Another summary of things you should know about Hyper Sales Growth according to Jack Daly: Introduction In this episode well-known sales expert Jack Daly joins us for a second timeRead More
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]]>In this episode well-known sales expert Jack Daly joins us for a second time to reveal more insights behind his career and book, Hyper Sales Growth. Jack brings 20 plus years of field proven experience from a starting base with the CPA firm Arthur Andersen to the CEO level of several national companies. Jack has participated at the senior executive level on six de novo businesses, two of which he has subsequently sold to the Wall Street firms of Solomon Brothers and First Boston. As the head of sales, Jack has led sales forces numbering in the thousands, operating out of hundreds of offices nationwide. The goal of this interview is to provide you with more insights into the lessons Jack teaches from his book, speeches, and experience.
A: I am a serial entrepreneur, started selling at the age of seven, built my first company when I was 12 years old, and by 13 I had five employees and kept 70% of the money. This is when I realized I wanted to be an entrepreneur when I grew up. I went to school and got formally educated in understanding how the numbers worked because one of the failings that entrepreneurs make is they are good at bringing business in and developing business but they are not as good with the number side. I then went on a journey that included taking a blank sheet of paper, six different times and sketching out a business and built six companies into national firms. About 20 years ago I was tired of doing what I was doing and was financially capable of early retirement. After retirement I got into a speaking business and fell in love with helping sales people, sales managers, business owners, and entrepreneurs scale their business and their income.
A: My first business was a newspaper route and I took it over from a kid that lived in the neighborhood. After a few days of running the business I began to realize that if only 32 people were getting the service, the rest of the neighborhood probably wasn’t, and I knew I could do something about it. I ended up in a single year taking those 32 customers to 275. I quickly realized that delivering the paper in the freezing cold was not were the fun was and I enjoyed the selling process a lot more. So I convinced five kids that were 11 years old to do on the job training and told them at the end of the year I’d give them a letter of recommendation so that they could get their own route. That year I was named newspaper boy of the year, making $25 an hour and making 70% of the money on 275 papers that I never had to deliver myself.
A: I probably didn’t even know what the word culture meant back then when I was 12 and 13. But I will tell you that I did know something and that was that if I could find a way for these kids to have fun while they were doing the job, to learn while they were doing it, and to have contests amongst the five of them, they would actually look forward to going to work. I believe that we leaders should strive to make it fun to work for our company.
A: It depends on the client. Some of my clients will hire me specifically to just teach their sales team how to sell. Other companies engage me to teach their sales managers how to recruit, train, coach, and build a sales force because if you want to grow your sales, in most businesses, the way to do that is to grow your sales force in quantity and quality. So it really just depends on what the client is looking for.
A: There are four legs to a strong culture. The first leg to a strong culture is Recognition Systems – what systems do you have in place to ensure regular ongoing recognition? Second leg is Communication Systems – what are the systems that you have for regular ongoing communication in your company? The third leg is Personal and Professional Development Processes – Why should I come to work for your company and once there why should I stay? And the fourth leg is Empowerment Processes – Creating an environment where the people who work in our business actually take action as if they were the owner.
A: I’ll start with one question that is always asked of me by business owners and sales managers. They all want to know what the single most important characteristic of top performing sales people are. The answer to that question is four letters and it’s GRIT. They get up earlier, they work later, they take on obstacles as if they are a personal challenge, they view the whole thing as a game to be won, there isn’t enough no’s in the world to stop them, and they will do whatever they need to do to be the victor.
Sales people should be asking me what the systems and processes are that will enable them to be a top performing sales person. The reason that that question is not asked is because the majority of people that come into the sales role think that the position is one of personal magnetism and that it is something that they are born with and they each have their own style. The reality is that there aren’t twenty-six hundred best ways to sell this product or service. So you need to figure out the best way and have systems and processes that you follow consistently across the board in your organization. One of the thing that we found in studying top 10% sales people is that they say the same thing the same way each time they encounter a certain situation and the beauty of it is they sound like it’s the first time they’ve ever said it.
A: There are three types of calls that a sales manager should be making in the field with their sales people. There’s a join call where they equally participate in the call. There’s a training call where the sales manager actually demonstrates and handles the call 100% on their own and then debrief about what went right and wrong. And there is a coaching call which is where the sales person does the call and the sales manager is silent. If you were to take these three calls I would tell you that the minimum criteria where a sales manager should be is a minimum of four hours per sales person each month.
The second thing I would tell the sales manager to do to help the sales people are something that I call Role Practices. Role Practice is where we take three sales people and we have them wear three different hats, they wear a prospect hat, a sales person hat, and they wear an observer hat. We let them wear each hat individually and then we have another debrief after each call. These three cycles typically take about 45 minutes to an hour and at the end of that hour the common thing we see is that the sales person was way better the third time than they were the first.
The third thing we tell the sales manager to do to help the sales people is building what we call a Success Guide. In the book we go through great detail but the essence of the success guide is there is hardly anything that goes on in a sales call that you couldn’t anticipate before you arrive and as a result there is no reason to not be better prepared. So a sales manager should work with their team and identify if they can find ten objections and then come up with the best ten responses to those ten objections. This will prepare your sales team with confidence without having to go and make things up on spot while on a call.
A: If you grabbed my Kindle you’d find hundreds of books in there and half of them on sales, sales management, and entrepreneurial topics. I have been one for 50 years and I am still sucking down that knowledge and learning along the way. Lifelong learning is one of the messages I would give the readers and the book Scaling Up is the number one book I’d recommend to everyone that is in business. Another thing I would tell you is that I have been involved with mentoring peer groups most of my life and they have a significant impact in my life. I would tell any entrepreneur that if they don’t have a coach they should find one who will show them the way, helping them with resources, and hold them accountable. There are resources all around us and I don’t understand why so few people are making use of them.
Preview Hyper Sales Growth with Jack Daly himself
Buy Hyper Sales Growth by Jack Daly
Visit JackDaly.net to learn more about Jack, his book, newsletter, and coaching
Follow Jack Daly on Twitter and Facebook
Download the full transcript here (coming soon)
Listen on iTunes, Stitcher , and SoundCloud
Related books:
Exponential Organizations by Salim Ismail
High Profit Selling by Mark Hunter
Profit First by Mike Michalowicz
Relevant advice and tips:
7 Reasons Why Your Sales Skills Suck
What did you like and not like about this episode? Fill out this one minute survey here.
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]]>A summary of things you should know about Unselling according to Scott Stratten: Introduction In this episode Scott Statten takes a deep dive into his book, Unselling, where he revealsRead More
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]]>In this episode Scott Statten takes a deep dive into his book, Unselling, where he reveals the secrets of what really influences purchasers’ decisions.
In his book Stratten provides the keys to unlocking the mysteries of successful customer service and debunks a lot of nonsense that other marketers and marketing books talk about. The goal of the book is to teach you the most effective form of selling, how to create loyal, recurring customers, how to overcome customer service failures, and where to focus your marketing efforts.
This book is perfect for entrepreneurs who have an understanding of sales and marketing, but are looking for a better, longer lasting solution to keep customers buying from you.
It has no cover and that alone should make it stand out. The brand is not about what we think it is, it’s about the customer and our book reflects that.
You can read it straight through but it’s written in a way that you can also jump around whenever you want.
Everybody in the chain matters.
The main pillar of Unselling is the customer pulse. People think we have two types of customers in this world, we have customers and we have noncustomers. The key thing with the customer pulse is that we really have three types of customers ecstatic, static, and vulnerable.
Ecstatic types of clients are the ones that refer others, the ones that renew and sing our praises in social media. Static customers are the ones who are there, they’ll probably renew, but they are only our customer because they haven’t seen or heard of a better solution to their need.
The vulnerable customers are the ones that are looking for an out and this process could be a day, a year, or even five years. The problem is we usually don’t find out we have lost a customer until we have lost them and then we do everything possible to try and get them back.
We have to understand that customers can be customers for life if we just value them. The book takes you through examples of our own personal experience, to examples that are out there in the world, and then to practical ways to keeping and maintaining your customers.
NOTE: That was just a summary. To get the full deep dive, play the audio clip at 05:23
“You treat your customers, and your employees, and your vendors all the same with the utmost respect and the utmost care and that will pay you back in spades.” –Keri Smith
I am the un everything, unmarketing, unselling, co-host of the unpodcast, and unsatisfied with the way things are being done in business.
I realized after being an old-school sales and training manager back in the day, that sales were focused on the transaction. You put all your eggs in the sales basket and once you had the transaction we handed it off to some other department and that’s where we kind of dropped the basket and all the eggs broke. The point I am trying to make is that everybody is in sales because the way to lead to future sales is to make sure that we make the customer ecstatic to be part of our organization and that starts at the transaction all the way through to the delivery.
Permission Marketing by Seth Godin
Buy Unselling by Scott Stratten on Amazon today
Visit Unmarketing.com to learn more about Scott and his book
Visit Unmarketing.com to learn more about the Unpodcast
Follow Scott Stratten on Facebook and Twitter
Download the full transcript here (coming soon)
Listen on iTunes, Stitcher , and SoundCloud
Related books:
Escape The Expected by Tom Trush
High Paying Clients by Trevor Crane
The Entrepreneur’s Guide to Sleaze-Free Selling by Julia Kline
Relevant advice and tips:
7 Reasons Why Your Sales Skills Suck
What did you like and not like about this episode? Fill out this one minute survey here.
The post A Preview of Unselling with Scott Stratten appeared first on The Entrepreneurs Library.
]]>A summary of things you should know about How To Get Unstuck according to Barry Moltz Introduction In this episode Berry Moltz shares his book, How To Get Unstuck, whereRead More
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]]>In this episode Berry Moltz shares his book, How To Get Unstuck, where he helps entrepreneurs identify the top pain points they are stuck on. His book takes you through the major areas where entrepreneurs tend to get stuck such as marketing, sales, management leadership, social media, and customer service.
This book is very much a direct, to the point, book. I point out the problems and give you the answers to fix it.
I suggest the reader look at the table of contents and find their answers that way.
The most important and difficult part to change is letting go of what you’re currently doing today and trying something new. And you need to focus on just one change at a time.
The book revolves around six major areas where people typically get stuck. The first one is sales and marketing. The second is management leadership. The third one is money. The four one is proactivity. The fifth one is social media and the sixth is customer service. Typically people are stuck more in one area than another. They treat their business like it’s a job, they are so desperate to earn money to support their family or pay for their employee’s and they end up saying yes to anything customers want. And as a result their business just drips along and the solution is that you have got to decide what business your company really is and try to stick to that niche.
The second problem is when people start a successful business once, they sometimes think they can do it again and again with no problem. The solution here is to hire people that are complementary to you and willing to collaborate with you and always not tell you just what you want to hear.
The third area where people get stuck is this idea that they let todays emergencies dictate their plan. They are addicted to multitasking and constantly let other people interrupt their day. The way to solve this problem is before you end work you need to think about two things that you want to get done the next day. That way the next day will be productive and not just busy. When you get in the office do those two things first that way the rest of your day will be productive.
The fourth area where people get stuck is that they never take a vacation from work. They have this fear of falling behind and technology pushing us and they measure their success by being busy and productive. You must take time during your day and week to recharge and leave technology behind.
The fifth area where people get stuck is that they think that being successful in business is all about taking dangerous risks instead of calculated actions. They end up wasting resources by jumping in without testing the waters. The key here is to take patient interim steps.
The sixth area where people get stuck is when their customers can’t find them when they are ready to buy. You must figure out where your customers are shopping for what they are buying. People also hate sells and are afraid of rejection and the word no. This is where a good content marketing strategy, staying with customers over a period of time, really works out. These are just a few of the 25 areas where people tend to get stuck.
“Don’t confuse the idea with being busy, with being productive.” – Berry J. Moltz
I work with small businesses to get people unstuck and had three businesses the last 20 years. The first business went out of business, the second business I was kicked out by my two partners and the third business I was lucky enough to sell in July of 1999 and paid back the bank the 1.3 million I owed them.
There are a lot of books out there that focus on one specific area where they help start entrepreneurs get their company off the ground. What happens is a lot of people start a business and after two or three years the business isn’t where they thought it would be and that’s typically because they are stuck in one of five areas. I identify the top 25 things that are going through their minds where they are stuck and show them how to get unstuck.
Growing a Business by Paul Hawken
Buy How To Get Unstuck by Barry Moltz on Amazon today
Visit BarryMoltz.com to learn more about Barry and his book
Follow Barry Moltz on Twitter
Download the full transcript here
Listen on iTunes, Stitcher , and SoundCloud
Related books: The Toilet Paper Entrepreneur: The tell-it-like-it-is guide to cleaning up in business, even if you are at the end of your roll by Mike Michalowicz | Body of Work: Finding the Thread That Ties Your Story Together by Pamela Slim | People Tools for Business by Alan Fox
Relevant advice and tips: 5 Mistakes Entrepreneurs Make With Marketing and Branding
What did you like and not like about this episode? Fill out this one minute survey here.
The post A Preview of How To Get Unstuck with Barry Moltz appeared first on The Entrepreneurs Library.
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