Top 7 Ways To Succeed With Business Etiquette.....

In the business world today, there is little difference between goods and services from one company to another. What truly sets you and your business apart from the competition is your relationships and your people skills. The best way to improve your people skills is to learn and use the rules of business etiquette. Business etiquette isn't meant to be stuffy or formal. It's really about being kind, considerate and respectful. Learn the top seven ways to success with business etiquette and you will see the results in your bottom line and your enhanced client relationships.

1. Make an investment in your professional future by selecting a good business wardrobe. For those who think it's not what you wear but who you are that creates success, give that some more thought. Personal appearance is just as important as business skills, education and experience. First impressions are primarily based on appearance so your business attire is critical when it comes to building relationships.
   
2. Every day is made up of a series of meetings and greetings. Whether you are making the initial contact with a client, colleague or vendor or having a follow up contact, you want to impress at every level. Remember to stand up, smile, make eye contact, shake hands and introduce yourself immediately. Focus on the names of people that you meet, and don't use first names until given permission.
   
3. Today's business environment is becoming increasingly more global. Business clients and colleagues who are visiting this country should be treated with sensitivity and with an awareness of their unique culture. Before you meet with your international visitor, do your homework and become familiar with their customs and traditions. There is no one set of rules that applies to all international visitors so your research will need to be done for each international visitor you host.
   
4. If you want to be successful, grow your business and develop good client relationships, find out how your clients want to communicate. Just because you think that e-mail is the most efficient tool doesn't mean that your clients or prospects like to sit in front of a computer all day. Some may prefer to use the phone so that they can discuss issues and gauge reactions. Others may be more comfortable meeting with you in person. Respecting your client's communication preferences is not just a courtesy, it's good business.
   
5. Pay attention to how you communicate over the telephone. Very often the telephone is the first and only contact that you have with customers. Make it the best experience you can by smiling when you answer the phone (even if the last person you talked to was rude), answer on the first ring or certainly no later than the third ring. Ask permission and wait to hear the answer before you put someone on hold. You will win customers and influence clients every time you use good phone skills.
   
6. When something goes wrong at work and a colleague, customer or manager chews you out, keep your cool. Even when you didn't cause the problem you can use these four steps to help diffuse the situation: apologize even if you are not at fault, sympathize with the person who is upset, offer to help in any way you can even if you didn’t cause the problem and take action to deliver on any assistance that you agreed to give.
   
7. Conducting business over meals is a ritual that has existed for centuries. To make dining profitable and pleasant know your duties as the host. Plan ahead at least a week before issuing the invitation, select a restaurant you know and where the atmosphere is conducive to business discussions. Confirm your plans the day before your meeting, arrive early and give your credit card to the maitre d’ to avoid any awkwardness when the bill arrives. Take charge of the seating and by all means, limit the amount of alcohol you drink.

Chris Wilkinson.                              

Certified Business Behaviour & Attitudes Analyst.               

Business Coach.

Tel: (905) 275-2907 (Mississauga).

E-mail: buspilot@bell.net

Up-sell and sell MORE....

1. Sell first and tell later.
Never, ever attempt to up-sell or cross-sell until you have all the information necessary to fulfill the first order. In our rush or excitement to up-sell we sometimes forget that the customer has an order to place. Selling additional items too early in the call might turn the customer off. You could lose the original sale.

2. The rule of "25."
The value of an add-on sale should not increase the overall order by more than 25%. For example, if the original order is $100.00, you should be cautious in your attempts to exceed that order by $25.00. Despite the fact that people are motivated to buy, they still have a mental limit as to the amount they will dispense. For whatever reason, that figure rarely exceeds 25%. Generally, going above that value is only marginally successful.

3. Make a profit.
This is more of a management, rather than a salesperson decision, but the whole point of the exercise is to make money. The item(s) you choose must make enough profit to at least cover the cost of the additional time you spend on the phone. One source I've read claims that you must show at least a $4.00 profit on each add-on sale.

4. Don't dump junk.
There is, on occasion, the urge to use cross-selling and up- selling to move unwanted inventory. This in itself is okay provided the customer isn't saddled with useless or defective products. If you are clearing stock that won't be replaced, let the customer know. If it is a discontinued line, don't hesitate in letting the customer know. If you don't, you'll be sorry later.

5. Limit and relate.
Limit your choice of add-on items to those that clearly relate to the original purchase. If a customer were buying a blazer he has seen in a catalogue, suggesting a shirt and a tie makes sense. Suggesting a goose-necked garden hoe, however, does not.

6. Familiarity breeds success.
The more familiar your customer is with the add-on item, the more likely he or she is to buy. Cross-selling and up- selling is not the time to introduce a brand new product, unless the price is unusually low (Refer to #3.) New products take time to sell using features and benefits. This will take additional time. The purpose of the up-sell is to increase the order while the buying motive is strong. Introducing something unfamiliar will only confuse the customer.

7. Plan, plan, plan and plan again.
Again, likely a management issue, but your life will be much easier if the program is well planned and implemented. For instance, not only must you decide which products to sell, you must determine what product(s) they relate to. So, if you are going to up-sell with ties, you've got to decide, in advance, which blazers they will match.

8. Train to avoid pain.
Ensure that you are trained on the products or services offered. Make sure you understand them. Rehearse the skills necessary to get the customer to say "yes." One catalogue firm spends 40 hours on training designed to demonstrate how a particular add-on applies to and benefits the customer.

9. Test with the best, then roll with the rest.
Okay, another management issue that you might want to make your manager aware of. Test your cross-selling and up-selling with your best people. They have the drive and initiative to work out any of the kinks. Introduce the cross-selling and up-selling program to the rest of the sales reps only after you are sure of the test results.

10. E=MC2.
Your cross-selling efforts (E) will be directly dependent on how motivated (M) you are. Cross-selling and up-selling takes additional time and effort. If there is no reward ... if you are not motivated ... chances are the program will not be a rip roaring success.

Compensation (C) is always a critical factor in selling and perhaps more so when you are asking for that little extra with each sale.

The other C stands for Control. Whether you are a sales rep or a manager, the ability to control the direction of the cross-selling and up-selling activities will determine success. In other words, measure your productivity, your performance and your profitability. If there is something lacking in any one of these areas, make changes.

Chris Wilkinson.                              

Certified Business Behaviour & Attitudes Analyst.               

Business Coach.

Tel: (905) 275-2907 (Mississauga).

E-mail: buspilot@bell.net

You Got a Problem With Me?

How to handle employee challenges — and retain your dignity.

Rational bosses handle employee challenges by suppressing their defense mechanisms and listening to what the employee is really saying — which could actually be legitimate. Sometimes the ego problem is the employee's; it's just about making noise for the sake of getting noticed. "One time, an employee questioned my ability to review his work," says Michael Rein, principal in a $2 million commercial architectural and planning firm. "He thought my criticisms were invalid, simply because our professional backgrounds were different. His objections grew more frequent, and it was obvious action was necessary. A Second Opinion "I sought my partner's input. We decided on a formal review to discuss the positives and negatives of the employee's performance. At the end of the review, I commented that the employee's recent actions had been unprofessional and unwarranted, especially considering that my comments had only been intended to improve his work, not demean him personally. I also said that if the incidents continued, he'd be dismissed." There were no further confrontations. So where is the line between a valid challenge and one-upmanship? "When the input is of a nature that calls into question the thought process, a personality trait or personal qualifications, then the employee has crossed the line," believes Rein, who strongly encourages constructive employee feedback. This Time It's Personal "After a long run of late-night meetings, I came in later than usual one morning, just so I could have some family time and simply recharge," recalls Rein. "An employee made a comment about it being 'nice to have banker's hours,' clearly loud enough for a group of other employees to hear. At the time, I let it go — but it stayed with me throughout the day." How would you handle this? You have several options: Scream obscenities at the offending employee, crack a joke about it, ignore it or deal with it privately. Of course, the last choice is best, which is what Rein did. Taking the Bull by the Horns "Two days later, I had occasion to arrive late again. The same employee made another sarcastic comment, only louder and more accusatory. I came to a complete stop in the middle of the studio, turned to the employee and said, 'Give me five minutes to put my things in order, then come to my office with your time sheet.' " The sheepish employee came to his office, and the two compared their working hours of late. The sheets would show that Rein had put in more than twice the hours of the employee. Rein summed it up for the employee: "I didn't appreciate your public critique of my personal schedule, and in the future any such comments should be made in private." The point was made, and the employee remains today. Lessons Learned "I believe I handle employee challenges better than I used to," says Rein. "The mere fact that I've experienced myriad situations over the years enables me to manage workplace problems better. "I've learned to be more objective and less emotional; when an employee doesn't like an assigned project, I worry about it less on a personal level. Instead, I concentrate more on the issue, the legitimacy of the demand or request, and the ultimate resolution of the problem. The rationale for my decision is always tempered with the understanding that the bottom line of the business cannot be compromised for the individual." Chris Wilkinson.                               Certified Business Behaviour & Attitudes Analyst.                Business Coach. Tel: (905) 275-2907 (Mississauga). E-mail: buspilot@bell.net

Techniques for Qualifying Prospects…

If your business relies on a great deal of cold calls and referrals, then you know the importance of properly qualifying prospects. Qualifying allows you to learn about your prospect and their needs in order to determine how your product can meet those needs. Guerrillas can save time by using the telephone as an effective tool to pre-qualify customers. The phone enables you to play the odds, covering a large geographic area to screen potential customers and set up appointments.

It is essential to accurately track these calls and designate whether a prospect provides low or high customer potential. When organizing your call schedule, move the lower-potential prospects to the bottom of the list. Catalogue all the calls you make, maintaining a call-back schedule. Update this schedule frequently. It may be helpful to employ a software program specifically designed for tracking calls.
As a salesperson, your ability to qualify depends on the number of different questions you can ask in each type of selling situation. When its time to meet the customer face-to-face, be prepared with a list of those questions. Include every single question you might ask of a prospect in order to make her aware of an overlooked need or buried dissatisfaction.
A helpful technique is to ask qualifying questions to determine the customer's needs without mentioning your product. Your interest alone can pave the way to a sale.
By asking specific questions of your prospect, you can determine whether the prospect doesn't have a need for your product or buys the product from another supplier. If the customer doesn't offer your product, find out what she is currently doing so you can explain how your product can enhance her operations.
Often when a customer says "I don't need this," she may really mean "I don't need this right now." Your competition may have beaten you to the punch. If the customer isn't locked into a long-term purchasing contract, you may still be able to set up a future sale. Unless you can come up with a way for the customer to move her current inventory, though, this is a tough sell.
If your prospect reveals displeasure with her current supplier or product, your presentation should emphasize how your product can meet and exceed their expectations. When prospects are shopping for an item with specific features or a stated price, remember that they are "shopping." They may be flexible if you can capture their interest and extol the benefits of your offering.
Listen to your prospect's wish list and then present the merits of your product. Your presentation should include the key features, benefits and prices. Don't laud all the bells and whistles if the customer might perceive them as frivolous and get sidetracked. And unless a specific feature jumps out at you, determine the sequence of your presentation with the visible, tangible benefits up front.
Remember, you won't lose a sale by asking too many questions or learning too much about a customer. Many customers are not conscious of their needs. Your questions will stimulate their awareness, qualifying them and hopefully, getting you the sale.
 Chris Wilkinson.                              

Certified Business Behaviour & Attitudes Analyst.               

Business Coach.

Tel: (905) 275-2907 (Mississauga).

E-mail: buspilot@bell.net

MONITORING YOUR COMPANY’S PROGRESS...

                                                                                                                          

Are you successful?

Are you getting better?

How do you know?

The simple fact is - most business owners do not have a set of "Key Indicators" that are monitored on a continuous and periodic basis. Yet without a report card, it seems impossible to know how you are doing. These indicators can come from various areas of the business and are in many cases unique to your business. Choose 3 or 4 or 5 from the list—any more and it gets cumbersome. When these are resolved, you can easily designate other new indicators to monitor. Give it some thought and let's try it going into Fall 2011.

Look at areas such as: (or any other meaningful ones you can create)

*  Gross Sales

*  Net Sales

*  Number of Customers

*  New Customers

*  Cost of Goods

*  Key Expense Dollars as a Percent of a Sales Dollar

*  Staff Hours per Sales Dollar

*  Accounts Receivable Days Outstanding

*  Employee Turnover

*  How many customers not re- ordered in18 months?

*  Financial (Balance Sheet/income statement) Ratios

*  Process Flow Timing

*  Owner Hours Worked per Week

*  Ratio of three largest customers to total sales.

*  Customer complaints.

*  Rework as total of output.

*  Material scrappage rates.

*  Meals/golf games. How many does the president have with key clients per week.

*  Owners hours 'on the job'.

Give it a shot! List your Key Indicators and Starting Point.  Let's Track In!

Key Indicator Definition (Formula)	Starting Point 1/Aug 2011	Check Point 1 1/Nov 2011	Check Point 2 1/ Feb 2012	Check Point 3 1 May 2012
Chris Wilkinson.                               Certified Business Behaviour & Attitudes Analyst.                Business Coach. Tel: (905) 275-2907 (Mississauga).                 E-mail: buspilot@bell.net

 12 Proven Sales Strategies to Close The Deal.....

There are a number of sales closing strategies (more than 50!!) that you can learn with different sales closes applied to different situations.

A specific salesperson might be more comfortable with a favourite single specific close, than perhaps with others available in his arsenal. As a business owner/sales trainer, you want to be certain that you and your salespeople become exposed to a greater number of different closing strategies (many sales people use the same 2 or 3 endlessly) so that they can select the most effective tool for different situations.

The goal here is for the advantages to outweigh the disadvantages and close the deal.

1. The 'take it with them' Close- This allows the prospect to actually take the product home or try out the product. The idea is that once this happens, the prospect will be unable to part with the product and must have it.
There is a story about a salesmen who sold pet dogs. The salesman said "Here, take this home and give me a call in a week. If you don't want it, I'll come and get it". Once that dog was there and the young son fell in love with it, there was no way that dog was going back.

2. Subject To Approval Close- This allows a salesperson to actually close a sale, but to do so subject to certain contingencies being removed. In other words, it's up to the salesperson at this point to really do some work when possible to assist the prospect in removing contingencies thereby making the sale official.

3. Take Away Close- It's human nature to want what one can't have. The salesperson says things like, "This product isn't for everyone. It's a certain kind of person who can appreciate this service.

4. The Standby Feel Close- This approach is intended to establish empathy with your prospect's situation in an effort to persuade them that you, or a prior customer has actually dealt with and successfully overcome the pressure that they are now experiencing.

5. The Order Form Close- Sometimes the prospect might need a little encouragement-- it may be useful to actually take out the order form or contract and place it in front of your prospect. Tell them to complete a single section and you'll complete the rest.

6. Never say, "Sign the contract", which has a very negative connotation. It appears too binding and rigid to your prospect If they haven't heard enough reason to buy, you then say "If We Do This, Will You Buy?" close, you must identify what it will take for the prospect to break down and buy.

7. Presumptive Close- Using this method you actually proceed on the assumption or presumption, that the prospect has already decided to buy. You might talk about how a prospect will enjoy the product/ service or how the benefits might be enjoyed.


8. Informational Close- If your products or services are such that your prospect needs extra information in order to make up their mind, then the more relevant information you can share the more likely the prospect is to buy.

9. Overcoming the Objections Close- You can identify the prospect's specific objections to buying and focus on ways to overcome those objections. As you successfully accomplish this task, the close will follow right afterwards.

10. Instructional Close- If the close requires the buyer to know how to use your products or services, it is critical that you provide detailed instructions where applicable.

11. Directive Close- This is when you actually talk to your prospect and tell them exactly what to do. Direct them to sign up and complete the deal NOW. They will respond by buying when told to do so. It's one of the easiest ways to make a sale.

12. Exclusive Close- You indicate in all the marketing you do that your products or services are very exclusive, limited availability etc. Lock the doors and only allow customers and referrals to enter. Soon you'll find they want it, because everyone wants in.

Whatever the strategies you and your sales staff learn and implement, be always aware multiple sales strategies are available. Know and vary your selling approach according to the sales challenge.
Chris Wilkinson.                              

Certified Business Behaviour & Attitudes Analyst.               

Business Coach.

Tel: (905) 275-2907 (Mississauga).

E-mail: buspilot@bell.net

Do you know who else your employees are working for after- hours? (your competitor??)

  SAMPLE: Employee Conflict of Interest Policy

We are ethical individuals and an ethical Company. We have a reputation to uphold, and we want to make sure that our behaviour and business practices are sound and reflect our professionalism. At the same time, we never want to stifle off-hour activities, creativity, or the ability to engage in outside interests.

We trust your judgement, but if you are unsure of a situation that may place you in a conflict of interest, please refer to the guidelines below or discuss the situation with <Department responsible for Human Resources>.

Partial list of potentially sensitive areas: Engaging in outside work; financial transactions with a potential client, supplier, or competitor; immediate family member engaging in a business similar to ours; receiving gifts from a supplier.

Topic Owner:                       <Department responsible for Human Resources>

Topic Applies to:                    Everyone

Process Responsibility:         <Department responsible for Human Resources>, Individuals

Final Accountability:              Individuals

Our Company, our clients, and the outside world place high expectations on integrity. It is important that a high standard of ethical, moral, and legal conduct be upheld when business is conducted internally and externally.

Individuals may, from time to time, pursue personal and private business interests and ventures, and may participate in other forms of decision-making organizations. It is the responsibility of every individual to clarify such outside activities with the Company. In such cases, the individual must provide a full written disclosure to <Department responsible for Human Resources> so that an assessment can be made and any potential conflicts of interest may be prevented.

The Details

The following situations require full written disclosure to and approval by <Department responsible for Human Resources>.

·         You are engaged in any outside professional work.

·         You, your spouse, or a member of your immediate family is engaged in a business similar in nature to the Company.

·         You are engaged in outside work that will interfere with your primary job due to your working hours or attendance at the Company, or that is in some way hostile or adverse to the Company.

·         You accept a retainer, commission, consulting fee, or any other fee arrangement or remuneration. 

·         You, or any member of your immediate family, directly or indirectly, borrows from, lends to, invests in, or engages in any substantial financial transaction with a client, potential client, supplier, or competitor. Members of immediate family include spouse, children, and any other relative sharing your household. This does not apply to professionally managed mutual funds, provided that the fund manager is not a member of your immediate family.

·         You perform outside work during regular Company working hours and make use of the Company's facilities, equipment, labour, or supplies to conduct this outside activity.

·         You receive gifts from a supplier or competitor.

·         You work with an employer whose business is in competition with ours or services our clients.

·         Your work requires use or disclosure of proprietary information of our business or our clients.

·         Your relationship with a co-worker or client has progressed beyond a platonic friendship.

If you engage in any approved outside work, you are under obligation to advise your client that the work is in no way by, for, or in the name of the Company.

Failure to disclose or discuss information related to any of the above points may lead to corrective action, including dismissal.
NOTE: This policy has been lawyer reviewed for use in Ontario, Canada. Elsewhere, suggest you take legal counsel.

Working with you.

    Chris Wilkinson

       Executive & Management Search.

Sales Training DISC.

Business Coach.

Tel: (905) 275-2907 (Mississauga).

E-mail: buspilot@bell.net

Managing "Actively Disengaged" Employees     Too often people have to work with others who have become disenchanted and actively disengaged. Actively disengaged employees aren't just unhappy at work. They act out their discontent and sow seeds of negativity at every opportunity. They undermine the work of others. They are not just indifferent to company goals and mission; they express mistrust and outright animosity.
     As workers increasingly rely on each other to generate products and services, the problems and tensions that are fostered by actively disengaged workers can cause great damage to an organization's functioning.
     The Gallup Organization estimates that there are 2.2 million actively disengaged employees that cost the Canadian economy up to $35 billion per year in lost productivity, including absence, illness and other problems that result when workers are unhappy at work. 
     A good manager will identify those who are disengaged and explore the reasons behind the disconnect to determine if coaching or other interventions are appropriate. In some cases, people will respond favorably to opportunities to reconnect and rekindle their interest and enthusiasm for their jobs. Most people search for ways to make their lives and work meaningful and only disengage when they feel hopeless.
     Those who are actively disengaged may thrive on the negativity and refuse to become part of any solution, preferring to perpetuate problems. If they repeatedly refuse opportunities to engage again, terminating their employment should be seriously considered in order to avoid further damage to staff morale and organizational progress. 

Leadership Actions: What Employees Want a Manager to Do     For effective managers, the path toward engaging employees and keeping them engaged begins with asking them what they want and what is important in order to be effective in their roles. Here is a summary of what workers responding to the a Gallup survey said they what they want from their managers:

     •  Focus me to my job
     •  Know me 
     •  Care about me 
     •  Hear me 
     •  Help me feel proud 
     •  Help me review my contributions 
     •  Equip me 
     •  Help me see my value 
     •  Help me grow 
     •  Help me see my importance 
     •  Help me build mutual trust 
     •  Challenge me .

Chris Wilkinson.                              

Certified Business Behaviour & Attitudes Analyst.               

Business Coach.

Tel: (905) 275-2907 (Mississauga).

E-mail: buspilot@bell.net

Fire your worst customer....

Here are a few steps for how you can navigate dealing with your worst customers, and professionally get rid of them with your dignity and reputation intact.

1. Uncover the REAL issue: The thing about "bad customers" often is that it can often be due to a combination of circumstances that evolve over time. Few people enter into a business relationship they know will be negative from the start. When it comes to identifying your worst clients, part of what you must be willing to do is looking deeper to uncover the real issue that has caused your relationship to sour. Is your main customer detached from the day to day and now you are dealing with a subordinate who lacks ability or knowledge? Could it be a clash of personalities between your employee and the customer causing the friction? Digging deeper to learn the real issue is a necessary first step to give you insights on how to handle the problem and most importantly, to learn whether this is really a customer you need to get rid of.
2. Fix what you can fix. Once you get to the heart of the issue causing the negative relationship, you need to try and make an impact on your own end. If there is an irreparable difference in personality between your team members working with the customer, try changing the team on your end. If there is a contractual issue, try to work with the right people to resolve it. Showing good faith to fix what you can fix from your end will be important not only to try and salvage the relationship, but also to demonstrate to your customer that you are really trying to make the relationship work better.
3. Raise the issue. Once you have exhausted all possible solutions on your own end, it may be time to raise the issue in a sensitive way with your customer. This should obviously be treated with care, but in the best of cases, your customer may not realize the issue they are causing for you and your employees and be open to making a change. Even if they are not, this is an important step if you eventually do decide to "fire" them as a customer.
4. Establish a "3 strikes" approach. Assuming your activities to fix the issues are not working, you need to establish a clear path forward. This is not always something that you can communicate to your customer, but internally your employees need to know that there is a process that you will be using to put the customer on final notice before you make a decision. These "strikes" can be anything from repeated negative behaviour to recurring months with low margins.
5. Terminate and refer. Once you have reached the point where a change must occur, you owe it to your customer to be upfront about the issue and your intention to terminate your relationship. Your aim at this stage should be to remain positive and resolute by following through on your decision. This is the point where you can lose the respect or trust of your employees if you fail to take action, so making the hard decision a reality is crucial. You should also have a strategy in place to help your customer get to their next relationship as well. Just because your relationship with a particular customer was not positive does not mean another organization might not be able to have a more productive one, so do your best to find a good referral and make the connection for your customer. 

Move on. In the first few months it will be easy to focus on the lost revenue from that customer, no matter how minimal it may have been. Losing the drain of that customer, however, can be the best thing to happen to your business. Use the fresh start to refocus on all your other current customers to make sure none of them get to the same stage - and more importantly, put a plan into place to replace that customer with one you and your team would be thrilled to have.

Chris Wilkinson.                              

Certified Business Behaviour & Attitudes Analyst.               

Business Coach.

Tel: (905) 275-2907 (Mississauga).

E-mail: buspilot@bell.net