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The Ten Commandments of Marketing
1. The philosophy of “build it and they will come” only works in the movies – marketing is essential to the success of any business, ignore it and your business will fail.2. Marketing is not like Christmas, you can’t just do it once a year – marketing is one of those ongoing activities in your business that you keep building and building. It’s not a one off exercise.3. Who are you? Before you can tell

what you do here?' Or, 'tell me what your key areas of responsibility are?'

• How was this decision made in the past?

• Will the decision process be the same this time around?

Take some time to make a list of questions that you can ask that are relevant to your business. Some of the questions may not seem to have a logical or direct tie to your product or service; that’s OK. In fact, that’s good! By focusing on what your prospects do and how they do it, you are opening up the whole dynamic of your sales call into a true conversation; one that will help you better understand the goals, objec

Indian Textiles
Indian textile tradition is the world's oldest textile tradition. The origin of indian textile can be traced back to the days of indus valley civilisation. Rigveda, the earliest of the Veda contains the literary information about textiles and it refers to weaving. Ramayana and Mahabharata, the eminent Indian epics depict the existence of wide variety of fabrics in ancient India. These epics refer both to rich and st

Many of us in sales are taught to believe that the most important job of the salesperson is to 'find the need' of our prospects. If we can uncover 'needs' then our job is easy; we just need to show our prospect how our product or service fills that need. Right?

Well, the problem with that approach is that it only addresses part of the pie. Think about it. What do you do when YOU need something? Let’s say you need to buy a new computer; do you sit around and wait, hoping that a computer salesperson is going to call you? NO, of course not; you go out and you fulfill your need.

So, as a salesperson, if people really NEED your product or service they will pick up the phone and call you to place an order. If that’s the case, why aren’t you selling more??? Oh, you say, they’re buying from your competitor. Or, you might tell me, 'Well, they just don’t KNOW that they need my product or service; my job is to 'find the need' and to 'build their pain.'

Let me give you another way to think about this…suppose, just suppose for a moment, that instead of just focusing on 'needs' we broaden our thinking: as a salesperson you want to find out about what people DO. Your job is to find out and understand what they’re doing now, how they’re doing it, who they’re doing it with, when they’re doing, why they’re doing it that way, and then to help them do it better. Makes sense, right?

When you adopt the DO philosophy over the NEEDS philosophy, your thinking and the questioning will become much broader. By asking 'do' based questions you get better information from your prospects, which in turn allow you to make a proposal that will make much more sense to the prospect. And the only reason people buy something is because it makes sense to them.

By asking 'do' based question you are creating a conversation which engages your prospect. When performed at its best, selling is an extended conversation; it is not an interrogation by the salesperson, and neither is it a 'product dump' where you aim to tell your prospect anything and everything you can about your services.

What are some examples of 'do' based questions? Well, here are a few:

• 'What are you currently doing about _______?'

• 'I’m just curious, what made you decide to do it that way?'

• 'How did you decide to do that?'

• 'What are you hoping to accomplish in the next quarter, year, three years…?'

• 'Tell me exactly what you do here?' Or, 'tell me what your key areas of responsibility are?'

• How was this decision made in the past?

• Will the decision process be the same this time around?

Awaken the Voice Within
The director of quality and training for a large organization was driving me back from lunch. She navigated through new construction and arteries of roads that hadn't existed six months before. The Virginia Technology corridor was booming as one office building after another became the nerve center for a new corporate headquarters or regional office. Once we glided into a parking space, my contact said, "the Vice Pr

son, if people really NEED your product or service they will pick up the phone and call you to place an order. If that’s the case, why aren’t you selling more??? Oh, you say, they’re buying from your competitor. Or, you might tell me, 'Well, they just don’t KNOW that they need my product or service; my job is to 'find the need' and to 'build their pain.'

What are some examples of 'do' based questions? Well, here are a few:

• 'What are you currently doing about _______?'

• 'I’m just curious, what made you decide to do it that way?'

• 'How did you decide to do that?'

• 'What are you hoping to accomplish in the next quarter, year, three years…?'

• 'Tell me exactly what you do here?' Or, 'tell me what your key areas of responsibility are?'

• How was this decision made in the past?

• Will the decision process be the same this time around?

Work Ethics in America on the Decline
Some say that work ethic in America is in decline, but is it really or are Americans simply getting too over weight and feel more lackadaisical when performing tasks? Is this then triggering a perception of laziness in some and a work effort riddled with excuses, delegation and blame gaming with most?We have so many important jobs in our society that must be done, but if everyone is lazy, has a poor diet and

at they’re doing now, how they’re doing it, who they’re doing it with, when they’re doing, why they’re doing it that way, and then to help them do it better. Makes sense, right?

What are some examples of 'do' based questions? Well, here are a few:

• 'What are you currently doing about _______?'

• 'I’m just curious, what made you decide to do it that way?'

• 'How did you decide to do that?'

• 'What are you hoping to accomplish in the next quarter, year, three years…?'

• 'Tell me exactly what you do here?' Or, 'tell me what your key areas of responsibility are?'

• How was this decision made in the past?

• Will the decision process be the same this time around?

Keeping Direct Marketing Information Products Up To Date
Direct marketing information products are some of the most popular – and profitable – online products you can sell. By capturing your knowledge and experience, you can create powerful direct marketing information products that appeal to tastemakers in your industry niche. However, trends and best practices in direct marketing change quickly and frequently.If your direct marketing information products don’t re

on which engages your prospect. When performed at its best, selling is an extended conversation; it is not an interrogation by the salesperson, and neither is it a 'product dump' where you aim to tell your prospect anything and everything you can about your services.

What are some examples of 'do' based questions? Well, here are a few:

• 'What are you currently doing about _______?'

• 'I’m just curious, what made you decide to do it that way?'

• 'How did you decide to do that?'

• 'What are you hoping to accomplish in the next quarter, year, three years…?'

• 'Tell me exactly what you do here?' Or, 'tell me what your key areas of responsibility are?'

• How was this decision made in the past?

• Will the decision process be the same this time around?

The Primacy Of Planning
“@#$%& it! Will you quit bugging me with your planning meetings – I’ve got work to do!”That was a statement made to me by a manager when I asked him - for the third time - to work with a group of us assigned a critical project. The project, if carried off well, would have profound effects on the long term health of the business. But it ended up fizzling after two months. Why? Because this manager, in a c

what you do here?' Or, 'tell me what your key areas of responsibility are?'

• How was this decision made in the past?

• Will the decision process be the same this time around?

And, in the end, the only reason people buy something is because it makes sense!

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One of the best fundraising strategies is to plan fundraisers that require very little upfront cost. This can be accomplished through sales fundraisers, collection drives and sponsorships.

Most organisations review the performance of their employees on a regular basis, usually annually. The term appraisal however, is disliked by many, conjuring up images of a superior passing judgement in a god like fashion. The answer must be to establish good relationships between both.

There are several comments that salespeople hate hearing from their prospects. I'm just looking, is one of them. It creates a sense of panic in the minds of thousands of salespeople every single day.

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