7 Networking Tips for Small Business Owners

You’re going to a networking event this month, and if you’re being honest with yourself, you’re feeling a bit anxious. It’s not like anyone ever taught you how to connect with others and promote yourself in school or when starting your business. You don’t want to mess this opportunity up.

Here’s the good news: there’s no need to stress. With a little pre-planning, a positive attitude, and a motivation to build new relationships, you’ll be a professional networker in no time. To start, here are 7 networking tips for small business owners.

Be Strategic

“Developing a strategy and plan for networking is vital to get the most out of your networking efforts,” says Carrie Sharpe, communications consultant and speaker, in an interview for this article. She continues, “It’s helpful to know in advance if there’s a particular person you’d like to meet, or if you’d like to connect with someone in a specific field.

Utilize the Buddy System

Are you feeling anxious about attending on your own? Don’t! Invite someone to come with you if being solo is affecting your decision to attend.

Sharpe says, “Sometimes it helps to go to networking events with a friend, coworker, or spouse. That way you have someone to sit with, encourage you, and help keep conversations going. Working as a team like that can alleviate some anxiety.”

If you don’t have anyone to connect with, use social media to find someone else who will be attending the event and plan with them to meet up.

Craft & Practice Your Elevator Pitch

How do you feel talking about yourself and your business? Usually, one of the hardest aspects to networking for small business owners is answering the question “what do you do?” After that, conversation flows a bit easier.

The best way to manage this is to come up with an “elevator pitch” that you can share when meeting new business. Keep it short, you basically want to sum up what your job title is, and who you help in a couple sentences. Bonus points if you can share a highlight or recent win in your introduction.

If you met me at an event you might hear, “I’m a content strategist who helps businesses use SEO and storytelling to attract the perfect-for-them customers. Just this week one of my client’s articles moved to the first page of search results.”

Ask Questions

Now that you know how to introduce yourself, it’s important to learn how to connect with others. The easiest way to do that is to ask questions about the person you’re speaking with.

“If you have the goal of building relationships, asking questions to get to know the other person is key,” says Sharpe. “There is no pressure on you to do all the talking. Be a good listener, and ask open-ended questions. Learn about other people, and allow them to shine.”

Not sure what to ask? Here are a few suggestions from Sharpe:

  • “Who is your favorite kind of person to work with?”
  • “What do you have going on in your business right now that really excites you?”
  • “Oh, really? Why is that?”

networking

Photo by HIVAN ARVIZU @soyhivan on Unsplash

Walk the Walls

One of the easiest to implement networking tips for small business owners is to introduce yourself to the people on the outskirts instead of walking straight into the crowd.

Sharpe agrees and says, “Instead of looking to the mob of people congregating in the center of the room, find a person or two along the edge of the room and focus on them. A few strong connections trumps several surface-level ones.”

End the Conversation

Sometimes leaving the conversation to meet someone new can be awkward. However, you can say goodbye in a way that’s beneficial to you both. First, make sure to ask for the individual’s contact information if you’d like to connect after the event. Then, ask your new connection how you can be of service to them best.

Sharpe suggests saying something to the effect of, “I know time is limited and you need to talk to other people here, too, so in our last couple minutes tell me how I can best support you and your business.”

Follow Up

It’s important to follow up, and right away! If you wait too long, you’re risking that your new connection may forget you or mistake you for someone else they’ve met.

Main photo: Photo by CoWomen on Unsplash


Best Books for Small Business Owners – Influence: The Psychology of Persuasion

October Monthly Must-Reads: Best Books for Small Business Owners

As a business owner, you likely wear many hats, from human resources to operations and from sales to fulfillment. So, where do you fit in time for learning and professional development?

Keep up with innovation, business and leadership trends by reading the right business books for tu small business.

In our Monthly Must-Reads series, we share a featured business book’s main focus and key take-aways, so you can determine within a minute if it’s relevant to you and your small business—really, whether it’s worth your valuable time. This month, we’re covering Dr. Robert Cialdini’s Influence: The Psychology of Persuasion, which seeks to teach you how to use six universal principles of persuasion as well as how to be aware of when others use them on you.

Business Book:

Influence: The Psychology of Persuasion, by Robert Cialdini

Focus:

Understanding the psychology and main principles behind effective persuasion

Main Idea:

There is useful science behind how people are persuaded

Great for Small Business Owners Who:

Want to improve their sales conversations

Synopsis:

Dr. Cialdini identifies and explains six principles of persuasion. He argues that utilizing them ethically will help readers more successfully win people over to their way of thinking. In fact, he says, employing tactics related to each principle to make small, free and practical changes can often improve your results.

While exploring each principle, Cialdini shares research and past studies that illustrate each principle in action. He then uses real-life examples to help readers understand each one in ways that will help them apply these principles to their own efforts.

The six principles are:

  • Reciprocity – The inclination to return favors
  • Scarcity – When people perceive a scarcity, demand tends to go up
  • Authority – People want to believe they’re working with someone who’s credible
  • Consistency – If someone has previously said or done something, they’re more likely to take a similar or related action than those who have not
  • Liking – People are more likely to go along with someone they like
  • Consensus – People are more likely to go along with your points if you can show that others agree with you
Key Take-Aways:
  • Understanding and using these principles empowers you to grow more persuasive—in an entirely ethical way.
  • When trying to persuade people:
    • Build the beginning of a positive relationship by looking for similarities between yourselves and consider genuine compliments you can offer.
    • Always be the first to give. Something unexpected and even personalized works best.
    • Share not only what is unique about your offering or argument, but also what they stand to lose if they don’t consider your ideas.
    • Find ways to present or display proofs of your credibility.
    • Look for ways to tie your ideas to something that they have said or done in the past.
    • Show them that others—especially people similar to themselves—already agree with and/or have acted on your ideas.
Reviewers Say:

“I own perhaps 2,000 books on the subject of selling. This is certainly in the top 5.”

“This book is dated and largely appears to pre-date what we consider the modern internet/TV phenomenon, and that’s obvious in reading it. That’s its only real flaw… and, to be fair, this wouldn’t likely receive much improvement from an updated revision. [The] lessons inside about how we are susceptible to persuasion don’t really need updating… they are solid enough, outlined well enough, and supported with facts and data enough that they withstand the obvious test of time.”

“I read this book when it first came out 25 years ago. It had an enormous impact on my thinking and behavior. Since then, I have recommended it to thousands of people…In return, I have had hundreds of people thank me for recommending it. I recently decided to reread the updated version. It does not disappoint. I will still be recommending it. I would say that this is a book you need to read in self-defense, if for no other reason. You have no idea how many times a day people try to influence you using the techniques described in this book. If you like to think that you are an autonomous person who thinks for yourself, you would be wrong. This book shows just how much you respond to influence cues in your environment without any thought at all. Unfortunately, we all function on autopilot far more often than we realize. This book will help you get off of autopilot, at least some of the time.”


Kapitus Monthly Must-Read Business Books:

August – Blitzscaling

September – The E-Myth Revisited

October – Influence


How to Build a Brand Through Emotional Connection: Interview with Kerri Konik

The secret to how to build a brand is forging strong emotional connections with your customers. This theory is at the heart of brand expert Kerri Konik’s work with luxury, professional services and experience brands through her innovative agency, Inspire Fire.

Konik started her career as a brand designer and strategist with top global agencies after graduating from Parsons School of Design. After cutting her teeth working with iconic brands from CPG to luxury retailers, she brought her expertise to small-to-midsize companies developing unforgettable brands.

“We spend a lot of time in helping grow companies by looking at the emotional connection in the customer experience, in the marketing and in the sales closing process, as well as the delivery, the fulfillment of their services or the experience with their brand. From there, we focus on customer retention and how to expand and grow the size of that relationship,” says Konik.

How to Build a Brand through Customer Connection

To build a brand, you must begin with clearly understanding who you are as a company and what impact you want to have on customers and the world. “It’s the heart of the brand and the relationship between the brand and the customer. What problem do they solve for their clients? Who are their clients, and what are the emotional motivators of those customers? It’s also important to understand the ‘why’ for the owner and the management team, and to look at the emotional solution they truly provide.”

Through a proprietary process, Konik’s team works all levels from discovery to messaging and, finally, experience design.

Start by understanding what kind of connections customers want from you. “What does the brand stand for? How do you communicate it in a way that your audience understands it, feels it and wants to be part of it? Focus on customer connection. Why do people love your brand and really want to be part of that community as a brand member?”

Kerri Konik discusses how to build a brand and strong CX

The Power of Customer-Focused Solutions

Konik notes that solidifying those emotional connections starts from the very first touch point and requires relentless customer focus. Yet all too often, brands are talking about themselves most of the time. “Customer centricity today is all about the customer. We spend a lot of time in our services flipping the messaging of what our customers are saying.”

From a messaging perspective, this means focusing on the solutions you offer to problems your customers are trying to solve. Stop talking about the product or service you sell. Instead, focus on how your solutions help customers achieve their goals.

“Take braces. It’s painful. And they’re not necessarily attractive for a long period of time, right? Three, four years. But what we want is a beautiful smile, and to feel confident and attractive. That’s an emotional want.”

Bringing In The Emotional Connection

he advises remembering your customers desires and goals as you shape your messaging across customer touch points. “We’ll get you to your goal. We won’t talk about the procedure. We’re not going to talk about the pain. We’re not going to talk about adjustments or wearing retainers for the rest of your life. If we all knew what went into the cómo of what we buy, we wouldn’t buy half of what we do. They sell you on the outcome. That’s what we buy: the solution. I know you’ve heard that a million times, but people still don’t message that way, and there’s an emotional solution.”

The emotional focus needs to be strategically baked into each touch point throughout the customer experience. “What we solve for is defining the emotional goal for every touch point, right? Every interaction with you, every engagement, should have a different emotional goal. It might be the same emotional goal, but it needs to have an emotional connection goal.”

Konik notes that there are a wide range of emotional experiences you can focus on delivering at each touch point. “In CX, the emotional goals can be things like trust, credibility, moving out of formality, being more casual, being more intimate, being more personal. Inspiring people, educational, driving excitement or even helping people feel relaxed.”

The Latest Trends on How to Build a Brand

At a higher level, Konik notes that the focus on emotional connections is reshaping the full brand and customer spectrum. One trend that’s coming to the forefront is the different emotional connection needs of varied generations of customers.

“To use some demographics here, but it’s really psychographic, a 20-year-old thinks very differently about value systems and what they expect from their corporate dollar investment. You have to have a social cause, and they want to be part of that. They can buy any brand of sneaker, right? But they want to align with something they believe in, and they’re not going to patronize your brand or work for you, in the workforce, if they don’t like what you stand for,” says Konik.

Tie your customer segmentation strategy to the larger emotional context. “Segmentation and micro-segmentation, emotionally tethered on the strategic view of values, is a trend that is absolutely not going away. These times are polarizing. Especially in America, these times are really volatile and vocal, right? Social media users are very loud and proud to talk about what they stand for. They vote with their wallet.”

There’s an increasing focus on diversity, equity and inclusion in marketing and customer relationships. “In the customer experience in external marketing, in a retail advertising campaign, if people don’t feel represented, if they don’t feel included — there’s nothing more emotional than belonging,” says Konik. She continues, “We’re seeing a trend that is much more layered visual marketing, photography that’s much more inclusive, not just of race and gender, but also in sexual orientation or sexual identity.”

CX and Brand: The Key to Longevity

Forging those emotional connections doesn’t just build your brand today, notes Konik. It’s also the key to la lealtad del cliente in competitive markets where industry experts talk about declining customer loyalty. “In emotional connection, the studies have shown that an emotionally connected customer is worth two times more than a non-emotional or just a satisfied customer. This means three things: They spend more when they spend with you. They spend more frequently, so their frequency is increased, and they stay longer.”

Konik says that now is the time to be thinking about the long-term power of an emotionally connected brand. “Going into 2020, if we are facing a recession, customers are going to be much more discerning about where they place their investments, what they buy and who they buy from.”

Ultimately, bringing the power of an emotionally connected brand to small and mid-size brands that are making a difference keeps Konik inspired. She notes, “Inspire Fire was born to level the playing field between us and use something as sophisticated as emotional connection that only the big dogs got to use. Now, we can use them as small business owners. We can use them at a price point that we can employ strategies, and we can grow our companies and make a bigger difference in the world. That obviously just lights me up.”

All photographs provided courtesy of Kerri Konik/Inspire Fire.


How to Construct a Business Action Plan to Get Things Done

You’ve probably heard about the importance of creating a business plan to plot the growth and development of your business. So you outline your goals to increase sales, reduce costs and improve profits. But then what happens?  Setting goals is fine, but they need something that brings them to life. Something that makes everything happen. That something is a business action plan.

Here’s how to construct an action plan for your business that brings your goals to life.

What is a Business Action Plan?

While a strategic business plan outlines the overall growth, direction and development of the company, an action plan converts those objectives to identifiable tasks.

Quite simply, an action plan is a carefully thought-out listing of all the things that have to be done to turn your goals into reality. Let’s take an example.

Suppose one of your goals is to increase sales by 10% by hiring an additional salesperson to make more outside calls to potential new customers. The steps to achieve this objective might be as follows:

  • Write up a job description
  • Post your the postion on jobboards
  • Review the resumes that you receive and select 10 candidates to interview.
  • Schedule in-office interviews over the next three weeks.
  • Take one week to go over interviews to choose a candidate and make a job offer.

Each objective in your strategic plan needs a detailed list, like the one above, of the tasks needed to accomplish the goal.

What are the Components of Action Tasks?

Effective action-oriented tasks follow the SMART outline. They are:

Specific – Setting a goal to increase sales is too general. But saying you want to increase sales by 10% is specific. This way, you take last year’s figure, suppose it was $850,000, add 10% or $85,000 and you have a new specific target of $935,000.

Measurable – Progress towards achieving a goal must be measurable. Weekly sales reports, for example, will track the movement along the path to a revenue goal.

Attainable- Employees must genuinely believe that it is possible for them to reach the objectives. If they don’t feel the objective is realistic and reasonable, they won’t even try.

Relevant – Goals must conform to the company’s business model and customer demographics. The goal should be worthwhile, match other company efforts and applicable in the current economic conditions.

Timely – Set a target date. Establish a deadline to keep the focus on tasks leading to long-term goals.

Which Resources are Needed?

Identify the resources needed to carry out each action task. How much will it cost? How many people will be needed? Will you need to purchase any additional physical assets?

In our example, someone has to write the job description, place the ad and make sure the ad is paid for. How many hours of an employee’s time will this take, and how much will the ad cost?

Communicate the Plan to Your Employees

Get your employees involved. Let them know what your plans are and explain how these actions fit into the company’s business strategy.

Ask for their input and solicit suggestions. Employees are much more likely to support your plan and participate in its implementation if they are part of its creation.

Designate a person to be in charge of each task. Someone has to accept responsibility for the execution of the assignment.

Set Timelines for Each Task

Each task must have a specific time to complete and a deadline. Without timelines, work will expand to fit the time allowed.

Monitor the Progress

Create procedures to receive regular progress reports for each action task. The responsible employees must be aware that they will be monitored, weekly if necessary, to make sure things are moving along. If obstacles appear or deviations from the expected timelines occur, adjustments can be made to get back on track.

Business action plans are the means to convert strategic ideas into reality. Tasks that are created with action plans using the SMART method with employe participation will have the highest likelihood of success.


How to Build Your Brand as An Independent Physician

Working as an independent physician has several advantages. Perhaps paramount is the freedom to build a practice on your own terms. On the flip side, the lack of the infrastructure and systems that an established, recognized brand provides can feel overwhelming at times. That can make it hard to build your physician brand. Many physicians are frustrated by the need to work both on y en their businesses simultaneously. However, building your brand is important for the long-term success of every independent physician. The following five tips will help you define, build, and personify a brand that’s not only relatable, but also authentic to everything you stand for as a doctor.

1. Define what you stand for.

One of the biggest mistakes doctor’s make when they embark on building their physician brand is getting started before they understand qué their brand should be. If you can’t succinctly define what makes you unique and special, how can you expect your current and potential patients to?

Defining your brand takes careful thought over time. The good news is there’s no one right answer. And, there’s no better time to start than now! Look at your calendar and carve out a few private, consecutive hours one day in the next week. Think about what makes you, . Think about why you decided to become a doctor. What motivates you to practice medicine every day? What do you love most about your work?

When you sit down for the meeting, write a list of three to five words that define you as a doctor. There is no right answer. You may choose words like ‘trustworthy’, ‘reliable’, ‘innovative’, ‘research-focused’, or ‘charitable’, among others.

Next, make a list of three to five words that define your practice and everyone who works in it. You should be a bit idealistic here. Ultimately, if a current employee, system, or process doesn’t live up to your ideal expectations, it should be dealt with accordingly. Once again, these words should be authentic to , but may include things like Welcoming, Convenient, State-of-the-Art, etc.

2. Seek feedback on your brand words.

Once you’ve settled on your lists of brand words, you should have between six and ten words to help you build your physician brand. The next step is to find out how current perception aligns with your goals. Don’t share your words with anyone… yet. First, make a list of about 25 people from whom you’ll solicit feedback. You want to get an idea of what your brand perception is currently. That way, you’ll know how much work you have to do to get to where you want to go.

You should ask for feedback from people in five groups: Existing patients, New patients, Partners (like pharmacists, lab associates, or drug reps), Employees, and Colleagues (physician friends and those close to you, like a spouse or sibling).

Identify five to seven people in each group and send them an email similar to the one that follows:

Hello _______,

Thank you for [personal line appropriate to their relationship with you; e.g. Thank you for your six years of patronage. It is a privilege serving as your physician.]. As I’m sure you’re aware, it’s critically important for independent physicians in today’s marketplace to have well-defined brands. That’s why I am currently undergoing an audit of my own branding.

I’m asking a handful of trusted partners [replace “partners” with appropriate word for each group] to answer the three questions below. If you can please respond to this email by [date] with your responses, I would greatly appreciate it.

1. What three adjectives would you use to best describe me?

2. What three words would you use to best describe my practice?

3. If you were going to recommend my practice to a friend, what would you say to him or her?

Thank you in advance for your thoughtful responses. I look forward to [appropriate closing for each person].

Warm regards,
[name]

 

3. Evaluate how your list compares to the feedback you receive.

Create a spreadsheet with individual tabs for each of the three questions above. Log responses as you receive them. You should start to see patterns emerge. Hopefully, the words match at least some of the target brand words you identified. If not, consider revising your lists… or make a plan to help shift perception to get closer to the words you decided to go with. Ultimately, the choice of how you build your physician brand is up to you.

Once you’ve received feedback from all parties, carefully study the spreadsheet. It’s possible that you may refine your lists after seeing the feedback. Aim for two final lists of three words each: Three for yourself, and three for your practice. These six words will become the guiding principles for your personal brand — the lens through which every branding decision will be made going forward.

 

4. Set goals and boundaries.

Have you identified your six brand words? Congratulations! That’s a major step toward building a relatable, lasting personal brand. Next, it’s time to set goals and boundaries.

Goals refer to the outcomes you want to achieve from your personal brand. They may include things like increasing the amount of referrals your practice receives by 20% in 12 months, or increasing the conversions of traffic to appointments on your website by 15%. If you’re unsure of your branding goals, ask yourself, “What am I trying to accomplish by establishing my personal brand?” The answers will help guide your goal-setting process.

The next step is setting clear boundaries. Some think that being “relatable” means you have to share your entire life on Instagram or other social sites every day. Others take a no-social-media-ever approach to their practices. For many, the right answer is somewhere between the two extremes.

As an independent physician, are your brand. Prospective patients will want to get to know and your team before making their decision. That’s why setting boundaries is an important step in defining your personal brand. While having a great website is non-negotiable, everything beyond that is up to you. Having an online presence for your practice is important. The choice of how much you share on personal pages is up to you. Your brand words will help guide your decisions as you set these boundaries.

 

5. Begin creating content.

When you build your physician brand, content is key! Thought-leadership content positions you as an expert in your field and will attract new clients. Think about it: If you were looking for a new service provider, would you choose one with a one-page website, or one with a robust blog filled with tips who regularly appears on TV shows and podcasts? Likely the latter… which is exactly what your prospective patients will think!

Use your brand words to define the kind of content you want to create. As a general rule, a mix of videos and articles is a great place to start. You can publish the content on your own site (as a blog), via a newsletter, on social sites like Facebook and LinkedIn, or on third-party websites, like partners’ blogs or media sites.

Not sure where to begin? Make a list of 50 questions your patients ask you on a regular basis. Your list may include things like, “How can I decrease my risk for heart disease?” or “How much exercise do I really need each week?” Answer each question, either in a two-to-three minute video or an article of 500-800 words. When you answer all 50 questions, you’ll have an entire year’s worth of weekly content!

The great thing about content is that you can repurpose it. For example, if you record a three-minute video talking about the dangers of vaping, you can transcribe the video and turn it into an article — or, offer it as a guest post on another site’s blog.

You’re already an expert in your field. The challenge is in helping the world discover how incredible you really are. Armed with your brand words and content strategy, you’ll be unstoppable in your quest to build a memorable, relatable brand.


Do You Know How to Make a Profit Plan?

Is your business designed to make a profit? Do you have a target profit figure in mind? If not, you should consider creating a profit plan for your business. While a business plan shows the results you hope to achieve, a plan for profits details how you intend to make it happen. It puts you in charge.

To increase the chances of reaching your profit objective, follow this guide and learn how to create a profit plan for your business.

What is Planning for Profits?

In a nutshell, planning for profits requires management to make a set of decisions that describe how a company intends to reach a target profit level. As such, his plan details what actions will be taken, who will do them and when they will be done.

In this sense, a profit plan is a pro-active road map that an owner can use to take the company from Point A to Point B. It discourages wandering off on side roads and keeps the business focused on the goals.

The process of creating a profit plan forces you to make realistic evaluations of the strengths and weaknesses of your company, also known as a SWOT analysis. The results of this analysis will form the basis for determining a practical and achievable profit objective, not a pie-in-the-sky goal.

How to Create a Profit Plan

You will use the profit objective from the SWOT study to identify what steps must be taken to reach this goal. Is it a rise in sales, a reshuffling of your product mix, an increase in selling prices or a reduction in expenses?

Using your historical financial figures as a basis, identify the changes that will be necessary to reach your profit objective.

You must determine the actions needed and who will be responsible for the results. For example, you might:

  • Invest in research and development to modify product features to meet changing customer preferences
  • Expand by opening locations in other regions
  • Purchase more efficient production equipment
  • Negotiate better prices with suppliers to reduce costs of production
  • Hire additional sales staff
  • Spend more on marketing

Once you have made these decisions, the required actions can be incorporated into your profit plan. These actions can include making projections of revenues and setting costs for manufacturing products or providing services and establishing,  In addition, it should also include budgets for overhead expenses. Any additional capital investments should identify the sources of financing, either funded internally or with outside loans.

The resulting document becomes the road map that defines the company’s activities for the coming year. You can set up reporting systems with benchmarks to measure progress along the way.

How to Make Your Plan Effective

An effective profit plan should have the following traits:

  • Key managers and employees must be involved in the planning and development
  • The analysis must be thorough and address all of the company’s important short- and long-term issues
  • The plan should anticipate future trends and changes in the company’s market environment
  • You should make provisions for changes when key assumptions prove invalid

What are the Benefits of a Profit Plan?

In addition to providing a clear direction for your company, a profit plan has other benefits. A profit plan is useful for:

  • Giving managers explicit financial goals and objectives
  • Defining specific performance metrics for employees
  • Educating employees on the direction of the company to gain their participation
  • For motivating key employees
  • Establishing a foundation for making strategic decisions
  • Creating action plans as a basis for monitoring progress and measuring performance

Planning to make a profit is an important mindset for every small business owner. Profit plans create a different perspective of making something happen rather than working hard and hoping to get good results. You can increase your odds of success by taking charge of the business and directing it where you want it to go.


How to Recruit a High-Powered Sales Team

Do you need to hire a sales team? When it comes to building a great sales team, savvy businesses follow a variation on the perennial sales mantra: “Always Be Closing.”

For hiring and building a team, the refrain is (or should be): “Always Be Recruiting.”

Why? Because (a) companies thrive or fail based on their sales volume; (b) the most talented sales reps are always in short supply; and (c) you never know where your next rock-star salesperson will come from.

Furthermore, notes Inside Sales Box, the urgent need to replace a gifted, departing salesperson “can force you to compromise and the ones hired might be merely the talent available rather than ideal candidates who are a great fit for the company.”

In other words, filling a sales position in great haste is frequently a recipe for disaster.

For a more systematic approach to recruiting the kind of high-performing sales team for your business, consider these steps:

Determine your company’s genuine need for salespeople.

What are your personnel needs in terms of sales?

Heinz Marketing defines “personnel needs” as “the number of new salespeople depending on sales growth targets, distribution strategies, changes in sales force organization, and sales force turnover.” Armed with this information, you can avoid hiring when you don’t need to, but in a more positive vein, focus more closely on the type of salesperson your company needs.

Tap into your professional network.

Traditional approaches to hiring have their advantages, but an alternate first step (or in addition to “normal” recruitment activities) is to reach out to people in your professional network for referrals–colleagues, vendors, current and former clients, even your own employees.

Once you compile a list of prospects, contact these individuals (even if you don’t have a job opening and/or they’re not looking to change positions). Let them know that know they’re out there. Staying in touch with your top two or three candidates means you’ve got a functioning pipeline to call upon later on.

Craft job descriptions that stand out from the rest.

Simply put, a generic job description is likely to attract generic job candidates.  Meaning, what you’ll get is individuals with some talent and experience.  BUT they may also be lacking the specific traits and knowledge your sales team demands.

Job postings, by and large, are incredibly boring to read. Stand out from your competitors by taking time to craft a sales job description that taps into an applicant’s hopes, ambitions, and desire to make a difference.

Without in any way falsifying the nature of the open position, look for ways to describe it that’s different from flat statements like, “We need new associates to boost sales of our products.” Instead, build into the description answers to questions like these:

  • What’s unique about your organization?
  • What’s the typical length of employment for sales team members?
  • Do you provide a competitive pay and benefits package?
  • Would you describe your workplace environment as “fun” or “challenging” or “inspiring?”
  • Are there genuine opportunities for sales reps to advance within the organization?

All of these considerations should be added to the job description. But be sure it’s done in a way that’s certain to catch an applicant’s eye.

Identify the skills you want.

Hiring the right salesperson isn’t achieved through a “one-size-fits-all” approach to recruiting. Skills, rather than sales experience, is often regarded as the most desirable trait for a candidate to possess. Soft skills–those centered around successful customer interactions–may be more valuable than the number of years a salesperson has been in the game.

For example, it’s tempting to “hire someone who made the most calls at their last job,” notes Capterra. “But if your product is a new idea in the marketplace that requires a lot of education, an ability to educate prospects” is more important than call volume.

Tap into LinkedIn’s powerful resources.

LinkedIn offers an advanced resource for recruiting sales reps and other types of workers. Its advanced search function enables you to compile a list of preferred candidates through filters.  These filters include job title, zip code, and education, among many others. The popular site’s premium accounts bring even more powerful resources into play.  The premium features include an expanded search through the entire LinkedIn network of applicants.

Promote your company and its culture wherever you can.

Enterprising businesses do everything in their power to boost their reputation as an “employer of choice.”

To achieve this, they devote a ton of space on their website to relay the story of the company’s culture.  These businesses maintain a steady stream of news and updates on their social media platforms.  They also consistently let their followers know that the organization is great to work for, and always welcomes new applications.

Interview wisely.

Assuming your strategic recruiting efforts have paid off, now you have a handful of quality candidates to interview. As we have noted elsewhere, here are key interviewing mistakes to avoid:

  • Going into an interview without becoming familiar with an individual’s educational and professional background
  • Relying on questions that require only “yes” or “no” answers, as opposed to open-ended questions designed to get beneath the surface
  • Lacking a systematic process that applies to todos applicants (confirming interview, scheduling, what to bring to the meeting, questions asked, etc.)
  • Failing to include others in the interview process, such as HR, department managers, and employees who might be working with the chosen candidate
  • Doing most or all of the talking, when the real goal is assessing the candidate’s personality through his or her answers to questions, their body language, level of interest demonstrated in the conversation, and so on.

In other words, “going by your gut” in deciding to make a job offer is a surefire way to bungle the interview and selection process.

Great salespeople are out there. Some are “passively” waiting to be recruited. It’s up to you and/or your HR team to let the world know you’re looking for them.  More importantly letting them know that, if hired, they will be treated like superstars within the organization.


Want to Improve Productivity? Whittle Down Your Choices

Humans make upwards of 35,000 decisions each day. Would your ability to make 40,000 help you improve productivity?

It turns out that the exact opposite is true.

All humans experience decision fatigue. In the simplest of terms, the more decisions people make in a defined period, the lower the quality those decisions become. That’s probably not the impact you want your decision-making to have in your company. What’s also true, however, is that too many options can make you over-thing and jam-up sound decision-making, too.

That’s called analysis paralysis, and it can do a real number on your productivity, and not in a good way.

Let’s have a look at analysis paralysis – what it is, why it’s a problem, and tips to help you avoid it. By taking a few simple actions, you can improve productivity throughout your company and leave the logjam of analysis paralysis far behind.

Do more choices improve productivity? No.

“Think about when your computer is sluggish, lagging, and not operating well,” says Joanne Ketch, a licensed therapist well-versed in how the brain makes decisions. “You bring up Task Manager. You see all the programs and processes that are running, using your system’s resources whether you are aware of them or not. They are slowing your computer and getting in the way of its functioning, reducing the computer’s productivity. Look at humans as having a Task Manager.”

Ketch says that people aren’t always aware of what they have running in the background, slowing productivity. The key to boosting productivity is becoming aware of what’s running in the background.

When you’re in a position of leadership, decision-making is literally your job, and you likely have a myriad of pressing matters running in your background. There’s so much on your plate, and you don’t know where to focus first. How do you choose where to focus your time when you have so many options?

“We all get to choose where we focus,” says Neen James, autor de Attention Pays: How to Drive Profitability, Productivity, and Accountability. “When our attention spans are split, we’re allowing them to be split between multiple stimuli, inputs, devices, and decisions.”

When your Task Manager is on overload, you’ve allowed too many pieces of input into your machine. That’s what causes analysis paralysis. To improve productivity, smart leaders decrease their input. They reduce what’s running in the background.

Tips to decrease analysis paralysis

To help take control of your Task Manager, there are active steps you can take to help both yourself and your teams.

Reduce distractions

“Turn off all bells and whistles, notifications, and stimuli that are wasting your attention. Focus on the evidence you have and trust your experience,” says James. Distractions add to what’s running in your background.

Consider outsourcing

“A cleaning service or even an errand in your personal life,” says Ketch. “From the business side, look at what roles and responsibilities it’s time to outsource or delegate.” Even important decisions and critical data can be distractions if they’re drawing your attention away from decisions that most need your attention and expertise.

Ask bigger, better questions

“Does this get me closer to my goals? Is this in line with our strategic objectives? Will this move the project/initiative/goal forward?” James says. Questions like these will help you decrease distractions, keep you from over-thinking and help you to identify areas where you can delegate or outsource. They’ll also help you focus on the most critical decisions to move your company forward.

Set boundaries

“Productivity drain often comes down to boundaries,” says Ketch. “Boundaries from a personal or work relationship standpoint are barriers to success and distractions.” Ketch suggests that leaders explore working with a mentor, life/business coach, or therapist to identify areas and activities that could be hampering productivity.

Set timelines

“Set a deadline, make it public, and honor it. Hold yourself accountable,” James says. By being public and forthcoming about schedules, you’re also helping your team know when it’s time to end the idea gathering/brainstorming phase and switch over to narrowing down options to those most promising. Analysis paralysis often happens when teams fail to make the switch from gathering ideas to narrowing them down.

Self-care

“Build business retreats and self-care into your planning,” Ketch says. “Do not rely on what’s leftover to sustain your energy.” If you’re not taking care of yourself and encouraging your teams to do the same, productivity isn’t likely to accelerate or improve.

Now, you have six actionable ideas to improve productivity and keep both decision fatigue and analysis paralysis at bay. When you can shift your input and focus to the matters where you’re the most crucial decision-making component, you’ll free up the mental energy needed to make better decisions faster and with fewer distractions.


Best Books for Small Business Owners Series: The E-Myth Revisited

September Monthly Must-Reads: Best Books for Small Business Owners

Business and career experts often stress the importance of lifelong learning. But, as a business owner, you have a lot on your plate, making it difficult for you to make time for learning and professional development.

You need a strategy that’s simple and can be folded into your everyday life–try reading. One simple way to keep up with current innovation, management and workforce trends is by reading the right business books for tu situation.

With our Monthly Must-Reads series, we aim to save you time by covering well-known and new business books. We share each featured book’s main focus and key take-aways, so you can determine within a minute if it’s relevant to you—really, whether it’s worth your valuable time. This month, we’re sharing The E-Myth Revisited as one of our best books for small business owners, and you can also check last month’s must-read: Blitzscaling.

Business Book:

The E-Myth Revisited, by Michael E. Gerber

Focus:

Exploring why 80% of small businesses fail and what pitfalls new business owners should avoid

Main Idea:

Even if you understand and perform technical work wonderfully, it doesn’t necessarily mean that you can successfully start and run a business around that type of work.

Great for Small Business Owners Who:

Are still in the early stages of business planning.

Synopsis:

Voted as the #1 business book by Inc. 500 CEOs, The E-Myth Revisited opens by dispelling the “entrepreneurial myth” with what author, Michael Gerber, calls the “Fatal Assumption: if you understand the technical work of a business, [then] you understand a business that does that technical work.

Gerber argues that new business owners must prepare to take on three different roles to achieve success:

  • Technician (e.g. an expert)
  • Entrepreneur (e.g. a “big picture” thinker)
  • Manager (e.g. the one who sees to the details that get things done).

While walking readers through a typical business’s lifespan, Gerber points out that successful companies run on repeatable processes and achieve success using proven business models. Beyond hard work, Gerber argues, business owners must focus on three ingredients to create a thriving business: rules, regulations and a plan.

Key Take-Aways:
  • Successful small business owners balance their time between managing employees, getting things done and performing big picture thinking.
  • Work on your business, not just en it. It can be tempting to let yourself remain distracted by the day-to-day tasks of running your business—think ordering inventory, serving customers and making sales—but in order to succeed and grow their companies, business owners must make time to work on their businesses. Working on your business includes high-level thinking like strategic planning, market research and developing unique selling propositions.
Reviewers Say:

“I own a small service business with around 15 employees. I had been struggling for years doing all managerial work myself so that it was done up to my standards. We did great work but at the expense of my sanity! A mentor told me to read this book. The E-Myth was the driving factor that took my small business, which had been controlling my life, and transformed it into a business I could run remotely. If you own a small business, you need to read this book as soon as possible.”

“I owned my own successful retail business for 12 years and this was the Resource Book that helped the most. Here’s the core message – it’s easy to spend time working IN your business, but If you want it to grow, you need to block out critical time to work ON your business.”

 

Kapitus Monthly Must-Reads:

August – Blitzscaling

September – The E-Myth Revisited


7 Tips and Strategies for Marketing Your Healthcare Practice

Marketing your healthcare practice is essential in attracting new patients and keeping your business “in the black”. Yet, putting together the right strategies, plan and technology to keep a busy practice growing can be challenging. Here’s a quick, actionable guide that will have you generating a steady stream of patients over time. Working on your marketing challenges will help you focus on delivering top quality patient care.

Invest in consistent branding.

All too often, it’s not clear from a medical practice’s name or branding what they do. You can make it easy for prospective customers to recognize you. Choose a name, logo and visual presence that immediately make your brand clear. Then, strive to deliver consistent branding across channels.

Consistent branding helps patients understand what value you offer. It helps them recognize your brand whenever its advertised. Pay attention to synchronizing your printed materials, advertising, social channels, website and other marketing.

Add self-service features to your digital experience.

Frequently, practice managers and healthcare professionals assume that marketing your healthcare practice ends with creating a website. Increasingly, customers want access to self-service features. When you remove friction from your patient experience, you create a winning customer experience that keeps patients coming back.

Also, convenience is a powerful message in your ads. Whether you’re enabling patients to make a payment online, automating appointment and test confirmations, or simplifying scheduling, today’s busy patients will be excited to be part of a modern practice. It’s important to optimize your website and app (if you have one) for mobile devices to eliminate friction from the digital patient experience.

Create knowledge resources.

Every unique discipline within medicine and healthcare has answers that patients need. There are strict guidelines on what information is shareable. But, developing compliant content marketing is a smart way to help patients get to know you. Trust and a sense of compatibility is important in the way patients choose doctors.

Be active on social media when appropriate. Consider starting a blog. Send a regular newsletter. For example, a dietician might offer strategies on avoiding overexertion during the holidays, jumpstarting a New Year’s diet or getting kids to love healthy snacks. Think about the most common questions you get from patients and find a way to share those insights.

Experiment with social media advertising.

Social media can be a great way to connect with patients, share promotions or schedule changes, and promote the content you create. Increasingly, social media platforms are becoming “pay to play” — and investing a bit in social media advertising can increase your reach.

Choose the network where you’re seeing the most engagement or return. Experiment with ads. Depending on the platform, you can boost your posts to maximize visibility or even promote your account to prospective patients based on location, age or interests.

Get out into the community and talk.

Unless you’re seeking telemedicine patients, most healthcare practices serve local patient bases. Look for opportunities to get out there and talk about what you do. Whether it’s speaking at a local business association meeting or giving a talk at a health fair, in-person events are a great way to build your brand.

This type of outreach not only gives you the platform to showcase your approach and knowledge, this form of marketing lets you get your practice in front of new patients. You’re likely to cross paths with individuals who might not have heard about you in other ways and foster those connections.

Sponsor events and open houses.

Inviting people to an open house at your practice can be a great strategy for raising awareness. During an open house, people interested in becoming patients can come and ask questions. They’ll learn more about what you do, too.

Many practices find that pairing an open house with an event or talk can generate more interest. For example, a chiropractor might offer a talk on how to combat bad posture from working at a desk job or avoiding the dreaded “tech neck” so many people complain about due to mobile devices. After the talk, the chiropractor and their staff can stick around to answer questions and sign patients up for an initial visit.

Give away branded swag.

When marketing your practice, one way to help build buzz is getting your name and brand in front of new people. Branded items such as pens, coffee mugs, bags or mousepads that have clever sayings or healthy tips can be fun giveaways.

Encourage patients to use your branded items. They might be asked by others for information about your practice or services. Word of mouth is one of the most valuable ways to spread awareness of your practice. Branded items can help you organically foster opportunities for patients to talk about what you do.

Marketing your healthcare practice requires some planning. With the right strategies, tools and productivity tips, you’ll find creative ways to keep it growing. By balancing efforts to attract new patients with different approaches to engaging current patients, you’ll pave the way for long-term growth for your independent healthcare practice.


Construya la lealtad del cliente sorprendiéndolos y deleitándolos

El "misterio" de la lealtad del cliente no es realmente un misterio. Si su empresa ofrece un servicio incomparable, conveniencia, facilidad de compra y, por supuesto, un producto o servicio de alta calidad, las posibilidades son la lealtad del cliente No es un gran problema.

Sin embargo, sorprender a sus clientes de vez en cuando es otra forma de garantizar negocios repetidos. Después de todo, un cliente feliz "es un placer tenerlo, pero uno extasiado puede ser una bendición para el negocio", como Mi cliente notas Estos clientes no solo están satisfechos con su negocio, sino que "también refuerzan su marca para ... otros y actuarán como sus defensores".

¿Cómo puede sorprender y deleitar a los clientes y establecer las bases para la lealtad del cliente a largo plazo?

Obtenga más información sobre sus clientes.

¿Cuánto tiempo ha pasado desde que encuestó a su base de clientes? Si no ha habido un intento reciente de recopilar datos de preferencias de los clientes, es probable que se esté perdiendo oportunidades para idear nuevas formas de generar una mayor satisfacción entre su base de clientes.

los Instituto Nacional de Investigación Empresarialofrece estos consejos para elaborar una encuesta sólida a los clientes:

  • Mantenga su encuesta y preguntas breves. Idealmente, una encuesta de satisfacción del cliente debe consistir en un puñado de preguntas que puedan responderse en 5-10 minutos (preferiblemente menos).
  • Incluye preguntas abiertas. Ofrezca a los clientes la oportunidad de responder extensamente (si esa es su elección) con algunas preguntas abiertas, que no respondan sí o no.
  • Responda a cualquier queja específica. Los clientes rara vez esperan que una empresa actúe sobre una respuesta negativa a sus encuestas. Dar esa respuesta, o mejor aún, actuar para rectificar un problema, los sorprenderá y deleitará.

Hacer cambios en su negocio como resultado de la respuesta a la encuesta también demuestra su compromiso con la satisfacción del cliente.

Siempre se receptivo.

Los consumidores están acostumbrados a las empresas que nunca responden a sus consultas y quejas. Si su política es responder a todos preguntas de los clientes en un plazo de 24 horas, está en camino de sorprenderlas e infundir lealtad a largo plazo.

Ofrezca beneficios especiales a sus clientes.

A todos les gusta obtener un descuento, pero cuando aparecen de la nada, es una gran sorpresa. Sabes quiénes son tus mejores clientes. De vez en cuando, sorpréndalos con un descuento en el producto, un cupón especial o algún otro reconocimiento (como una tarjeta de regalo en su cumpleaños). La cantidad de buena voluntad que genera con este acto supera con creces cualquier costo adicional para su negocio. Además, ¡los clientes entusiasmados y felices le informarán a su familia y amigos sobre su gran regalo!

Ponga a sus empleados en el modo "sorpresa del cliente".

Cada interacción con su negocio se considera una experiencia del cliente. Esto significa que todos los miembros de la organización que tienen contacto directo con el cliente siempre deben estar listos para ir más allá. También puede considerar empoderarlos para que tomen decisiones de bajo nivel en el acto, con respecto a reembolsos o devoluciones.

Más importante aún, los miembros del equipo en cada departamento deben ser alentados y recompensados por su aporte creativo sobre qué más se puede hacer para sorprender y deleitar a los clientes. Los miembros del equipo están obligados a presentar sugerencias innovadoras para ayudar a fidelizar a los clientes.

Solicite (y recompense) nuevas referencias de clientes.

Como se señaló, es muy probable que los clientes entusiasmados hablen de su negocio con familiares y amigos. Pero no es necesario que se siente y espere a que el boca a boca dé a conocer su efecto. Cree y promueva un "programa de referencia de clientes" que aliente específicamente a sus clientes a correr la voz en sus propias comunidades.

Configure una notificación en su sitio web que le avise cuando llegue un nuevo negocio a través de la referencia de un cliente. Entonces asegúrese de hacer un gran negocio con la experiencia. Recompense al cliente que lo refirió con un obsequio especial, un descuento promocional o algún otro esfuerzo que reconozca la buena palabra que puso en su nombre.

Aumente la lealtad de los clientes con esfuerzos dirigidos de redes sociales

Las redes sociales son una excelente herramienta para fomentar la lealtad a largo plazo. Como tu establecer perfiles en plataformas populares (Facebook, Twitter, Instagram, etc.), comparta contenido de valor agregado que produzca o que encuentre y que pueda beneficiar a sus seguidores. Configure alertas para que sepa cuándo se menciona su empresa (de una manera buena o no tan buena). Y manténgase atento a cualquier comentario negativo, en particular las quejas específicas que puede abordar y solucionar lo antes posible. Con el tiempo, sus seguidores, y otras personas que simplemente "se registran" de vez en cuando, verán cuán centrada en el cliente es su negocio y desearán obtener más información.

Ningún negocio puede tener éxito sin clientes. Es por eso que la lealtad inspiradora debe estar en la parte superior de la lista de prioridades de los propietarios de pequeñas empresas.

 


Superando las objeciones de ventas

Superar las objeciones de ventas es una parte importante, aunque generalmente desagradable, de cada proceso de ventas. Un vendedor puede navegar a través de una transacción solo para descubrir que, en el último minuto, el cliente expresa dudas o reticencias sobre un elemento específico en el acuerdo propuesto, y amenaza con desmoronarse.

A veces, un vendedor no puede ver venir la objeción y es atrapado con los pies planos. Dispuesto a preservar el trato a cualquier costo, él o ella hacen concesiones clave que nunca fueron parte de las negociaciones originales.

Pero encontrarse desprevenido indica algún elemento faltante en su preparación. Después de todo, como Empresario señala, "su trabajo es superar esas objeciones [de ventas]" porque "si todos estuvieran listos para comprar de inmediato, las ventas serían fáciles y cualquiera podría hacerlo".

Entonces, ¿cuáles son las objeciones de venta más comunes planteadas por los prospectos y qué estrategias son más efectivas para superarlas?

Mejores prácticas para superar las objeciones de ventas

El factor personal

Algunos vendedores se ofenden personalmente cuando un cliente plantea una objeción de ventas. Esta actitud es irrelevante y contraproducente. El proceso de ventas se trata conductible negocio, así que es mejor dejar los sentimientos personales fuera del proceso.

Establecer sus credenciales

El proceso de ventas se basa en una base de confianza y respeto. Al comienzo del proceso, y en cada etapa posterior, cuando sea posible, establezca (y restablezca) sus credenciales brillantes como un representante de ventas en el que las personas confían y dependen. Sin volverse desagradable al respecto, considere cada reunión (o convocatoria) como una oportunidad para compartir los logros de su historial anterior, particularmente aquellos en las áreas que son más importantes para la perspectiva.

La evidencia de credenciales de ventas que puede compartir incluye:

  • Escrito (o video) testimonios de clientes anteriores
  • Revisiones en línea favorables
  • Premios de ventas, especialmente los relacionados con el "Servicio al cliente"
  • Estudios de casos de clientes

Demostrar el efecto positivo de las ventas pasadas probablemente impresionará a un prospecto de que puede generar los mismos resultados con él o ella. Esto puede resultar en reducir (o eliminar) posibles objeciones de ventas en el horizonte.

Emprender un minucioso proceso de "descubrimiento de ventas"

The more information you gather from a prospect early on, the less chance objections will arise later. That’s why the “sales discovery” is so critically important. In fact, as Business2Community, notes, “Discovery calls set the tone for the entire relationship a salesperson and a prospect will have, making it a vital piece of sales enablement” and serving as a way to “guide them along the rest of the buyer’s journey.”

Los componentes esenciales del proceso de descubrimiento de ventas incluyen:

Haciendo las preguntas correctas.

Sus preguntas para el cliente potencial siempre deben ser abiertas (es decir, no provocar una respuesta de "sí" o "no"). Por ejemplo, podría preguntar: "¿Cómo mejoraría su negocio si tuviera la solución adecuada para sus problemas más acuciantes?" O "¿Qué pasaría si pudiera encontrar un producto o servicio que ayude dramáticamente a su negocio y no cueste mucho? ¿dinero?"

¿Qué es lo que realmente duele?

Un prospecto puede o no comprender realmente lo que necesita. Esta incertidumbre es a menudo la razón por la que toman su llamada de ventas en primer lugar. Como se señaló, hacer una serie de preguntas puntuales lo ayudará a profundizar. Avanzar más allá de las preocupaciones superficiales para tener una comprensión más profunda de lo que necesita el cliente potencial (en oposición a una nebulosa "lista de deseos"), le da una ventaja para establecer la relación correcta con el cliente potencial.

Esta conversación puede conducir a la iluminación mutua y una nueva forma de ver la situación del cliente potencial. Un escenario que puede negar al menos algunas objeciones de ventas que de otro modo surgirían más adelante.

Sea un experto en sus propios productos o servicios.

Entrar en una conversación sin estar completamente versado en todas las características y beneficios de su producto o servicio corre el riesgo de provocar inquietudes u objeciones de los clientes en un momento posterior. Armado con un conocimiento integral, puede responder cualquier pregunta problemática desde el principio. Una práctica que, con suerte, allanará el camino hacia un proceso de ventas más fluido.

Objeciones comunes que encuentran los vendedores

Las objeciones de ventas difieren según las circunstancias, pero los equipos de ventas encuentran con frecuencia varias. Éstos incluyen:

Precio.

Esta puede ser la objeción más común planteada por un prospecto. Lamentablemente, como Fuerza de ventas señala que "la reacción instintiva [entre los profesionales de ventas] es ofrecer de inmediato un precio más bajo". Esta estrategia "es arriesgada y plantea preguntas sobre el valor de su producto", por lo que es mejor señalar hechos que "muestran lo único valor de su producto o servicio ".

Valor.

Cuando un cliente potencial dice: "Necesito pensar un poco en su propuesta", a menudo significa que tienen dudas sobre el valor total de su oferta. Esto se puede abordar, como se señaló anteriormente, ilustrando ejemplos de valor en su conversación inicial. Concéntrese en el historial comprobado de su empresa y en las formas en que el cliente potencial se beneficiará.

Necesidad de aprobación.

Algunos prospectos, temerosos de tomar una decisión de compra costosa por su cuenta, refieren al profesional de ventas a otros más altos en la organización. Esto puede provocar demoras en el proceso y la amenaza de ser superado por la competencia.

Tu objetivo es identificar todos de los tomadores de decisiones clave (o tanto como sea posible). Luego debe tratar de involucrarlos a todos en el proceso. Si un cliente potencial plantea esta objeción, considérela como una oportunidad para reunirse con cada individuo que necesita firmar el acuerdo. Sea rápido sobre organizar una llamada de seguimiento o una reunión con los tomadores de decisiones importantes lo antes posible.

El momento de comprar no es el correcto.

Otra objeción común implica el deseo abstracto del comprador potencial de posponer la decisión de compra para una fecha posterior. Depende del profesional de ventas inyectar urgencia en la conversación:

  • Demostrar cómo su producto o servicio puede generar resultados favorables. ahora mismo; o
  • Ofrecer un descuento por tiempo limitado o términos de venta especiales diseñados para atraer a un cliente potencial reacio

Cuando superas esta objeción en particular y luego entregas un gran valor, es mucho más probable que tu cliente haga negocios repetidos (y tal vez bajo términos más beneficiosos para tu organización).

Inevitablemente, habrá momentos en que el movimiento más inteligente que puede hacer es simplemente alejarse de un posible acuerdo. Es importante anticipar esta eventualidad. Hacerlo puede ahorrarle la pérdida de tiempo y recursos adicionales al tratar de superar las objeciones que simplemente no desaparecerán. Afortunadamente, este es un hecho raro en la vida de un profesional de ventas inteligente.

Las objeciones son una parte natural del proceso de ventas. Como se muestra, la mejor manera de superar las objeciones de ventas es presentarse como un representante extremadamente informado de su organización. Debe demostrar una y otra vez que antepone los intereses del cliente, cumplirá esas objeciones de frente y allanará el camino para cerrar el trato lo antes posible.


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