Business Development gains Momentum

Or is it Momentum gains Business Development?  

We are delighted to welcome Paul Taylor to Momentum South West as our Business Development Manager.   Paul will work in collaboration with us, and as a Freelance Business Development professional, he brings a great deal of experience.

What will Paul be doing as part of our Business Development Team?

He’ll be building relationships with business leaders and HR professionals all over the South West.  Paul will ask about training requirements and explore whether there is a need for coaching or mentoring amongst the staff.  He will then be able to match clients with our range of training courses and coaching programmes.

Paul will share our calendar of events, which include open training courses on sales, leadership and personal effectiveness.  He will also co-ordinate anyone who’d like to book a free consultation to discuss a tailored strategy session or coaching programme.

Want to know more about Business Development or Momentum South West?

Find out about us or our Outsourced Sales Team services.  We can provide short or long term Business Development support for your business.

Would you like to become a Business Development Manager for Momentum South West?  Please get in touch to discuss the opportunity for us to collaborate.

Sales Leadership | Everything you need to know about Sales KPIs

Sales Leadership KPIs

If you’re in Sales Leadership, you’ve probably heard the saying “if you can’t measure it, you can’t manage it”

It’s very true.  You can’t manage what you can’t see.  As a leader who’s expected to deliver results, sales managers  and business owners need to make sure they carefully select some meaningful KPIs (Key Performance Indicators).

But before too long, you find you have 50 things to manage, some of which your CRM can’t produce reports on any more.  And how many of them were once requested by the Finance Director who now doesn’t need to know anymore?  Not to mention your sales team are increasingly aware that the number of plates they’re expected to spin is growing, which is confusing and causes the side-effects of another famous saying “Jack of all trades, master of none”

So I’m going to try and help you streamline your KPIs to just the things which make a difference to the performance of your sales team.

What are the main benefits of having KPIs?

  1. It’s easier to spot trends and opportunities for growth
  2. They highlight capability issues in your team so you can adopt the right training
  3. They also highlight variances in the drive and determination of your team
  4. It gives you a transparent platform for recognising great performance, and offering rewards
  5. You’ll feel more in control with consistent KPI tracking

Activity – Volume (or how hard do the team try?)

How many calls or meetings do your sales team do?

You’ll need this by each individual as well as for the team as a whole. You’ll also want to be able to look at specific weeks or months to spot trends over time.  Think about showing results as a comparison to the average for the team, or the average for the month.  Also think about setting a benchmark to help you make incremental gains over time.

Make sure that every individual inputs accurately into your CRM system – salespeople are notoriously bad at this so look out for errors.

Activity – Duration (or how engaging do your customers find your sales team?)

How much time do your sales team spend engaged in customer conversations?

If you have people who sell on the phone, you’ll need a telecoms provider who can report on the number of minutes spent on calls.  Think about how long a call needs to be before it qualifies as an engaging call – 10 seconds is likely a ‘no thank you’, 3 minutes is enough for the customer to have been asked a few questions, 10 minutes is a good conversation and any longer than that is a really good sign you’re making great connections with customers.

Think about how long it takes to wait in a call tree.  Consider staff who call their friends to grow their call time! (I’ve seen this done many times).

Sales Leadership KPis to Measure

Conversion (or how good at selling are your team?)

How likely are your sales team to convert a sale?

This is a great metric for helping you to identify training needs.  Maybe your entire team don’t need a refresher training course on consultative selling – it may just be one person.  Either way, this will help you address performance variance where training is the cause.

Depending on the stages of your sales process, you may need to break down the tracking of conversion rates.  For example, if you have an appointment maker who works on the phone, their sale is to sell the appointment.  The person who does the appointment is responsible for the sale.  You’ll want to know whether they convert in one appointment or two.  Or does it take a follow up phone call to get the sale over the line?

You’ll need to track conversions for each salesperson, plus think about what the benchmark needs to be i.e. is it a comparison to each other or the team average?

Do you have different conversion rate benchmarks for different products? You’ve probably got some products which are far easier to sell that others.  Think about how you might differentiate between the products and services that your sales team are responsible for.

Average Value of a Sale

Do you have sales staff who excel in high value sales?  But others who only sell what’s on offer?  Or they ask for a discount?

This metric can help you understand which of your sales people can sell multiple products in one sale.  Plus you might identify pricing issues or skill issues.  Again think about the benchmark you’re using – it should probably be a comparison to the team average.

Customer Satisfaction

Every business should measure how satisfied their customers are.  It’s no good having sales people who can convert sales at high values if the customer is telling you that they found the sales experience disappointing.

Do you actively seek customer feedback?  Where do you record it?  Do you measure feedback given against the individual salesperson or is it general?

Think about how you use Online Reviews and whether customers willingly offer you Referrals to their family and friends.

It’s easy to over-complicate this part with hefty surveys and competitions.  My advice is keep it simple.  Could it be as straightforward as asking the manager to put in 5 random customer service calls per month to gain some insightful feedback?

Pulling it all together

If you’re unsure about how to create some meaningful reports, ask your accountant to help you.  You’ll also need to make sure your CRM system offers you the ability to input the necessary numbers, as well as an easy suite of reports to extract the information you need from the back end.

The most important thing to do when compiling and tracking KPIs is to get buy-in from your sales team.  Explain to them why you’re looking to track their performance figures, explain the required performance levels and comparisons and get their feedback. They probably know your CRM better than you do (as they’re using it everyday), and it’s highly likely they know how to play the system so make sure you think about fairness and consistency.

If you intend to use KPIs in your team’s Personal Objectives, and I’d always advise you do, then get HR involved so they can help draw up the most appropriate paperwork for you.

Thanks for reading – hope it was useful.

If you’d like some advice on Sales Strategy, then Momentum South West can help.  We work with clients to build a sales strategy for them which delivers growth for their business.  We consult every step of the way and can train out new strategies to staff.  Our sales training and coaching gets five star reviews so if it’s an increase in sales results that you’re looking for, get in touch here.

We offer a free consultation too, so let’s make a start.

Interview: first 6 months in business

2 year dream after first 6 months in business

Rachael Howourth of Momentum South West shares the story of the first 6 months in business.

Why did you start the business Momentum South West?

I’d dreamt for years of running my own business and I’d always known that if I did, it would be a consultancy of some kind.  Working in Sales and Leadership for 20 years in a large corporate business has taught me a huge amount about how to be successful in business.  I’ve sold to many different types of customers and managed many different types of staff – I’ve definitely lived and breathed the business world.

But the main reason the business began when it did is because that’s when my confidence level had reached a point where I thought I had enough to offer.  I’d been working with a business, just giving some advice and support, and the new strategies I’d advised on had delivered an uplift in business results of over 50%.  That’s when I realised I had skills that I could really use to help others’ succeed.

How’s it going so far?

It’s going really great.  I’ve now got clients using each of my offerings; strategy, training and coaching.  Some of my clients are really successful businesses who are investing in keeping it that way, and some are micro SMEs.

I’ve got so many ideas for the future but I’m keeping my feet firmly on the ground for now.  I’ve built a few Training Courses which are my bread and butter; these are ASPIRE Consultative Selling, Negotiation Skills, Leadership Skills and Coaching Skills.

What’s been the hardest part?

The hardest part during the last 6 months has been the time it’s taken to align all of the necessary parts of the business.  I’m making sure it’s a brand I’m building and that it becomes easily recognisable, as well as builds loyalty.  The marketing activity takes a long time.  I know I could now give it to a professional to handle, but they can’t think about my business the way I do.  I’ve learnt how to build a website, how to rank on Google using SEO tactics, how to engage in email marketing, how to blog, how to optimise photos, how to start and market a You Tube channel, how to use Instagram for business.  The list goes on….

What have you enjoyed the most about the first 6 months in business?

I’ve enjoyed the feedback from clients.  Reviews have been left on my Facebook page, Google and sent to me in emails and the positivity has been overwhelming.  I did some workshops for Natwest Plc which had amazing feedback and some of my coaching clients are enjoying results they’d only previously dreamt of.  It makes me feel incredibly proud and excited for the future.  If I can achieve that in the first 6 months in business, who knows what I can do for Momentum South West in 5 years.

first 6 months in business customer reviews

The other thing I really enjoy is public speaking.  I’ve done quite a few breakfast seminars where I speak on a chosen topic for the benefit of the audience.  I like doing it and it always opens up new client opportunities.

Where’s it all heading?

2 year dream after first 6 months in businessI do have a vision.  It’s a vision for 2 years time, maybe longer.  I plan to expand the Training Course offering by bringing in different Trainers who are experienced in sectors which compliment my specialisms of Sales and Leadership.  I also intent to bring in a customer relationship manager and and digital marketing exec.

But the really big dream….is to open a Coaching Retreat.  A place of solace where the big hitters from the city can escape to Devon to invest in their own personal development.  I hope for it to be a beautiful barn in the country somewhere, with accommodation and facilities done to the highest standard.

To book Rachael to speak at your breakfast seminar or to discuss your business requirements in relation to Sales and Leadership growth, call her directly on 07980 910316.

Or email enquiries@momentumsouthwest.co.uk

11 TIPS to Be a Better Salesperson

Be a better salesperson

So you want to know how to be a better salesperson?

I’m going to share some tips to help you not just to be a better salesperson, but to be a salesperson that your customers will love.

It’s commonly debated whether the skills for being a super-duper salesperson can be learned, or are they just part of your very being.  What do you think?  Do you often wonder what it will take for you to be a better salesperson?  On a day when you can’t seem to close a single deal, it feels like you’re pushing treacle uphill and nothing is ever going to ‘go right’ for you again.  But then you get that amazing call that says “yes, we’d like to go ahead” and all is well in your world again.  Balance is restored.  And target is achieved (those words we just love to hear)

So here’s my tips, in no particular order;

  1. Know your customer and be genuinely interested in them.  If you sound like you’re going through the motions, the customer will pick up on it.
  2. Seek to solve their problems – nobody buys anything because you did a great presentation.  It’s got to be the right solution for the customer.
  3. Tailor your communication style to suit your customers’ preference
  4. Be a great listener – sales people are known for talking, but it’s listening which will make you successful.
  5. Don’t pitch at every customer you engage with – gain agreement that there’s a problem which needs solving first.  Understand timescales and customer appetite before moving in to your pitch.
  6. Build knowledge and credibility in your own market sector, but also that of your customer.  You really must ‘know your stuff’.
  7. Always be prepared and highly organised.  Update your CRM, track your pipeline, know your numbers.  And don’t slack on your paperwork.
  8. Do what you say you’ll do.  Following up is vital, breaking a promise to a customer will lose you the sale and your reputation.
  9. Behave with integrity at all times.  This is a biggie – never compromise your personal values.  If it doesn’t feel right, it probably isn’t.
  10. Build a trusting relationship.  The decision to buy is made with emotion, rather than logic.  You must position yourself in a place of trust and credibility, especially if you intend to develop future cross-sell and upsell opportunities.
  11. NEVER EVER make a sale if your instinct tells you it’s not in the interests of the customer.  If that means missing target, so be it.

Sales is fun – enjoy it!

Momentum South West run sales training courses delivered in your business or as open courses across Devon, Cornwall and Somerset.  We can also support with 1:1 Sales Coaching programmes.

Our clients give us great reviews.

Get in touch for a free consultation.

 

Consultative Sales Training Course – ASPIRE

ASPIRE is the Consultative Sales Training Course that will turn your sales results around….for the long term.

Hello, I’m Rachael Howourth, the founder of Momentum South West.  I’ve been in sales for 20 years and I know what it takes to be successful. And more importantly for you, I know how to win new customers, to retain and grow existing customers and how to built advocacy.

Momentum South West provide training, coaching and consultancy services to businesses and individuals across Devon, Cornwall and Somerset.  We’re proud to work with some fabulous clients and to have received 5 star reviews for our work.

In this blog, I’m going to share a little bit about each stage of the ASPIRE Consultative Sales Training Course.  So here’s a series of videos to introduce our approach to sales.

 

 

 

 

 

Hopefully those short videos explained a little about each stage of the ASPIRE  Consultative Sales Training Course.  We’d love to speak to you about rolling it out in your business.  Investing in your sales team is critical if you want your results to improve and grow.

Consultative Sales Training Courses are running in your area – get in touch.

Exeter | Plymouth | Torbay | Newton Abbot | Taunton | Truro

Devon | Cornwall | Somerset

Visit our Events Page

2 ways (guaranteed) to dig your business out of a rut

Communication Skills Devon

I’m sure you know exactly what I mean by ‘business rut’.  We’ve probably all been there.  A fog has come down over your strategy.  You know something needs to change but you can’t see the wood for the trees.  The hamster wheel just keeps on turning and you want to get off?

“if you continue to do what you’ve always done, you’ll always get what you’ve always got”

So here are the 2 things that are guaranteed to re-energise, sharpen your focus and dig you out of your business rut.

1. Spend time with your Customers

Mix it up between customers who’ve bought from you previously as well as customers who are still in the buying process.  By making courtesy calls, or better still, inviting them for a coffee or bite to eat, you show that you care and want to understand what engaging with your business is really like from their perspective.  They will tell you things that you didn’t realise – we often get so close to our business that it’s difficult to be objective.

Ask for honest feedback on what improvements you could make in the business.  You will most definitely come out of the experience with new ideas and clarity on how the business can climb to greater heights.

2. Spend time with your Staff

Ok so you might think that you do this already, but I’m suggesting real quality time.  Invite your key team members for dinner one evening, or start the day with a team breakfast.  The key to making this time different to the normal time you spend together, is how open and honest you are.

My advice would be to share exactly how you feel – explain that things are just ticking along right now, and you feel as though the business might be in a rut.  But most importantly, explain that you need their help to identify key change initiatives.  You need them to share thoughts and ideas on how to accelerate business growth.  They’ll be sure to tell you about any systems and process that are less than perfect.  They’ll also have ideas on how to improve  customer service and engagement.  They might even have ideas for new products and services that they feel are in demand.

They’ll love your honesty and respect you for it.  You’ll gain their complete buy-in to the new plans that you make.  A stronger team will be born.

Best of luck…. Hope you found this useful.

Find out more about Business Coaching here.

SALES TIPS: 10 ways to make absolutely sure your customers come back

customer loyalty

Building customer loyalty is essential for success in business.  Acquiring new customers is essential, but if that’s all we ever focussed on, it’d be tough on your sales team as well as your marketing budget.

Acquisition vs Retention?

Econsultancy did a customer loyalty study which showed businesses are only 5-25% likely to sell to a brand new customer, but are 65% likely to sell to an existing customer.  So it follows that we need to look after the customers we acquire extremely well.  In fact, we need to make sure they fall in love with our products, service, systems and processes.  We need to be easy to do business with.  Ideally, we need to literally make our customers’ hearts sing.

44% of companies have a greater focus on acquisition, than on retention.

Customer Lifetime Value – a measure of customer loyalty.

76% of companies see CLV (Customer Lifetime Value) as an important part of their sales strategy, but only 42% of companies can actually measure CLV accurately.  When I work with clients on their sales strategy, I refer to the ‘sales staircase’.  The easiest way to think about the staircase, is that the first product purchased is the entry point to your business (aka the bottom stair).  Subsequent sales then draw the customer deeper into your business and product range, and consequently increase the customers’ value and longevity. The more you sell to them and the longer you maintain their loyalty, the further up the staircase they go.

So, what are the top tips for building customer loyalty?
  1. Make sure your business offers a first-class customer experience.  Be transparent.  Impress your customer with the unexpected – send a thank you card, know their birthday, offer loyalty discounts.
  2. Use consultative selling rather than pushy closing techniques.  Build broad and deep relationships, especially if you’re in a service business.
  3. Assume your customer has done LOTS of online research.  Treat them as product experts unless they tell you that they aren’t.
  4. Ask your customers for feedback.  If something hasn’t gone well and you face a complaint, deal with it positively and quickly.
  5. Make sure your website is clear, speedy and up to date.  Not too many pop-ups, check for broken links and keep content refreshed.
  6. Embrace online reviews.  You can’t control what people think or what they say. Just respond professionally and without delay in the event that you receive a poor rating.
  7. Data is king.  Build an accurate database of your customers’ details.  The minimum needed is first name, last name and email address.  The more you collect, the richer your marketing can be (just remember that too many questions may be a barrier to sale).
  8. Build a highly effective email marketing strategy.  Use welcome emails to introduce customers to your team.  Send a Newsletter.  Send regular discounts and offers.
  9. Analyse your email campaign open rates to learn which subject headers work best, and act appropriately on subscriptions and consent to use their data.
  10. Remember the human touch still has a place – doing customer care phone calls, simply to say ‘hi’ and check that all is well, impresses customers.  Find the time to call your best customers – they’ll really appreciate it.

56% of companies use email marketing as an effective way to keep in touch with their customers and upwell to new products and services.

If your sales strategy needs a re-boot, Momentum South West can audit your current approach and make recommendations to help your revenues grow, virtually instantly.  Get more details or get in touch.

Handle pressure like a superstar!

handle pressure
Are you aware of how you handle pressure?

We all handle pressure differently don’t we; some of us find a bit of pressure quite motivational, whilst others feel the weight of the world coming down on our shoulders.

Here’s a few things which might help you spot the times when you need to handle pressure.  Plus a few tips on how you might handle it positively….

Self-awareness.  Know your triggers for pressure.

What happens to you under pressure, both physically and mentally?  How does the feeling of being under pressure manifest itself?  For example, do you suffer interrupted sleep or go off your food?  Does your concentration waiver and you find yourself gazing into space?  Or do you become a busy fool running round the office trying to do everything but actually achieve very little?

Whatever your individual triggers are for becoming aware that pressure is mounting, you need to be self-aware.  Think about yours now and write them down.  You may even want to discuss them with people close to you so that they can add any observations they might be aware of.  Pressure affects everyone.

Stand back and take a moment.

So, you’ve become self-aware and spotted that pressure is building up.  Take a breather.  Stop.  Stand back.  Watch yourself as if you’re having one of those out-of-body experiences.  What do you look like?  What advice would you give yourself?  Focus in on what really needs to happen to alleviate the cause for the pressure.  Not the peripheral things, the real core of the issue.  What is it?

Find a rock and trusted ear.

Ok so now you’re aware of the way pressure is showing up in your life and you’ve taken a moment to focus on the core issues.  Now you need to find someone to share it with.  Don’t take the burden all on your own shoulders.  The person you choose, should be somebody that you trust to give you clear, unbiased advice, even if it’s something that you don’t want to hear.  Someone honest, who cares about you.  When you’ve decided who it is, pick up the phone and invite them for a coffee.  Chat it through, and ask for help and support.  Don’t be shy, don’t feel like a drain on their time – remember they care about you and will undoubtedly want to help you.

Take action.

You’ve now done everything you need to do to release the pressure, other than the critical task of taking action.  Your rock has given you food for thought and you’ve talked through what your next steps should be.  Maybe you now need some expert advice, for example, like meeting the bank or the accountant.  Or maybe the action involves other people you work with and you need to discuss the next actions with them.  Or it might just be up to you now.

Whatever the action needed is, take the steps, even if they are baby ones.  Keep a note of what you’re doing so you can check progress.  And the biggest thing to remember is… give yourself the praise you deserve for overcoming your challenges.  Pat your wonderful self on the back, raise a glass and remind yourself that pressure creeps up on all of us, but you’ve handled it like a true star.

Best of luck 🙂

 

 

Manager to Leader – How to Make the Change

Leadership blog

Have you been a manager for a while now?  Or just recently promoted?  Either way, it’s such a rewarding job to support a team by taking the reigns and being personally responsible for the actions and outcomes of everybody in the team.

The early days of management

I don’t know about you, but when I first moved from being a field sales rep to being the manager of the team, I made every mistake in the book.  Literally, every single one, I’m sure of it.  I tried to do everything myself.  I tried to think for people. My vision of utopia was building a team of mini-me.  Luckily I was saved by a wise old owl (a wonderful man called Tony) who taught me there was a different way to manage people.  And it was a much better way….

Introducing the concept of Leadership as opposed to Management.

Management is about getting things done.  It’s task focussed and as the name suggests, it eludes to a ‘safe pair of hands’ to simply manage the task that needs performing.

Leadership is bigger than the task, it’s broader than just getting an objective delivered.  People follow a leader, but they work for a manager.

Leader Manager

How to go from being a Manager, to being a Leader…..

Stop telling the team what to do and how to do it.

It doesn’t mean you can’t influence, but you do need to influence through coaching and empowerment.  Inspire the action, don’t demand it.

Share you and your values.

Be personal (not too much).  There’s no place for the corporate stiff-upper-lip style of leader anymore.  Be you.  Share your values and stay true to them.

Show empathy.

Consider the impact of your leadership on others.  How will the team feel?  In what ways can you tailor your style to suit each individual in the team?  Before rolling out a big new initiative, think things through with empathy.

Respect others’ time.

Don’t make immediate demands on people.  Give advance notice of deadlines. Share meeting agendas in plenty of time.  Allow people the time to think and prepare.

Be authentic.  Operate with integrity.

We all know that the leader sometimes has to do and say things they don’t always want to.  But stay true to who you are.  Stay true to your values.

Truly understand your people.

Know their strengths and their motivators.  Spend enough time with your team to really understand who’s good at what, and figure out how you can amplify their diverse qualities to benefit the team.

Communicate, Communicate, Communicate.

Be a good enough communicator to adapt your style to suit the audience, the topic and the general mood in the camp.  Share as much as you can with people.  Be open and as transparent as it’s possible to be (without overstepping the boundaries of your role)

Embed a coaching culture.

Managers give out tasks.  Leaders ask “how are you planning to achieve your goals”.  Spend time coaching your people.  They will 100% value the time and input you give them.  And they’ll also operate at a higher level too.  Businesses who embed a culture of coaching have inspired staff, who over perform.

Focus on long term people development.

You might ask “why would I want to develop someone to such a standard that they’ll then want to leave and get a better job somewhere else?” .  The answer is simple.  If you support your team’s long term development, and help carve out a more successful future for them….they’ll never want to leave you.  Have you heard the saying “people join a business but they leave a manager”?

 

Say “Thank You”

Show gratitude.  Say thank you.  It doesn’t have to be monetary or a grand gesture.  Just a heartfelt, genuine thank you is good enough.  It goes a long way.  Think about extending the thank you to your staff’s family too – especially if working late and going the extra mile is a regular event.

Leading people is an amazing privilege.  Enjoy it.

Here’s to your success 🙂