• Who has “produced” sales in the past year (at least 90% of quota)? Who has not?
• Who has accepted “responsibility & accountability” during the past 12 months?
• Who are the “EXCUSE MAKERS” who “blame” everyone & everything for their under-performance? Equally, “why” do you put up this behavior?
• Which salespeople are achieving budget, or exceeding budget in the current year (or YOUR Fiscal?)
• Which salespeople consistently update the pipeline, including all metrics, notes & “next steps?”
• Which salespeople have a stagnant pipeline: No changes, same “story” on deals “month over month?”
• Which salespeople are “coachable?” Which are not, (will not change) and do not follow direction?
• Which “new hires” are succeeding? Which are not?
• Which salespeople are generating new “discovery meetings” (either with ZOOM or in person?) Which are not?
• Which salespeople are NOT “paying for themselves,” FULLY LOADED COSTING?”

You “probably know”, what can we do from a management standpoint to improve our sales department?

(FACT #1: You cannot afford (literary) to continue to put up with complacency or mediocrity. 

(FACT #2: Concerned with “carrying and supporting” unproductive, non-producing salespeople?

(FACT #3: No one wants to buy from a weak, desperate salesperson in this “recovering” economy. It wastes their time & creates a “bad impression” of your company and offering!

You as Sales Leader/Manager need to complete a “mini-audit” of what you have and what you NEED as you move forward for the balance of 2025.

Here’s a performance audit outline you can use to help determine who stays and who goes:

CONDUCT “BRUTALLY” HONEST SALES STAFF AUDIT/EVALUATION

List your salespeople by name                        Evaluation*                                Improvement Needed

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

*Evaluate your sales staff in one of three rankings:

• Enthusiastic Rehire
• Rehire –they show potential and are improving
• Furlough-I wouldn’t rehire them today

Improvement Needed: If they are “staying” what are 1-2 critical improvements that are needed with them? (Which you will discuss and put together an “Action Plan” with dates?)

Need help? Need the “courage” to complete and take the next step(s)?

We understand. We have helped numerous companies execute the Audit process and implement great results!

Need to discuss? Open minded to a few ideas to helping reach & exceed company sales budgets? Call us at 630-560-3614 or contact us, for an objective discussion to help address your sales staff issues.

The post WHEN WAS THE LAST TIME YOU DID A PERFORMANCE AUDIT OF YOUR SALES STAFF? appeared first on KASH Development Corp - kashdev.com.

As a sales professional, you must ask yourself: What have I accomplished Year to Date in 2024 and what is required in Q4. It is critical to have a realistic, actionable, defined plan for the remainder of 2024 to ensure you exceed their sales goals.

This is the time for action and total execution of your plans, process, and efforts. 

The first 3 quarters of 2024 are HISTORY! It’s time to Look & Move—Forward! But first it’s time for a “short” Accountability Review 2024 Year to Date Results and a specific action plan for Q4.

Your Review Jan-Sept 2024

Year to Date summary:

• Quarter 1,2 & 3 Actual Results vs. plan/forecast (2024)
• Existing account results vs. plan
• New accounts acquired and results vs. plan.
• Quarter 1,2 & 3 Actual Results vs. last year (2023 vs. 2024)

Your next 3 months (Q4) 2024:

Detailed Pipeline review:

Each deal in each stage: What is the strategy to move them forward; what are the specific next steps; what will close in Q4- Oct. Nov. Dec. (can it be forecasted?) Which deals must be “removed/pruned” because they are dead or not happening in Q4?

• What is the urgent and compelling reason to move forward THIS YEAR?
• Which accounts have money (remaining) to spend in Q4? Are we sure? Who has control and decision approval? Are we speaking with them?

• $ sales/margin projection for Q4 based on the Pipeline review.
• What help might you need to advance or close these accounts from anyone internally?

Q4 Sales Activity/Action Plans: Specific & measurable improvements/activity?

• Each Salesperson: How will you stay “ahead”? OR: How will you specifically “catch up” if you are behind in 2024?

• 1.  Existing Accounts: existing business growth plans-what else can we offer to help them improve their business? Do they have any new locations we can get introduced in to?
  2. Dormant Accounts-any past accounts we should be calling on?
  3. Targets: New Accounts- Targets/contacts-prospecting plans
  4. Activity Plan: What is your plan for prospecting existing accounts; new business/new opportunities?
  5. KPI’s…  Progress on phone calling activity, meetings, quotes; closed deals; Trade Shows leads & follow up, other “pro-active” activity, etc.

Questions you need to consider and answer:

• What are the real changes that you must implement in Q4 to succeed in 2024 and in 2025?
• What are the real reasons for your success or “under-performance” in Q1-Q3 of 2024?
• What are you committed to do to personally impact change and growth for yourself, your organization as you head in to Q4 of 2024 and begin planning for 2025?

 Personal Responsibility Lesson #1: “Delay is the Deadliest Form of Denial”

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The Art of Asking the Right Questions: Asking questions is an essential part of any sales conversation, but the quality of those questions matters just as much as the act of asking. Thoughtfully crafted questions serve as a gateway to the buyer’s world, giving insight into their challenges, goals, and pain points. These questions pave the way for a deeper understanding of the buyer’s perspective, allowing the salesperson to tailor their approach and solutions accordingly.

Active Listening: Beyond the Surface: Active listening goes beyond merely hearing the words spoken by the buyer. It involves paying attention to tone, body language, and the emotions underlying their responses. A salesperson who engages in active listening can identify subtle cues that offer a glimpse into the buyer’s motivations, concerns, and hesitations. This invaluable information forms the basis for building rapport and trust.

Unveiling Buyer Motives: Imagine a scenario where a salesperson is pushing a product without truly understanding the buyer’s needs. The result? The buyer feels unheard and the proposed solution falls flat. On the other hand, when a salesperson listens keenly and asks the right questions, they gain insight into the buyer’s pain points and aspirations. Armed with this knowledge, they can present solutions that directly address these motives, showing the buyer that their needs are valued and understood.

Tailoring Solutions for Success: The ultimate goal is not only to make a sale, but to provide value to the buyer. By actively listening and understanding the buyer’s motives, a salesperson can tailor their solution to align with the buyer’s goals. This alignment creates a win-win situation: the buyer gets a solution that precisely meets their needs, and the salesperson earns their trust and loyalty (and their business).

Building Lasting Relationships: Sales is an opportunity to build relationships. By practicing effective listening, a salesperson showcases their genuine interest in the buyer’s success. This builds trust over time and lays the foundation for a lasting business relationship. Buyers are more likely to return to someone who values their input and understands their unique circumstances.

The art of listening is an indispensable skill in the world of sales. It’s not just about hearing words; it’s about deciphering motives, understanding needs, and building meaningful connections. By asking the right questions and actively engaging in the conversation, sales professionals can unlock insights that drive successful outcomes. Remember, the true magic of sales lies not in the offer itself, but in the profound ability to listen and respond effectively.

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This is a truism of sales. Most salespeople know this, but everyday go on calls always seeking a “YES”. They not only create unbelievable pressure on themselves, but set themselves up for mental failure, as well.

How do we in the training business address this seemingly weighty issue?

We teach people to go for a “NO” rather than the “YES”. This removes the pressure from the salesperson to always win in a business where losing is more often defined by “NO.” In essence, “NO” becomes a winning answer and leads to increased confidence and self-esteem.

For example, we suggest, “Mr./Mrs. Prospect, at the end of our call today we both have to make a decision as to whether or not we should continue in this process. If you decide you don’t want to continue, would you be comfortable telling me “NO”…And by the way, “NO” is okay.”

This is a personal paradigm shift…a new mindset…why? When prospects know upfront that it’s okay to say, “NO” the pressure is off. They don’t have to make excuses or offer “I want to think-it-over” responses.

Does this mean you should just ask an account “Will you please just tell me “NO” today?” Of course not! Prospects have the right to choose, so we let them know upfront, early in the call, that a “Yes or No” is expected by the end of the call. Once practiced, it usually takes new salespeople only a few weeks to make it a consistent habit.

The rewards are great…going for the “no” is liberating! Not everyone is a true prospect…so “no” is okay. This helps us deal with all the “I need to think it over” responses. Telling a prospect they can tell you “no” actually helps you reject them before they can reject your offer.

When we start consistently going for the “no”, more and more “yes’s” will happen. Going for the “no” helps to shorten the sales cycle, qualify prospects, and helps both parties manages expectations.

When prospects know they can say “no”, the pressure is off…they can concentrate on you, the sales process, and ways to say “yes”.

The post The Second Best Word you Can Hear is “No” appeared first on KASH Development Corp - kashdev.com.

What is it really and what are you meaning to say? Here’s a few questions to consider:
Is what you listed really going to be transformational or transform your business?
Will it help your business achieve some new level of success?
Will it help make your company grow to a new level of success?
Will it make your company something you’re not at present, but want it to be? Is it a carefully crafted, clear theme which ties together all your “initiatives, actions and projects”?

For example:

• We will become one of the top three suppliers in the ____market.
• We will expand distribution into ____ and ___ segments and capture ____ within 18 months.
• We will reduce the cost of ___ by ___ without sacrificing quality, delivery, or service within 12 months.

Why do this? So employees know what the direction of the company is and they see that the work they are doing ties into the overarching plan. ( They are probably used to the “flavor of the month” type of understanding of whatever the shiny object is today.

It’s all about where you’re heading. How do you know if what you’re doing is working?

Write your Statement of Strategy, be clear & concise. Does it outline something that is transformational for your business?

INSIGHT: Write your Statement of Strategy. It may be about performance data, comparative positioning; customer outcomes; a major event like an acquisition or entry into a new market or industry. Do NOT include numbers…because it will turn into a “budget project” and get sidetracked.
Then, Answer the questions from above. If it passes the questions, you have a real Statement of Strategy and you can now create and develop your strategic plan.

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Recently, we’ve learned some alarming statistics about salespeople that we needed to share with you, the company Sales Leaders that are happening during this REMOTE selling environment:

• 34% of salespeople do not prospect consistently
• 90% of salespeople do not live in their CRM
• Only 35% of salespeople maintain a full pipeline
• Only 30% of salespeople have and follow a sales process
• Only 27% of salespeople “listen” and only 25% ask enough questions
• Only 30% of salespeople thoroughly qualify
• Only 30% have learned their video platform inside and out (how is this allowed during the current video-meeting preferred environment?!?)
• Only 49% prefer video to phones
• Only 40% use virtual backgrounds for selling
• Only 40% are strong at selling value (the rest focus on price)

Recognize any of these issues?

These are problems which contribute to Missed sales, Exceptionally LONG Sales Cycles (or “no decisions”) and a Lack of Accountability!

If you have an “average” sales team – based on the data above (provided by Objective Management Group) – your team is under-performing and probably struggling in this REMOTE environment!

How can you help address and start to improve these paltry percentages in fairly short order?

This answer is Sales Coaching– not managing…Coaching.

Coaching Clues…

• Coaches take an “Ask vs. Tell” approach. Do not tell the employee what to do, instead ask powerful questions. This allows the employee to create their own solutions. When they go through the thought process to get to resolution, they are much more “bought in”— it’s their idea!
• Coaches focus on the employee vs. the task — it’s about their development.
• Coaching is not about “fixing” anyone. Again, it’s about their development and facilitating the learning process.
• Coaches set up a clear accountability structure for action and outcomes. It helps keep the employee focused on achieving the desired goals.
• Coaching is something that can/should happen a minimum of 2-3 times weekly in this REMOTE environment and in-the-moment, which is the best way for learning to occur. It’s a great way to reinforce what may have been learned in the classroom (in the past) by capitalizing on those on-the-job learning experiences.

Acting more like a Coach…

So how can a Leader/Manager behave more like a Coach?

1. Ask good questions to enable the process.
2. Meet the employee “where they are.”
3. Guide the conversation (through questions, not directives) to a mutual agreement of the priorities of development.
4. Ensure that the feedback information is heard and understood by the employee. Again, asking clarifying questions is the best way to do this.
5. Do your part to support the employee through a shared commitment to their goals, responsibilities, and action steps.

Coaching = Effective Conversations

What makes a Coaching conversation “effective”? It’s about a dialogue (asking), not a monologue (telling). The best coaching questions are:

• Open-ended
• Focused on useful outcomes
• Non-judgmental (avoid asking “why?”)

Here are some examples of good open-ended questions compared to the close-ended version:

Open-ended/Inviting Questions

• What is the status on “x”?
• How did the last call end?
• What is the next step to move things forward?
• Can you tell me about _____?
• Walk me through your thought process?
• What other approaches might you take next time?
• How are your emotions influencing your perception of the situation?
• How did you leave the call?
• What is your pipeline “telling you?”
• How can I help you?

Close-ended/Evaluative Questions

• Are you finished yet?
• Do you have a problem?
• Did you make that mistake?
• Will this really solve the problem?
• What made you think that was a good idea?
• That’s clear enough, isn’t it?
• Didn’t I go over this already?
• Why didn’t you do “x”?
• What is the “next step?”

NOTE: Do NOT ask “WHY” questions when coaching! It makes the salesperson “defensive” and tends to limit good communication. Instead use “How,” What and When questions to have an instructive and positive Coaching Session!

So, are you up for the challenge? Your employees, the business and your career will all benefit if you begin to operate in LEADER/Manager-as-Coach mindset. Your employees will be developed and challenged in a way that truly builds new skills and enables them to learn from experiences.

Still need guidance. Schedule an introductory virtual appointment or brainstorming session – Click here to schedule.

The post Scary sales data and ONE LEADERSHIP Approach to begin to help improve it: Kash Sales Brief appeared first on KASH Development Corp - kashdev.com.

Week 8 into the crisis. We all know the numbers, bad news and struggles repeated hourly on all the news outlets. We are in a crisis with no immediate end in sight.

Your business is not front-page news…so it’s up to YOU to have a plan to DRIVE THE MOST BUSINESS moving thru this period and beyond.

Why now? According to an article by Joe Galvan of Vistage published in Top Sales magazine May issue:

• 44% of CEO’s said revenues are down by as much as 25%
• 21% of CEO’s have seen revenues down between 25-75%
• 6% have seen revenues collapse by 75%
• 25% report no change or slight improvement in revenues

Obviously, there is NO TIME TO WASTE!  NOW is the time to plan for your company’s REPOSITIONING…with STRUCTURAL CHANGES.

As a Business Owner, President or CEO, it starts with FIXING your Sales Infrastructure. The question is: “What will create GREATER SALES EFFICENCY? WHAT can I do to compete and which salespeople can sell more, in a more competitive environment that will REQUIRE more Sales Hunting, Better Qualifying, Value Selling (not just price) , Consultative selling  and a HIGHER % of Deal Closing?

It is time for a Viability Analysis of your current Sales Team to objectively determine:

• Headcount reduction—who to “re-deploy’ considering expenses, revenue, ability. How much can we save and how much potential does our remaining salesforce have?
• Who is a Performer…and who can “battle” through this crisis, both short term and beyond?
• Who has the critical tactical Sales Skills for moving business forward?
• How viable is each person’s Pipeline?
• Who has additional revenue potential?

NOW is the time to play OFFENSE!

YOU are not alone!

WE can help you with your company Viability Analysis. It is objective, accurate, unbiased and very affordable.

To see how this work, just click this link.

You will be taken to a short video and be able to see a sample report.

The post What happens to your business when the PPP money runs out? appeared first on KASH Development Corp - kashdev.com.

We have taken your TOP 3 most common stalls/objections and created appropriate responses for each of the Top 3.

The real reason to be able to handle these is to keep the conversation moving & not get stuck, or worse, PANIC because we were not ready or prepared.

Selling and interacting is changing in this environment. It is not just about your product or service (and attempting to “close”) …it is about understanding and keeping the conversation & relationship OPEN!

To handle the objection or stall well, each response has 2 parts:

1. An acknowledgement of the question or statement (so we can show the prospect we are listening and most importantly to lower their resistance).
2. A response or question to get the prospect talking and communicating in order to have the prospect “open up.”

The goal is to keep the customer/prospect talking and engaged and participating…so that we can have a great conversation (short-term) and lower their resistance.

Objection #1 “We’re putting on the brakes.”

Acknowledge: “I’ve been hearing that a lot lately.”

Then, Response 1: “(Their Name), Are you just “pumping the brakes” (which means things are slowing down) or are you putting on the brakes to completely wait until this thing is over?” “If you are just pumping the brakes or were not putting on the brakes, what would we be talking about? Or what would you be considering?”

Response 2: “Let’s say you follow the rest of the industry…and Let’s say it’s 45 days from now, and this thing is winding down…what would we be talking about?” (relative to your product or service) How would that help you (and your _______?)

Objection #2 
“We need to see what the next 30-45 days look like.”
Acknowledge: “That makes sense.”

Response: “What do you see happening at the end of 45 days?” (PAUSE) “Will you be doing the same (volume, amount of business, etc.) as now or before the pandemic – what will it look like?” (PAUSE-let them answer.) What challenges will remain that need attention?

Objection #3 “We’re deferring purchases until this is over.”   Acknowledge: “I understand.”  

Then,   Response 1: “If you weren’t deferring purchases, what issues or problems you’re facing would we be talking about?” (PAUSE – let them answer) “As this thing winds down, what would be your priority regarding (fill in the blanks with your business)?”  

Response 2: “What is your personal frustration with this directive?” (let them respond. Engage with them…. Then ask a question.) ((Their name) if this were up to you, what would you be doing regarding… (fill in the blank with what they said they need.)

The post Responses to the Top 3 Most Common Objections/Stalls during the Pandemic appeared first on KASH Development Corp - kashdev.com.

The Goal Directed Sales Person

The question we need to know is “What are my people spending their time on?” We have talked about PRIME TIME and NON-PRIME TIME ACTIVITIES in the past. We have also talk about motivating our people to perform by setting up a goal plan with dates and action plans. This should be a starting point for each person.

Sales People will not “buy in” to the company sales goal until you first establish personal goals with each sales person. You must have this conversation and do this exercise!

What do they want to earn in the 4^th quarter & 2018 year?

• What possession goals do they want for themselves and their family?
• What do they have to sell annually to achieve these goals?What possession goals do they want for themselves and their family?

• What do they have to sell annually to achieve these goals?
• What is the monthly sales target?
• What must they have in the pipeline (based on sales cycle and closing percentage) on a monthly basis?
• What activity must happen on a consistent basis (daily, weekly, monthly) to support the pipeline?

Where are your people spending their time?

Once the goals are in place, accountability for time is the next critical component. In essence, where are your sales people spending their time?

Let’s answer that question by asking you…what are your expectations? Remember Prime Time (hours we can contact customers). What activities should they be focusing first?

• What types of activities will give your sales person the greatest return for time spent? List the activities. Also, what ____% should they spend per week on this category? $$$
• What activities will give them the least benefit for the time invested? List all these activities. What _____% should they spend per week on this category? (-)
• What can you recommend to gain a more favorable Balance of Activities? (How do you increase payoff activities (prime time) and at the same time reduce lower payoff activities? What would you suggest?
• Remember the adage: Sales is NOT a 40 hour job!!!
• How will you monitor this… software, point system, pipeline management, weekly scheduled meetings, one on one sessions, etc.

Sales Manager, Your Challenge: List the specifics you want your sales people to achieve:

PERFORMANCE GOALS:

PERFORMANCE ACTIVITIES:

Prospecting:

Product Knowledge:

Time management:

Customer Contact:

Prospect Contact (Appointments/Qualifying/Commitments/proposals, etc.)

Pipeline Management: # new deals/progress on deals/next steps/pruning poor deals, etc.

When you employ this process you should not be surprised by their success…the only surprise is if they don’t do it…and you allow it!

If you need help improving, developing, or implementing your sales process – contact us.

The post Sales Managers: Are you a Performance Manager or a Manager of Under-performance: Tackling & Resolving Day to Day Challenges to achieve & “crush” Sales Quotas appeared first on KASH Development Corp - kashdev.com.

In today’s fast paced, time sensitive competitive sales world, key sales performers keep focused on what is important & what they can control-PERIOD.

 In our study of “Sales Champions” which we define as the TOP 7-10% they have “razor sharp focus” on continuous personal improvement and an increasing commitment to results.

Here are those TOP 10 :

1. They have Clear Written Goals and follow their goal plan: They are COMMITTED to Success

2. They are masters of Time Management and setting Priorities

3. They consistently follow their Sales Process and Milestones throughout the buyer’s journey

4. They manage their sales Pipeline: They know each opportunity; Customer; when the deal started; key players; steps in the process; next steps; dates for follow up and objectives for the next call

5. They have an in-depth knowledge of the Industry and their Industry Competitors-to intimately know competitor strengths/weaknesses/vulnerabilities in order to translate THEIR value and “out sell” competition

6. They understand finance & business math: P&L; Cost of internal issues of a customer; cost of product ownership of new or replacement product/ROI/Financing options; cost of money

7. They understand Productivity for themselves: They have a Plan and an Objective for every call, both on the phone & in person. They pre-plan for every call from both the customers Point of View and theirs. They anticipate questions, objections and roadblocks IN ADVANCE. They know what has to be asked and discovered and they never leave a meeting without a clear cut, defined next step.

8. They ASK for what they want—NO FEAR—they take action.

9. They take care of their customer (They realize, if they don’t—someone else will).

10. They practice Continuous Self and Skill Improvement. They realize that there is no 2^nd place in sales-only first place. They realize that in today’s sales world THEY ARE THE VALUE in the sales transaction.

If you are a serious sales person or Sales Manager looking to achieve more and become a true sales champion, Give us a call to discuss how we might help you, “close the gaps.” 630-560-3614

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