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DAVID SUMMERTON CONSULTING

What Makes For Agile Management?

What Makes For Agile Management?

We all want an organisation, and a personal management style, that is responsive, flexible and able to deal with the many different business challenges that will come our way.

We need to have an AGILE management approach.

So what makes up an Agile Management philosophy?

  • Having responsibility for staff – looking after them so that they systematically rise to every challenge.
  • Having Kaizen standards – above just meeting standards, having an approach that looks to continually improve.
  • Teamwork – going above just individual performance.
  • Feedback – above just completing the task but developing ideas on how to improve things next time.
  • Responding to Change – above merely following a plan but deciding on how change can be made to work in the wider sense.

Good Luck!

For more details of our services visit the website www.davidsummertonconsulting.co.uk

 

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How To Design Sales and Marketing Territories

How To Design Sales and Marketing Territories

  1. Select the broad geographical area that you want to develop: this will be a large section of the business landscape that you want to exploit and grow e.g. Northern England, the West Coast of the USA.
  2. Systematically analyse the number and size of the different accounts within that area that will be the targets for your approach.
  3. Identify and allocate a Salesperson allocation system: this will plot relative workloads and travel needed to service and develop these accounts.
  4. From the above analysis draw up realistic and reasonable sales areas/territories combining groups of potential customers into practical combinations.
  5. Assign your sales professionals to the different geographical areas and ask them to respect the geographical boundaries that you have drawn up.

Good Luck!

For more details of our services visit the website www.davidsummertonconsulting.co.uk

 

What To Consider When Allocating Work

What To Consider When Allocating Work

  • The right skills and knowledge:

Any non-routine jobs warrant careful analysis to identify what is needed.

  • Motivation to do the job:

This is the driving force that makes staff want to do things willingly and well. If our team is then they willingly expend time, energy, thought and resources to achieve the positive result we all desire.

Good Luck!

For more details of our services visit the website www.davidsummertonconsulting.co.uk

 

Effective Decision-Making Skills For Sales and Marketing Managers

Effective Decision-Making Skills For Sales and Marketing Managers

  • Eye for detail: fully understand as much of the detail as possible so that you can answer questions and close Objections quickly and effectively.
  • Risk aversion: being prepared to take some risks and push your approach/strategy to make an in-road into the prospect’s buying process.
  • Customer and market knowledge: ALWAYS know the prospect, their company and their marketplace positioning.
  • Experience: learn from your interactions when it is right to push, when it is right to give the prospect more time and, very importantly, when it is time to walk away.
  • Communication: be very polished at this skill, recognizing your own positioning but also the verbal and non-verbal responses from the other party.
  • Analytical: assess and measure what is going on right now but also have an eye for the detail about the history of dealings with each prospect/company that you meet.
  • Adaptability: never stick to one method, even if this is reasonably successful. Good sales professionals have a range of strategies that they are continually developing and fine-tuning to get maximum leverage and results.

Good Luck!

For more details of our services visit the website www.davidsummertonconsulting.co.uk

 

Six Totally Unethical Sales Strategies

Six Totally Unethical Sales Strategies

  1. Pretending to have a personal or romantic interest to close a sale
  2. Rubbishing a competitor’s product to close a sale
  3. Padding an expense account – providing false statements of expenses
  4. Overstating price to give a customer a ‘refund’
  5. Withholding key facts about products
  6. Using shadow prices – here the price of a product or service is totally made up to show the sellers product in a better light

Buyers beware!

For more details of our services visit the website www.davidsummertonconsulting.co.uk

 

How To Overcome Objections

How To Overcome Objections

You carefully identify your prospective customer and set out how you will make your pitch with the product or service that you totally know is right for them.

Things initially go well and then you are faced with several Objections that prevent you from making the sale.

How can you deal with this situation?

Step 1: To listen carefully, sincerely, with undivided attention to what is being said. The devil, as they say, is in the detail here.

Step 2: Repeat the objection back, in a slightly different form, making it clear that you have carefully listened to the Objection.

Step 3: Provide new evidence or information without offending the prospect – this is where your careful listening skills come in.

Step 4: Answer the objection

  • Convert the objection into a question: Why do you consider the product to be too expensive or what other features were you looking for?
  • Use testimonials or 3rd party experiences: we have sold this successfully to Company X for several years and they have used it to expand and develop their customer base.
  • Use positive conversion techniques: focus upon the positives of both the product/service offer and the positive cues you get from the prospect.
  • Use comparisons: prospects will always be making comparisons with other products/services so do your homework and get to understand what is in the mind of the buyer.

It is tempting to think that Objections will mean the end of the dialogue but the reality is that this is only a stage in the whole process – never be put off when Objections emerge as this gives you a fresh opportunity to refresh your pitch and continue with the dialogue.

Better to have Objections rather than a flat “NO!”

Good Luck!

For more details about our services visit the website www.davidsummertonconsulting.co.uk

 

Top Ten Rules For Brilliant Press Releases

Top Ten Rules For Brilliant Press Releases

  1. Make sure that your message passes the critical “Is it news?” tests:
  • Is it topical and is the message timely and relevant?
  • Is it going to be relevant to the audience that you are sending it to?
  • Is it unusual and will it attract attention?
  • Is it Unique? (If it is that is far better than being unusual!)
  • Does it mean trouble for someone and will this excite the audience? Or does it mean news of Tragedy, Triumph in the face of adversity or Triumph over Tragedy?
  • Where is the human interest?
  1. Keep it short – on side of A4 is more than enough!
  2. Make the layout clear and concise – one font, one size of print. Use 12 point and a nice plain style.
  3. Tell the whole story in the first paragraph; this is vital as it grabs attention. Consider the who, what, when, where, why and how of the issue.
  4. Use simple language – avoid waffle, avoid piffle and avoid jargon. The ONLY exception to this is if you are writing a technical and industry-specific Press Release.
  5. Present the document so that it can easily be sent in the body of an email. Never write something that needs to be sent in an attachment – busy people never have time to open them!
  6. Put in a quote from a spokesperson – these make interesting sound bites for onward transmission. 140 characters or less is ideal.
  7. Always use a short, attractive headline.
  8. Include technical details and explanations only as supporting notes.
  9. Provide 24/7 contact details.

Good Luck!

For more details of our services visit the website www.davidsummertonconsulting.co.uk

 

 

 

 

 

What Does A Successful Manager Look Like?

What Does A Successful Manager Look Like?

Managers and Leaders who achieve consistently results follow these patterns:

  • They define themselves precisely what they want to do.
  • They set demanding but not unrealistic time scales in which to do it.
  • They convey clearly what they want done and by when.
  • They are prepared to discuss how things should be done and will listen to and take advice. But once the course of action has been agreed they will stick to it unless events dictate a change of direction.
  • They are single-minded about getting where they want to go, showing perseverance and determination in the face of adversity.
  • They demand high performance from themselves and are somewhat callous in expecting equally high performance from everyone else.
  • They work hard and work well under pressure; in fact it brings out the best in them.
  • They tend to be dissatisfied with the status quo.
  • They are never completely satisfied with their own performance and continually question themselves.
  • They will take calculated risks.
  • They snap out of setbacks without being personally shattered and quickly re-group their forces and their ideas.
  • They work out how to do things better next time.
  • They are enthusiastic about the task and convey their enthusiasm to others.
  • They are decisive in the sense that they are able quickly to sum up situations, define alternative courses of action, determine the preferred course and convey to their subordinates what needs to be done.
  • They continually monitor their own and their subordinate’s performance so that any deviation can be corrected in good time.
  • Continually prepare for staff moving on to bigger and better jobs

Good Luck!

For more details about our services visit the website http://www.davidsummertonconsulting.co.uk

 

 

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