will be favoured over those who appear to lack interpersonal skills and shy away from teamwork.
Monday, 20 October 2008
Targeting the Best Prospects
Many entrepreneurs think that selling to the widest possible market is the likeliest path to success. They are afraid to pursue a market niche because they fear they'll lose business by turning away customers. But this 'take all comers' approach is not very effective. It's hard to stand out when you market your business without a distinctive set of prospects in mind.
Occupying a niche means you won't be competing with a lot of similar businesses solely on price. And because you will be selling products and services that are customized to the specific needs and predispositions of a select group of people, you can often charge more. Your products and services serve a market that can't easily find alternatives.
The process starts with market research: analyze your best potential customers, your competitors, your market's predisposition toward your products and services, and your ability to serve these people so well as to make you their vendor of choice.
Market research is like sticking your toe into a lake before jumping in. If you figure out exactly which group of people you want to reach, and what their needs are, you avoid wasting time and money. Once you know, you can alter your product or services to fit the needs of your target market more closely, and you can craft a message that reflects your business and your customer.
Market research does not require expensive consultants, surveys or focus groups-- it can be as simple as asking your best customers the right questions. To determine if a particular niche is right for you, ask yourself these questions:
Do I have an identifiable target population with similar interests and needs?
Is the market large enough to support my business?
Can I tailor my products, services, and business identity to address that market's particular needs?
Is my target market currently underserved?
Can I reach my potential customers in a cost-effective manner?
Your niche will give your marketing efforts a natural, sharp focus. The more you specialize, the more your market will see the value of your services because you speak directly to their unique situation. Assuming your niche is large enough, you can do quite well by becoming a provider of products and services that can't be found anywhere else.
Larry Klein discovered his target market from the inside. A successful financial advisor, he retired from his primary job and became a marketing guru to other financial professionals. He knew they needed marketing help, but as he talked to them and worked with them, he discovered that what they wanted most were ways to reach seniors.
Klein explains, "I'm not 60. So, you don't have to be a member of your ideal marketplace. But if you talk to enough people in that market group, you're going to get it. You have to be awake and aware and be listening for what it is."
All the information you need to target and succeed in an ideal marketplace is out there waiting to be found," says Klein. "You can take the guesswork out of building a business."
Having talked to enough seniors to understand their needs, Klein refined a series of methods for approaching them with investment opportunities. Now he offers seminars and writes articles about these strategies and has defined himself as a specialist in this area. You and I may not have heard of him, but within his targeted sector of the financial planning community, Klein is slightly famous.
---------------------------------
Copyright © 2003 Steven Van Yoder
Steven Van Yoder is the author of Get Slightly Famous™. He teaches small business owners how to attract more business with less effort by becoming a mini-celebrity in your field. Visit GetSlightlyFamous.com for more articles and resources.
Occupying a niche means you won't be competing with a lot of similar businesses solely on price. And because you will be selling products and services that are customized to the specific needs and predispositions of a select group of people, you can often charge more. Your products and services serve a market that can't easily find alternatives.
The process starts with market research: analyze your best potential customers, your competitors, your market's predisposition toward your products and services, and your ability to serve these people so well as to make you their vendor of choice.
Market research is like sticking your toe into a lake before jumping in. If you figure out exactly which group of people you want to reach, and what their needs are, you avoid wasting time and money. Once you know, you can alter your product or services to fit the needs of your target market more closely, and you can craft a message that reflects your business and your customer.
Market research does not require expensive consultants, surveys or focus groups-- it can be as simple as asking your best customers the right questions. To determine if a particular niche is right for you, ask yourself these questions:
Do I have an identifiable target population with similar interests and needs?
Is the market large enough to support my business?
Can I tailor my products, services, and business identity to address that market's particular needs?
Is my target market currently underserved?
Can I reach my potential customers in a cost-effective manner?
Your niche will give your marketing efforts a natural, sharp focus. The more you specialize, the more your market will see the value of your services because you speak directly to their unique situation. Assuming your niche is large enough, you can do quite well by becoming a provider of products and services that can't be found anywhere else.
Larry Klein discovered his target market from the inside. A successful financial advisor, he retired from his primary job and became a marketing guru to other financial professionals. He knew they needed marketing help, but as he talked to them and worked with them, he discovered that what they wanted most were ways to reach seniors.
Klein explains, "I'm not 60. So, you don't have to be a member of your ideal marketplace. But if you talk to enough people in that market group, you're going to get it. You have to be awake and aware and be listening for what it is."
All the information you need to target and succeed in an ideal marketplace is out there waiting to be found," says Klein. "You can take the guesswork out of building a business."
Having talked to enough seniors to understand their needs, Klein refined a series of methods for approaching them with investment opportunities. Now he offers seminars and writes articles about these strategies and has defined himself as a specialist in this area. You and I may not have heard of him, but within his targeted sector of the financial planning community, Klein is slightly famous.
---------------------------------
Copyright © 2003 Steven Van Yoder
Steven Van Yoder is the author of Get Slightly Famous™. He teaches small business owners how to attract more business with less effort by becoming a mini-celebrity in your field. Visit GetSlightlyFamous.com for more articles and resources.
Selling on eBay Case Study
The selling on eBay process:
The first step was to register and create an eBay seller’s account. Then, following the Selling on eBay Quick Start Guide, sales listing for the items were created.
He included a photo of one of the individual Pilot Profiles in each eBay listing. None of the eBay special promotion features, such as Featured Plus or Highlight were used, as these have an additional cost when you're selling on eBay.
Our eBay seller chose to list the items individually rather than using a multiple items listing, being aware that the product would appeal to a particular niche market and thinking that it would be more profitable to sell the items individually over a period of time. (Later he discovered that he couldn’t have used a multiple item auction anyhow as a new seller, because you need 30 pieces of feedback first.)
Because the niche market is distributed internationally, he chose to use U.S. currency and ship worldwide. He also chose to list the Pilot Profile collections using the auction-style listing, hoping that the eBay auction style would result in higher prices for the items. He was careful, however, to set a reserve price each time. Each eBay auction was set to run for one week, with an opening price of US $100.
The selling on eBay results:
In April, one Pilot Profile Collection was sold for US $305.00.
In May, one Pilot Profile Collection was sold for US $355.00.
In June, three Pilot Profile Collections were sold:
June 9 – US $485.00
June 19 – US $448.00
June 26 – US $260.55
In July, two Pilot Profile Collections were sold:
July 3 – US $280.55
July 4 – US $249.99
Our tester found that the eBay auction process worked well, although it often took days for the auction process to “heat up”. Most bids occurred in the closing hour or even minutes of the eBay auction in all cases. One of the advantages of the eBay auction process that our new eBay seller particularly liked was the Second Chance Offer option, where a buyer can send a non-winning bidder a second chance to buy the item at his bid price (if the buyer has more than one of the items available). The second item sold in July was sold to a “Second Chance” buyer.
Our eBay seller chose to suspend the selling on eBay experiment at this point, knowing that many members of his niche market travel during the summer months.
On the next page of this eBay case study, our new eBay seller shares what he learned about selling on eBay, lessons that will make you a more successful eBay seller. Click to continue reading.
The first step was to register and create an eBay seller’s account. Then, following the Selling on eBay Quick Start Guide, sales listing for the items were created.
He included a photo of one of the individual Pilot Profiles in each eBay listing. None of the eBay special promotion features, such as Featured Plus or Highlight were used, as these have an additional cost when you're selling on eBay.
Our eBay seller chose to list the items individually rather than using a multiple items listing, being aware that the product would appeal to a particular niche market and thinking that it would be more profitable to sell the items individually over a period of time. (Later he discovered that he couldn’t have used a multiple item auction anyhow as a new seller, because you need 30 pieces of feedback first.)
Because the niche market is distributed internationally, he chose to use U.S. currency and ship worldwide. He also chose to list the Pilot Profile collections using the auction-style listing, hoping that the eBay auction style would result in higher prices for the items. He was careful, however, to set a reserve price each time. Each eBay auction was set to run for one week, with an opening price of US $100.
The selling on eBay results:
In April, one Pilot Profile Collection was sold for US $305.00.
In May, one Pilot Profile Collection was sold for US $355.00.
In June, three Pilot Profile Collections were sold:
June 9 – US $485.00
June 19 – US $448.00
June 26 – US $260.55
In July, two Pilot Profile Collections were sold:
July 3 – US $280.55
July 4 – US $249.99
Our tester found that the eBay auction process worked well, although it often took days for the auction process to “heat up”. Most bids occurred in the closing hour or even minutes of the eBay auction in all cases. One of the advantages of the eBay auction process that our new eBay seller particularly liked was the Second Chance Offer option, where a buyer can send a non-winning bidder a second chance to buy the item at his bid price (if the buyer has more than one of the items available). The second item sold in July was sold to a “Second Chance” buyer.
Our eBay seller chose to suspend the selling on eBay experiment at this point, knowing that many members of his niche market travel during the summer months.
On the next page of this eBay case study, our new eBay seller shares what he learned about selling on eBay, lessons that will make you a more successful eBay seller. Click to continue reading.
How To Find And Sell To Your Target Market
When I teach small business classes on marketing strategy, I often ask participants the question, "Who are your customers? Who will buy your product?" I am often surprised that otherwise savvy small business people either have no idea who will buy from them, or they assume that 'everyone' will.
Assumptions like this can lead to wrong decisions, wrong pricing, wrong marketing strategy – and ultimately, business failure.
The most successful small businesses understand that only a limited number of people will buy their product or service. The task then becomes determining, as closely as possible, exactly who those people are, and 'targeting' the business's marketing efforts and dollars toward them.
You, too, can build a better, stronger business, by identifying and serving a particular customer group – your target market.
One of the first things you need to do is to refine your product or service so that you are NOT trying to be 'all things to all people.' Become a specialist!
For example, in my business, an eco-tourism company, we made some specific decisions early in our market planning. As a charter boat business, we knew that there were plenty of fishing charter operators in the area, and 'party boats' as well. So we decided that we would offer sightseeing or special event charters, and that we would not allow alcohol on board, or fishing rods. Yes, this decision eliminated a percentage of the market – but it also gave us a 'niche' that we could capitalize on, and expanded our market in a way that other charter operators could not take advantage of.
Next, you need to understand that people purchase products or services for three basic reasons:
To satisfy basic needs.
To solve problems.
To make themselves feel good.
You'll need to determine which of those categories your product or service is the solution to, and be prepared to market it accordingly.
Your product or service may fit more than one category, too – our charter business primarily targets folks who just want to feel good – spending a day out on the water, relaxing and being waited on. But it also targets people who have visitors coming from out of town, or even overseas, because we represent a solution to the problem of "What will we do while our company is here? How can we entertain them, or show them our area?"
The next step in creating an effective marketing strategy is to zero in on your target market. Continue on to the next page to learn how to use market segmentation to define your target market.
Assumptions like this can lead to wrong decisions, wrong pricing, wrong marketing strategy – and ultimately, business failure.
The most successful small businesses understand that only a limited number of people will buy their product or service. The task then becomes determining, as closely as possible, exactly who those people are, and 'targeting' the business's marketing efforts and dollars toward them.
You, too, can build a better, stronger business, by identifying and serving a particular customer group – your target market.
One of the first things you need to do is to refine your product or service so that you are NOT trying to be 'all things to all people.' Become a specialist!
For example, in my business, an eco-tourism company, we made some specific decisions early in our market planning. As a charter boat business, we knew that there were plenty of fishing charter operators in the area, and 'party boats' as well. So we decided that we would offer sightseeing or special event charters, and that we would not allow alcohol on board, or fishing rods. Yes, this decision eliminated a percentage of the market – but it also gave us a 'niche' that we could capitalize on, and expanded our market in a way that other charter operators could not take advantage of.
Next, you need to understand that people purchase products or services for three basic reasons:
To satisfy basic needs.
To solve problems.
To make themselves feel good.
You'll need to determine which of those categories your product or service is the solution to, and be prepared to market it accordingly.
Your product or service may fit more than one category, too – our charter business primarily targets folks who just want to feel good – spending a day out on the water, relaxing and being waited on. But it also targets people who have visitors coming from out of town, or even overseas, because we represent a solution to the problem of "What will we do while our company is here? How can we entertain them, or show them our area?"
The next step in creating an effective marketing strategy is to zero in on your target market. Continue on to the next page to learn how to use market segmentation to define your target market.
The 5 Types of Customers
Loyal Customers: They represent no more than 20 percent of our customer base, but make up more than 50 percent of our sales.
Discount Customers: They shop our stores frequently, but make their decisions based on the size of our markdowns.
Impulse Customers: They do not have buying a particular item at the top of their “To Do” list, but come into the store on a whim. They will purchase what seems good at the time.
Need-Based Customers: They have a specific intention to buy a particular type of item.
Wandering Customers: They have no specific need or desire in mind when they come into the store. Rather, they want a sense of experience and/or community.
If we are serious about growing our business, we need to focus our effort on the loyal customers, and merchandise our store to leverage the impulse shoppers. The other three types of customers do represent a segment of our business, but they can also cause us to misdirect our resources if we put too much emphasis on them.
Let me further explain the five types of customers and elaborate on what we should be doing with them.
Loyal Customers
Naturally, we need to be communicating with these customers on a regular basis by telephone, mail, email, etc. These people are the ones who can and should influence our buying and merchandising decisions. Nothing will make a Loyal Customer feel better than soliciting their input and showing them how much you value it. In my mind, you can never do enough for them. Many times, the more you do for them, the more they will recommend you to others.
Discount Customers
This category helps ensure your inventory is turning over and, as a result, it is a key contributor to cash flow. This same group, however, can often wind up costing you money because they are more inclined to return product.
Impulse Customers
Clearly, this is the segment of our clientele that we all like to serve. There is nothing more exciting than assisting an Impulse shopper and having them respond favorably to our recommendations. We want to target our displays towards this group because they will provide us with a significant amount of customer insight and knowledge.
Need-Based Customers
People in this category are driven by a specific need. When they enter the store, they will look to see if they can have that need filled quickly. If not, they will leave right away. They buy for a variety of reasons such as a specific occasion, a specific need, or an absolute price point. As difficult as it can be to satisfy these people, they can also become Loyal Customers if they are well taken care of. Salespeople may not find them to be a lot of fun to serve, but, in the end, they can often represent your greatest source of long-term growth.
It is important to remember that Need-Based Customers can easily be lost to Internet sales or a different retailer. To overcome this threat, positive personal interaction is required, usually from one of your top salespeople. If they are treated to a level of service not available from the Web or another retail location, there is a very strong chance of making them Loyal Customers. For this reason, Need-Based Customers offer the greatest long-term potential, surpassing even the Impulse segment.
Wandering Customers
For many stores, this is the largest segment in terms of traffic, while, at the same time, they make up the smallest percentage of sales. There is not a whole lot you can do about this group because the number of Wanderers you have is driven more by your store location than anything else.
Keep in mind, however, that although they may not represent a large percentage of your immediate sales, they are a real voice for you in the community. Many Wanderers shop merely for the interaction and experience it provides them. Shopping is no different to them than it is for another person to go to the gym on a regular basis. Since they are merely looking for interaction, they are also very likely to communicate to others the experience they had in the store. Therefore, although Wandering Customers cannot be ignored, the time spent with them needs to be minimized.
Retail is an art, backed up by science. The science is the information we have from financials to research data (the "backroom stuff"). The art is in how we operate on the floor: our merchandising, our people, and, ultimately, our customers. For all of us, the competitive pressure has never been greater and it is only going to become more difficult. To be successful, it will require patience and understanding in knowing our customers and the behavior patterns that drive their decision-making process.
Using this understanding to help turn Discount, Impulse, Need-Based, and even Wandering Customers into Loyal ones will help grow our business. At the same time, ensuring that our Loyal Customers have a positive experience each time they enter our store will only serve to increase our bottom-line profits.
Mark Hunter, "The Sales Hunter", is a sales expert who speaks to thousands each year on how to increase their sales profitability. For more information or to receive a free weekly sales tip via email, contact “The Sales Hunter” at http://www.TheSalesHunter.com.
Discount Customers: They shop our stores frequently, but make their decisions based on the size of our markdowns.
Impulse Customers: They do not have buying a particular item at the top of their “To Do” list, but come into the store on a whim. They will purchase what seems good at the time.
Need-Based Customers: They have a specific intention to buy a particular type of item.
Wandering Customers: They have no specific need or desire in mind when they come into the store. Rather, they want a sense of experience and/or community.
If we are serious about growing our business, we need to focus our effort on the loyal customers, and merchandise our store to leverage the impulse shoppers. The other three types of customers do represent a segment of our business, but they can also cause us to misdirect our resources if we put too much emphasis on them.
Let me further explain the five types of customers and elaborate on what we should be doing with them.
Loyal Customers
Naturally, we need to be communicating with these customers on a regular basis by telephone, mail, email, etc. These people are the ones who can and should influence our buying and merchandising decisions. Nothing will make a Loyal Customer feel better than soliciting their input and showing them how much you value it. In my mind, you can never do enough for them. Many times, the more you do for them, the more they will recommend you to others.
Discount Customers
This category helps ensure your inventory is turning over and, as a result, it is a key contributor to cash flow. This same group, however, can often wind up costing you money because they are more inclined to return product.
Impulse Customers
Clearly, this is the segment of our clientele that we all like to serve. There is nothing more exciting than assisting an Impulse shopper and having them respond favorably to our recommendations. We want to target our displays towards this group because they will provide us with a significant amount of customer insight and knowledge.
Need-Based Customers
People in this category are driven by a specific need. When they enter the store, they will look to see if they can have that need filled quickly. If not, they will leave right away. They buy for a variety of reasons such as a specific occasion, a specific need, or an absolute price point. As difficult as it can be to satisfy these people, they can also become Loyal Customers if they are well taken care of. Salespeople may not find them to be a lot of fun to serve, but, in the end, they can often represent your greatest source of long-term growth.
It is important to remember that Need-Based Customers can easily be lost to Internet sales or a different retailer. To overcome this threat, positive personal interaction is required, usually from one of your top salespeople. If they are treated to a level of service not available from the Web or another retail location, there is a very strong chance of making them Loyal Customers. For this reason, Need-Based Customers offer the greatest long-term potential, surpassing even the Impulse segment.
Wandering Customers
For many stores, this is the largest segment in terms of traffic, while, at the same time, they make up the smallest percentage of sales. There is not a whole lot you can do about this group because the number of Wanderers you have is driven more by your store location than anything else.
Keep in mind, however, that although they may not represent a large percentage of your immediate sales, they are a real voice for you in the community. Many Wanderers shop merely for the interaction and experience it provides them. Shopping is no different to them than it is for another person to go to the gym on a regular basis. Since they are merely looking for interaction, they are also very likely to communicate to others the experience they had in the store. Therefore, although Wandering Customers cannot be ignored, the time spent with them needs to be minimized.
Retail is an art, backed up by science. The science is the information we have from financials to research data (the "backroom stuff"). The art is in how we operate on the floor: our merchandising, our people, and, ultimately, our customers. For all of us, the competitive pressure has never been greater and it is only going to become more difficult. To be successful, it will require patience and understanding in knowing our customers and the behavior patterns that drive their decision-making process.
Using this understanding to help turn Discount, Impulse, Need-Based, and even Wandering Customers into Loyal ones will help grow our business. At the same time, ensuring that our Loyal Customers have a positive experience each time they enter our store will only serve to increase our bottom-line profits.
Mark Hunter, "The Sales Hunter", is a sales expert who speaks to thousands each year on how to increase their sales profitability. For more information or to receive a free weekly sales tip via email, contact “The Sales Hunter” at http://www.TheSalesHunter.com.
10 Phone Marketing Mistakes to Avoid
10 PHONE MARKETING MISTAKES TO AVOID
by Charlie Cook
"I hate making marketing calls. I don’t know what to say and how to say it. I’ve been assigned to find new clients and in the past 4 weeks I brought in zero new clients."
Do you ever feel this way?
Are you tired of being turned down?
Are you frustrated by your limited success selling on the phone?
Making any of the mistakes below takes the fun out of your job and can kill your sales.
1. Using Push Versus Pull Marketing
Most of us don’t like pushy people who talk about themselves all the time. Think about your marketing. Are you constantly pushing information out about yourself, your products and services? This may be pushing prospects away when what you want to do is pull them in.
Focus your marketing on prospects' concerns and offer them something they want. You'll help them, convert them to clients and increase your revenue.
2. Not Generating Enough Qualified Leads
Marketing is about starting conversations with prospects so you can learn what they need and help them understand the solution you provide. To bring in more business, help more people understand what you do and prompt prospects to contact you.
Does your marketing help you generate enough leads and start a conversation with prospects?
With the right marketing message, advertising copy and online and offline strategy you can generate a steady stream of qualified leads.
3. Responding To Inquiries With an Email or a Letter
Nine times out of ten, when you send a prospect a written response to a query, it won't result in a sale. Pick up the phone and you can use their questions to start a conversation. With just a couple of additional questions you can learn what their objectives are and then you can sell them the solution.
4. Quoting Price Too Soon
When prospects call, one of the first questions they ask is about pricing. Tell them right away and you risk ending the conversation and losing the sale. Dollar figures by themselves are meaningless.
When a prospect asks what you charge, don't tell them until you've had a chance to learn what they want. Then put the price in the context of the value and quality solutions you provide.
5. Wasting Time With People Who Aren't Buyers
No matter how good your system is for qualifying leads, you’ll end up on the phone with people who can't afford your services or won't benefit from your products. Conversations like these can take up way too much of your time.
Use your qualifying questions and their responses to determine within the first 3 minutes of a conversation whether or not the person you're talking with is a promising prospect. If not, thank them for their inquiry and move on to your next call.
6. Doing Too Much Talking
You know your services and products inside out; you could talk for hours, if not days, about your processes, product features or benefits. Don't. You'll lose your prospects attention, especially if you're marketing over the phone.
Whenever you call a prospect or they call you, use the call to learn what they want and need. Ask questions. Let them do the talking so that you get the information you need.
7. Not Clarifying Value From the Client’s Perspective
You have a crystal clear idea of the benefits of your products and services; you want prospects to understand these benefits from their point of view.
To help prospects understand the value you provide, get them to define what they are looking for and what it's worth to them.
8. Not Getting To "Yes"
Your primary objective is to get the prospect to say, "yes"
when you ask them whether they want to place their order or sign up for your services. Set up a pattern of "yes" answers and you'll increase the chances they will say "yes" when you ask them to buy.
Review their objectives and ask them if that is what they are looking for. Review the solution you provide and ask them if that is what they are looking for.
9. Neglecting To Ask For The Sale
If you want people to buy your products and services, you need to ask for the sale. This sounds obvious, but the tendency is to wait for the prospect to say they are ready to buy.
Why do we do this?
Until you gain confidence in your phone selling technique, you're afraid of getting turned down when you ask for the sale. It's common to compensate by talking endlessly about the features and benefits of your products and services.
If you're working with qualified leads, many of the people you are talking with want to buy your products and services.
Help them clarify the value and then help them make the purchase.
10. Forgetting To Follow Up On Sales
When you make a sale it may seem like the end of your marketing effort. Think of your first sale not as closing a sale but opening the door to a long-term relationship and you’ll increase future sales.
When a prospect becomes a client or customer, they've provided tangible evidence of their trust in you and your products and services. Follow up with a phone call to find out how the product or service is working and there is a good chance you'll uncover a need for more of your products and services.
You don't have to hate marketing on the phone. Learn what to say and how to structure the conversation and you'll have more fun and make more sales.
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2004 © In Mind Communications, LLC. All rights reserved.
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The author, Charlie Cook, helps service professionals and small business owners attract more clients and be more successful. Sign up for the Free Marketing Plan eBook,
'7 Steps to get more clients and grow your business'
at http://www.marketingforsuccess.com
by Charlie Cook
"I hate making marketing calls. I don’t know what to say and how to say it. I’ve been assigned to find new clients and in the past 4 weeks I brought in zero new clients."
Do you ever feel this way?
Are you tired of being turned down?
Are you frustrated by your limited success selling on the phone?
Making any of the mistakes below takes the fun out of your job and can kill your sales.
1. Using Push Versus Pull Marketing
Most of us don’t like pushy people who talk about themselves all the time. Think about your marketing. Are you constantly pushing information out about yourself, your products and services? This may be pushing prospects away when what you want to do is pull them in.
Focus your marketing on prospects' concerns and offer them something they want. You'll help them, convert them to clients and increase your revenue.
2. Not Generating Enough Qualified Leads
Marketing is about starting conversations with prospects so you can learn what they need and help them understand the solution you provide. To bring in more business, help more people understand what you do and prompt prospects to contact you.
Does your marketing help you generate enough leads and start a conversation with prospects?
With the right marketing message, advertising copy and online and offline strategy you can generate a steady stream of qualified leads.
3. Responding To Inquiries With an Email or a Letter
Nine times out of ten, when you send a prospect a written response to a query, it won't result in a sale. Pick up the phone and you can use their questions to start a conversation. With just a couple of additional questions you can learn what their objectives are and then you can sell them the solution.
4. Quoting Price Too Soon
When prospects call, one of the first questions they ask is about pricing. Tell them right away and you risk ending the conversation and losing the sale. Dollar figures by themselves are meaningless.
When a prospect asks what you charge, don't tell them until you've had a chance to learn what they want. Then put the price in the context of the value and quality solutions you provide.
5. Wasting Time With People Who Aren't Buyers
No matter how good your system is for qualifying leads, you’ll end up on the phone with people who can't afford your services or won't benefit from your products. Conversations like these can take up way too much of your time.
Use your qualifying questions and their responses to determine within the first 3 minutes of a conversation whether or not the person you're talking with is a promising prospect. If not, thank them for their inquiry and move on to your next call.
6. Doing Too Much Talking
You know your services and products inside out; you could talk for hours, if not days, about your processes, product features or benefits. Don't. You'll lose your prospects attention, especially if you're marketing over the phone.
Whenever you call a prospect or they call you, use the call to learn what they want and need. Ask questions. Let them do the talking so that you get the information you need.
7. Not Clarifying Value From the Client’s Perspective
You have a crystal clear idea of the benefits of your products and services; you want prospects to understand these benefits from their point of view.
To help prospects understand the value you provide, get them to define what they are looking for and what it's worth to them.
8. Not Getting To "Yes"
Your primary objective is to get the prospect to say, "yes"
when you ask them whether they want to place their order or sign up for your services. Set up a pattern of "yes" answers and you'll increase the chances they will say "yes" when you ask them to buy.
Review their objectives and ask them if that is what they are looking for. Review the solution you provide and ask them if that is what they are looking for.
9. Neglecting To Ask For The Sale
If you want people to buy your products and services, you need to ask for the sale. This sounds obvious, but the tendency is to wait for the prospect to say they are ready to buy.
Why do we do this?
Until you gain confidence in your phone selling technique, you're afraid of getting turned down when you ask for the sale. It's common to compensate by talking endlessly about the features and benefits of your products and services.
If you're working with qualified leads, many of the people you are talking with want to buy your products and services.
Help them clarify the value and then help them make the purchase.
10. Forgetting To Follow Up On Sales
When you make a sale it may seem like the end of your marketing effort. Think of your first sale not as closing a sale but opening the door to a long-term relationship and you’ll increase future sales.
When a prospect becomes a client or customer, they've provided tangible evidence of their trust in you and your products and services. Follow up with a phone call to find out how the product or service is working and there is a good chance you'll uncover a need for more of your products and services.
You don't have to hate marketing on the phone. Learn what to say and how to structure the conversation and you'll have more fun and make more sales.
-
2004 © In Mind Communications, LLC. All rights reserved.
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The author, Charlie Cook, helps service professionals and small business owners attract more clients and be more successful. Sign up for the Free Marketing Plan eBook,
'7 Steps to get more clients and grow your business'
at http://www.marketingforsuccess.com
10 Ways To Work Through A Business Slowdown
In running any kind of business, it's inevitable that sometimes business will slow down. This might occur due to an upcoming holiday, seasonal variations, or uncontrollable circumstances. As a small-business owner, you have a choice in terms of how you view the slowdown - it can either be a time of increased stress, frustration, worry - or you can view it as an opportunity to upgrade your business processes or improve the quality of your life.
Here are ten strategies you can use to work through a business slowdown:
1) Market more concertedly. Statistics suggest that new businesses spend (or should spend) about 40-60% of time in marketing and related activities. If you are experiencing a business slowdown, it's always a good time to create and launch another marketing initiative. It is important to continue to promote your business creatively and cost-effectively. What better way to spend a slow period than in taking actions to attract new business? (Plus, taking action will keep worry or stress from overwhelming you.)
2) Relax. This strategy works if you are feeling good about your business and your accomplishments. Use this time to catch up on some sleep, read a few good books, in short, take some time off for rest and relaxation. Sometimes, time away can help spark creative ideas or profitable insights.
3) Get ahead. Use slow time to get ahead on weekly or monthly projects. Look ahead to future months and see if there are any steps you can take, today, that would position you more solidly in the future. This can help you feel more in control as the pace picks up again.
4) Invest in additional training/learning. A business slowdown is a great time to upgrade your knowledge and skills, you have the time and the incentive. Take classes, learn more about your industry, become even more valuable to your customers by adding new products or services based on your new knowledge.
5) Follow up with old/existing customers. Most small businesses focus more on getting new customers rather than retaining old ones. A business slow down is a great time to get back in touch with your customer base to find out what needs they have, to remind them of your service, or to offer them special discounts for reactivating their accounts. It's always easier to sell to someone who has bought from you before - so make the extra effort to stay in touch.
6) Offer free samples or giveaways. If your business needs to attract new prospects, use the "slow time" to offer free samples, hold contests, or offer giveaways to bring new energy and potential customers to your door.
7) Plan. Take time to review your progress so far, checking it against your goals, and making any necessary adjustments. Use "slow time" to plan for how you'll tackle new projects, or expand your business or offerings. This can be really fun.
8) Relate. Use this time to add a little extra to the "bank account" of your important relationships. Spend more time with your spouse, significant other, child, or friends. Put some extra kindnesses into your close relationships - you'll have more to "withdraw" when you need it.
9) Network/socialize. Use "slow time" to get out and meet more people to talk about what you offer, learn what they need, help them connect with appropriate resources. Take this time to increase your contact base, and to attend meetings or events you might not usually have time for. An added bonus to this tip is that you might perceive new trends in your industry which can help you guide your business.
10) Upgrade equipment or processes. During a business "slow down", it's a great time to find easier, more efficient, and better ways of running your business. You might upgrade equipment so you can serve customers more effectively. You might automate parts of your sales process, or invest in additional training for your staff. You might use this time to make sure you are in compliance with all the relevant state laws, or to paint your office space.
While occasional business slowdowns might be inevitable, these strategies ensure that you're making the best use of the downtime - allowing you to attract and keep your ideal customers.
(c) 2003. Dr. Rachna D. Jain. All Rights in All Media Reserved
Dr. Rachna D. Jain is a sales and marketing coach and Director of Operations for SalesCoachTraining.com. Sign up for her free email newsletter, "Sales & Marketing Secrets" To learn more or to contact Dr. Jain directly, please visit
http://www.SalesandMarketingCoach.com
Here are ten strategies you can use to work through a business slowdown:
1) Market more concertedly. Statistics suggest that new businesses spend (or should spend) about 40-60% of time in marketing and related activities. If you are experiencing a business slowdown, it's always a good time to create and launch another marketing initiative. It is important to continue to promote your business creatively and cost-effectively. What better way to spend a slow period than in taking actions to attract new business? (Plus, taking action will keep worry or stress from overwhelming you.)
2) Relax. This strategy works if you are feeling good about your business and your accomplishments. Use this time to catch up on some sleep, read a few good books, in short, take some time off for rest and relaxation. Sometimes, time away can help spark creative ideas or profitable insights.
3) Get ahead. Use slow time to get ahead on weekly or monthly projects. Look ahead to future months and see if there are any steps you can take, today, that would position you more solidly in the future. This can help you feel more in control as the pace picks up again.
4) Invest in additional training/learning. A business slowdown is a great time to upgrade your knowledge and skills, you have the time and the incentive. Take classes, learn more about your industry, become even more valuable to your customers by adding new products or services based on your new knowledge.
5) Follow up with old/existing customers. Most small businesses focus more on getting new customers rather than retaining old ones. A business slow down is a great time to get back in touch with your customer base to find out what needs they have, to remind them of your service, or to offer them special discounts for reactivating their accounts. It's always easier to sell to someone who has bought from you before - so make the extra effort to stay in touch.
6) Offer free samples or giveaways. If your business needs to attract new prospects, use the "slow time" to offer free samples, hold contests, or offer giveaways to bring new energy and potential customers to your door.
7) Plan. Take time to review your progress so far, checking it against your goals, and making any necessary adjustments. Use "slow time" to plan for how you'll tackle new projects, or expand your business or offerings. This can be really fun.
8) Relate. Use this time to add a little extra to the "bank account" of your important relationships. Spend more time with your spouse, significant other, child, or friends. Put some extra kindnesses into your close relationships - you'll have more to "withdraw" when you need it.
9) Network/socialize. Use "slow time" to get out and meet more people to talk about what you offer, learn what they need, help them connect with appropriate resources. Take this time to increase your contact base, and to attend meetings or events you might not usually have time for. An added bonus to this tip is that you might perceive new trends in your industry which can help you guide your business.
10) Upgrade equipment or processes. During a business "slow down", it's a great time to find easier, more efficient, and better ways of running your business. You might upgrade equipment so you can serve customers more effectively. You might automate parts of your sales process, or invest in additional training for your staff. You might use this time to make sure you are in compliance with all the relevant state laws, or to paint your office space.
While occasional business slowdowns might be inevitable, these strategies ensure that you're making the best use of the downtime - allowing you to attract and keep your ideal customers.
(c) 2003. Dr. Rachna D. Jain. All Rights in All Media Reserved
Dr. Rachna D. Jain is a sales and marketing coach and Director of Operations for SalesCoachTraining.com. Sign up for her free email newsletter, "Sales & Marketing Secrets" To learn more or to contact Dr. Jain directly, please visit
http://www.SalesandMarketingCoach.com
Sell Wide, Sell Deep
Here's one of the most durable marketing rules, one that's been around for years. It's good advice for any business. If you want to sell lots of products and services, if you want to expand your business with loads of eager new customers--sell wide, sell deep.
Let's look at this timeless rule of good marketing. It's full of ideas and inspiration that can fatten your pocketbook rather quickly. The best ideas are ones that help you work smarter, not harder. Here's how "sell wide, sell deep" works.
"Sell wide" means offering lots of products or services that follow a basic theme (for example: all things offered by a printer). "Sell deep" means finding lots of good variations on a successful product.
Let's say you have one product or service that customer after customer is ready to plunk down money to buy. You start thinking "If I had ten products just like that one I'd get rich." If you've got a glazed donut that is the hottest breakfast item on your downtown lunch cart, why not expand on the idea? Offer a glazed with frosting. Then offer those frosting flavors in chocolate, maple, strawberry, maybe even cherry. That's selling "deep."
Now offer different kinds of donuts and related items like muffins and coffee. Give your customers choices of old-fashioned donuts, cake donuts, buttermilk, donuts with sprinkles, and donuts that commemorate an upcoming holiday. That's selling "wide."
Many businesses find a big increase in revenue when they introduce customers to a low-priced product, then step them up to increasingly more involved and expensive products or services. Customers are ready to spend more for more advanced services as they come to trust and rely on you.
If you aren't able to provide extra products or services yourself, contract with others to provide them for you. Many web site owners swear by their "back page" items. You can easily offer your customers lots of products and services supplied by others at very little cost to your own company.
How To Find a Winner...Then Go Wide and Deep.
All businesses start out with some idea of what they want to sell. In the beginning you develop a few promising products and services and put them out there to gage the public's interest. Some products work, others don't, and sometimes you get a request out of left field that turns into your most important profit source.
When I started my business, I thought that handing out marketing advice would be my bread and butter. Before long, someone asked me to write a press release. It never occurred to me to be in the press release business, but as soon as I put "writes press releases" on my web site, I got dozens of orders. Presto, a new profit source. I expanded it into lots of customized variations. Press releases to be sent via email, releases for regular mail, releases intended for major magazines and newspapers, and releases intended for email newsletters.
The product line soon went wide and deep, much to the delight of clients who were looking for just the right service tailored to their needs.
Listen closely to what your customers and prospects are saying. When they talk about a problem they have, think of it has a hint for another product or service you can offer to solve that problem. Those unexpected suggestions are your most important opportunities.
Simple Research Gives You A Head Start.
You don't have to wait for customers and prospects to suggest new products and services. Ask them in clever ways that get them thinking for you. "How did that work for you? Was it as effective as it could have been? What problems are you having that we might be able to solve for you?" Customers can often see things that people inside the business don't realize.
You've seen people conducting surveys in the mall. That kind of research isn't very good from a statistical standpoint. You can't get reliable numbers and percentages from it. However, you CAN use simple research to get ideas for new products and services. Just like some restaurant chains, give customers a short questionnaire to fill out. Have them leave their comments for improvements or new services. Reward them if you can with a discount or free offer.
Home-grown research, from entry forms on your counter to spending time on the phone with a prospect, can show you new ways to expand your successful products and services. Sell wide, sell deep to make more money.
About the Author
Kevin Nunley provides marketing advice and copy writing for businesses and organizations. Read all his money-saving marketing tips at http://DrNunley.com/. Reach him at kevin@drnunley.com or (801)253-4536.
Let's look at this timeless rule of good marketing. It's full of ideas and inspiration that can fatten your pocketbook rather quickly. The best ideas are ones that help you work smarter, not harder. Here's how "sell wide, sell deep" works.
"Sell wide" means offering lots of products or services that follow a basic theme (for example: all things offered by a printer). "Sell deep" means finding lots of good variations on a successful product.
Let's say you have one product or service that customer after customer is ready to plunk down money to buy. You start thinking "If I had ten products just like that one I'd get rich." If you've got a glazed donut that is the hottest breakfast item on your downtown lunch cart, why not expand on the idea? Offer a glazed with frosting. Then offer those frosting flavors in chocolate, maple, strawberry, maybe even cherry. That's selling "deep."
Now offer different kinds of donuts and related items like muffins and coffee. Give your customers choices of old-fashioned donuts, cake donuts, buttermilk, donuts with sprinkles, and donuts that commemorate an upcoming holiday. That's selling "wide."
Many businesses find a big increase in revenue when they introduce customers to a low-priced product, then step them up to increasingly more involved and expensive products or services. Customers are ready to spend more for more advanced services as they come to trust and rely on you.
If you aren't able to provide extra products or services yourself, contract with others to provide them for you. Many web site owners swear by their "back page" items. You can easily offer your customers lots of products and services supplied by others at very little cost to your own company.
How To Find a Winner...Then Go Wide and Deep.
All businesses start out with some idea of what they want to sell. In the beginning you develop a few promising products and services and put them out there to gage the public's interest. Some products work, others don't, and sometimes you get a request out of left field that turns into your most important profit source.
When I started my business, I thought that handing out marketing advice would be my bread and butter. Before long, someone asked me to write a press release. It never occurred to me to be in the press release business, but as soon as I put "writes press releases" on my web site, I got dozens of orders. Presto, a new profit source. I expanded it into lots of customized variations. Press releases to be sent via email, releases for regular mail, releases intended for major magazines and newspapers, and releases intended for email newsletters.
The product line soon went wide and deep, much to the delight of clients who were looking for just the right service tailored to their needs.
Listen closely to what your customers and prospects are saying. When they talk about a problem they have, think of it has a hint for another product or service you can offer to solve that problem. Those unexpected suggestions are your most important opportunities.
Simple Research Gives You A Head Start.
You don't have to wait for customers and prospects to suggest new products and services. Ask them in clever ways that get them thinking for you. "How did that work for you? Was it as effective as it could have been? What problems are you having that we might be able to solve for you?" Customers can often see things that people inside the business don't realize.
You've seen people conducting surveys in the mall. That kind of research isn't very good from a statistical standpoint. You can't get reliable numbers and percentages from it. However, you CAN use simple research to get ideas for new products and services. Just like some restaurant chains, give customers a short questionnaire to fill out. Have them leave their comments for improvements or new services. Reward them if you can with a discount or free offer.
Home-grown research, from entry forms on your counter to spending time on the phone with a prospect, can show you new ways to expand your successful products and services. Sell wide, sell deep to make more money.
About the Author
Kevin Nunley provides marketing advice and copy writing for businesses and organizations. Read all his money-saving marketing tips at http://DrNunley.com/. Reach him at kevin@drnunley.com or (801)253-4536.
How to Close Sales in the 2,000's and Beyond
Are you a salesperson? Do you "close" sales? Are you often playing psychological tug-of-war with your clients? Most of us do. I did that for the greater part of my sales career. From the "assumptive close," the "trial close," right down to the famous "Benjamin Franklin close," I've used quite a few of them if not all of the tricks in the book. However, things have changed.
Today, the marketplace is just as educated and sophisticated as some of the most cunning sales champions. People hate to be marketed let alone sold, especially based on "needs." And when shrewd salespeople attempt a plethora of sales tactics on their clients, prospects not only see them coming but they also consider such techniques to be insulting.
I've been to all the seminars, heard all the tapes, seen all the videos, and read all the books on selling, negotiating, sales psychology, and sales techniques. And it wouldn't be fair for me to say that this education did not help my career in the last 16 years -- it certainly has. But in the 2,000's and beyond, the days of using 1,001 closing techniques are definitely over.
From Prospecting to Positioning
If you are specialized and focused on a very narrow niche, and have attracted prospects that not only need but also want that which your offer (in other words, they are pre-qualified using techniques such as those described in my book "The 10 Commandments of Power Positioning"), then there is really no longer a need to close. All you need to do is to ask for the order. In fact, all you really need is just one simple, single yet powerful closing question. What's the question? Before I show it to you, you need to first understand how it works.
We all communicate through different channels, whether verbal or written. But there is also a metachannel (one beyond the channel of communication) that predominates. It is one through which people communicate with and understand others. If you want to appreciate metachannels, close your eyes for a moment and think back to when you were a child.
Either one of three things will happen. For instance, 1) you will remember how your favorite toy used to look like or recognize some familiar faces. 2) You will hear a song on the radio that was popular at the time or remember the voices of some of your childhood friends. Or 3) you will remember a certain pleasant event such as your 8th birthday party, or feel the warm touch of your mother's hand as she walked you to school one cold morning.
Do You See What I Mean?
As you can easily conclude, the three metachannels are: 1) Visual, 2) aural (or auditory, as it is often mistakenly called), and 3) kinesthetic. People will generally communicate through one predominant metachannel. While they do not use a single channel exclusively, more than any other a person will use a preferred metachannel to sensorially transmit and process information, thought, or feeling so that it is satisfactorily received or understood.
For example, if I called you on the phone and asked you "how's the weather," you will answer in one of three ways. If you're a visual person, you will probably say "looks like it's going to rain." If you're an aural person, you might say "I heard that's it going to be a scorcher." But if you're a kinesthetic person, then "it feels pretty cold" will probably be your answer.
Why are metachannels important in sales? You may have had the experience of once going through a sales presentation that seemed almost perfect. Your client not only needed but also wanted your product or service. A great conversation ensued with all the right questions asked and answered. In your mind, the sale was "in the bag." It was a done deal. However, when came the time to ask for the order, your prospect said "I want to think it over."
The problem may very well be due to poor sales skills or other circumstances. But oftentimes it is also because you were not understood by the prospect. Chances are that, if the presentation went well but did not end positively, your metachannel was not in sync with that of your prospect's. In plain English, you were not communicating on the same wavelength.
Channel Surfing
Metachannels are not limited to oral presentations but also include written ones. The words you use on paper are just as important as the ones you use in person. In either case, when you discover your prospect's metachannel you should choose words -- especially action words, verbs, expressions, and phrases -- that reflect their preferred metachannel.
For example, use words such as "I see," "get the picture," "show me," "focus on," "seeing is believing," "beautiful," "brilliant," or "keep your eyes peeled" with a visual prospect. With aurals, use "I hear you," "fine tune," "sounds good," "tell me," "listen," "hear me out," or "keep your ears open." With kinesthetic individuals, say "I feel," "I sense that," "my point is," "grasp," "sharp," "vibrant," "makes sense," "out of touch," "hold on," or "get a handle."
Nevertheless, one simple closing question is all you really need. In fact, I learned about this technique from Stephan Schiffman, whom I believe to be one of the most up-to-date sales trainers today (http://www.dei-sales.com). Although I adapted his technique to fit the prospect's preferred metachannel, the closing question contains approximately ten words -- no more, no less. For visuals, the closing question is: "Mr. Prospect, it looks good to me; what do you think?" For aurals, it's: "It sounds good to me; what do you think?" And for kinesthetics, the close is: "It makes sense to me; what do you think?" That's it.
One Question is All You Really Need
Obviously, one of two things will happen. The prospect will either answer with "yes, it looks good to me" or "no, it doesn't." With such a simple question, you can never go wrong. If the offer does appeal to the prospect, you can then complete the transaction. But if the offer failed to do so, you can then ask why and get as a result something concrete with which to work.
Having a great many closing techniques under your sleeve is still important. In fact, I'm still a firm believer in closing skills -- I've used quite a few in my time and still do in some cases. You should still use some of them as a backup. But by first using one universal closing question makes the sales process easier and less insulting to an informed client. There is indeed a great power in simplicity -- and that will be more evident in the days to come.
As a sales veteran, you might not agree with me on this one. That's fine, as long as you understand that it would be foolish to think that the marketplace will always be behind the times. Nevertheless, if you become a powerful magnet and attract pre-sold prospects, you will soon discover that the need to close will eventually disappear altogether.
About the Author
Michel Fortin is a consultant dedicated to helping businesses turn into powerful magnets. Visit http://SuccessDoctor.com to receive a free copy of his book, "The 10 Commandments of Power Positioning." He is also the editor of the "Internet Marketing Chronicles" ezine delivered weekly to 90,000 subscribers -- subscribe free at http://SuccessDoctor.com/IMC/.
Today, the marketplace is just as educated and sophisticated as some of the most cunning sales champions. People hate to be marketed let alone sold, especially based on "needs." And when shrewd salespeople attempt a plethora of sales tactics on their clients, prospects not only see them coming but they also consider such techniques to be insulting.
I've been to all the seminars, heard all the tapes, seen all the videos, and read all the books on selling, negotiating, sales psychology, and sales techniques. And it wouldn't be fair for me to say that this education did not help my career in the last 16 years -- it certainly has. But in the 2,000's and beyond, the days of using 1,001 closing techniques are definitely over.
From Prospecting to Positioning
If you are specialized and focused on a very narrow niche, and have attracted prospects that not only need but also want that which your offer (in other words, they are pre-qualified using techniques such as those described in my book "The 10 Commandments of Power Positioning"), then there is really no longer a need to close. All you need to do is to ask for the order. In fact, all you really need is just one simple, single yet powerful closing question. What's the question? Before I show it to you, you need to first understand how it works.
We all communicate through different channels, whether verbal or written. But there is also a metachannel (one beyond the channel of communication) that predominates. It is one through which people communicate with and understand others. If you want to appreciate metachannels, close your eyes for a moment and think back to when you were a child.
Either one of three things will happen. For instance, 1) you will remember how your favorite toy used to look like or recognize some familiar faces. 2) You will hear a song on the radio that was popular at the time or remember the voices of some of your childhood friends. Or 3) you will remember a certain pleasant event such as your 8th birthday party, or feel the warm touch of your mother's hand as she walked you to school one cold morning.
Do You See What I Mean?
As you can easily conclude, the three metachannels are: 1) Visual, 2) aural (or auditory, as it is often mistakenly called), and 3) kinesthetic. People will generally communicate through one predominant metachannel. While they do not use a single channel exclusively, more than any other a person will use a preferred metachannel to sensorially transmit and process information, thought, or feeling so that it is satisfactorily received or understood.
For example, if I called you on the phone and asked you "how's the weather," you will answer in one of three ways. If you're a visual person, you will probably say "looks like it's going to rain." If you're an aural person, you might say "I heard that's it going to be a scorcher." But if you're a kinesthetic person, then "it feels pretty cold" will probably be your answer.
Why are metachannels important in sales? You may have had the experience of once going through a sales presentation that seemed almost perfect. Your client not only needed but also wanted your product or service. A great conversation ensued with all the right questions asked and answered. In your mind, the sale was "in the bag." It was a done deal. However, when came the time to ask for the order, your prospect said "I want to think it over."
The problem may very well be due to poor sales skills or other circumstances. But oftentimes it is also because you were not understood by the prospect. Chances are that, if the presentation went well but did not end positively, your metachannel was not in sync with that of your prospect's. In plain English, you were not communicating on the same wavelength.
Channel Surfing
Metachannels are not limited to oral presentations but also include written ones. The words you use on paper are just as important as the ones you use in person. In either case, when you discover your prospect's metachannel you should choose words -- especially action words, verbs, expressions, and phrases -- that reflect their preferred metachannel.
For example, use words such as "I see," "get the picture," "show me," "focus on," "seeing is believing," "beautiful," "brilliant," or "keep your eyes peeled" with a visual prospect. With aurals, use "I hear you," "fine tune," "sounds good," "tell me," "listen," "hear me out," or "keep your ears open." With kinesthetic individuals, say "I feel," "I sense that," "my point is," "grasp," "sharp," "vibrant," "makes sense," "out of touch," "hold on," or "get a handle."
Nevertheless, one simple closing question is all you really need. In fact, I learned about this technique from Stephan Schiffman, whom I believe to be one of the most up-to-date sales trainers today (http://www.dei-sales.com). Although I adapted his technique to fit the prospect's preferred metachannel, the closing question contains approximately ten words -- no more, no less. For visuals, the closing question is: "Mr. Prospect, it looks good to me; what do you think?" For aurals, it's: "It sounds good to me; what do you think?" And for kinesthetics, the close is: "It makes sense to me; what do you think?" That's it.
One Question is All You Really Need
Obviously, one of two things will happen. The prospect will either answer with "yes, it looks good to me" or "no, it doesn't." With such a simple question, you can never go wrong. If the offer does appeal to the prospect, you can then complete the transaction. But if the offer failed to do so, you can then ask why and get as a result something concrete with which to work.
Having a great many closing techniques under your sleeve is still important. In fact, I'm still a firm believer in closing skills -- I've used quite a few in my time and still do in some cases. You should still use some of them as a backup. But by first using one universal closing question makes the sales process easier and less insulting to an informed client. There is indeed a great power in simplicity -- and that will be more evident in the days to come.
As a sales veteran, you might not agree with me on this one. That's fine, as long as you understand that it would be foolish to think that the marketplace will always be behind the times. Nevertheless, if you become a powerful magnet and attract pre-sold prospects, you will soon discover that the need to close will eventually disappear altogether.
About the Author
Michel Fortin is a consultant dedicated to helping businesses turn into powerful magnets. Visit http://SuccessDoctor.com to receive a free copy of his book, "The 10 Commandments of Power Positioning." He is also the editor of the "Internet Marketing Chronicles" ezine delivered weekly to 90,000 subscribers -- subscribe free at http://SuccessDoctor.com/IMC/.
Eliminating objections to increase sales
By Charlie Cook.
You want to increase the flow of sales revenue, but you are stymied by prospects' seemingly endless objections. Prospects say they're not interested. They tell you your price is too high, or this isn't the right time. You've heard all the objections. What can you do to get rid of these once and for all?
Engineering Your Marketing When I was seven one of my favorite ways to spend a hot summer day with my friends was playing a backyard game we called "waterworks".
We'd use a trowel to construct channels in the dirt, put the hose at one end and watch the water flow. If we wanted the water to go straight, we'd remove rocks and debris to clear a path. We became sophisticated engineers, guiding water around corners and across short aqueducts. We felt like masters of the universe, directing the water where we wanted it to go. (You can bet my mother loved seeing us come into the house at the end of the day.)
Plan your marketing to take charge of increasing your sales. Your marketing can lead prospects to your products and services the way my friends and I engineered our waterworks; by making clear paths and removing obstacles. Channel your prospects' attention and interests and eliminate objections. Below are the four most common objections and ways to eliminate them.
Lack of Interest Prospects need to understand what you do before they can become interested in what you have to offer. It is that simple. If you're marketing yourself as a lawyer, coach, accountant or fitness center, you're not telling people why they should be interested. To capture their interest, explain the problems you solve from their perspective.
Lack of Leads You want people to email you, call you or go to your web site to buy your products and services. But first you have to motivate them to contact you so you can market to them. Once you have their attention, use your conversation, your emails and your web site to ask them what they want and need.
Lack of Credibility You want prospects to see you as the expert; the person and the firm that has the products and services they can rely on. One of the biggest challenges to attracting new clients is gaining their trust and being seen as the essential expert. Use your articles, ezine, and web site to demonstrate your expertise. Use testimonials from clients to tell prospects about the results you and your products have achieved.
Pricing Objections Whether it is a $25 subscription or a $50,000 consulting fee, prospects object to price when they don't understand the value of the purchase. Establish a set of questions you can use to help prospects define what they want and what you are providing. When price is put in context, it becomes much less of an obstacle.
Still not converting as many prospects to clients as you'd like? Use questions to find out more about what they want, and what their concerns are. Then address each of these objections up front and remove them as potential sales killers.
Think of your target market as a reservoir of water waiting to be tapped. If you eliminate the barriers between them and you, you could send a steady stream of new clients and customers your way. N0w, don't just imagine it, do it. Start eliminating your prospects' objections and create a clear path for them to become clients and customers. Help your prospects get what they want and you'll get what you want, more clients.
2004 (c) In Mind Communications, LLC. All rights reserved.
About the Author
The author, Charlie Cook, helps service professionals and small business owners attract more clients and be more successful. Sign up for the Free Marketing Plan eBook, '7 Steps to get more clients and grow your business' at http://www.marketingforsuccess.com
You want to increase the flow of sales revenue, but you are stymied by prospects' seemingly endless objections. Prospects say they're not interested. They tell you your price is too high, or this isn't the right time. You've heard all the objections. What can you do to get rid of these once and for all?
Engineering Your Marketing When I was seven one of my favorite ways to spend a hot summer day with my friends was playing a backyard game we called "waterworks".
We'd use a trowel to construct channels in the dirt, put the hose at one end and watch the water flow. If we wanted the water to go straight, we'd remove rocks and debris to clear a path. We became sophisticated engineers, guiding water around corners and across short aqueducts. We felt like masters of the universe, directing the water where we wanted it to go. (You can bet my mother loved seeing us come into the house at the end of the day.)
Plan your marketing to take charge of increasing your sales. Your marketing can lead prospects to your products and services the way my friends and I engineered our waterworks; by making clear paths and removing obstacles. Channel your prospects' attention and interests and eliminate objections. Below are the four most common objections and ways to eliminate them.
Lack of Interest Prospects need to understand what you do before they can become interested in what you have to offer. It is that simple. If you're marketing yourself as a lawyer, coach, accountant or fitness center, you're not telling people why they should be interested. To capture their interest, explain the problems you solve from their perspective.
Lack of Leads You want people to email you, call you or go to your web site to buy your products and services. But first you have to motivate them to contact you so you can market to them. Once you have their attention, use your conversation, your emails and your web site to ask them what they want and need.
Lack of Credibility You want prospects to see you as the expert; the person and the firm that has the products and services they can rely on. One of the biggest challenges to attracting new clients is gaining their trust and being seen as the essential expert. Use your articles, ezine, and web site to demonstrate your expertise. Use testimonials from clients to tell prospects about the results you and your products have achieved.
Pricing Objections Whether it is a $25 subscription or a $50,000 consulting fee, prospects object to price when they don't understand the value of the purchase. Establish a set of questions you can use to help prospects define what they want and what you are providing. When price is put in context, it becomes much less of an obstacle.
Still not converting as many prospects to clients as you'd like? Use questions to find out more about what they want, and what their concerns are. Then address each of these objections up front and remove them as potential sales killers.
Think of your target market as a reservoir of water waiting to be tapped. If you eliminate the barriers between them and you, you could send a steady stream of new clients and customers your way. N0w, don't just imagine it, do it. Start eliminating your prospects' objections and create a clear path for them to become clients and customers. Help your prospects get what they want and you'll get what you want, more clients.
2004 (c) In Mind Communications, LLC. All rights reserved.
About the Author
The author, Charlie Cook, helps service professionals and small business owners attract more clients and be more successful. Sign up for the Free Marketing Plan eBook, '7 Steps to get more clients and grow your business' at http://www.marketingforsuccess.com
Want to Make Money? Sell the Right Product
By Jerry Moore.
http://www.iboplus.com/Jmoore10/.
There is no such thing as a perfect business opportunity that doesn't revolve around a quality, in-demand product. Many business opportunities try to divert your attention away from a substandard product by focusing on the compensation plan or the referral program. But your ultimate success is based on the product, so no matter how many diversions are thrown into the pitch, you have to keep your eye on the ball.
There are three things any product you choose to market and support must embody. Above all else, the product must be:
1. In-demand
2. Consumable
3. Reasonably Priced
First of all, the product must be in-demand--needed or wanted by a sufficient segment of the market--in order for you to sell it. Sure, you could spend a lot of effort marketing a product that people don't know they want, and you'll probably make a few sales, but not enough to be worth your while.
Choose a product that people already know they want, but that offers unique benefits they can't find just anywhere. If they can find the exact same product for the same price at Wal-Mart or their local insurance agency, why would they need your product?
The product must also be consumable, or something the customer has to keep coming back for. An ongoing service that requires a monthly or weekly fee also works. If your product is going to be there forever after the customer buys it, they have no reason to come back and shop from you, meaning you only get one commission from each customer. But if you're product is consumable, you create long-term customers with almost every sale.
Last but not least, the product must be reasonably priced. As I said before, if a customer can go to any local store or business and get a similar product for a lower price, they're not going to buy your product. The first thing to ask yourself is whether people want your product, and the second thing to ask is whether they want it enough to pay for it.
Your best bet is to choose a program with a product or service that is priced low enough to entice deal hunters. With network marketing, it is easy to make up profits in volume, and it's much better than making no profits at all.
About the Author
Jerry Moore is a broker for AmeriPlan USA, the perfect business with the perfect product. Want to make a lucrative income marketing a product that over 175 million Americans are in need of? Learn more about the AmeriPlan opportunity and product at http://www.iboplus.com/Jmoore10/. Contact Jerry Moore by phone at 510-713-2624 or email to jmooreeccx@hotmail.com.
http://www.iboplus.com/Jmoore10/.
There is no such thing as a perfect business opportunity that doesn't revolve around a quality, in-demand product. Many business opportunities try to divert your attention away from a substandard product by focusing on the compensation plan or the referral program. But your ultimate success is based on the product, so no matter how many diversions are thrown into the pitch, you have to keep your eye on the ball.
There are three things any product you choose to market and support must embody. Above all else, the product must be:
1. In-demand
2. Consumable
3. Reasonably Priced
First of all, the product must be in-demand--needed or wanted by a sufficient segment of the market--in order for you to sell it. Sure, you could spend a lot of effort marketing a product that people don't know they want, and you'll probably make a few sales, but not enough to be worth your while.
Choose a product that people already know they want, but that offers unique benefits they can't find just anywhere. If they can find the exact same product for the same price at Wal-Mart or their local insurance agency, why would they need your product?
The product must also be consumable, or something the customer has to keep coming back for. An ongoing service that requires a monthly or weekly fee also works. If your product is going to be there forever after the customer buys it, they have no reason to come back and shop from you, meaning you only get one commission from each customer. But if you're product is consumable, you create long-term customers with almost every sale.
Last but not least, the product must be reasonably priced. As I said before, if a customer can go to any local store or business and get a similar product for a lower price, they're not going to buy your product. The first thing to ask yourself is whether people want your product, and the second thing to ask is whether they want it enough to pay for it.
Your best bet is to choose a program with a product or service that is priced low enough to entice deal hunters. With network marketing, it is easy to make up profits in volume, and it's much better than making no profits at all.
About the Author
Jerry Moore is a broker for AmeriPlan USA, the perfect business with the perfect product. Want to make a lucrative income marketing a product that over 175 million Americans are in need of? Learn more about the AmeriPlan opportunity and product at http://www.iboplus.com/Jmoore10/. Contact Jerry Moore by phone at 510-713-2624 or email to jmooreeccx@hotmail.com.
A Forgotten Secret Marketing Tool
have been marketing online for a couple of years and it never ceases to amaze me that this one marketing tool is seldom used and remains to be an effective Secret Marketing Tool. What am I referring to you ask? Well let me tell you! I have received hundreds of responses to my marketing efforts and many reply with the same comments in regards to follow up. Yes FOLLOW UP! This is the Secret Marketing Tool that many businesses forget and don't use it to their potential.
Follow Up Marketing takes on two separate entities. First there is follow up with your existing customers and second, there is follow up with your potential customers. Many online marketers out there do not use these two tools to their benefit and it probably costs them thousands of dollars every year in sales and profits. So lets take a look at these two methods of marketing and find out how to use them to your benefit in your marketing efforts. Follow Up With Existing Customers
There have been quite a few studies completed on this topic and the underlying message they reveal is that many businesses do not follow up with their existing customers. Take a moment with a piece of paper and pencil and figure out your advertising and marketing costs. Make a list of where you advertise your product or service. Most of you will have on your list, newsgroups, online classified sites (both free & paid), newsletters, web sites, banner advertisements and also regular newspaper classified advertising.
Now just take one of these advertising mediums. For example, newsgroups, since thousands currently advertise on them and they are free. Well not necessarily! Even though it doesn't cost you to place the ad, there are other costs you must consider. There is your Internet Access, your time to write the advertisement and sales letters and your time to access the newsgroup and place the advertisement. So lets say, for example, that it costs $19.95 for Internet Access and 10 hours to write your advertisement and sales letters and 1 hour to access and place your advertisement on the newsgroup. Bill your time at $20/hr. That totals $239.95. That's quite a bit of money right!
Now lets say you make some sales and created $500 in profits from those sales only considering the cost to produce and ship your product. Now take out the advertising and marketing costs of $239.95 and you made $260.05 in profits for those customers. Not bad for one day! But don't forget about the $239.95 as it cost you that amount to get those customers. The point here is that it costs every business quite a bit of money to create a sale and a customer.
Now you just added a new product to your product line and begin to advertise it just as your other product. Those costs we just discussed might be a bit lower as you don't have to spend as much time on preparing advertisements and sales materials since your getting better at advertising and marketing. But your response might be lower, because it is a new product, increasing the costs of advertising and marketing the new product.
Why not lower your costs and have a better than average chance to produce more sales? How you ask, by FOLLOWING UP with your current customers. Don't you like to shop at the same places? Yes we all do because if we are treated right and received a good product or service, then we will come back and buy again and again and again. However, many online businesses seem to forget to send out a mailing to their own customers! These are people who determined that your initial product and company were better than your competition and bought from YOU! So ask them to buy again! You can make special offers to existing customers or whatever marketing offer you want, but DO NOT FORGET THEM. You increase your chances of repeat sales which will lower your advertising costs and create more profits!
Simple, effective and powerful, following up with your customers WILL produce results.
Follow Up With Potential Customers
Now the second piece of the secret, following up with prospects. This is where I get quite a bit better closure ratio than I do from my initial offer. I receive responses every day telling me that they became my customers mainly because they received some follow up. My customers go on to tell me that they look at many different offers and many businesses just email the information and they never hear from them again, while I take the time to follow up a number of times. Many potential customers like this type of carefully planned, understanding marketing technique. It shows that you are concerned about your business and want to create happy customers instead of looking for the quick buck.
You need to take some time and make some initial decisions in developing your follow up process as you don't want to make your prospects feel as if they are being harassed or pushed into making a decision. So let me give you a few tips to go about following up with potential customers that I have found very effective.
1. Determine the number of times you want to follow up with each prospect. Base your decision on your pricing and degree of difficulty in explaining your product or service. A general rule of thumb is the higher the price and complexity of your product or service the more times you will need to follow up.
2. Determine how often you want to follow up. The same rules above apply here. You want your prospect not to forget about you but you also want them to have some time to consider your offer.
3. Set up a follow up tracking system. Make a system of exactly how you are going to set up your follow up system and how to keep track of what your are doing and where you are at with each prospect.
4. Develop your follow up letters. Take some time and carefully write these letters. You want to pass along to your prospects that you are only trying to ensure they fully understand your product and offer so they can make an informed buying decision. Don't use hype, just provide facts and possibly add bonuses or special offers. Remind them they were interested in your product or service and requested information in the beginning of your letter and make your subject in the email something that refreshes their memory of your product or service. This will make sure they don't think you are sending them unsolicited emails.
5. Your last follow up letter. In this letter make sure you thank them for considering your product or service and let them know it will be the last letter they receive from you and take them out of your follow up files. If they want you to continue they will let you know.
6. Always honor the prospects request. If they ask for more information then by all means provide it and if they ask to be removed then make sure you do just that. If you don't, you will have just created some very bad press and they will let their friends know about it. Remember a happy customers tells 3 and a mad customer tells 10 and on the Internet you might even multiply that by thousands.
So there you have it a simple and effective marketing technique that is easily implemented and can produce incredible results. Don't let this become "A Forgotten Secret Marketing Tool".
----------
Terry Williams, President of Terry Williams & Associates, a Glendale, Arizona based web site design and marketing firm that specializes in home based and small businesses is also the author of "Discover Online Marketing Success: Electronic Marketing Success Secrets" which provides many other profit making tools and techniques. To receive more details send a blank email to: discover@intersuccess.com Terry also publishes a Free Bi-Monthly Newsletter "Internet Marketing Issues". To get your free subscription visit: http://www.intersuccess.com/imi/subscribe.htm
Follow Up Marketing takes on two separate entities. First there is follow up with your existing customers and second, there is follow up with your potential customers. Many online marketers out there do not use these two tools to their benefit and it probably costs them thousands of dollars every year in sales and profits. So lets take a look at these two methods of marketing and find out how to use them to your benefit in your marketing efforts. Follow Up With Existing Customers
There have been quite a few studies completed on this topic and the underlying message they reveal is that many businesses do not follow up with their existing customers. Take a moment with a piece of paper and pencil and figure out your advertising and marketing costs. Make a list of where you advertise your product or service. Most of you will have on your list, newsgroups, online classified sites (both free & paid), newsletters, web sites, banner advertisements and also regular newspaper classified advertising.
Now just take one of these advertising mediums. For example, newsgroups, since thousands currently advertise on them and they are free. Well not necessarily! Even though it doesn't cost you to place the ad, there are other costs you must consider. There is your Internet Access, your time to write the advertisement and sales letters and your time to access the newsgroup and place the advertisement. So lets say, for example, that it costs $19.95 for Internet Access and 10 hours to write your advertisement and sales letters and 1 hour to access and place your advertisement on the newsgroup. Bill your time at $20/hr. That totals $239.95. That's quite a bit of money right!
Now lets say you make some sales and created $500 in profits from those sales only considering the cost to produce and ship your product. Now take out the advertising and marketing costs of $239.95 and you made $260.05 in profits for those customers. Not bad for one day! But don't forget about the $239.95 as it cost you that amount to get those customers. The point here is that it costs every business quite a bit of money to create a sale and a customer.
Now you just added a new product to your product line and begin to advertise it just as your other product. Those costs we just discussed might be a bit lower as you don't have to spend as much time on preparing advertisements and sales materials since your getting better at advertising and marketing. But your response might be lower, because it is a new product, increasing the costs of advertising and marketing the new product.
Why not lower your costs and have a better than average chance to produce more sales? How you ask, by FOLLOWING UP with your current customers. Don't you like to shop at the same places? Yes we all do because if we are treated right and received a good product or service, then we will come back and buy again and again and again. However, many online businesses seem to forget to send out a mailing to their own customers! These are people who determined that your initial product and company were better than your competition and bought from YOU! So ask them to buy again! You can make special offers to existing customers or whatever marketing offer you want, but DO NOT FORGET THEM. You increase your chances of repeat sales which will lower your advertising costs and create more profits!
Simple, effective and powerful, following up with your customers WILL produce results.
Follow Up With Potential Customers
Now the second piece of the secret, following up with prospects. This is where I get quite a bit better closure ratio than I do from my initial offer. I receive responses every day telling me that they became my customers mainly because they received some follow up. My customers go on to tell me that they look at many different offers and many businesses just email the information and they never hear from them again, while I take the time to follow up a number of times. Many potential customers like this type of carefully planned, understanding marketing technique. It shows that you are concerned about your business and want to create happy customers instead of looking for the quick buck.
You need to take some time and make some initial decisions in developing your follow up process as you don't want to make your prospects feel as if they are being harassed or pushed into making a decision. So let me give you a few tips to go about following up with potential customers that I have found very effective.
1. Determine the number of times you want to follow up with each prospect. Base your decision on your pricing and degree of difficulty in explaining your product or service. A general rule of thumb is the higher the price and complexity of your product or service the more times you will need to follow up.
2. Determine how often you want to follow up. The same rules above apply here. You want your prospect not to forget about you but you also want them to have some time to consider your offer.
3. Set up a follow up tracking system. Make a system of exactly how you are going to set up your follow up system and how to keep track of what your are doing and where you are at with each prospect.
4. Develop your follow up letters. Take some time and carefully write these letters. You want to pass along to your prospects that you are only trying to ensure they fully understand your product and offer so they can make an informed buying decision. Don't use hype, just provide facts and possibly add bonuses or special offers. Remind them they were interested in your product or service and requested information in the beginning of your letter and make your subject in the email something that refreshes their memory of your product or service. This will make sure they don't think you are sending them unsolicited emails.
5. Your last follow up letter. In this letter make sure you thank them for considering your product or service and let them know it will be the last letter they receive from you and take them out of your follow up files. If they want you to continue they will let you know.
6. Always honor the prospects request. If they ask for more information then by all means provide it and if they ask to be removed then make sure you do just that. If you don't, you will have just created some very bad press and they will let their friends know about it. Remember a happy customers tells 3 and a mad customer tells 10 and on the Internet you might even multiply that by thousands.
So there you have it a simple and effective marketing technique that is easily implemented and can produce incredible results. Don't let this become "A Forgotten Secret Marketing Tool".
----------
Terry Williams, President of Terry Williams & Associates, a Glendale, Arizona based web site design and marketing firm that specializes in home based and small businesses is also the author of "Discover Online Marketing Success: Electronic Marketing Success Secrets" which provides many other profit making tools and techniques. To receive more details send a blank email to: discover@intersuccess.com Terry also publishes a Free Bi-Monthly Newsletter "Internet Marketing Issues". To get your free subscription visit: http://www.intersuccess.com/imi/subscribe.htm
How to Generate Better Leads
A big mistake businesses often make when they market themselves is the fact that many try to sell directly in every communication they produce. And, as a result, they generate huge amounts of "prospects" that lead to little or no business (or what I call "expects"). They think that by selling themselves right in the ad they will get not only an immediate response but also immediate business. This oftentimes backfires and can even take away customers.Many clients I've dealt with usually get as a result of this type of approach a lot of calls but no clients -- or at least no long term clients. They end up dealing with a lot of people who are merely curious but never serious. Because of hypercompetition and the fact that we are constantly bombarded with information, trying to find qualified prospects and get them to buy can sometimes be worse than a needle in the haystack. It's frustrating and often self-effacing.Needs Versus WantsA concept that's been around for years but has recently become very popular is multi-step marketing. It's a process in which businesses seek an immediate response from their marketing efforts but use this technique to offer a free report, item, sample, or service. Little do people know that the immediate response strategy is usually not the true goal of the advertiser. People who come forward are not unqualified prospects. They are indirectly being screened since, once they "show up," they are pre-qualified. And after they've been enticed with free information, products, or services, they are pre-sold and ready to do business.As a consultant to cosmetic surgeons, I've realized that this process is obviously essential if not vital. For instance, no one can call a person on the phone and outright ask if that person wants more hair, especially without knowing if that person is bald in the first place! However, doctors will first advertise a free information kit offer, explaining the procedure and the potential results, whereby people who respond will naturally fit into that specific demographic.The doctor then sends a brochure describing the surgery, the possible risks, and the potential results, but without any pricing -- it is impossible to determine the cost until the doctor personally sees the patient beforehand in order to measure the degree of hair loss. However, the information package along with its lack of pricing causes patients to come forward once more to arrange for a personal consultation with the doctor. Consequently, those who show up are, by and large, practically ready to have surgery -- they fit the surgeon's psychographics.You see, people who need your products or services may fit your demographics. But people who want what you offer fit your psychographics. As in the previous example, a hair transplant surgeon's demographics encompass those who have hair loss. But psychographics, though, are comprised of people who have hair loss and want to do something about it (since not all of them do). In short, they are not only experiencing hair loss but also suffering from it. This is the awesome power of "funneling" fuel into your marketing and prospecting machine.Lead GenerationIn your case, if you offer a specific product or service that caters to a target market, find ways to make your market come forward with minimal effort on your part. The best way to do this is to offer a freebie of some kind. It's like the "try-before-you-buy" approach. Being in the age of information, I prefer giving away "free reports." Your free report doesn't have to be product-specific, industry-specific, or benefit-specific. As long as it targets an audience that fits within your demographics (and eventually your psychographics), you're ahead of the game.Let's say you're in financial planning. Your product involves investments, mutual funds, stocks, savings plans, and mortgages. Rather than place an ad that directly markets these services, you could advertise a small classified ad promoting a free course, seminar, or report on helping people save money. Let's say you're a beautician. You could offer a free kit that may include a free makeover, a sample makeup kit, a gift certificate, a free initial consultation, or a free report on makeup styles and colors that will match one's unique complexion. Nevertheless, the idea is to have people come to you rather than you to them, and the incentive you offer doesn't have to relate directly to what you do or sell. In general, the portion of the general public that fits into your product or service's demographics is merely made up of suspects (you suspect that they might need what you have to offer). When a portion of them comes forward to get your freebie, you've isolated the true prospects from your suspects. Then, if they want more, they're now expects (people expecting to do business with you).The Free ReportI used to work as a salesperson for a music store specializing in pianos and keyboards. Older pianos usually require considerable repair since the wood inside holding the strings with which the piano creates its sound may be too old and broken beyond repair. Many unscrupulous salespeople will "dope" pianos so that they remain temporarily in tune until the instrument is sold. For one, they spray water onto the wood inside, causing it to expand and grip the tuning pegs more firmly. But the water eventually evaporates as the piano returns to its original state.A salesperson at the store had a small classified ad. It said: "Beware parents in the market for a piano! Many parents usually buy used pianos for their kids because they don't know if they'll love music and want to minimize the risk of losing their investment. However, to the unsuspecting buyer many used pianos are internally broken beyond repair and 'doped' in order to be sold quickly, only to become broken again when it's too late. Before you buy any piano at any price, call for our free report, 'Don't Let Piano Problems Put Your Bank Account Out of Tune: 6 Ways to Find Commonly Hidden Problems with Used Pianos'."His report not only explained the possible hidden faults commonly found in older pianos. But since he was catering to a target market (i.e., parents), his report went on to explain how used pianos fall out of tune quickly causing the child to learn the piano the wrong way and eventually to lose interest -- let alone the parents' money! Of course, what the salesperson really wanted was to get these parents to buy new or professionally refurbished pianos from him. The resulting effect, though, was that the report not only brought prospects to his door but also instilled in them a greater confidence in the salesperson in addition to the reasons for buying a certified piano rather than a used one. He made a fortune using this technique!In essence, look at your free report as a rTsumT. People often send bulky rTsumTs to potential employers in an attempt to sell themselves as much as possible, when very often their attempts get filed away -- the "round" file, that is! Successful career consultants stress the importance of summarizing a rTsumT as much as possible, include one's achivements and results (not one's previous duties and responsibilities), and putting it all on one single page. Simply put, the rTsumT is not meant to land a "job" but to land an "interview."Lead generation should be regarded in the same way. Your free offer must be small, contain a concise message, stress an immediate benefit, and cause the prospect to come forward. What can you offer your prospects to arouse their curiosity and interest? What can you give away for free so to entice them to get more? If you're giving something away, you'll realize that what you're really doing is generating better leads. Nevertheless, realize that the cost of offering freebies is far less than the cost of mass marketing (and more effective too)!Specialized AdvertisingNow that we've talked about lead generation advertising, the trick to having as many qualified prospects come forward is to have your ad read by such a specific group of people as much, as often, and as effectively as possible. General publications won't do that and they certainly cost a lot of money. Many people have their ads published in large, high-circulation, general newspapers or magazines. In the end, the cost-per-lead can add up significantly.On the other hand, specialized publications have the distinction of appealing to specific, targeted audiences, which increases the chances of your ad being read by higher quality leads. For example, if one publication has a readership of 100,000 but only 25,000 fit into your demographics, where another has only 40,000 but all of which fit into your demographics, which one do you think will give you the greatest response? In other words, rather than fishing for minnows in the middle of the ocean, you'll be catching whales in a small pond.Think of the specialized publication as a sonar that will help you to find the kind of fish you really want. This is due to the fact that not only will the readership match your demographics but also people who buy specialized publications have a tendency to read them from cover to cover. For instance, unlike a mass-published newspaper that will be skimmed (i.e., it is bought by many but read in its entirety by few), a specialized publication will be read more intensely and thoroughly (i.e., it is bought by few but read in its entirety by many).Target Your MarketIf you advertise a free offer to a specific target market, your per capita hit-ratio will dramatically increase than if you would have advertised your product or service directly in a major publication that's too general or too vague. Your little ad can easily get lost in a sea of ads. These days, specialized publications exist by the truckloads! Occupation-specific, special interest, or industry-specific publications can include newsletters, magazines, ezines, web sites, trade publications, newsgroups, journals, reports, corporate email, directories, specialty newspapers, catalogues, and communiquTs from specific organizations.Publications for uncommon or highly specialized topics are out there in some form or another. If you go to a library you will find newsletters for specific home-based businesses, journals written exclusively for corporate executives, ezines purely about cigars, newspapers strictly published for police officers, and even magazines geared for gerbil breeders. As long as the readership logically fits into your target market and, if possible, into your psychographic criteria, this is where you will get the greatest bang for your marketing buck.For example, an advertising agent specializing in computer-based firms can advertise an offer for a free report in computer magazines or, better yet, in ezines that cater to a same target market. A medical consultant should advertise a free consultation in medical journals, medical association newsletters, and medical equipment manufacturer catalogues. You get the drift.The NewsletterBy the way, having your own newsletter is also a powerful way to attract prospects. Your newsletter may be offered for free or at a nominal cost, but the idea is to have the people who read it want more and come forward to get it. As well, you can sell advertising space in your newsletter to firms also catering to your unique clientele. But the obvious advantage is the fact that you can "swap" ads in newsletters written by other firms that cater to your target market.Your newsletter can be strictly information-oriented and your ads can advertise your newsletter offer. However, don't make your free report or newsletter readily available. If you choose to use the multi-step marketing process I described earlier, you want the names and addresses of those coming forward. In this case, have a special application process and a contact management program to mass mail their information to eager subscribers.Remember, you're not trying to advertise with the hope of stumbling onto a trickle of suspects. You want an endless stream of pre-qualified, pre-screened, and pre-sold expects. Those who request your free report or subscribe to your newsletter will hopefully want more. But even when only a small portion do, you know that they are much more qualified, which saves you a lot of time and effort than trying to fish in a dried up desert of possible suspects.About the AuthorMichel Fortin is a consultant dedicated to helping businesses turn into powerful magnets.
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