Millions of dollars have been spent
investigating and pursuing ways to grow
sales, and no wonder; after all, sales are
the lifeblood of any organization. Yet only a
handful of companies have been able to grow
their sales steadily not just in good times, but in
lean times, too, and in the face of ferocious
competition. A careful study of the vast majority
of companies that have been less successful than
these few superstars shows that they fall prey to
a number of common mistakes.
To achieve success as a telemarketer, you’ll need to invest
the necessary time and effort to learn and master a variety of
different skills. Only then will you be able to truly tap your
potential for generating the sales results you and your em-
ployer want. This book divides up the skills you need, explains
them in detail, and then offers strategies for developing and
We know that sales results are activity driven. In an inside sales or prospecting initiative the focus is often on the
number of dials, number of connects, number of proposals, etc. Although this strategy allows us to keep salespeople
busy, it does not always put qualified prospects into the pipeline.
Genuine prospecting requires that salespeople do more than just talk to a decision-maker. They have to make some
headway into the relationship. They need to do some telling and some listening. They need to advance the sales
process or determine that no advancement is reasonable right now.
We only hit what we aim at. For people who historically aim too low, this is a challenge. They are used to chasing
prospects for months before they learn very much. It feels like they’re busy because they have a lot of “call backs”
but no one knows if their time is being spent with actual prospects. And, if its not, sales results will reflect that.
This means, if a prospect is tough to reach, then a lot must be accomplished on a 1st
contact. So, who isn’t tough to
reach? I guess that means we had all better have a good, solid objective...
The opening statement must not explain that you are calling to schedule an appointment or close a sale. Selling too
soon, or outrunning the customer, is a major contributor to poor results. Human beings go through a natural
process when deciding to take action. There’s no point in trying to circumvent it.
Telecallers must be prepared to move the prospect step-by-step through the process of buying your offer or call
Quick Hits resulted from years of work with a variety of companies in a variety of industries. Each work experience, each project, and everyone with whom I worked contributed in some way to the identification of, and experience with, the ten "Surgical Strikes."
As the head of accounting, Dan took pride in the efficiency of his
department. Just recently, he and his team had significantly reduced the
time between billing and receiving. The resulting improvement in cash
flow resulted in a team award from management. So he was a bit
annoyed when Janet, his old friend in marketing, told him about her
latest market research. "Customers find their statements confusing," she
said. "They seem to be paying the bills," Dan countered, "and we
manage to keep track of the money, what more do we have to do?" She
To have great sales effectiveness, you have to have a great sales team. Within all teams, whether they are NBA players, the neighborhood little league or the company softball team, there is always opportunity for conflict. The same goes for sales teams. And for independent, results-driven sales people, keeping the team in mind may not be their number one priority. So it’s important that sales leaders know how to effectively manage team conflict.
We now live in an era where writers can both create and publish their own work and
make a living out of doing what they love.
Contained within Secrets of Successful Writers are interviews I conducted with fifty
authors. They talk about their writing, how they became published authors and how
they market themselves in this brave new era of ebooks. These interviews came about
as a result of a series of interviews I conducted on my website www.darrellpitt.com
The model yields the following results. First, the model is consistent with volatility clustering
or GARCH e¤ects. The market price of risk, which is the instantaneous component of stock return
volatility, has three components: endowment risk, sentiment risk and solvency risk. These three
components are persistent, hence the model reproduces volatility clustering or GARCH e¤ects.
Endowment risk is persistent because the "two-trees" feature of the model imply that endowment
risk is proportional to the shares of aggregate endowment, which uctuate randomly between zero
In too many companies, Sales and Marketing
feud like Capulets and Montagues.
Salespeople accuse marketers of being out
of touch with what customers really want
or setting prices too high. Marketers insist
that salespeople focus too myopically on
individual customers and short-term sales
at the expense of longer-term profits.
Result? Poor coordination between the two
teams—which only raises market-entry
costs, lengthens sales cycles, and increases
cost of sales.
This paper examines how wine is sold to customers in restaurants and specifically
examines the interaction between the wine consumer and the marketer of wine in multi-
unit, casual dining restaurants. According to Ben Salisbury, Vice President, Global
Account Development Stimson Lane Vineyards & Estates (dba Chateau Ste Michelle)
upselling is “out”, and service is “in”. Increased check averages should be the natural
result of meeting guests’ needs. Servers do not like to “sell” and guests do not like to be
For me, telemarketing is fun! It’s also challenging and highly
rewarding. Whether you’re planning to become a full-time
telesales professional or you hope to develop telemarketing skills
that can be incorporated into your current, more traditional in-
person sales efforts, Top Telemarketing Techniques shares
much of the knowledge I have painstakingly acquired over the
years and offers you the information you need to begin achiev-
ing success almost immediately.
A study for the German Ministry of Economics and Technology (Fryges et al, 2007) analysed high-
tech start-ups and Business Angels. The results, presented here, are based on analysed companies
that have been founded between 2001 and 2005 (formation cohort/group 2001-2005).
According to the study, the most important source of financing for the young companies of this
formation cohort is cash-flow and owner’s equity. Among newly created high-tech companies of
the cohort 2001-2005 in Germany approx. 5% received Business Angel financing (approx 3,700
he spread of good oral care
will help reduce aspiration pneumonia, endocarditis, and other systemic diseases in the elderly,
as well as reduce and prevent diseases of the oral cavity such as periodontal disease and
candidiasis. Oral functions will be restored and maintained by improving eating and
swallowing functions, and it is our hope that the resulting restoration of health and social
activity will lead to improved QOL for elderly people.
Daily care of the teeth and mouth is important for a healthy life. ...
This is probably the slowest and least reliable method to getting consistent results on
Google as there may be thousands of sites ahead of your website. Your site is
competing with millions of existing sites, and even after submitting your site there is no
guarantee Google will list you since this is their least preferred method of finding new
sites. While you should not skip this first step, Google would rather discover you on their
own. How can you help Google do this? Link to other indexed sites; create good site
content; and use popular search terms. ...
The methodology was designed to be efficient and the use of the different types of quantitative and
qualitative methods aimed to produce sound and reliable results. The literature review should
provide the most fundamental information. The survey, expert interviews and questionnaire help fill
in any gaps in the knowledge from scientific literature and web searches. The interviews and case
studies allow for the most up-to-date research developments to be included, as they may be
Results happen every time we dial the telephone. They just aren’t always the results we had hoped for. During the
last 20+ years, I have made a lot of phone calls. I have monitored a lot of phone calls. I have written thousands of
call plans, call guides, scripts, sales strategies, campaigns, and targeted initiatives. And, I can tell you from experience,
that results will continue to happen. More often than not, the results will be lower than they can be unless certain
planned and predictable outcomes are accounted for.
The interaction between these
two variables, however, provided a better predictor of beverage preference. Similar
results, in terms of the interaction between product choice and usage situation were
found by Green and Rao (1972), Belk (1974) and Srivastava et al. (1978). In a later
study, Srivastava (1980) examined the appropriateness of financial services in a
particular situation and found it to be relatively stable across situations, thus providing
further support for using consumption situations as a basis for segmenting the market.
To a lesser extent, I hear from
salespeople who insist that they’re doing great
with cold calling. Not surprisingly, however,
none of them can document their claims with
sales reports or actual numbers. Having said
that, I’m sure some salespeople out there are
actually succeeding by cold calling. If you are
one of them, I ask you to go to the chapter
entitled, “If Cold Calling Works For You,”
before reading anything else in this book.