The first step you have to take is to determine which merchandise or area most suits you. To accomplish this, find out what a specific group of people are looking for, and then determine the best solution. A good way of achieving this quickly is to find groups of extremely drilled down words or phrases; there are fewer searchers for these in general, however they will convert far more. These lucrative keywords can be discovered by using Micro Niche Finder or a program like it. The data collected from this software or similar programs and software creates a listing of associated terms allowing you to get a good placing in the search engines and bring in a good deal of traffic.

Micro Niche Finder data will in addition tell you the number of times each word or phrase is searched for, the number of competing sites, even competitor information. Finally, the info returned should help in loacting the right domain, aid you in putting together your internet site, and even identify suitable items to trade. Next you need to build a website; however there are still fundamental tasks to complete. You will want to optimize your site to improve your performance on the search engines. Products such as SEO Elite can make this easier. Your competitors’ websites are examined by the program which then provides advice on how to improve search results.

With applications such as SEO Elite, data generated by the program indicates where you should look for appropriate links, the most profitable keywords, and a list of sites for submitting articles for reference. In a nutshell, Seo Elite information is much like to the data you might get from an experienced SEO professional.

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As a sales manager, you can set the context for your team to pull ahead, or ‘breakaway’ from the competition. Context sets the tone and often determines the meaning of events and actions. In business, context affects our vision, motivation, ambition, and follow through.

Some aspects of context are outside of our control. Things happen. Markets rise and fall. Yet some people thrive even in hard times. While these people are the masters of context, I would also argue that the ‘climate’ in which they work could contribute enormously to the difference between success and failure.

Here are three ways you can take charge of the context in which you create an environment where ‘breakaway’ results can happen:

ADOPT A ‘NO BULLIES HERE’ POLICY

Some people use much stronger language to describe the people I’ll politely call bullies. You may call them: tyrants, egomaniacs, jerks or unprintable. These are the people whose behaviour leaves you feeling badly about yourself, and feel free to use whatever profanity you want to describe them, because they are real trouble.

Many ’stars’ shout, belittle, and make unreasonable demands of support staff and colleagues, while ingratiating themselves with the higher-ups. How people treat both the powerless and powerful is a good measure of human character and the “bully” quotient.

One bully can destroy your team’s morale. You and your colleagues will spend inordinate amounts of time and energy dealing with this person, instead of focusing outward on breakaway performance.

HOT TIPS:

- Protect your people. If you are in a position to do so, aim to nourish a culture of decency in your organization. While you may not have a ‘no bullies here ‘ policy in writing, you can have it in spirit. If the superstar you’re about to hire has a reputation for being difficult, don’t hire!

- Set this ground rule for sales meetings: focus on the situation, issue, or behaviour, and not on the person. This rule translates into not placing blame on people. It safeguards the self-confidence and self-esteem of all meeting participants, and provides a process for regulating out-of-bounds behaviour.

PRACTICE ONGOING REGARD

We all do better at work if we regularly hear that what we do matters, that it is valuable, and that our presence makes a difference to others.

Nearly every organization or team I’ve been privileged to spend time with under-communicates the genuinely positive and admirable achievements of its members. I can understand wanting to avoid conflict, but avoiding praise is puzzling.

HOT TIP:

Make space at the beginning of a sales meeting for any expressions of appreciation or admiration that anyone may wish to deliver. I recommend that the leader not deliver any of these kudos during the first few meetings so team members get used to practicing ‘ongoing regard.’ If no one has anything to say, so be it (although I’ve never seen this happen).

You may find that sharpening your capacity to express genuine appreciation or admiration is vitalizing. It will remind you of why you want to be on your team, and why performing at your peak is important.

CREATE ACCOUNTABILITY

How many times have you said that you were going to do something and then not done it because nobody else would know the difference? Try spreading the word. Just the simple act of telling your plan to another person raises the stakes. Most of us place a high value on doing what we say we’ll do. There is something profound about taking our commitments seriously when we profess them to another person or when we join in a pact to reach a common goal.

HOT TIP:

If you are a sales manager, allow your people to tell you how they plan to reach their goals, rather than you telling them how to proceed. Create time, regularly, for them to report what they have been doing and learning. Useful questions to help the discussion are:
- What worked?
- What didn’t work?
- What happened?
- What would you do differently next time?
- What assumptions are you making?
- When will you do the tasks you propose?

- How will I know you have started the tasks?

If you are a team member, seek out someone you trust and check in regularly. Declare what you intend to do and watch what happens!

‘CREATE THE CONTEXT’ CHALLENGE

Establish the practice of ‘ongoing regard’ at the start of each sales meeting. The purpose is to recognize people whose performance and integrity helps the team achieve goals and objectives. Acknowledge that their specific behaviour, and the personal qualities that led to that behaviour, had a positive impact on you, on a customer, or on the team.

For example: “Lee, by delegating paperwork to the summer students and making more face-to-face sales calls you are helping us have a great second quarter. You are resourceful and creative.”

It may take a number of sales meetings for the practice to feel comfortable and meaningful. Stick with it.

This article may be reprinted in its entirety with express written permission from Nicki Weiss. The reprint must include the section “About the Author”.

Nicki Weiss is an internationally recognized Certified Professional Sales Management Coach, Master Trainer, and workshop leader. Since 1992, Nicki has trained, certified, and/or coached more than 6,000 business executives, sales managers and salespeople.

Nicki guarantees increased sales performance when sales managers become better sales coaches. Sign up for her FREE monthly e-zine, Something for NothingTM, which has powerful tips and techniques for sales managers who are ready to make this transformation. Sign up at http://www.saleswise.ca.

You can email her at nicki@saleswise.ca or call 416-778-4145.

How can you cultivate selling skills in employees who don’t normally think of themselves as salespeople? People in your company who are tentative, introverted, and are not really inclined to engage and embrace a prospect or a customer to get them to buy from you.

You can cultivate the sales skills of everyone in your company by teaching them “strategic selling.” Strategic selling means having an advisory relationship with your prospect or customer. It is when you put the interests and well-being of your prospect or customer ahead of your own.

Strategic selling means never recommending that a prospect or customer buy or acquire any products or services from you that you don’t feel will be of benefit to him or her. It is when you assume the role of guiding, leading, and helping each prospect and customer to recognize the advantages and opportunities they will receive when they purchase your product or service.

Everyone in and around your business, whether they realize it or not, plays a selling role that can either help or hurt you in very significant ways. For example, suppose a prospect comes into your business, and a well dressed, well groomed employee meets him or her at the door with a warm and friendly welcome. Five minutes later the prospect makes a purchase.

Who made the sale the salesperson or the salesperson with an assist from the employee who greeted the prospect? The answer of course, is that they both made the sale. If the employee who greeted the prospect had been poorly dressed, poorly groomed, and had scowled at the prospect instead of smiling and greeting him or her. The prospect’s first impression would probably have been very different as he or she entered your business

The fate of a business isn’t just in the owner’s hands. Rather, it is in the hands of every employee or person that has contact with prospects and customers. And that’s true for your business as well.

Never take courtesy, friendliness, and caring on the part of your employees for granted. Discuss courtesy regularly with your staff, make courtesy a regular feature in your company newsletter and regularly spotlight “Smile of the Month” awards for your most courteous people.

What if you’re a one person shop and don’t have any employees? You should remind yourself constantly, starting first thing in the morning that you owe everyone you come into contact with today a smile, some words of encouragement, and a helping hand. This may sound silly, but it works.

To put your employees in the right mindset, don’t use the word “selling.” Instead let your employees know that they are a “business consultant” or a “service consultant.” Encourage them to recognize that they have been given a great opportunity to share with your prospects and customers all kinds of overlooked benefits about the products and services your business sells.

As important as the knowledge of the valuable contribution they make to a prospect or customer’s life is, you also need to give your employees some motivating economic incentives.

Depending upon the cost structure of your product or service, you should offer every employee who has a hand in selling, some direct or variable compensation for the results he or she produces. This can mean so much per bonus above quota or so much per transaction. You can also offer a special compensation for new customers brought into the fold for the first time.

Rewarding your employees will mean different things to different people. To some people, it’s a comfortable salary and variable bonuses. To other people it will mean being compensated in direct proportion to the tangible results they produce. Yet to some people a special plaque or award is recognition enough.

It is up to you to know what motivates your employees. Raises, bonuses, and commissions should be tailored to fit the business you’re in. Understand, that money is only a small part of the compensation. To get your people to do outstanding work, you also need to lavish them with praise and recognition.

It is important that you and everyone of your employees understands that your business is a system that starts with your suppliers or your vendors, and then moves to the creation or distribution of products and services. But this system will not work unless everyone who is part of your business understands that he or she has an important part in transferring your products and services from your business over to your prospects and customers.

The key to getting everyone in your business involved in selling is letting every employee know every day that he or she is a critical and highly respected part of your selling system. Once everyone in your business understands and believes this, everyone in your business will be highly motivated to make more sales.

Copyright©2006 by Joe Love and JLM & Associates, Inc. All rights reserved worldwide.

Joe Love draws on his 25 years of experience helping both individuals and companies build their businesses, increase profits, and achieve total success. He is the founder and CEO of JLM & Associates, a consulting and training organization, specializing in personal and business development. Through his seminars and lectures, Joe Love addresses thousands of men and women each year, including the executives and staffs of many of America’s largest corporations, on the subjects of leadership, self-esteem, goals, achievement, and success psychology.

Reach Joe at: joe@jlmandassociates.com

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