By Dave J. Kahle
The common shop clerk this present day is crushed, trapped in a chaotic, pressure-filled surroundings with an excessive amount of to do and never adequate time to do it. Salespeople need assistance! This booklet offers it. Dave Kahle contends that shrewdpermanent time administration isn't approximately cramming extra task into every one hour; yet approximately attaining higher leads to that hour. The content material has been honed in 1000's of seminars and sophisticated through the perceptions and studies of millions of salespeople. 10 secrets and techniques of Time administration for Salespeople presents strong, sensible insights and ideas that actually paintings, together with hundreds of thousands of particular, functional, potent time administration suggestions from dozens of salespeople who're at the "front traces" on a daily basis. the writer, Dave Kahle, has been the number-one shop clerk within the kingdom for 2 diverse businesses in certain industries. he is offered seminars through the international, released greater than four hundred articles, and authored 3 books and 32 multimedia education courses.
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Extra info for 10 Secrets of Time Management for Salespeople: Gain the Competitive Edge and Make Every Second Count
Total number of Superscrubbers = 16. 4. Number of new accounts = 10. 5. Total sales of supplies = $1,000,000. You’re still not finished. Now, you need to work those out on a quarterly or monthly basis. In our example, we’ve elected to use quarterly numbers. p65 47 10/28/02, 12:04 PM 10 Secrets of Time Management for Salespeople Quarterly Sales Goals Sales Machines Superscrubbers New Accounts Supplies 1st $400,000 12 2 2nd $475,000 18 4 3rd $500,000 22 6 4th $390,000 10 4 Totals $1,765,000 62 16 3 3 2 10 $250,000 $325,000 $225,000 $1,000,000 2 $200,000 2.
Total number of Superscrubbers, our new, hightech machine. 4. Number of new accounts. 5. Total sales of supplies (as opposed to equipment). Now that you have determined the categories on which to focus, you need to create specific numbers for each. This is where the art comes in. You consider your company’s goals and your understanding of what the market is doing. You factor in your best understanding of what your competitors are doing, and you consider your customers’ situations and yours. Out of this comes your best attempt to predict a result that will cause you to stretch, but not be unreasonable.
The results of these exercises can simplify your life greatly and provide a powerful tool to help you focus. Think deeply about certain issues once, get them resolved, and then you don’t have to think about them again. You may decide that you are going to be absolutely honest in all dealings with your customers and employers. Okay, you’ve made a decision, committed it to writing, and let some other people know about it. When that opportunity comes up to get a sale by allowing a customer to maintain an incorrect assumption, you don’t have to think about.