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International Management
System Manual
Copyright © International Achievement, Inc., 1998, 2014
All Rights Reserved
Copyrighted under the Universal Copyright Convention, the Buenos Aires Convention, and the Berne Convention. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopy, recording or any information storage and retrieval system now known or to be invented without permission in writing from IAI except by a reviewer who wishes to quote brief passages in connection with a review written for inclusion in a magazine, newspaper, or broadcast. Violation is a federal crime, punishable by fine and/or imprisonment. Title 17, U.S.A., Section 104.
Distributed by International Achievement, Inc.
P.O. Box 9126 Waco, Texas 76714-9126
Management System
TABLE OF CONTENTS
1. Introduction
2. Training Licensees
2.1 Fast Start Training 2.2 Training Licensees 2.3 Joint Selling 2.4 Diagnosing Sales Problems 2.5 Field Sales Training
3. Managing Licensees
3.1 Establishing Your Management Relationship 3.2 Managing Your Organization 3.3 Tracking Performance
4. Motivating Licensees
4.1 Keeping Good People 4.2 Keeping Attitudes Positive 4.3 Motivating Your Licensees
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1. INTRODUCTION
I. A LEADER'S RESPONSIBILITIES
As the leader of your sales organization, you have three major areas of responsibility:
A. You are a Trainer
As the Trainer, it is your responsibility to be sure your Licensees
know how to prospect, schedule interviews, make presentations, close sales, and facilitate the programs.
B. You are a Sales Manager
As the Sales Manager, it is your responsibility to keep your
people prospecting, scheduling interviews, making presentations and closing sales.
C. You are a Motivator
As the Motivator, it is your responsibility to help each Licensee
continue to grow in your organization by developing and using their potential.
II. MANUAL ORGANIZATION
This manual is organized to aid you in developing skills in each of these three major areas of responsibility.
A. Information on the sales training process is presented in section
2. You must develop five skills to become an effective sales trainer. These skills are described in this part as follows:
1. Fast Start Training
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The first day, week and month are the most valuable
training times you have with a new Licensee. Immediately after being recruited, a Licensee's enthusiasm is at a high level and eagerness to learn will never be greater. Take advantage of the situation and provide training that gets sales results.
2. Training Your Licensees
Skills are learned one at a time. Design your training
program to teach skills in clear, simple steps.
3. Using Joint Selling
The basis of our training system is joint selling. You and/or your managers will personally show your new Licensees how to prospect, schedule interviews, make presentations and close sales to their prospects. Joint selling not only trains new Licensees, it puts money in their pockets at the same time.
4. Diagnosing Sales Problems
Once new Licensees get started and are working, sales
problems occur. These problems are often difficult for Licensees to identify and know how to correct. You can, because of your experience and greater objectivity, help them think clearly and take corrective action to overcome their sales problems.
5. Field Sales Training
Field sales training is a valuable tool for helping Licensees
overcome sales problems. It can be done in either of two ways; they can watch you sell, you can watch them sell. After observing one or two presentations, solutions to the
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Licensee's sales problems will usually become obvious.
B. Sales management information can be found in section 3.
There are three critical phases in the process of becoming an effective Sales Manager and they are covered in this part.
1. Establishing Your Management Relationship.
The initial relationship you establish with new Licensees
will effect their performance for as long as they are in your organization. Your goals and their goals, expectations and rewards must be clearly defined from the start.
2. Managing Your Organization
After establishing your relationship with Licensees, you are
in a position to manage their sales activities. As a Sales Manager, you must be prepared to monitor sales efforts and give positive feedback to help your Licensees improve their effectiveness.
3. Tracking Your Licensees' Performance
You earn your Licensees' respect when you inspect what
you expect. They need and want your help in tracking and evaluating their performance.
C. In the final section, you will find information on motivating and
developing Licensees.
Even though motivation and personal development are personal responsibilities, you can play a big role in each Licensee's growth and success. It is your responsibility to provide a climate that encourages and makes continuing growth and consistent sales performance possible. In this part, the three steps of motivating your people are covered.
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1. Keeping Good People
It has been shown over and over in many surveys that
other things provide most people's primary motivation, not money. Typically, three consistently mentioned factors that provide primary motivation are:
a. The desire to be appreciated.
b. The need to know what is going on and how events
will affect them.
c. The opportunity to do meaningful and fulfilling work.
To keep good people, remember the principle that says, "People go where they are wanted and stay where they are appreciated."
2. Keeping Attitudes Positive
Licensees earn money for their ability to find people who
can be persuaded to buy and use OUR programs. The two major tools they have that enable them to do that are:
a. A positive mental attitude.
b. Organized and productive use of their time.
Keeping attitudes positive is the foundation of their results.
3. Motivating Your Licensees
Sales producers respond to recognition for their accomplishments. It's important to use our Recognition and Awards Program plus other methods of recognition to
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keep your producers in the spotlight. The most powerful tool you have to inspire your Licensees is immediate and personal recognition of positive sales results.
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2.1 FAST START TRAINING
I. FAST START ORIENTATION INTERVIEW
The purpose of the Fast Start Orientation is to prepare new Licensees to sell programs and start making money as quickly as possible. Schedule the initial training for the Licensee's starting date.
II. FAST START PRIORITIES
A. Attitude/Personal Development
1. Use Program
a. Listening Schedule
b. Action Steps
c. Plan of Action
d. Affirmations
2. Schools to Attend
a. Fast Start
b. Monthly Sales Training School
B. Activity/Work Habits
1. Prospecting
a. Initial Inventory of Prospects b. Prospect Box
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2. Calls
3. ROMAR
4. Success Essentials Checklist
C. Skills/Results
1. Telephone Techniques
2. Sales Presentation
3. Closing
4. Handling Stalls and Objections
5. Client Service
III. HOW TO LAUNCH A NEW LICENSEE
A. If different than yourself, talk to the person who brought the new Licensee into the business and review the new Licensee's file and checklist. Get as much "up-front" information as you possibly can. Be sure the Recruiter has set you up properly.
B. Study the file and personal goals of the Licensee. During the first
week, make at least 3 calls to the new Licensee.
C. The First Call.
1. This is the time for understanding and setting up a relationship. Let the Licensee talk. Do a personal interview - 30 minutes plus or even two calls.
2. Do 30 seconds about you. 3. Ask them questions.
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a. Why did you purchase the business? b. If everything worked out perfectly in your business in
the next three months, what would happen?
c. If everything worked out perfectly, what would happen next year?
d. How much money did you make last year?
e. What is your plan to go full-time? (if not immediate)
f. What is your current job situation?
g. What is the most amount of money you have made in
the past?
h. What is your background for the last 5 years? 4. Use your own program! This is the only sale on the first
call.
D. Second Call
1. Explain the Business Training Program and how they should use it (which manual to use first, second, etc.)
2. Check on the status of their training material and inventory.
3. Explain the telephone system and how they should contact
you and any system you may have them set up on…set an exact time for the next call. Have them complete the Personal Information Form and return it to Waco, Texas.
4. Explain our system of commitments from the Licensee to
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the Marketing Director, to the General Manager, to Waco. 5. Tell them that they should call, and how often you expect to
hear from them.
6. Explain that they should always write down their questions before calling you. And when they call you, they should always have a pad and pencil for taking notes…also, tell them to get a 3 ring binder and start putting different mailings that they will be receiving from you and others into the 3 ring binder.
7. Explain our monthly sales rituals, share it with them,
explain the various goals that you go after.
8. Talk about reports, all types of weekly ROMARS, monthly reports, etc. talk about the mail, etc. and set a time for the next phone call.
E. Third Phone Call
1. Get them scheduled to attend the next Sales Training School…you can't help them unless they come to a school.
2. Ask them about their personal goals
3. Get information about their family, particularly about their
spouse, and attitude towards them being a Licensee.
4. Tell the new Licensee about the Awards system, and have them set a goal to achieve the first step in the Achiever's Club.
5. Make sure that they send you a picture for the awards
program.
6. Get their commitment for learning the presentation and
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making their first sale.
7. Schedule your first field trip (during that 30 days) with the new Licensee.
F. Write them a Personalized Management Letter Each Month, Re-
stating and Re-committing Them to Their Sales Activity Goals. G. During the First 30 days, talk to the new Licensee a Minimum of
Every Other Day or 3 time a week.
1. Walk the Licensee through the action steps in the training material.
2. On each call, give the Licensee a specific assignment to do
before the next call.
3. On the following call, always inspect the Licensee's mastery of the assignment. Do not proceed until the Licensee has mastered each step.
H. Future Calls Should Follow a Definite Pattern
1. Have them call every Monday with ROMAR #'s from the previous week.
2. Call Monday or Tuesday of every week to analyze
ROMARS and provide training for improvement.
3. Call first Week of Month:
a. Problem solving call.
b. Motivation to reach goal - how are they doing on it.
4. Call second Week of Month:
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a. Discuss their sales report from previous month. Sales - Purchases - Inventory - Recruiting.
b. Ask them how much money made.
5. Call last Week of Each Month:
a. Work out next month's sales recruiting goals. Get them to set weekly goals.
b. If they have sales people, get them to set goals on
each salesperson.
c. Discuss their sales people with them and help them decide what to do with each.
d. Make sure they are sending in monthly reports.
VI. FAST START ORIENTATION INTERVIEW
The purpose of the Fast Start Orientation is to prepare new Licensees to sell programs and start making money as quickly as possible. Schedule the initial training for the Licensee's starting date.
V. PREPARING FOR THE ORIENTATION
A. Set up a file for each Licensee which includes:
1. Completed Personal Data Record (or Resume).
2. Completed questionnaire application.
B. The following items are needed for the Orientation:
1. Two copies of the Licensee Agreement. When completed, put one copy in your files and give one to the Licensee.
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2. The Program the Licensee will be selling.
3. Sales Training Program
a. Prospecting Packet
b. Telephone Approach Card
c. Sales Interview
d. Sales Visual e. Sales Training System f. Record of My Activities Report (ROMAR)
g. Initial Inventory of Prospects
III. THE ORIENTATION
A. Objectives:
1. Welcome the new Licensee to your organization.
2. Help the Licensee set goals that can be reached in our business.
3. Familiarize the Licensee with our Training Materials and
Marketing System.
4. Assign the Licensee's first training projects.
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2.2 TRAINING LICENSEES
I. YOUR LICENSEES WILL LEARN TO SELL PROGRAMS IN
PHASES
A. All Licensees should start at the very beginning. Do not assume a new Licensee already knows how to sell. You will train them to sell by letting them observe you. Your Licensees become competent by watching you and by gradually building up their skill level.
1. Review the prospects generated with the Fast Start referral
process. Discuss the Class A, Class B classification and identify the Licensees' best prospects.
a. Use the referral talk, just as you will want them to use
it, and have them supply names from their "Initial Inventory of Prospects."
] b. Identify the three top prospects.
2. Set a time to begin making appointments with these
"prime" prospects right away.
a. Call right away.
b. Set one or two appointments for the new Licensee to go with you to conduct the interview.
c. You will give the sales interview and probably will
make a sale almost immediately since you will be giving the interview to the Licensees' "best" prospects. Whether you sell or not, however, the Licensee will be learning.
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3. Review the INITIAL INVENTORY OF PROSPECTS Sheet that the Licensee has started. Encourage Licensees to think of more names and not to judge whether those persons will be interested.
a. Get a time commitment about when the INVENTORY
will be done, or get a commitment to have a specific number of names recorded within a few days.
b. Encourage Licensees to gather as much information
about telephone numbers, addresses, and other information as possible.
4. Go over the INITIAL INVENTORY with Licensees and
identify the best names.
a. You are looking for Class A prospects to call on to sell.
b. Call the most likely. Success in the early stages
means more success later. You don't want to call on the "tough ones" first.
5. Take the Licensee with you to give the first sales
interviews.
a. Show the Licensee how to assist you in the interview.
b. Here are some pointers:
(1) The Licensee introduces you as the owner of (name of your business.)
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(2) Ask the Licensee to sit quietly during the interview without interrupting or visiting with the prospect.
(3) The Licensee simply lends you the influence of
being present while, at the same time, learning.
(4) The Licensee doesn't take notes, but makes mental notes of questions to ask later.
(5) The Licensee should congratulate the new
client at the end of a successful interview.
(6) Don't forget to get referrals since that fuels the selling machine for the next round.
6. Review the sales interview with the Licensee following the
presentation. Whether you sell or not, the interview gives you an opportunity for training.
a. Keep instructions simple.
b. Keep analysis simple and brief.
c. Tell the Licensee what you did that worked well and what you will study so the next interview will be better. Have the Licensee study and practice with you.
7. That is really how simple the training process is for NEW
LICENSEES. The process of joint field training, watching you make appointments, and having some planning time with you is "magic."
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Licensees who are properly trained will stay with you as loyal supporters and have a positive influence on your organization. They should be constantly urged to continue to learn, so that they can proceed to the next step as quickly as possible.
B. When Licensees are ready to advance, you can begin telephone
training while continuing to train on prospecting.
1. Have the Licensee memorize the telephone approach card and practice, with you, making appointments.
a. Display your master calendar so Licensees will know
when they can schedule interviews for you to make.
b. Licensees can telephone from anywhere they can work, but you should observe at least some of their telephone work.
c. Make sure they follow the script and don't give
unnecessary information about the product.
d. Train them in "cementing" in the appointment. You can avoid cancellations by being thorough here.
2. Follow the same procedures for joint selling outlined
earlier.
a. Joint field training is one of the most effective methods of training available.
b. Continue study of the interview with the Licensee.
c. Continue review talks and use them as an
opportunity to train in improvements.
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3. Licensees schedule their own appointments to joint sell with you. It is a level of lots of activity and fun. You have a full calendar and the Licensee is learning more and more about the business. It is time here to do some work in prospecting.
a. Use the tape on prospecting from your Sales
Training program. Assign it and discuss it with the Licensee often.
b. Set up a prospecting system with the Licensee.
Show how it operates and especially how the rotation section works.
c. Use the Referral Presentation and help the Licensee
get the right information on the card.
d. If you give the Licensee some of your prospects to call, go over each card with the Licensee prior to the call.
e. Continue study and action in prospecting.
4. The joint field training that the Licensee has received in
watching you make sales presentations, should be preparing them well to proceed from one level to the next.
During the time that the Licensee has been with you, they
should have been memorizing and practicing the sales interview, so that they could move on to the next step as soon as possible.
C. When Licensees have mastered prospecting and making
appointments, then you are ready to do some more training.
By this time they should be competent in the appointment-getting
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process and in prospecting and using the prospect system. The next step is learning the interview and closing sales.
1. Assign portions of the interview to memorize, if you have
not already done so.
a. Know the REFERRAL TALK.
Have the Licensee give it from memory. Assure yourself and the Licensee that the Referral process is mastered.
b. Know the Interview and opening.
Have the Licensee give it from memory to you, or to
another Licensee while you observe. Again, mastery of the words and the questioning processing is what you are looking for.
c. Know the CLOSING PROCEDURE
Have the Licensee give all the closes from memory.
Assure yourself and the Licensee that the stall procedures are also mastered so the Licensee knows what to do if a prospect says, "I want to think about it." or "I'm not sure..."
d. Then, learn the rest of the interview -- the middle
part.
The memory work is not as important here, early on, but sooner or later the middle part of the presentation must also be learned.
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2. Go with Licensees on some appointments to observe them. You listen as they give the interview.
a. Review as usual letting them tell you what they
observed about the interviews.
b. Help them put interviews in perspective and set goals to improve.
3. The first weeks of their own interviews are an important
time in their success. Track their progress with them daily either through telephone calls in the evening or early morning, or through seeing them each day. Make this time one of success attitudes and help new Licensees learn positively.
a. Track daily progress with Daily Reports and daily
activity goals.
b. Use the SUCCESS ESSENTIALS CHECKLIST and the SALES PROBLEM IDENTIFIER on Saturday with Licensees. Keep each one for noting improvement.
c. Do the memory work with Licensees, or observe
them practicing often. The presentation, done right, is so important to their selling ability that you must never leave it to chance.
II. JOINT SELLING (SEE SECTION ON JOINT
SELLING)
Use joint selling to show new Licensees how to sell and to help under-productive Licensees improve their sales techniques. Joint selling has three purposes:
A. Helping new Licensees get off to a fast start, making sales and income right away as they learn the business.
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B. Helping new Licensees build belief and confidence. Seeing you sell a program shows a new Licensee there is an eager market for our programs.
C. Locating and closing large target accounts.
D. Joint selling is based on three concepts:
1. Teach one skill at a time. Only when a Licensee has
become proficient at calling for interviews, for example, do you begin sales presentation training. Teach selling skills in this order:
a. Prospecting
b. Scheduling interviews
c. Making presentations
2. Present information, or knowledge, in the classroom and
use field-training to help your Licensees develop know-how and selling experience.
3. Training Licensees in the basics- prospecting, scheduling
interviews, making presentations, closing sales, product knowledge- must be a continuous daily or weekly practice.
III. CLASSROOM TRAINING
Your sales training meeting will include classroom training. Classroom training serves a number of purposes:
A. Teaching Licensees selling skills such as prospecting,
scheduling interviews, giving interviews, and closing sales.
B. Teaching Licensees the product knowledge they need.
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C. Helping Licensees set goals and track their progress.
D. Tracking the progress of existing company clients and program participants.
IV. TRAINING MEETING GUIDELINES
Conducting successful training meetings requires careful planning and presentation. Following is a checklist you can use:
A. A Comfortable Meeting Room
1. Temperature control
2. Good lighting 3. Classroom style seating - table with chairs behind them
facing the speaker.
4. Chalk board or paper easel with chalk, erasers or marking pens.
B. Motivation sign on the wall.
C. Coffee or cold drinks available.
D. Programs on display.
E. Training material on display.
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V. WEEKLY MEETINGS
An effective training format covers four areas:
1. Information and training on the subject of the meeting.
2. A review of the Licensees' schedule for the week and an evaluation of their priorities.
3. Personal sales and activity goals.
4. Seven-Day Goals - both business and personal.
VI. SALES MEETING FORMAT
A. Open the meeting by asking each person to talk about the good things that happened during the past week.
B. Ask each Licensee to report on activity using the Record of My
Activities Report Form.
C. Check activity levels in prospecting, scheduling interviews, sales presentations and sales results. Compare results with the goals on the ROMAR.
D. Discuss plans for the coming week.
1. What activity is scheduled?
2. What are the top priorities?
3. Who are the best prospects?
4. Who are the best people to call for interviews today?
E. Train on the subject of the meeting.
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F. Goals for the Week and Month.
At the start of the month, have each Licensee set goals for the areas on the ROMAR - Retail volume, Number of Sales, Closes, Interviews, Appointments obtained, Contacts, Calls, Hours, Referrals, etc.
At the beginning of the week, have Licensees set Seven-Day
Goals for business and personal growth. These are self-improvement goals.
In each meeting, review each Licensee's goals for the week and
the month and check to see if he/she is on schedule to achieving them. Are your Licensees meeting your expectations and standards? Is planned activity adequate to reach sales objectives? Are projected results realistic and attainable? Be sure goals set by Licensees are progressive and appropriate for their levels of experience. Their key goals include the following:
1. Work Goals.
During the first few weeks of training, a Licensee is learning
and work goals are the only concern. They are the only thing a beginner can control. Work goals lead to effective time management and productive work habits. Goals may be set for numbers of telephone calls, appointments, interviews, and new prospects.
2. Closing Goals.
When a new Licensee has completed twenty or more
interviews, calculate closing averages based on the rate of phone calls to sales interviews, etc. Then ask the Licensee to set goals for improving the averages through better prospecting and more effective presentations.
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3. Sales Goals.
With experience, a Licensee learns how many interviews can realistically be scheduled daily and weekly and will have established a closing average. Armed with this information it is a simple matter to calculate goals for sales results and work out a plan of activity to reach them.
G. Close the meeting with a report and discussion of the Licensees'
Seven-Day Goals. Celebrate all accomplishments.
H. Other ideas for adding interest to Sales Meetings.
1. Have a tape recorder playing lively music before the meeting starts, at the breaks, and following the meeting.
2. Play inspirational tapes as a feature of some meetings.
3. Have one of your Licensees tell about an exciting sales
success.
4. Invite one of your Licensees to describe a client's achievement of greater success through the use of a program.
5. Have one or two of your leading Licensees give a two-
minute talk on what being a part of your LMI business means to them.
6. Let a Licensee share some of their powerful affirmations for
sales success.
7. Prepare, or have a Licensee prepare, a ten-minute talk on some aspect of successful selling. Use OUR materials on basics and make the talk informational.
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8. Play "hot-potato" with some part of the memory work. One person starts with the memorized part of the interview or Close or Referral Talk, speaks a few sentences, then points to another person who takes up from there, from memory and recites the next part, etc.
9. Convert a first or a large check earned by a Licensee to
bills and tape them together in a necklace or lei to present at the beginning of the meeting.
10. Have a "pinning ceremony" when Licensees advance a
level in the Awards Program.
11. Present special awards (dinner for two at the best restaurant in town, or tickets for a sporting event, or roses, or whatever catches your fancy) for special contests or for successful activities like "Most appointments set in the previous week," "Most Class A Prospects," or "Most Telephone Calls."
12. Some additional ideas for fun and surprise:
a. At the beginning of the meeting, have everyone
whisper any negative thoughts into a paper bag. Have them burst their bags at the same time and "start your meeting off with a bang."
b. Review any reprints, third-party letters, or other new
sales promotion material received from the General Director.
c. Review any outstanding success in any part of the
week. Success is exciting. Talking about a success is powerful and when you, as the leader, tell the story about one of your Licensees, the impact is multiplied and felt by everyone present.
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VII. DAILY MOTIVATION MEETING
A. Every morning, Monday through Saturday, from 8:00 to 8:30 if
possible, you should hold a motivation meeting for your Licensees. This is especially important during the first three to six weeks for a new Licensee. These motivation meetings serve a number of purposes.
1. Provides a consistent place and time for your Licensees to
start their day. Helps to eliminate the tendency to procrastinate getting started in the morning.
2. Puts your Licensees in the proper attitude to achieve top
sales results. You can ensure that your Licensees start every day with a specific goal and a plan of action.
3. Allows you to track your Licensees on a daily basis. Any
sales problems your Licensees are having can be identified quickly and corrected before they become a major problem.
4. Gives you the opportunity to recognize Licensees for good
performance. The quicker recognition follows performance the more powerful it is.
5. Promotes unity and a team feeling among your Licensees.
Makes your Licensees feel a part of something.
6. Shows your Licensees that you practice what you preach and that you are a product of the product. You lead and inspire by example.
B. Motivation Meeting Format
1. Open the meeting by asking each Licensee to talk about the good things that happened the previous day. Give your
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Licensees as much positive recognition as possible.
2. Ask each Licensee to report on their activity using the ROMAR. Remember, you earn your Licensees' Respect when you Inspect what you Expect.
3. Have each Licensee state their goal and plan of action for
the day. Be sure each Licensee has a specific goal and a crystallized plan of action.
4. Quickly review the subject of your most recent sales
training meeting, emphasizing the key points. Spaced repetition works!
5. Have your Licensees review their affirmations and
visualizations for the coming day. You want your Licensees to "see" themselves making sales.
6. End the meeting promptly at 8:30. Do not cut into selling
time by letting the meeting run longer. If necessary, start the meeting earlier to ensure ending on time.
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2.3 JOINT SELLING
I. HOW TO USE JOINT SELLING
Train new Licensees through joint selling. With this method, the Licensee does nearly all of the prospecting, schedules interviews, then you, or a manager, do the selling while the new Licensee observes and learns.
Field Sales Training is used to continue the training of established
Licensees and helps them improve their sales skills or overcome a sales slump. In field sales training, the Licensee does the selling and is observed by you or a manager.
A. How to Use Joint Selling
1. The major benefit of joint selling is income - for the
Licensee, for you or the person doing the presentation and your business.
2. Joint Selling helps you multiply the activity in your
organization. New Licensees increase the number of calls for interviews and interviews scheduled.
3. Joint Selling allows you to have your best sales people in
front of the best prospects. Remember your best prospects are people that:
a. Have an interest in improving themselves and their
people.
b. Have money to buy.
c. Are decision-makers
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4. Joint Selling is a fast method for training more people who can make interviews and close sales.
5. Joint Selling helps you develop more clients and build the
reputation of your business.
6. Joint Selling helps you sell clients you couldn't sell by yourself. Many of your new Licensees will have personal relationships that help them secure interviews with decision makers who might be missed by you or your managers.
7. Joint Selling reduces the time you spend calling for
interviews so you can focus on recruiting and training.
8. Joint Selling keeps you motivated because you are not alone. People are depending on you.
II. PRINCIPLES OF JOINT SELLING
A. Licensees must earn the right for you or a manager to make joint sales with them. The Licensee must:
1. Reach your activity standards for prospecting, making
phone calls, and scheduling interviews.
2. Secure interviews with Class "A" prospects.
3. The manager continues to schedule his/her own interviews and makes joint calls at appointment times that are open.
4. You must define the amount of time and joint selling you
spend with each Licensee or you will run out of time as you add Licensees. Commit to making a specified number of sales for the Licensee before they start giving interviews.
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5. After a set number of sales, you and your managers make joint sales with a Licensee to "Class AAA" prospects only.
6. As your organization grows, check the calendars of
everyone doing joint sales with Licensees. Make sure they are joint selling only to prospects with significant potential. Are the interviews with Class A prospects? Qualify prospects by questioning your Licensees to be sure there is interest. You and your managers want the best prospects possible.
III. HOW TO CONDUCT JOINT SALES INTERVIEWS
A. The foundation of your training of Licensees is joint sales interviews.
Joint Selling trains new Licensees in the areas of better time
management, efficient work habits and effective selling techniques. The advantage of Joint selling is the opportunity for firsthand observation.
People learn two ways, by being told or being shown. "Tell me"
people are "conceptualizes." As soon as they understand a new idea, they can apply it to their day-to-day activities. "Show me" people convert a new idea into action more quickly when they have seen an actual sales interview. Most people appear to learn better with "Show me" methods.
B. Outline the joint sales interview rules to the Licensee and follow
them:
1. The Licensee introduces you as the owner or executive of (NAME OF BUSINESS.)
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2. Be sure that the Licensee understands that the major purpose of the joint sales interview is for the Licensee to observe and learn how to give an effective interview.
3. Be sure that the Licensee understands that only one
person sells in a "joint sales interview". THIS IS IMPERATIVE! WHEN ONE PERSON SELLS, THE OTHER IS TO REMAIN TOTALLY QUIET!
4. The Licensee doesn't take notes, but makes mental notes
of questions to ask later. 5. Be sure you use the Sales Interview and Sales Visual so
the Licensee gains confidence in their use. 6. Emphasize scheduling referrals because it's new prospects
that fuel your selling machine for the next round.
C. When joint selling, you have three options:
1. You or the manager gives the interview with the Licensee observing.
2. The Licensee does the interview with you or the manager
observing. 3. As experience is gained, the Licensee does a part of the
interview, such as the opening, and then you or the manager completes the sale.
4. Review the sales interview with the Licensee immediately
following the interview. Whether or not you close the sale, the interview gives you an opportunity for training.
a. Ask the Licensee what he/she learned and if there
are any questions.
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b. Keep the analysis of the interview simple and brief. c. Have the Licensee study and practice with you.
D. Elements to Stress in the "Joint Sales" Critique.
Review the following points regarding your interview:
1. Was the opening effective?
2. Did you secure adequate information to gear the interview to the prospect's buying motives?
3. Were you able to sell benefits personalized by information
about the prospect?
4. Did you support benefits with third party materials?
5. Did you use the closing script with authority?
6. Was the procedure for handling stalls and objections used effectively?
7. Were you able to get referrals using the referral
presentation? How many?
8. Did you have an enthusiastic, confident attitude?
9. Did you communicate with the prospect rather than reciting a script?
E. Summarize the interview with the Licensee:
1. Ask the Licensee to give you his/her thoughts regarding the
interview. Encourage the Licensee to talk about what was done that was good and what needed work.
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2. Tell the Licensee what you thought was good in the interview and why you thought it was good.
3. Tell the Licensee the areas of improvement that you feel
are needed. 4. Give the Licensee specific assignments to work on based
upon what was learned from the interview. 5. Follow up on the assignments and coach the Licensee to
develop skills in those areas.
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2.4 DIAGNOSING SALES PROBLEMS
I. MANAGEMENT CONTINUUM
The first step in diagnosing sales problems is to identify the specific area of the problem. A concept called the Management Continuum is, perhaps, the best tool for doing that.
Top Attitude Work Skills Results ----------------------------------------------------------- Results
When a Licensee is not achieving desired results, the Management
Continuum can be used to identify the problem area. Here's how it's used:
A. As you move away from Top Results, notice that the first thing
you see is "attitude." THIS MEANS THAT YOU FIRST INSPECT A LICENSEE'S ATTITUDE. The best way to evaluate attitude is to check the Licensee's enthusiasm.
1. Is excitement about our opportunity openly expressed?
2. Is excitement shown when clients report achievements
made with our programs?
3. Is the Licensee listening to a program.
4. Does the Licensee have an active goals program that is worked daily? Have you seen it?
B. IF THE LICENSEE IS ENTHUSIASTIC AND HAS A GOOD
ATTITUDE, CHECK THE NEXT ITEM, WORK.
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1. Do you receive ROMAR'S each week?
2. Do the ROMAR's indicate a work level that is up to the standards required to achieve successful sales results?
3. Have you managed the Licensee's work efforts by:
a. Observing while calls are made for interviews?
b. Called prospects to whom the Licensee has given
interviews? If you call marketing-oriented prospects and explain you are trying to help your Licensee, they may be able to help by giving you an evaluation of the Licensee's work level and quality of interview.
C. IF THE LICENSEE'S WORK LEVEL IS ADEQUATE, THE LAST
THING YOU CHECK IS SKILLS. Most Licensees who have good attitudes and have been working a regular schedule have developed the skill they need to be productive. However, something may have knocked them off track temporarily. Licensees in this position are ideal candidates for field sales training.
D. THE MAJOR VALUE OF THE MANAGEMENT CONTINUUM IS
THAT IT HELPS YOU EVALUATE THE MOST IMPORTANT AREA FIRST. MANY SALES MANAGERS MAKE THE MISTAKE OF IMMEDIATELY ASSUMING A WEAKNESS IN THE SKILLS AREA WHEN A SALES PERSON HAS AN ATTITUDE PROBLEM. AS YOU HAVE SEEN, THE FIRST AREA TO CHECK IS ATTITUDE- THEN WORK LEVEL- AND FINALLY, SKILLS. MOST LICENSEES HAVE PROBLEMS THAT WILL BE SOLVED BY WORKING ON STRONGER POSITIVE ATTITUDES AND BY MAINTAINING ADEQUATE WORK HABITS. LICENSEES MUST BE POSITIVE ABOUT THEMSELVES AND ABOUT THEIR CAREER.
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II. HOW TO DIAGNOSE AND SOLVE SALES PROBLEMS
Most sales problems are not the result of a Licensee not knowing what to do (prospect, call for interviews, give interviews, etc.), but the result of not doing enough work.
Once you have identified the general area of a problem, you can focus
and zero-in on specifics, using the Sales Problem Identifier. When a sales problem occurs, it is almost impossible for most Licensee's to think their way out of it. The best solution is for the Licensee to work out of it.
As a manager, it's your job to help Licensees "think" so you and the
Licensee can be confident that the work being done is productive. The Sales Problem Identifier (found at the end of this section), is an excellent tool for guiding the Licensee's thinking process from generalities to specifics and getting to the heart of the problem. Here's how to use it:
A. USING THE SALES PROBLEM IDENTIFIER
The Sales Problem Identifier should probably be called the Sales
Increase Identifier. That's because if you are looking for a way to improve sales and achieve goals, you're currently experiencing low sales.
1. WHAT THE SALES PROBLEM IDENTIFIER DOES The purpose of the Sales Problem Identifier is to track
down, specifically, one area that you can focus on. Then you study that area, train on it, and practice. When you work hard on your weak area, you'll be pleasantly surprised by how much it will impact sales.
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2. TWO PROBLEMS THAT LEAD TO LOW SALES Now let's take a close look at the Sales Problem Identifier.
The key problem listed here is low sales. Low sales are the result of one or both of the following reasons:
a. You are giving too few interviews.
b. You are not closing the interviews.
3. TRACKING DOWN YOUR WEAK AREA
Now you have to choose which problem seems to best
describe you.
a. If you're giving too few interviews:
1) You may be organizing your time poorly.
2) You may not be generating enough activity.
3) You are not able to get appointments.
Circle which of these three problems fits your situation.
1) If it's low work activity, work on ways to
increase your activity.
2) If it happens to be the inability to get appointments, then study the Telephone Approach Card to improve your telephone ability.
3) The inability to get appointments could stem
from having too few prospects. If that's the case, then you would work on getting a higher
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number of prospects on a daily basis.
b. If you find that your problem does not lie in the number of presentations you're giving, it's in the close portion of the presentation.
1) You may have weak prospects.
2) You may have Poor sales techniques.
If your problem is weak prospects, then you should study
how to classify prospects as A, B, or C. Then concentrate on spending at least 80% of your time talking to class A prospects.
If you're having trouble with your sales techniques, there
are four possibilities that you should explore:
1) You're not doing the Interview correctly.
2) You're not selling the prospect the end results of the program.
3) You're not selling the method.
4) You're simply not closing.
4. WORK ON YOUR WEAK AREA
a. The key thing to remember about the Sales Problem
Identifier is that when you track down low sales, you end up with one specific area to work on. Study and practice that area for an entire week. This step ties in with the Success Essentials Checklist found on the other side. Under the "Attitudes" section of the Success Essentials Checklist, Item 4 talks about working on one of the basics for the week. The Sales Problem Identifier is how you determine
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what item you need to work on in the Success Essentials Checklist.
b. When improving sales, you must work with undisputed fact.
That starts with the ROMAR, the Time Picture, a review of the Success Essentials Checklist and the Sales Problem Identifier. These four tools will help you identify very simply, and very specifically, the most important areas for you to work on in the next week to improve not only your sales results, but the sales results of your Licensees as well.
c. No matter what area you find that you are weak in, we have
training materials to develop and sharpen your skills.
5. FOLLOW UP WITH ACTION STEPS TO SOLVE PROBLEMS.
a. When the Action Steps for solving a sales problem have been defined, have the Licensee write them on the Sales Problem Identifier and set target dates for reaching each step. Ask the Licensee to write completion dates as each step is reached.
b. Follow up with the Licensee each week, or even daily, until
all steps have been completed.
B. HOLDING "SPECIAL SUBJECT" CLINICS TO SOLVE COMMON SALES PROBLEMS.
An effective system for meeting the needs of your organization is a
"Special Subject" clinic. Suppose that there is a general problem with getting enough presentations and you diagnose the cause as a lack of Class "A" prospects. A meeting on "Prospecting Your Way To Millions"
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would be in order. Follow these suggestions when preparing a meeting of this type:
1. Isolate the Problem
Use the Sales Problem Identifier and Record of My Activities
Reports as sources of information as to why the desired results are not being achieved. If one area stands out as a problem affecting the sales of several Licensees, it will be apparent in the statistics.
2. Schedule a Special Time for the Meeting
Make the meeting special by holding it in addition to other,
regularly scheduled, meetings. Schedule it at a time when it will not conflict with "peak" selling time; Saturday's are a good choice.
3. Announce the Meeting and Procedure
A "Special Subject" meeting is a time for focusing on a specific
area or sales technique. The purpose is "to learn a lot about a little." Do not allow other subjects to dilute the power of the meeting. Make it clear to everyone that you will only discuss, study, and answer questions about the specific subject of the meeting.
4. Plan an Outline of Clinic Action
a. Discuss the most successful methods for performing the
skill under consideration at the meeting. b. Demonstrate the most successful techniques.
c. Form groups of three for a role playing exercise. The roles
being salesperson, prospect, and observer. The observer is to make suggestions regarding the salesperson's
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techniques. In the course of the exercise, each participant will play all three roles.
d. Close the meeting with a demonstration of the selected skill before the entire group. Select two of your Licensees who have demonstrated mastery of the skill and have them show the organization how it is done properly. Many people learn more from a demonstration than they will from merely being told how something is done.
e. In the next training meeting, ask Licensees to report on
how they were able to use ideas and methods taught at the clinic to be more effective in their work. Follow up to be sure the special meeting produces results.
III. HELPING YOUR LICENSEES SOLVE PROBLEMS
A. What is a problem? B Goal
A Deviation from Goal C Results
In sales, the deviation from the goal or standard is defined as a problem.
If a Licensee is at point A, the goal is point B, but the Licensee
winds up at point C, the distance between C and B is the deviation from the goal or the problem. As you can see, the sooner you identify a deviation from the goal, the smaller the problem is and the easier it is to fix.
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B. What are the problems a Licensee faces?
1. Not working. Not making enough presentations to qualified prospects is the most common problem of Licensees.
2. Not selling. If the Licensee is not selling, it can be
attributed to attitude, not working, or to poor skills.
3. Financial problems occur if the Licensee is not selling.
4. Domestic problems. If financial problems remain unsolved, they often lead to domestic problems. Domestic problems, regardless of their source, can effect sales results.
5. Personal, psychological or emotional problems can occur if
financial and domestic problems aren't dealt with. Of course, Licensees may develop personal problems for other reasons, such as alcohol, drugs, and psychological or emotional disturbances.
C. How to help your Licensees deal with problems.
1. Focus their thinking on a goal.
a. Help the Licensee list all of their options.
b. Cross out the options the Licensee considers
unacceptable.
c. Prioritize the remaining options, most desirable to least desirable.
d. Develop a plan of action for the most desirable
option.
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e. Take action.
2. How to deal with sales related problems.
a. If a Licensee is not working but is capable of producing, the remedy is short range goals and assignments.
Usually, competent Licensees who are not doing the
necessary work to achieve sales results are temporarily paralyzed by fear or have become discouraged. They may have lost their ability to think positively or clearly. They need you to reassure them and help them think.
Help them set a one-day, or even a half-day, goal to
make a certain number of phone calls or interviews. Have them report to you after every call or interview. Check and recognize even the smallest of victories.
b. If a Licensee is working but not closing sales, make
some joint calls and help close a sale. Many times, a single victory is all that is needed to help a Licensee start achieving positive results again.
Reinforce the victory by watching a few of the
Licensee's interviews. A Licensee's interview may have become ineffective because it has become too long. Its power may have become diluted because too much has been added to it.
Another common error is that the Licensee has
stopped closing. Usually, just pointing out that he/she is not asking closing questions will solve the problem.
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Giving interviews to poor prospects is another common error. You may have to go so far as to have the Licensee dump his/her prospect box and start over. Often people who are poor prospects will refer you to people who are even poorer prospects. Thus, the prospect box becomes "contaminated" and the quality of the Licensee's prospects deteriorates.
3. How to Deal with Financial problems.
If a Licensee's financial problems are caused by a lack of
income, that is a sales problem and can be solved with sales strategies.
If the Licensee is selling and has financial problems
because of poor money management, a different strategy is required.
a. Help the Licensee identify the extent of the problem.
The first step in solving any problem is to clearly
define the problem. People with financial problems tend to ignore the severity of their financial situation.
b. Ask the Licensee to:
1) Make a list of creditors, the amount owed to
each of them, the monthly payment, and the amount that is overdue.
2) List the creditors in their order of importance,
the most important being those the Licensee must continue to use.
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3) Develop a personal budget, based on how money is actually being spent. The best way to do that is analyze canceled checks and credit card charges by month for the past year.
4) Categorize the checks and charges by budget
categories. How much is actually spent on clothes, car, house, food, etc.
5) Set up a method for tracking their spending
against the budget. Each month, list the budget and list the creditors owed in each budget category, the amount owed, the amount paid, and the balance.
6) Develop a plan to repay the companies and
people they owe.
c. Very few people can solve their financial problems without help. Every city has professionals and agencies that specialize in helping people organize and handle their financial problems. Encourage your Licensee to use these professionals. They can do the one thing that you probably cannot accomplish; remove the pressure from creditors. The professionals know the laws regarding collection of debts and know how to call creditors to negotiate repayment plans the Licensee can handle.
Credit Professionals know how to keep creditors from
harassing the Licensee. If Licensees can be removed from the harassment and pressure of creditors, you have a better chance of recapturing their positive attitudes and enthusiasm.
d. Throughout the process of repaying debts, it is
important that Licensees set aside some money each
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month for savings and to have fun. Licensees, like all of us, must have some rewards and fun from their work in order to be motivated and keep selling.
4. Domestic, psychological or emotional problems, including
drugs and alcohol.
Most of us are not qualified to help people in these areas. The best thing you can do is help them get professional help.
D. Summary
Regardless of the problem, you should only discuss it once and:
1. Define the problem.
2. Decide the best option.
3. Set a goal.
4. Develop a plan of action.
After the plan has been developed you only want to talk about the activity the Licensee has made a commitment to in the plan of action. Don't accept excuses or alibis. Encourage positive action. Teach troubled Licensees how to feel like winners again.
Reassure! Reassure! Reassure!
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2.5 FIELD SALES TRAINING
Field Sales Training is different from joint selling because you are the observer and the Licensee is selling; in joint selling, the Licensee watches you sell. Field sales training is one of the techniques that is used to increase the production of Licensees in your organization. For field sales training to be effective, it must be used correctly. You must know when, where, how, and with whom to use it. You must be completely familiar with the advantages as well as the pitfalls of field sales training.
I. WHAT IS FIELD SALES TRAINING?
"Give a person a fish, and you feed them for a day; teach the person
how to fish, and you feed them for life." This adage sums up the attitude you will adopt about field sales training. It also adequately sums up the purpose of this training method. Field sales training differs from all other types of training in that it takes into account by first-hand observation, what the Licensee is actually doing with a prospect. It deals with actual situations. The major purpose of field sales training is to teach Licensees how to work.
Field sales training is not to be used to rehabilitate and rescue the
weak, the lazy or the non-productive Licensee. Field sales training is used to make the strong Licensee stronger. Because it is a significant investment of your time and energy, you must carefully select the people you will train.
II. WITH WHOM DO YOU USE FIELD SALES TRAINING?
Have predetermined standards for deciding which Licensees are qualified for field sales training. This will assure your time invested in this activity is well spent.
The following are the criteria that Licensees must meet to be eligible for
field sales training:
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A. Confidence in our business opportunity and the desire for career
success in your organization.
B. The ability to give the interview from memory, including a confident demonstration of the stalls and objection procedure.
C. Consistent work effort. If a Licensee is giving consistent sales
interviews, but not maintaining a good closing ratio, find out why.
D. Results. The Licensee does have a record of selling programs. Give your time to those who are achieving the best results, instead of those who have no results.
When you invest your time in a Licensee who has met the
requirements listed above, your investment is compounded because they have demonstrated a willingness to work.
III. WHEN TO USE FIELD SALES TRAINING
There are two key conditions that call for field sales training.
A. An investment in good people.
Licensees are most receptive to ideas and learn most effectively when they are doing well. However, you may find that when Licensees come into your business and start off very well, there is a tendency to let their training wane because of their success.
Fast starting Licensees are the ones to give most of your
individual time and attention because they are the ones who will give you the biggest return on your investment. One or two well-chosen field sales interviews will improve your relationship with them considerably and could assure that they will be selling for you for a long time.
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B. Trouble-shooting.
Trouble-shooting is probably the most difficult and challenging aspect of the field sales training procedure. Licensees who are having problems must be selected very carefully, you may choose a Licensee who has done well, but is experiencing a sales slump even though a consistent work effort is being given.
Don't trouble-shoot with the same people over and over again. If
you do, Licensees can develop a dependency, growing weaker as they lean on you more and more.
IV. PREPARING FOR FIELD SALES TRAINING
Preparing for field sales training is essential. As a Field Trainer, schedule training time with a Licensee at least a week in advance. The Licensee has to be fully informed about field sales training and completely prepared for it.
Use the following outline to prepare for field sales training:
A. Select with care the Licensee you will train. Use the criteria
outlined earlier.
B. Plan specific training activities at least three days in advance so the Licensee is prepared to work with you a full day. The Licensee must have at least four interviews scheduled for the day.
C. Schedule a conference three days in advance to insure the
Licensee:
1. Knows the sales interview in its entirety. 2. Has four (or more) interviews set with good prospects.
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3. Knows the referral presentation and can secure referrals after closing a sale.
D. Two days before you begin training, meet with the Licensee and
review the prospects you will be seeing. Be sure they are Class "A" prospects. Do not give interviews to "impossible prospects" whom the Licensee could not sell.
E. Meet briefly with the Licensee in the morning, just before your
first interview to:
1. Double-check on how well the Licensee has qualified the prospects you will be seeing.
2. Make certain that the prospects know the people from
whom the referrals were secured.
3. Be sure the Licensee is prepared to present specific benefits that will appeal to the prospects. Is the Licensee prepared to relate those benefits to the use of the program being presented?
4. Ask the Licensee to give you, verbally, the plan for
conducting the interviews.
5. Be sure the Licensee has all necessary equipment such as:
a. A program, Sales Visual, legal pad, financing forms,
order pad, and pen(s).
b. Local third party letters, clients' business cards, photostats of checks, photographs, etc. that will show credibility with local clients.
c. Referral cards.
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d. Prospect box. In case a cancellation or delay gives you an opportunity to call other prospects, customers, or centers of influence during the day.
e. Change for a pay phone or a mobile phone so you
can call prospects and/or Centers of Influence during the day.
V. HOW TO CONDUCT A DAY OF FIELD SALES TRAINING
In order to productively handle a full day of field sales training, you need to follow several basic rules. Let's review them:
A. Scheduled interviews are with Class "A" prospects to whom there
is a strong referral and adequate information.
B. The Licensee knows the "field sales interview" rules:
1. You will only be introduced as a fellow Licensee.
2. The purpose of the field sales interview is to see what the Licensee is doing right and wrong in interviews. Your purpose is to help the Licensee become a better interviewer and closer.
3. Only one person sells in a field sales interview. You will not
interfere for any reason. This is imperative. When one person is selling, the other is totally quiet.
4. You are not there to save sales. The only way to learn
from a field sales situation is for you to observe the sales interview from beginning to end. It is more beneficial for a sale to be lost so you can offer suggestions for improvement, than to have you step in and save it, perhaps negating the training benefit. Remember, we almost always learn more from our mistakes than from our successes.
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5. Prepare the Licensee for your advice saying you are not
there to judge, but to help.
6. Most (or all) of the sales interviews will be made by the Licensee, not by you. If, after observing the Licensee's first interview, you feel a demonstration would be beneficial, let the Licensee observe you on the second interview. Then let the Licensee do the remaining interviews.
7. AVOID THE TENDENCY TO IMMEDIATELY BEGIN
TELLING THE LICENSEE WHAT WENT RIGHT OR WRONG AFTER EACH INTERVIEW. IT IS USUALLY MORE EFFECTIVE TO ALLOW THE LICENSEE TO TALK ABOUT THE EXPERIENCE FIRST. AFTER TALKING ABOUT THE THINGS THAT WENT RIGHT AND THOSE WHICH DIDN'T, THE LICENSEE WILL USUALLY BE MORE OPEN-MINDED TO YOUR SUGGESTIONS.
8. As you give suggestions, always talk first about the
Licensee's strengths. Next, talk about weaknesses, always with specific suggestions for improving interview techniques.
9. Pay particular attention to the Licensee's time organization
problems. IT IS JUST AS IMPERATIVE THAT YOU CORRECT THEIR WORK HABITS AS WELL AS SALES PROBLEMS.
C. Areas to Observe During Field Sales Training.
How effective is the Licensee in the opening of the interview?
1. Does the interview start too quickly?
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2. Is the opening too abrasive?
3. Does it take too long to get started?
4. Are the right questions asked to get information that will help sell during the interview?
5. How well does the Licensee qualify?
a. Do the first qualifying questions get a positive
response?
b. Is the feature-pivot-benefit-qualify formula used effectively throughout the interview?
6. How well are benefits presented and sold?
a. Are benefits general or specific?
b. Are benefits personalized to the prospect using
information from the referral?
c. Has the prospect been shown what using the program will mean to him specifically?
d. Are benefits supported with facts, using third party
material, business cards, reprints, newspaper articles, photostats of checks, pictures, etc.
7. Is the close done professionally?
a. Is it done convincingly? Forcefully? Powerfully?
b. Is the order pad used effectively?
c. Are closing questions asked with conviction?
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8. Does the Licensee ask for referrals effectively?
a. Is the "referral certificate" used well?
b. Were the names of eight prospects secured?
c. Was a good attempt made at getting information about as many of those referrals as possible?
9. How was the Licensee's attitude?
a. What was the confidence level?
b. Were there signs of hesitancy or fear?
c. Was the Licensee relaxed or "on edge?"
10. How well did the Licensee Communicate?
a. Was the interview a conversation or a recitation?
b. Was the Licensee's personality injected into the
interview?
VI. WHAT TO DO WHEN INTERVIEWS ARE CANCELED
One of the most critical problems faced by Licensees is what to do
when prospects cancel interviews. This "emergency" situation tends to reveal a Licensee's most basic weakness -- a lack of ability to control and productively use time.
When interviews are canceled, the situation is not unredeemable. The Licensee is suddenly presented with a different opportunity -- to call for additional interviews and to visit businesses to secure new prospects and interviews.
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One of your major purposes in training is to show the Licensee not only how to sell better, but how to work better. Remember, your attitude and your positive instant response to this situation will be the most valuable lesson your Licensee will learn from training with you. The following are suggestions for handling canceled interviews or "free time."
A. Avoid letting the Licensee fall into "time wasters."
1. Studying the interview.
Many times Licensees will try to get you to listen to their
interviews or ask you to give them your interview. Avoid doing this. Instead turn the time into selling or prospecting time. Suggest that the Licensee study at night.
2. Excessive calls on customers or Centers of Influence.
A common mistake made by many Licensees is to
continually visit customers and Centers of Influence rather than use the time to secure interviews or be involved in a sales situation.
3. Extended coffee breaks or meals.
Use these times to invite a prospect, center of influence or
a customer to meet with you. Make lunches and breaks productive for sales or prospecting.
4. Conferences about personal problems or "pet situations."
The purpose of training is to learn how to sell and develop
better work habits. Discuss all other problems at a more appropriate time.
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B. Use your time wisely by doing the following:
1. Call for additional interviews. Be sure the Licensee has change for pay phones or a mobile phone. Show how the prospect box can be used to secure an interview in the area within 15 minutes.
2. If a replacement interview can't be secured, visit a Center
of Influence or a customer in the area. Ask them for help with referrals to prospects in the area that you could see. And be sure to ask for additional prospects and for information that will help you sell to them.
C. If you do not have time for a complete interview or if you have no
way of scheduling a replacement interview immediately, use a "spontaneous prospecting" method. Here are two ideas you can use:
1. A qualifying interview
Just walk into a business and meet the key people there
and attempt to meet briefly with them (about 5 minutes). Ask questions about their business and productivity. If they answer all of the qualifying questions affirmatively, set up an interview. Secure as much pertinent information about them as possible; information that will help you sell programs when you return for the interview.
2. Prospecting visits.
Prospecting visits are an easy and yet effective method of
productively using free time. Visit several businesses and meet as many "key" people as you can. Introduce yourself to them and gather information by asking questions about their business. They can be excellent prospects.
Remember, canceled interviews or "free time" during your
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working day give you opportunities for selling and prospecting. Teach the Licensee how to use it wisely.
VII. HOW TO FOLLOW UP AFTER TRAINING
Giving the Licensee a summary of your training activities is important. You need to effectively capsulize all of the ideas and problems that you and the Licensee discussed and worked on so they can be reviewed on a repetitive basis.
There are two ways to do this:
A. Prepare a tape recorded summary.
Review your notes and record your ideas, comments and
observations on tape. Discuss each of the interviews that were made and the results of those interviews. Point out the particular sales areas where you think the Licensee was strong, as well as the places you think need improvement. Add your suggestions for future study and practice. Be as specific as you can. Does the Licensee need to concentrate on closing, prospecting, selling benefits, work habits, etc.?
B. Prepare a written summary.
Regardless of whether you give the suggestions to the Licensee
on tape or on paper, be sure to follow up on a regular basis. Inspect what you expect! Periodically, ask the Licensee to give you a report on the specific actions taken to improve a skill or develop a new habit. If one of your recommendations is to become more skilled in giving the close, ask the Licensee to demonstrate it for you. Watch for results on ROMAR reports, are the Licensee's work habits improving? Is the Licensee's closing ratio better? Is the Licensee's sales volume growing?
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VIII. FIELD SALES TRAINING CHECKLIST
Field sales training can be one of your most profitable and most productive activities. It can also be one of the most demanding and expensive techniques if not used correctly. The major purpose of field sales training is to help Licensees learn to work better.
The following is a checklist to be used with a Licensee during sales
training. Be sure the Licensee:
1. Has a personal Plan of Action that is regularly used to set goals and track personal and professional progress.
2. Has a working prospect box. How many Class "A" prospects?
Be sure the Licensee knows how to use the prospect box effectively.
3. Participates in your training program, including completion of the
assignments.
4. Has a special planning time set aside each day to plan daily, weekly, and monthly activities.
5. Uses the imperative/important priority list.
6. Plans sales calls geographically within the same area.
7. Turns in a completed ROMAR every week.
8. Has the referral presentation mastered?
9. Gets referrals on every sale. Does the Licensee follow up and
get additional referrals and information about the new prospects?
10. Follows up with customers to be sure they continue to use the program and to ask for more referrals.
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11. Develops customers into Centers of Influence by using a follow up program and regular personal contact.
12. Tells you about his or her best Centers of Influence? Have the
Licensee tell you how they have helped generate more sales.
13. Knows how to effectively use the Telephone Approach Card.
14. Has a definite time set aside each day to phone for interviews?
15. Knows how to send and follow up pre-approach letters.
16. Knows how to make a cold call and a qualifying interview.
17. Is using the referral cards. How many does the Licensee carry when on interviews?
18. Keeps statistics. What is his/her closing average?
19. Knows his or her main sales problems?
20. Is following your suggestions for overcoming sales problems?
21. Has a personal budget. What is the Licensee's personal
budget? What is the income goal for the year? Is it broken down into monthly, weekly and daily goals? Does the Licensee know how much work has to be done each day in order to reach the sales and income goals?
22. Has a saving plan. Does the Licensee save a portion of every
commission check? How much and for what?
23. Participates in our Recognition and Awards program. What is the Licensee's standing in the Achiever’s club? What is the plan for reaching the next step?
24. Is listening to a program every day. What programs have been
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completed by the Licensee? Have completion certificates been presented?
25. Uses affirmations every day to build better attitudes and uses
visualization to create desire for achievement?
26. Recognizes the sources of personal motivation. Is the Licensee motivated by recognition? Money? Self-fulfillment?
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3.1 ESTABLISHING YOUR
MANAGEMENT RELATIONSHIP
The first step in training and managing new Licensees is to establish a clear understanding of what you expect of them and what they can expect from you. State these expectations as specific goals, with commitments of activity for their achievement.
Your job as a Sales Manager is to be sure that Licensees do what is necessary to be successful. As a trainer, you want to help Licensees develop work habits that will make them more effective.
I. ESTABLISH AN UP-FRONT AGREEMENT
The best vehicle for establishing a working relationship is an Up-Front
Agreement. It has three sections:
A. Definition of your goals and the Licensee's goals.
B. An outline of what you expect from the Licensee and what the Licensee can expect from you.
C. A summary of the Licensee's rewards when goals are reached
and penalties when they are missed.
II. WHAT AN UP-FRONT AGREEMENT ACCOMPLISHES
When two people clearly understand what to expect from one another and commit themselves to the activity necessary to fulfill those expectations, there is a basis for management. It is not your responsibility to manage your Licensees' attitudes or feelings. It is your responsibility to manage their commitments to work activity and results.
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III. AN UP-FRONT AGREEMENT HELPS YOU AVOID
CONFLICTS.
Good management does not take place unless a clear agreement exists between two people about their joint objectives and expectations. Without such agreement, a condition develops that might be called "mutual mystification." The atmosphere produced by this condition seems to say, "I won't tell you what I want if you won't tell me what you want. Then when nothing (or the wrong thing) happens, we can both be disappointed."
A. Sales Managers are operating in the realm of mutual
mystification when they:
1. Complain that a Licensee has a bad attitude instead of pointing out a specific behavior that needs to be corrected.
2. Spend increasing amounts of time in meetings rather than
working with Licensees in specific sales situations.
3. Spend increasing time counseling Licensees about personal problems and managing their moods to help them "feel" good, instead of helping them to work and produce sales.
4. Do more and more of the work while their Licensees spend
more and more time complaining.
B. Mutual mystification has also occurred when the Licensee:
1. Complains, "My manager doesn't understand me," instead of working.
2. Says, "My territory is different," instead of prospecting for
sales and making more sales presentations.
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3. Spends more and more time at home or in the office instead of making sales interviews.
4. Tries to increase sales by studying the interview, working
on the prospect box, or talking with other Licensees about what's wrong without really increasing sales activity.
C. The greatest tragedy of mutual mystification is that it is
contagious. When one person suffering from mystification shares difficulties with another, the problem is compounded.
D. In the absence of clear objectives expressed in up-front
agreements, we can expect to see:
1. Confused expectations about the actions of others.
2. Negative attitudes and hostility.
3. People blaming external circumstances for failure and problems.
4. Increased paperwork and reports.
5. Longer meetings with less accomplished.
6. Longer work hours with less productivity and increased
guilt feelings.
7. Loss of self-confidence in Licensees.
8. Decrease in the effectiveness of decision-making.
E. It is easy to see that without clear objectives expressed in Up-Front Agreements, people have difficulty growing. Because they are not sure what is expected of them in the organization, they cannot be certain what to do or how to do it. Consequently, they fill the day with "busy work."
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IV. GUIDELINES FOR AN UP-FRONT AGREEMENT
Establishing an Up-Front Agreement doesn't mean that people do not care for each other. An agreement doesn't exclude emotion or caring about personal problems. Quite to the contrary, it means that you care enough about one another to be specific about what you will do about your caring.
The management situation is vastly improved when there are clear
objectives and Up-Front Agreements between the Sales Manager and each Licensee. The benefits of such an environment are:
A. The manager and the Licensee both know exactly what is to be
done and how it will be done.
B. Results can be measured; all those involved know when they have won.
C. The manager knows how to train and the Licensee is free to
learn.
D. The manager has guidelines for management, and the Licensees know how to respond to commitments they have made.
E. Paperwork, length of meetings, topics discussed, and hours
worked are all relevant to the agreement. Time and effort are never wasted.
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V. WHAT AN UP-FRONT AGREEMENT INVOLVES
An Up-Front Agreement is an agreement between two or more people to accomplish specific objectives in a definite manner. To be most effective, it must be written and signed by both parties. A workable, Up-Front Agreement has these specific characteristics:
A. It contains a goal.
The goal is the purpose of the agreement so state it clearly at the
beginning. The goal is one that both parties want to reach; one which will be mutually beneficial. When the goal is achieved, both you and the Licensee will have reached personal goals, and the company will also benefit.
B. It is specific.
If the agreement can't be measured, it can't be managed or
fulfilled. Generalities don't work in an Up-Front Agreement. What and when specific actions will be done must be spelled out. The specifics include such things as:
1. Sales Volume.
2. Expected work to achieve the volume.
a. Number of sales calls.
b. Attempts for interviews.
c. New prospects added to the prospect box, etc.
C. It is realistic.
A good Up-Front Agreement relates past performances to expected future actions. This means it is in the realm of achievement by the individual Licensee and is believable -- but
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also calls for growth. For new Licensees, set a minimum performance needed to be successful:
1. _____ Phone calls for interviews per day.
2. _____ Interviews per day.
3. _____ New Prospects per day.
D. It has Target Dates.
The Up-Front Agreement must include the dates by which
commitments will be reached or dates upon which progress will be evaluated. An agreement covering a very short period of time may not need any check date other than the final target date. However, write longer agreements to include appropriate intermediate check points for both parties to examine progress.
E. It is stated positively.
All goals and commitments are stated positively in an Up-Front
Agreement. If a Licensee suggests making the commitment, "I will not have call reluctance," you can help by converting this negatively stated goal into a positively stated action commitment, such as, "I will make 30 telephone calls every day."
F. It contains expectations.
The Up-Front Agreement contains both the Sales Manager's and
the Licensee's expectations. These are things that add to personal satisfaction. If an expectation will help you and the Licensee work together better or work more efficiently, then include it in the agreement.
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1. A manager's expectations.
Include anything in the agreement which Sales Managers expect from Licensees that will help them manage more effectively. When Licensees know how to communicate well with their managers, they will do better in such things as:
a. Meeting a specific level of work that the manager
knows from experience will get results.
b. Replying to all requests for information.
c. Keeping an agreed time schedule.
d. Carrying out an agreed decision. After something has been discussed and agreed upon, the Licensee acts on it.
2. The Licensee's expectations.
Include things that help Licensees work more comfortably
and efficiently. Consider the following:
a. The type of personal relationship. An atmosphere of mutual respect is essential. No one wants to be reprimanded publicly, for example. Sales suffer while egos recover from their bruises and hostile attitudes may abound. An agreement might say the manager will keep his/her temper and apply criticism and/or coaching in a private meeting, not in a training meeting.
b. Work schedule. If a Licensee has an unusual work
schedule, but one that experience has proved to be effective, agreements about following a schedule may be included even though it differs from the usual
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pattern.
G. It states rewards and penalties.
If the agreement clearly states the rewards for achieving the agreement and the penalties for failure, there is no need for a manager to act as a disciplinarian. Results are merely the natural fulfillment of the agreement; both parties merely carry out their agreed actions.
H. It has a tracking system.
The agreement spells out what is expected in the way of keeping
track of progress. List items such as reports (the ROMAR for example), meetings, memos, and other measuring sticks which the Licensee is expected to complete and turn in regularly. Be sure the agreement states exactly the information that is required, the form in which it will be reported, and due dates.
I. It is "livable."
An Up-Front Agreement is comfortable for both parties. This is
possible after negotiation clarifies the needs, goals and commitments of both parties. Neither the Sales Manager nor the Licensee are to sign an agreement with which they are not able to live. If unable to negotiate a mutually beneficial and agreeable arrangement, they cannot work together successfully.
VI. INTRODUCING THE UP-FRONT AGREEMENT FOR THE
FIRST TIME
The use of Up-Front Agreements and other commitments of this type are a new concept for many people. Most people are not used to being asked about their goals and expectations. They are not used to committing themselves, particularly on paper. They must, therefore, be sold on the idea -- even though you are the "Boss." (AN IMPOSED AGREEMENT WILL NOT WORK; BOTH PARTIES MUST BE
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COMMITTED TO IT, NOT JUST THE MANAGER.) These four simple steps will help you to gain commitment from your Licensees.
A. Listen!
First, ask, "Why did you join us?" Then listen -- long and
carefully. Ask more than once if necessary. Continue to ask questions until you have a specific, realistic, and positive answer. The foundation of the Up-Front Agreement is the Sales Licensee's real goal. Until you know what motivates the Licensee, the agreement will not be effective.
B. Share your goals.
After you have discovered a Licensee's goals, talk about your
goals. Tell the Licensee your reasons for being in the business, why you selected them as a Licensee. Write your statement of goals, being certain you have made two things absolutely clear:
1. You have specific, realistic and positive goals.
2. Your goals are related to the Licensee's goals.
This indicates that as you work together, you will both
reach goals that are important to each of you. There is harmony, not conflict, between your goals and the Licensee's goals.
C. Get a Commitment.
When you have demonstrated the mutual benefit of working
toward specific goals, ask the Licensee, "If I can show you how to achieve the goals we've discussed, will you follow my instructions for reaching them?"
You must be certain that you can help the Licensee reach his/her
business goals before you ask for this commitment. If the goals
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can't be reached by working for you, now is the time to face that fact honestly.
D. Explain the Agreement.
When the Licensee has given you a commitment to follow your
leadership, explain the idea of using an agreement. Then, after it has been negotiated, ask for the commitment to follow the agreement.
VII. HOW TO NEGOTIATE THE AGREEMENT
A. Define negotiable items.
Decide ahead of time what items you consider negotiable and which items are not.
1. Non-negotiable items.
These are things required of all Licensees. Because you
believe them to be so important, you will not consider any compromise. Include all non-negotiable items in the agreement to avoid any misunderstandings about them. An example might be to require that all Licensees make _____ interviews per week, and make _____ calls for interviews per day.
2. Negotiable items.
Write other items you consider important, but for which one
particular method of achievement is not critical. These are considerations that you will negotiate about. An example could be the timing of the interviews you require. Whether the Licensee gives three interviews per day or spreads them out over three days, using the rest of the week to prospect is something that can be negotiated.
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If you know before you begin which items you will negotiate, you will save time and avoid frustration.
B. Identify rewards and penalties.
In the agreement, list the rewards and penalties attached to the
performance of each provision. Remember, each party must agree to both rewards and penalties. They must be realistic and logically related to performance.
This gives them optimum motivational force and relieves you of
the perils of making arbitrary decisions or acting as a judge.
Since the consequences, good or bad, that result from certain actions are known ahead of time, no resentment can follow penalties, and no manipulation can be employed to bring rewards.
C. Take the necessary time.
Negotiating an agreement is not always possible in a single
meeting or conversation, especially if the goals and expectations of the two parties do not match. More time may be required to think through various positions to evaluate how compromises can be made while maintaining an effective working agreement. The need for more time for negotiations is not cause for concern.
VIII. HOW TO WRITE AN UP-FRONT AGREEMENT
A. Negotiating.
During your negotiations, take notes about each area of agreement. Don't take agreements for granted. Always get confirmation of agreement for each point before moving on to another provision of the agreement.
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B. Writing.
After your meeting, have the agreement written in the simplest form possible. An outline of a typical Up-Front Agreement is located at the end of this section.
C. Signing.
Once the agreement is reached and put into written form,
schedule another meeting to review the agreement and sign it.
1. Check the agreement.
Read the agreement thoroughly to be certain that it states exactly what each of you has agreed to do.
2. Sign the agreement.
Both parties sign and date the agreement, and each
receive a copy.
IX. HOW TO TRACK AN UP-FRONT AGREEMENT
A. The need for tracking.
Unless you track your agreement, it becomes useless. Remember:
Licensees respect what you expect and inspect.
B. The methods for tracking a Licensee.
Make tracking as simple and automatic as possible by using the
following: 1. Reports. The ROMAR is your Basic report.
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2. Evaluations. Equally important are the evaluations and feedback from the Sales Manager. Evaluate every report received and give some feedback to the Licensee.
3. Form. Feedback may be given verbally in a meeting or by
tape, or in writing. Give some feedback in writing, especially if the Licensee is off track or needs to make some corrections.
4. Content. Relate the feedback directly to the agreement
and its key target dates. Make feedback specific -- both on items of praise and of correction.
X. THE USE OF UPDATING
Sometimes provisions of an agreement appear realistic when they are first written but later prove to be impractical. Or, perhaps, conditions change making portions of the agreement obsolete. If this happens, as it sometimes will, update the document.
A. When to update.
Update an agreement as soon as it is obvious that a change is
needed. If you wait until the final accounting date and find that the agreement is unfulfilled, everyone loses. If intermediate "check dates" were established in the agreement, use them as opportunities to amend, broaden, or narrow the agreement as needed.
B. How to Update.
Schedule a meeting to discuss the needed amendment(s). This
may be done in the course of a regular check on the agreement. Negotiate updated provisions in the same manner as with the original agreement. When negotiations are complete, prepare new agreements, sign them, and attach copies to the original agreement.
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C. Attitudes toward updating.
Never regard the contract as "sacred." It can be amended,
expanded, or condensed to meet changing situations or circumstances that weren't anticipated when the agreement was first negotiated.
For example, an agreement that was to cover a month's sales
activity obviously cannot be met if the Licensee is hurt in an accident and spends two weeks in the hospital. Changing an agreement to meet realistic situations makes future negotiations easy and enjoyable. If you are inflexible about needed changes, the next time an agreement is to be negotiated your Licensees will set lower goals to allow for emergencies. If they set lower goals, they will achieve less even if emergencies do not develop.
If you are flexible in special situations, your sales people will set high goals and strive to meet them because they will feel secure in their knowledge that you will update agreements when necessary and support them.
D. The Use of Rewards.
When an agreement's provisions are being fulfilled, the rewards
in the agreement must be given at the specified times and in the prescribed manner. In addition, give Licensees all the support and recognition you can give to encourage them to expand their skills and abilities and continue to grow. Remember to recognize behavior you want to see repeated.
E. Imposing Penalties.
Any time an agreement provision or target date is missed, immediate reaction is critical. Take corrective action immediately or risk destroying the effectiveness of the agreement.
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1. Offer alternatives.
Allow the Licensee some choice of procedure. You might
begin:
"Joe, you said you would (state the performance outlined in the agreement) by this date. Since you have not reached your commitment, we have a problem to handle. I see at least three alternatives for us:
"First, you can reach your commitment. I think you can still
do it and I expect you to do it.
"But, if you don't think you can reach the commitment as it stands, we can discuss a new agreement which you do believe you can reach, and I will see if I can agree to the new terms.
"However, if you feel that you can't reach your
commitments at all, you might feel better working somewhere else where you could reach your commitments and your personal goals.
"Keep in mind that we can change the agreement if we need to, but it isn't productive for us to sit here and talk for hours about why the original agreement wasn't reached -- to make alibis or blame circumstances. It is productive only when we set agreements we will reach and then reach them.
I am willing to discuss any of these alternatives. Do you have another alternative to suggest? If not, which of these alternatives do you want to discuss?
2. If the Licensee chooses the first alternative and
successfully meets the commitment, you have someone you can manage and keep on track. The second
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alternative requires a reevaluation of the objectives and a re-negotiation process. Ask questions to discover why the original goal was missed and guide the Licensee toward a new plan with which success can be attained.
If the third alternative is selected, you've lost a Licensee
and immediate termination may be the best solution. However, evaluate the importance of the missed goal or deadline with regard to the Licensee's long-term success. Perhaps a renegotiated goal is preferable to termination.
It is imperative that Licensees reach the terms of new
agreements. If a Licensee misses three commitments in a row, a pattern has been established that is unlikely to be broken.
3. Choose your attitude.
How you deal with an unfulfilled agreement is extremely
important. There are three basic stances you can choose to take:
a. You can be vindictive.
When you meet with the offending Licensee, you can
raise cane, attack and belittle accomplishments. But if you do, the Licensee may either fight back or
become defensive and think, "I'll never take a chance again." This stance will, more than likely, destroy any chance for a working relationship.
b. You can be protective.
If you say, "That's all right; everyone misses a goal
sometimes." The Licensee may decide you are a "soft touch' who will buy any excuse. "Why worry about setting challenging goals," may be the
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Licensee's reaction.
c. You can be motivational.
If you indicate that you expect the agreement to be fulfilled and the goals to be met, you give your Licensees an opportunity to grow and to succeed. You must let them know that you will accept nothing less than the best. However, you can allow them to renegotiate their agreements based on new information and make new commitments. Make it clear that provisions of renegotiated agreements must be met -- without exception!
d. Be consistent.
If you are protective one time and strict the next,
Licensees will be confused because they will not know what to expect from you. Good managers are predictable and consistent.
4. Use the agreement penalties.
If the agreement sets penalties for not reaching goals, the
solution to the problem is easy; impose the penalty as previously agreed upon.
Two items to be cautious about when assessing penalties:
a. Many people tend to be harder on themselves than
necessary or advisable.
If you allow this to happen, some Licensees may become so discouraged -- even though they suggested the penalties themselves -- that they resign or become de-motivated.
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b. Assessing penalties is a procedure that requires a firm, yet understanding Sales Manager. Commitments must be honored, but the "human element" must always be taken into consideration.
5. Summary.
WINNERS are people who state what they will do, commit
themselves to doing it, and deliver. They are the ones who achieve, who enjoy life, and who can be counted on. The use of Up-Front Agreements help us to all become WINNERS.
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3.2 MANAGING YOUR ORGANIZATION
The Sales Manager in a sales organization provides momentum, which the organization needs to produce results. It is the Sales Manager's major role to generate the number of interviews needed to achieve the organization's sales goals.
I. THE THREE GOALS OF A SALES MANAGER
A. Help new Licensees learn to phone for appointments and give interviews at a work level that will bring success in your business.
B. Help new Licensees develop their sales abilities so they will
become productive at a level of which they are capable and continue to advance in your business.
C. Continually sell all Licensees on the following:
1. Themselves.
2. Selling as a profession.
3. The Human Resource Development Industry.
4. Our International Company.
5. Your company.
6. The value and worth of our programs.
II. THE FOUR MAJOR ROLES OF A SALES MANAGER
A. The Compass
To your Licensees, you provide the direction for your organization. You are their example. They will give work effort
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based upon your goals program and your belief level. They will follow your example and perform at or below your level.
Remember, we are all looking for:
1. Something to believe in.
2. Someone to believe in.
3. Someone to believe in us.
B. Sounding Board
As a Sales Manager, your Licensees need someone to bounce
their ideas off of who will give them positive objective feedback.
C. A Sponge.
Your role as a Sales Manager requires you to absorb their negatives, doubts and fears so they can re-gain positive attitudes.
D. A Mirror.
Absorbing negative doubts and fears isn't productive unless you
also mirror back to them what their potential is and what they can become. You will also mirror back to them the humor to be found within many of the sales situations they consider to be failures.
III. THE RESPONSIBILITIES OF A SALES MANAGER
Sales managers provide action for an organization. They provide the sales activity necessary to produce the results that achieve the goals of the organization. Their responsibilities include:
A. Defining the performance standards - prospecting, calling for
appointments, conducting interviews and closing at a level
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necessary to achieve the sales goals of the organization.
B. Tracking the activity of Licensees, making sure they are doing the work that success requires of them.
C. Encouraging continual growth by giving Licensees feedback on
their performance by identifying:
1. Areas of strength
2. Areas of needed improvement 3. A plan of action for improvement
D. Following up on the plan for improvement to assure the Licensee continues to improve.
E. Recognizing and rewarding progress. The Sales Manager
recognizes and rewards outstanding performance as well as the smallest level of improvement. The Sales Manager creates a motivational climate within the organization that encourages growth and consistent activity.
When the Sales Manager defines performance standards, tracks
and gives feedback on activity, encourages continued growth, follows up on plans for improvement and recognizes and rewards progress, all of your organization's Licensees are free to develop and use more of their talents and potential.
IV. THE PRINCIPLES OF SALES MANAGEMENT EFFECTIVE SALES MANAGERS ARE COMMITTED TO SEVERAL
BASIC PRINCIPLES. UNDERSTANDING HOW THE MOST OUTSTANDING SALES MANAGERS THINK AND ACT WILL HELP YOU BECOME AN EVEN MORE EFFECTIVE SALES MANAGER.
A. The best way to have good people in your organization is to
develop them.
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B. Recruit continuously - a steady stream of new Licensees creates
enthusiasm and confidence in you and your organization.
C. Constantly re-recruit your Licensees. Each Licensee needs to be constantly re-sold on our concept, programs and opportunity.
D. Work with Licensees as individuals. Help them recognize and
cultivate their own unique abilities. Aid them in developing and using the power of personal goals.
E. See Licensees as they can become. Allow them to perform,
powered in part by your belief in them.
F. Help your Licensees focus on high pay-off activities - face-to-face interviews, not on vague general problems that interfere with effectiveness.
G. Manage and track the performance of your Licensees. Manage
what they do, not what they say. Remember, if you observe what your Licensees pay conscious attention to (what they do), you will know their subconscious intentions.
H. Keep your Licensees working in high priority activities,
remembering that people do not think their way out of problems, they work their way out. It is easier to act your way into a new way of thinking than to think your way into a new way of acting.
I. Recognize behavior that leads to success. Look for things your
Licensees are doing right. Celebrate even the smallest victory. J. Eradicate behavior that is destructive to your organization as
quickly as possible.
K. Terminate Licensees who are not producing or working if they do not improve after coaching.
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L. Never discuss the shortcomings or merits of one Licensee with another.
M. Never do anything for one Licensee that you would not do for any
other Licensee under the same circumstances.
N. Be consistent. Minimize uncertainty. Keep your training systems and communication clear and simple. Confusion is one of a sales organization's greatest enemies.
O. Use persuasion instead of power when you communicate and
lead. Sales people need to feel they are in command of their own destinies. When persuading Licensees to follow your system so they are working at the level necessary to achieve good results or when you make other changes or improvements, follow these guidelines:
1. Be sure you know the goal. What do you want them to
accomplish?
2. Know how your Licensees will benefit by doing what you want.
3. Anticipate and prepare for possible problems you may
encounter when attempting to convince them to make needed changes.
4. Be specific. State clearly what it is you want them to do.
5. Listen for buying signals or indications your Licensees are accepting what you are requesting.
6. Stay on track. Don't get sidetracked by conversation,
questions, or issues that do not pertain to the goal of the meeting.
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7. Be ready to negotiate. Your Licensees may not accept everything you ask. Decide which areas are negotiable and which are not. Be willing to compromise on points of minor importance.
8. Know when to stop. If you can persuade a Licensee to
take one or two positive steps per meetings, you have done well. If you push too hard on minor points or even major points, you may lose the agreements you already have.
P. Manage using positive expectations. Build on your Licensees'
strengths not their weaknesses.
Q. Always do what you say you will do. Your Licensees must feel they can depend on your word.
R. Manage people by the commitments they make to you. If a
Licensee makes a commitment to work at a certain level or produce a certain level of sales:
1. Expect them to do it.
2. Reward and recognize them when they do it.
3. Follow up to be sure they're on track.
4. Do not allow them to not keep their commitments. If you
must, change an objective so it can be reached.
S. Correct problems quickly. Remember there are no "All of a sudden" or "surprise problems" in sales management. Most big problems begin as small mistakes that aren't dealt with immediately. If you follow these two standards, you will avoid "unexpected" problems.
1. Never allow a Licensee to go more than two days without
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scheduling at least two interviews per day. Intervene and find out the problem.
2. Never allow a Licensee to go without a sale or income for
more than a week without your intervention. When it happens, step in and work with the Licensee to identify the problem and overcome it.
T. Keep Licensees informed. Make your position clear. Unrealistic
expectations and goals that are missed frustrate and de-motivate your Licensees.
V. HOW TO GET YOUR PEOPLE INTO PRODUCTION
A. Why Licensees don't get into production.
1. They don't know what you want from them. This is solved by defining the standards of performance and communicating them every week.
2. They don't know how to do what you expect. This is a
training problem and is solved by using our Sales Training Program.
3. They aren't capable of doing the job you want done. This
is a selection problem and is solved by using the Recruiting System.
4. The Licensee doesn't want to do the job. This is a motivation problem and is solved by getting your Licensee involved in a program.
5. Organizational blocks can stop your Licensee. Lack of
organizational goals, lack of inventory, inconsistent sales meetings, lack of joint calls, can all lead to a Licensee's poor production. The answer is well defined goals and a
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plan of action for your company.
B. Communicating your expectations to Licensees.
1. Know what you want your Licensees to do. Use the Sales Training Program to clarify what a Licensee must do to be successful.
2. Define the required minimum standards of performance in
the orientation interview. Use the work levels outlined on the ROMAR.
3. Track those performance standards using the ROMAR.
C. Training Licensees to do what you want them to do.
1. Be sure new Licensees are prepared to get off to a fast
start. As part of the selection interview, your Licensees complete an Initial Inventory of Prospects and begin learning the telephone approach. The most critical skill they need for a fast start is prospecting.
2. Get each Licensee off to a fast start by:
a. Convincing them that sales is one of the highest paid
professions in the world.
b. Explaining that becoming a professional sales person is not an overnight process - they must make commitments of effort over a reasonable period of time to become successful.
c. Helping them understand that fear and nervousness
are natural and are overcome by positive sales effort.
d. Discussing with them the specific steps they must take to learn the business and become successful
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Licensees.
e. Getting their commitments to immediate and short range action.
f. Being sure they are involved in your daily motivation
meetings every week.
g. Have them actively participate in your weekly sales training meetings.
h. Making joint calls to their prospects.
i. Reviewing the Sales Problem Identifier and Success
Essentials Checklist with them regularly. Circle any area that needs attention. Write the date on the form and write action steps for making improvements on the backside of the sheet. Give a copy to the Licensee and keep a copy. Discuss progress at your next meeting.
D. How to get your Licensee to want to do the job.
1. There are two reasons Licensees act:
a. To gain a benefit.
b. To avoid a loss.
2. As their manager, it is your job to find out what a Licensee
wants (benefit of loss) and why he/she wants it.
3. Why Licensees need your help and support.
a. We remember failures longer than successes.
b. We tend to concentrate on our weaknesses.
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4. Motivation is defined as "a desire held in expectation with
the belief that it will be realized." It is your job to: a. Flame the desire.
b. Clarify the Licensee's expectations.
c. Build their belief.
5. Use the four P's of motivation:
a. Pride. Help Licensees set goals to be "number one," and to advance in the Achiever’s Club.
b. Pleasure. Show them how to set goals for material
pleasures: clothes, cars, houses, vacations, country clubs, entertainment, etc.
c. Profit. Help them set goals for total sales and the
profits they will earn.
d. Protection. Teach them to save money and increase their net worth.
6. Help your Licensees collect the mental wages of motivation
as described by Abraham Maslow when he introduced us to his Hierarchy of Needs:
a. Mental Wages
1) Self-actualization
2) Ego (recognition)
3) Love (sense of belonging)
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b. Dollar Wages
1) Safety (security)
2) Physical
The Hierarchy of Needs example shows us that a need that has been satisfied no longer has the power to motivate. The next level is the one that now motivates us. People must first satisfy their physical needs, then safety, followed by love, ego and finally self-actualization. Your job as manager is to aid your Licensees in satisfying their physical and safety needs by getting them into production.
You must also help them satisfy their love, ego
and self- actualization needs through using a Plan of Action and by setting goals in all six areas of their lives.
7. Assist your Licensees in balancing the benefits and the
costs of their goals. When this is done, motivation takes place. Motivation is a motive for action. Let's look at them separately:
MOTIVE ACTION Reason Go Purpose Do Goal Act Benefits Cost
As a manager, you must reinforce the benefits to be gained when a Licensee's goals are reached so he/she becomes willing to pay the cost.
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8. Help your Licensees identify and overcome their motivational blocks.
a. What are the motivational blocks?
1) Fear. The fear of calling on and closing sales
to people they don't know. Commonly called reluctance.
2) Doubt. Doubt about the product and doubt
about self. It is evidenced by a lack of belief and courage which causes discouragement.
3) Worry. Worry is often caused by a fear of the
unknown. It is usually a lack of confidence or a lack of direction. It causes inner turmoil.
4) Indecision. This is just a lack of action toward
a goal.
5) Procrastination. Usually caused by a fear of taking action and making a mistake.
6) Low self-image. We tend to call on and sell to
people at what we perceive to be our own level or below. It is difficult calling on people we perceive as more successful than ourselves although they are the best prospects for our programs.
7) Reliving past failures. Many people won't risk
new opportunities because of the memory of a past mistake.
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b. How to overcome your Licensees' motivational blocks:
1. Clarify their goals:
(a) Find out what they want and why they want it.
(b) Reinforce the benefits of the goal.
(c) If they don't have a goal, give them yours.
Sell them on your organization's future and their future in it.
2. Celebrate every victory:
(a) Beat the goal
(b) Beat last week
(c) Beat last month
(d) Beat last quarter
(e) Beat last year
(f) Beat your average
3. Be a role model.
4. Don't commiserate - talk about actions that bring them closer to their goals.
5. Get Licensees using a program.
6. Help them build believable Plans of Action for
achieving goals.
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7. Build a sense of urgency using short range goals. (i.e. make five phone calls and come see me.) Consistent, successful action will alter attitudes.
8. Give Licensees opportunities to read, see, and hear success stories by:
(a) Attending client service meetings.
(b) Reviewing third party letters.
(c) Attending Sales Training Schools.
(d) Attending the annual Convention in
Waco. 9. Consistently do attitude checks. When a
Licensee is hiding behind a motivational block, simply say "tell me about it" and let the Licensee talk while you listen carefully.
It's easier to catch Licensees when they are falling than to try to pick them up off the ground.
10. Give your Licensees personal attention.
11. Use positive "what ifs." Ask " What if you did (a
positive action)?
12. Reinforce areas of insecurity. If they have call reluctance, talk to them about how friendly people are. Meet people at their point of needs. If they are working and not closing, they need someone to teach them to close. As an example, help your Licensees exercise a
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sense of humor so they don't take themselves too seriously.
13. Help them develop belief in themselves, their
goals, our programs and your company.
VI. HOW TO MANAGE YOUR PEOPLE
A. The fundamentals of managing people are:
1. KNOW YOUR PEOPLE
2. KNOW THEIR GOALS AND THE ACTIVITY NEEDED TO REACH THEM.
3. KNOW WHAT YOUR PEOPLE ARE DOING DAILY -
NUMBER OF PHONE CALLS, APPOINTMENTS SCHEDULED, INTERVIEWS, CLOSES, REFERRALS, ETC.
4. KNOW THEIR RESULTS AND HOW IT RELATES TO
THEIR GOALS.
B. Knowing your People.
Keep a notebook on your organization. Include a tabbed section on each Licensee. Include:
1. Personal information - background, achievements, life
turning points, hot buttons, family info., hobbies, interests, strengths, weaknesses, etc.
2. Goals information - personal and business goals,
ROMAR's, graphs, status and growth in Achiever’s Club, etc.
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3. Copies of documents they completed in selection process
Questionnaire Application, etc.
4. A discussion log that indicates the dates you talked with them and the subject discussed. Be sure to record the actions you and the Licensee are committed to, deadlines, and results.
C. Knowing what they are doing.
1. Review their sales activity daily.
2. Review their ROMAR's weekly.
3. Review their Centers of Influence and clients with them
weekly.
4. Touch bases with them daily about who they are seeing and the results they are getting.
D. Knowing their results.
1. Meet personally with your Licensees weekly and discuss
their goals and results. The meeting should be 30 minutes long, maximum. This is not a problem solving meeting. If problems come up, write them on your conference planner and schedule another meeting to discuss them.
2. Keep a notebook or file on your meetings. Record your
meetings on your discussion log. During meetings, take notes about what you talked about. Record your impressions of the Licensee and what actions he/she needs to take. Give the Licensee a recap with suggested assignments.
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3. Keep the meeting absolutely confidential. To be effective, a climate of trust must be developed so a disclosure of personal information is not threatening to the Licensee.
4. The meeting follows this format:
a. Warm-up
(1) Ask about the Licensee's progress. Listen for
facts and feelings. Bolster reports of progress with additional support and feedback.
(2) Find at least two items to compliment.
b. Focus on goals and standards.
(1) To know whether the results are good, you
need to know the Licensee's goals.
(2) Set up measurement early in the Licensee's career, preferably in the Fast Start Orientation interview. Sales Management is based on measurement. People who don't want to be measured do not belong in sales.
(3) Discuss assignments from your last meeting
and the results the Licensee has achieved.
(4) Assess results by reviewing the ROMAR. You want to know:
(a) Who did they see?
(b) What happened?
(c) Who will they see?
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(d) What will happen?
(5) Discuss their:
(a) Results
(b) Activity
(c) Attitude about both
c. Provide Direction
(1) Listen carefully - what can you do to help this Licensee continue to produce and grow.
(2) What does the Licensee need to do to continue
to produce and grow?
(3) In giving direction, build on their strengths. If they are good at scheduling appointments, build on that, as an example.
d. Assignments
(1) Review what you will do.
(2) Review what the Licensee will do. You can
cover three areas that will be covered using these questions.
(a) Can you (activity)? - Tells you what they
believe they can do.
(b) Will you ______? - tells you what they are willing to commit to.
(c) When will you _____? - ties down their
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commitment.
(3) Write assignments. Both of you keep a copy to review at your next meeting.
e. Build a climate of confidence.
(1) Your Licensees need structure and
dependability. Because much of their time is spent with uncertainty or rejection, it is important that they can depend on you. As an example:
(a) Schedule and conduct regular (preferably
weekly) training meetings.
(b) Start and end meetings on time.
(c) Communicate and enforce activity expectations and standards.
(d) Track their activity and give them
feedback. (e) Help all Licensees plan programs of
personal development. Work with them on their plans.
(f) Don't prejudge your people. Observe
their behavior to learn how to work with them. You will observe four categories of Licensees.
i) Licensees not working. If they
don't reach your activity standards within 2-3 weeks, terminate them.
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ii) Licensees working but not selling. They need training, particularly field training.
iii) Licensees working, selling but not
growing. They need challenges and new goals. They need to become involved in our programs again.
iv) Licensees working, selling, and
growing. Promote them!
Remember: The purpose of Sales Management is to remove all obstacles from a Licensee's path, real or imagined, so they are free to develop their potential and produce sales.
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STAGES OF GROWTH
AREAS ROOKIE INTERMEDIATE PROFESSIONAL
Number of Programs sold Estimated Time Table Goals Mastery Personal Development Product Mix Type of Goals Learning Steps Recruiting Training Needs
0-25 Programs Sold 3-6 Months Dreams Start using personal program One program Activity (daily "wins") How to find and talk with Decision-Makers Organize time Appointment Mix 80% small 20% big Learn together; someone To talk with Getting 1st sale Building Self-confidence Reassure/resell on Business
25-100 Programs Sold 4-18 Months Action Plan Goals clearly defined (action plan) One to Two Programs Short-range; "bite sized" Results for clients *Clearly Defined Goals *Follow Servicing Schedule Organize time Run a business *Monthly Statements *Start Building Networth Find one "Keeper"; Develop a profile of rep Learning to service for results Set up tracking system
100 + Programs Sold One Year Plus Business Plan Add & train reps; business procedures and systems One to Three programs maximum Short range and Long range Think like a business Person Organize time Specialization/Diversification *Product *Market Plan *Territory Continuous recruiting, Training, motivation & managing How to maximize leverage Manage to business goals Program & tracking system Business & Personal Finances
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VII. BUILD YOUR ORGANIZATION IN STAGES
A. It takes 1-3 years to develop a "professional” Class "A" Licensee
in our business. B. All of your Licensees will develop at different paces.
1. You must challenge and motivate your Licensees to stretch
beyond their comfort zones. 2. You must be very careful not to overwhelm a Licensee.
We tend to forget how much we know and how long it took us to develop.
3. You must be sensitive to a Licensee's emotions when we
push them out of their comfort zone
VIII. HOW TO WORK WITH DIFFERENT LICENSEES
A. Rank your Licensees "A, B or C"
Licensees with rankings of "A, B, or C" below must be with you for more than 6 months.
1. "A" Licensee: purchases and sells 8 or more programs
per month. 2. "B" Licensee: purchases and sells 207 programs per
month. 3. "C" Licensee: purchases and sells less than 2
programs per month. 4. Rookies: Anyone with your less than six months
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How do you work with each category?
B. “A” Licensee
1. Major needs:
a. Help in keeping them focused on their goals and strategies.
b. Money Management to accumulate wealth and build
a cash reserve.
c. Control debt commitment so they don’t over commit financially.
d. Recognition, recognition, recognition.
2. “A” Licensees – how to work with them:
a. Up front agreement to identify their goals, expectations, benefits and working relationship. This is imperative.
b. Financial review. Do they have an accounts payable
aging? What is their long-term debt position? What loans do they have? What are the payments? Credit cards and consumer debt? Cash actually taken out of the business? Sometimes Licensees lose sight of how good their business is because they don’t know how much money they take out on perks.
c. Talk to “A” Licensees two or three times per week
about their goals and focus.
d. Get ROMARS weekly from both Licensees and Sales Associates.
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e. Get recruiting ROMARS weekly from the Licensee.
How many recruiting presentations did they make? Results? Etc. Discuss the results with them.
f. Meet with “A” Licensees once per quarter for one day
on their goals and progress. You want to review their goals, their P & L, their accounts payable, their debt, their sales and recruiting activity, and their time schedule for a week. Following the meetings, write a report and your recommendations from the meetings.
g. Ok for ways to legitimately recognize Licensees –
intensely personal ways, if possible.
C. “B” Licensees
1. “B” Licensees are trying to move up. They are probably closing between one out of four and one out of eight. Their major needs are:
a. Help with crystallizing goals. b. Motivating to work more and begin recruiting.
c. Training (sales, skills and better work habits).
d. Positive support. They need to raise their self image
in order for their business to grow.
2. How to work with “B” Licensees:
a. Up front agreement. Concentrate on increased activity, goals and expectations,
b. Get weekly ROMARS
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c. Talk to them two or three times a week about increased activity.
d. Joint sell with them monthly if possible.
e. Get back to training school as often as possible.
f. Help them recruit one or two people to learn on.
g. Gradually work with then on multiple selling.
h. Affirmations to support self image and larger
business.
D. “C” Licensees
1. “C” Licensees major needs are:
a. To be sold on our business b. To block out time he/she will commit to make
presentations.
c. Sales skills.
2. How to work with “C” Licensees:
a. Talk to them every week. b. Make sure they are using program.
c. Help identify the hours in which to make
presentations.
d. As they begin to achieve sales, sell them on coming full-time.
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e. Recognize success of any kind.
f. If they remain positive, get them back to a training school.
g. If you cannot keep them positive and improving, help
them get out of the business and become a client.
E. Rookies
1. Major Needs:
a. Someone to believe in them and reassure them. b. To use their programs and identify their goals.
c. To master the fundamental sales skills.
d. Develop work habits.
e. Help with organizing and setting up their business.
2. How to work with Rookies:
a. Up front agreement. You need to suggest sales goals areas for them. At this point, many of them do not have clearly-defined goals, so give them your goals.
b. Clearly define your expectations of them, particularly
in the activity level.
c. Develop a fast start checklist on administrative details for them. Get all of the administrative details out of the way as quickly as possible, such as bank account, financial record keeping, stationery, office, etc.
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d. One week of field training in first 30 days. Teaching
them how to work is the major objective for this week of field training.
e. Get them to a training school as quickly and as often
as possible.
f. Talk to them at least three times per week. Have them send their ROMAR to you weekly and discuss it with them.
g. Reward even the smallest successes
F. Every month review the following:
1. Results and activity of each Licensee. 2. Up front contract of each.
3. Plan for each.
4. Ratings for each.
G. Set a goal to develop at lease one Class “A” Licensee per
quarter.
IX. HOW TO DEVELOP “A” LICENSEES
A. Your future success is dependent on your ability to develop
rookies, low producers, and part-time Licensees into high levels of production. Here are some things to keep in mind for developing Licensees.
1. Let them borrow your “belief.” In this regard, you act as a
battery charger or generator for their belief until they have enough client results and success in the business to have
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belief of their own sufficient to carry them to high levels of production.
2. It is important to use spaced repetition with all Licensees,
especially rookies. The “shelf life” of rookies probably ranges from 24 hours to 10 days. If your calls are too far apart, all kinds of outside distractions can overcome all the good you do in any given phone call. Remember that after 24 hours, they will probably forget 25%, after 48 hours, at least half, and after two weeks, they will be lucky to retain 2 to 5%. For this reason, it is imperative to make frequent phone calls and reinforce the calls with good management letters.
3. It is critical to always be taking the person to the next step.
This requires that you “bracket” their thinking and get them to focus on what they are going to do next. Get then to declare what they are willing to do and not willing to do.
4. Our success depends on how many “NO’s” you can take.
You have heard and you will continue to hear all kinds of “namby pamby excuses” as to why someone can’t get started right now, or why they can’t do more, or why they can’t be full-time, or why they are not successful, etc. Your success with Licensees will be in direct proportion to your ability to cut through all these excuses and get to the bottom line and get them to commit to the next step.
If a person has no activity, the next step would be to get them to commit to some predetermined activity. If they have some activity, get them to increase it. If they are part-time, convert them to full-time. If they are selling individuals and they are ready to move into multiple sales, convert them to that. If they have not been to a school recently, get them to the next conference. If they haven’t been recruiting, get them to start recruiting.
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B. When you enter each relationship with POSITIVE EXPECTANCY, the above procedure can cause two things to happen:
1. The Licensee will move to continuing higher levels of
production, or 2. You will determine that your time will be better spent
concentrating on people who are willing t commit.
X. WORKING WITH LICENSEES BY TELEPHONE
A. Phone calls should have a definite format other than just calling
to chat with a Licensee, such as:
1. Start with good news to get the Licensee positive. 2. Celebrate any results.
3. Inspect assignments.
4. Train and coach.
5. Give the Licensee a new assignment.
6. Motivate the Licensee to reviewing their goals with them.
B. Have clear objectives for every phone call.
1. Motivate Licensees to sell programs. 2. Get Licensees to do the things they need to do to build
their business; face reality; bite-sized chunks.
3. Inspect what you expect.
a. What is your current month goal?
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b. What are your current month’s results? What are
you going to do the rest of the month?
c. What did your learn this month?
d. What is your goal for next month?
e. When do you think you can reach this goal? What are you going to do to reach this goal?
4. Use a conference planner to keep track of item to discuss
with each Licensee. 5. Limit discussion to one major topic, keep the call focused.
6. Special purposes.
Haven’t received report. Etc.
7. Tape on your phone or put on visualization board: “WHAT
IS THE PURPOSE OF THIS CALL?” Also know your daily sales goal.
8. Have Licensees take notes when you’re taking them. Ask
them if they’ve got a pencil and paper. On occasion, ask them to send you a copy of their notes.
C. Always Summarize Your Phone Calls. Ask them:
1. What was the most important thing we discussed? 2. What ideas will you implement?
3. What actions will you take as a result of this call
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D. New Licensees – tell how to use the phone.
1. When to call, why call, what we’ll talk about. 2. How and when to phone in orders.
3. How and when to call secretary.
E. LISTEN to Licensees – really LISTEN! LET them solve their
problems.
1. When a Licensee raises a problem that is complex and/or doesn’t require an immediate response:
a. Get them to define the problem; b. Give them an assignment relative to the problem, i.e.,
listen to a specific tape, read a section of their program or a training manual, etc.;
c. Set up a specific appointment for them to call you to
discuss this problem;
d. Mark the appointment on your calendar; and
e. Be prepared to discuss their specific problem.
F. Plan Your Calls
1. Block your chunks of time to initiate calls. This will allow you to call the right people, not just return calls from whomever happens to call. Have your secretary “screen” these calls to see if she can help them. If they have to talk to you, have her find out what they want to discuss so you can be “properly prepared” to help them.
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2. Get Licensees to write you letters on how they are going to solve their problems and/or reach their goals.
G. Summary:
1. Call the RIGHT people (prioritize Licensees monthly: 2. A,B,C, Rookie and rank each category)
3. Talk about the RIGHT things. (bottom line)
4. Answer questions with a question (use salesmanship)
5. Use secretary for routine calls and administrative details.
H. Tips:
1. AFFRIMATIONS - End your phone call with
affirmations and good news – tell the Licensee that you believe in them, or that this is a great business, or that you’re glad to be in business with them, etc. Tell them about any good news about what other Licensees are doing or what is happening in the home office.
2. POWER PHRASES - “I believe in you” “I’m proud of you”
“You’re making good progress”
“You are moving toward the winner’s circle”
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I. Tracking
1. Tracking your calls with Licensees using 1-3 call record. 2. Prioritize our Licensees. List “A” Licensees first, then “B”,
then Rookie, then “C”.
3. Never let a Licensee go a full week without talking to them.
XI. HOW TO WRITE MANAGEMENT LETTERS TO TRAIN,
MANAGE AND MOTIVATE LICENSEES
A. Use Positive Reinforcement and Encouragement
1. Success Stories 2. Motivation Stories
3. Paul J. Meyer Articles
4. Quotes
5. Congratulations on a recent accomplishment
B. List their goals. Mirror their goals back to them. Let them know
that you know their goals. When they see their goals in a letter from you. They will become even more committed.
1. Work; activity (commitments)
a. Phone calls b. Appointments
c. Presentations
d. Closes
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e. Sales
f. New Prospects
2. Achievements
a. New Income Goal b. Awards to win
c. Any special goal that they are striving for
3. Action Steps to Take
a. Follow the System
i. What manual to study? ii. What tape to listen to?
b. Use their program
i. What lessons to listen to? ii. What section in plan of action to work in?
c. Next sale
i. Who? ii. When?
d. Next school to attend
i. When?
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ii. Where
e. Next recruit
i. Who? ii. When? iii. From where? iv. How?
C. Reinforce the Current Theme (if appropriate)
1. Contests
a. International Recruiting Olympics b. International Sales Olympics
c. Annual National and International Competitions
2. Special Promotions
a. Any special sales that are going on b. Any special events taking place
c. Special tape promotions
D. Finish with a positive affirmation
1. Your belief in them 2. We are in the Greatest Business in the World
3. You’re proud of them
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4. How excited you are about their goals
5. How happy you are that they have reached one of their
goals.
E. Letter writing tips
1. Gather information about Licensees, especially their goals and results.
2. Reflect and gather your thoughts about a particular
Licensee.
3. Outline key points in pencil, arrange in logical order and groups of information.
4. Dictate rough draft; review and revise as needed.
5. Main and follow-up with phone call. INSPECT WHAT YOU
EXPECT.
6. Keep copies of all correspondence with each Licensee in their file.
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3.3 TRACKING PERFORMANCE
I. INTRODUCTION
"PEOPLE RESPECT WHAT YOU EXPECT AND INSPECT"
"PERFORMANCE IMPROVES WHEN IT IS MEASURED. IT IMPROVES FASTER WHEN YOU MEASURE IT AND GIVE FEEDBACK"
These two statements emphasize the importance of tracking your
Licensees' performance and giving them frequent feedback.
Successfully tracking performance requires that you:
A. KNOW THE SCORE.
B. KEEP THE SCORE.
C. DISPLAY THE SCORE.
D. INTERPRET THE SCORE.
E. IMPROVE THE SCORE.
II. KNOW THE SCORE.
Establish standards of work activity and results that your Licensees must reach to achieve success.
A. What are the advantages of standards?
1. They aid you in identifying and measuring the level of
activity that, experience shows, is required for success in our business.
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2. They provide a common basis for understanding how to achieve company goals. With clear and accurate activity standards, you know how many phone calls, interviews and closes are needed to reach your sales goals.
3. They promote a clear understanding between the manager
and Licensee. If both of you clearly understand the activity standards, the Licensee becomes committed to your business and both management and training are simplified and more effective.
4. They provide a focal point from which sales problems can
be identified and solved. Standards make possible the identification of areas in which a Licensee's level of activity is too low and focus on ratios and closing averages that must be improved.
B. There are three types of standards you can use.
1. Improvement. These standards are used when Licensees
are improving. They are based on their past experience and are used to help Licensees "beat their best."
2. Ideal. These are the standards of excellence. They
represent maximum levels of performance under ideal circumstances. They are used to motivate your top people. The best examples are represented by records to be broken and annual award competition.
3. Realistic. These standards are the most effective. They
are the standards that are within the reach of every Licensee. They lead to the Licensee learning how to sell and consistently improving sales performance. They are outlined on the ROMAR.
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III. KEEP THE SCORE
A. Sales Activity - Record of My Activities Report (ROMAR)
The ROMAR has the following:
1. Room for the Licensee to set goals for all work activity areas for the week. Standards for each area are included.
2. Room for the Licensee to record daily results in each area. 3. An area at the bottom for the Licensee to calculate critical
ratios.
B. Sales Activity Weekly Tracking
Use this report for tracking your entire organization's sales activity, including your own. Total the week's activity from your Licensees' ROMAR forms and enter it in the appropriate columns.
C. Record of My Recruiting Activities
This report tracks recruiting activity. Here's how it's used:
1. Record the name of each prospective Licensee and the source of the lead. i.e. newspaper ad, placement agency, referral, etc. This information will help you evaluate your best sources of prospective Licensees.
2. Track your activity with each prospect by entering the dates
of contacts, your recruiting and selection interviews, contract signings, fast start interviews, first training meetings attended, first interviews, first sales and when they attended Home Office training meetings.
3. Enter weekly, the number of contacts, appointments,
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recruiting and selection interviews, contracts signed, fast start meetings, first interviews and first sales. Total for the month.
4. A comparison of your recruiting goals as compared to your
results is entered for the month.
5. List the names of the Licensees you had at the beginning of the month.
6. Write the names of the Licensees you've added. 7. Write the names of the Licensees you've terminated.
8. Enter number of Licensees on your roster at end of the month.
D. Monthly Report Form
This report is a summary of your organization's activities for the month. After completion, a copy of this form is to be mailed to the Home Office. The form records sales by Licensees, marketing information, and recruiting activity.
IV. DISPLAY THE SCORE
Displaying the score is a critical part of tracking Licensees' performance. It is motivational and it helps you and each Licensee set plans for adjustment.
A. Display the results to your Licensees. Your Licensees need to
see how they are doing in relation to:
1. Their goals
2. Other Licensees
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3. Their best performance
4. Last year's performance
B. REMEMBER THE SIZE OF THE SUCCESS IS NOT AS IMPORTANT TO A LICENSEE AS THE FREQUENCY OF SUCCESS. LOOK FOR AREAS IN WHICH THEY ARE WINNERS. MOST LICENSEES ARE NOT STRONG ENOUGH TO BE SUSTAINED BY AN OCCASIONAL BIG SALE.
C. Report your organization's results to your General Director.
These reports will assure that you and your Licensees receive the recognition you deserve and will help your Marketing Director give you the right kind of assistance to build your business.
1. Mail or phone a report of your organization's weekly
activities. Use the weekly tracking form and ROMAR.
2. Send in your monthly business analysis.
V. INTERPRET THE SCORE
Reports that help you track your results and activity are more than numbers. Review them weekly and monthly with your Marketing Director. You want to correctly interpret what they mean. The statistics you compile will help you determine:
A. What areas are you doing well in? Why? How can you increase
productivity in those areas?
B. What areas are you weak in? Why? How can you improve those areas?
C. Your Licensees' performance. What are their weaknesses?
Why? What are their strengths? Why? What training or motivational technique will bring improvement? What can you do to help? How can your Marketing Director help? Should they be
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promoted? Should they be terminated?
D. How your business is doing financially. Are there areas where expenses are too high? Are there areas where more money should be spent? How much are you actually taking out of the business?
VI. IMPROVE THE SCORE
Now that you know where you stand, it's time to set new goals.
A. Use your Plan of Action to set and track your annual goals.
B. Enter your results every month and compare your goals with actual statistics to see how you are doing.
C. Set monthly activity goals to achieve the results you need in
these areas:
1. Recruiting - Leads and referrals generated, appointments for recruiting interviews, recruiting presentations, selection interviews, new Licensees hired.
2. Licensee Activity - Calls, contacts, appointments,
interviews, closes, and number of sales.
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4.1 KEEPING GOOD PEOPLE
A substantial investment of time and effort go into finding and training good people. You'll want to protect your investment and learn to keep the good people who join you.
Keeping good people today is a challenge. Economic conditions offer many alternatives in how people may choose to earn a living. The people who join you don't have to stay; there are other positions available. How can you keep good people? By remembering that every human action is motivated by the desire of gaining a benefit or avoiding a loss. People will stay with you as long as you help them reach their goals and meet their needs.
Management is the progressive realization of worthwhile predetermined organizational goals through other people. Ineffective managers may be able to recruit good people but have difficulty keeping them. Effective managers are able to work with people as they are, accept their imperfections, and help them become more productive by influencing their behavior through feedback and support. EFFECTIVE MANAGERS RECOGNIZE THAT KEEPING GOOD PEOPLE BEGINS WITH THE REALITY THAT PEOPLE GO THERE THEY ARE WANTED AND STAY WHERE THEY ARE APPRECIATED.
I. WHO ARE GOOD PEOPLE
Good people who you want to keep are Licensees who:
A. Can Sell.
B. Are working and are maintaining a positive outlook, but haven't yet learned to sell.
C. Have the ability to mimic and act. Conducting interviews that sell
requires acting ability. Good performers present our programs well, with conviction and belief, closing many sales.
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D. Will follow instructions. Being successful as a Licensee means using the Prospecting system, Telephone Approach Card, Sales Interviews, etc.
E. Has a good self-image. How Licensees see themselves
contributes to their success - or lack of it. A good self-image gives them the determination to keep working until their skills catch up with their belief.
A good self-image gives them the confidence to "hang in" until the positive results they anticipate, making sales, are actually achieved.
One method of taking a Licensee's self-image-temperature is to
pay a compliment. Those who have a good self-image will accept the compliment gracefully and say, "Thank you." Those who struggle with their self-images often have trouble accepting compliments and try to discount them by saying things like, "Oh it was nothing."
II. HOW TO INFLUENCE BEHAVIOR
A. "Strokes" are the best tool for influencing behavior.
1. A stroke is an act of recognition.
2. There are two main sources of strokes:
a. Self
b. Others
3. The Hierarchy of Strokes
a. Positive. They reinforce positive behavior.
b. Negative. They stop negative behavior.
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c. None (ignoring people)
PEOPLE WHO ARE UNSUCCESSFUL IN GETTING
STROKES THROUGH NORMAL BEHAVIOR WILL RESORT TO MAKING MISTAKES AND/OR CAUSING TROUBLE TO GET NEGATIVE STROKES BECAUSE GETTING NEGATIVE STROKES IS BETTER THAN HAVING NO STROKES AT ALL.
4. Nature abhors a vacuum. The absence of strokes creates
a psychological vacuum. Under this condition, people will act to gain strokes.
Since it is often easier to get attention by doing something
bad than it is by doing something good, in the absence of strokes, people will move, from where they are, to a place where strokes are given.
5. Effective Strokes.
What category of stroke is most effective? Actually, both
positive strokes and negative strokes are effective if used in an appropriate manner at the right time.
a. Negative strokes stop negative behavior. As an
example, an electrified fence will keep a cow in a pasture but does nothing to help the cow to know what to do in the pasture.
Similarly, negative strokes can be used to keep a
Licensee from repeating negative behavior but does not necessarily contribute to the substitution of a positive behavior to replace it.
b. Positive strokes reinforce desirable behavior.
Immediate and positive recognition for positive
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performance (like making phone calls, scheduling interviews, conducting interviews, closing sales, getting referrals, etc.) will motivate a Licensee to want to repeat the behavior. You can create a cycle of behavior by stroking positive behavior which leads to more positive behavior, followed by more stroking and on and on.
III. HOW TO USE POSITIVE STROKES
A. Types of Positive Strokes:
1. Touch Strokes
The physical strokes take several common forms including the pat on the back, the shaking of the hand and a hand on the shoulder.
2. Time Strokes
Spending time with a Licensee is another form of stroking.
Going to a ball game or a movie or having lunch together are examples of time strokes you can give.
3. Talk Strokes
Verbal communications are strokes. We see this in its
basic form every day as people exchange hello's and how-are-you as they pass.
B. Using Positive Strokes Effectively.
1. Give positive strokes to recognize outstanding levels of
performance.
a. Be sure your positive strokes are "unconditional." Don't give a stroke and them take it away as in,
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"That's a terrific sales record this week Barbara -- but can you do it again next week?"
b. Multiply the stroke. Encourage the Licensee to talk
about an accomplishment where other people can hear about it. "Barbara, you've done an absolutely phenomenal job of selling this week. Tell us how you did it and how closing those sales made you feel."
If there is no one else around to hear about the
Licensee's experiences, be the best audience you can be and encourage the Licensee to tell you all about it.
c. Substantiate the stroke by giving tangible evidence
such as in the presentation of a certificate, a plaque or a trophy. Have someone take a picture of the presentation and give that as a remembrance of a victorious event.
2. Improvement strokes recognize people who are working
and improving their behavior. Recognize your Licensees for:
a. Improved Sales Performance
b. Improved Activity (Phone calls, interviews, getting
referrals, etc.)
c. Improving attitudes. Recognize positive changes in a Licensee's outlook towards life, toward work activities, towards other people
3. When giving improvement strokes, be clear and specific.
a. Tell the Licensee what it is that you like.
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"I like your results this week. You were able to schedule ten appointments and you conducted eight interviews."
b. Tell the Licensee why you like it.
"That's the best you've ever done and twice as good
as last week."
c. Ask the Licensee a question about the accomplishment.
"What did you do differently that made the
difference?"
4. Remember to give strokes for continued performance.
In the absence of positive strokes, Licensees may act to gain negative strokes. For example, a Licensee who is performing at a consistently good level but now is overlooked because others are setting new sales records, may go into a sales slump to gain your attention.
a. Licensees who are deprived of strokes may become
jealous and cause problems or create trouble just to get attention.
b. Be sure that you give strokes to everyone who is
doing as you expect. If you fail to do this, they will stop doing what you expect of them in order to get stroked.
Don't take people for granted. Show a sincere
interest in them. The longer your Licensees are with you and the more they continue to grow, the more they will need strokes from you. Their need for strokes will increase, not decrease.
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IV. HOW TO USE NEGATIVE STROKES
A. Why do you give negative strokes?
Answer: To stop negative behavior.
B. When do you give negative strokes?
Answer:
1. As near to the event (the negative behavior you want to discourage) as possible.
2. In private, if the purpose is to stop negative personal
behavior.
3. Before the group if the behavior was something that represented letting down the group.
C. How do you give negative strokes?
Answer:
1. Briefly. No more than three to four minutes.
2. Intensely. Eye to eye.
3. Directly. "You did it. You are the one responsible."
4. Specifically, "This is what happened." 5. With a softening touch. About an hour after administering
the negative stroke, see the Licensee again and give some positive, reinforcing strokes to encourage a more desirable behavior. Do not mention the previous negative stroke.
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D. Act in a timely manner.
1. Don't store up bad feelings about negative behavior and put people in the "dog house" by maintaining negative attitudes toward them.
a. If you allow negative feelings to accumulate, you may
overreact to the severity of the actual situation.
b. The Licensee in the "dog house" may react by doing things to get other people "in trouble" with you. One method of escaping the "dog house" is to overcrowd it.
2. Deal with negative behavior as it occurs.
V. HOW TO DEAL WITH PEOPLE WHO HAVE LOW SELF
IMAGES
A. Problems:
1. They don't feel worthy of your strokes.
2. They don't feel they can earn your strokes.
3. When you attempt to stroke them, they discount or reject your strokes.
4. They are unable to stroke themselves (appreciate
themselves) and are dependent on others for their strokes. The strokes must come from people they respect and must be meaningful.
B. Solution:
1. Give strokes in small doses. Don't be too lavish in your
praise for accomplishments at first. Let the Licensee
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become accustomed to receiving small strokes, then increase the quality and quantity of the strokes you give them.
2. Give strokes for small accomplishments such as making a
phone call to schedule an interview.
3. Reinforce positive behavior by stroking every success. Condition the Licensee to receiving, and expecting, your strokes.
VI. THE PRINCIPLES OF KEEPING GOOD PEOPLE
A. Know your people. Know what excites and motivates them. Know their goals, their dreams, their fears, the emotional switches that turn them on. Know how to appeal to their own self interests.
B. Respect your people. Respect them for who and what they are.
Respect them for their potential and what they can become.
C. Have expectations for your people. Set and communicate activity goals and performance goals for them.
D. Inspect what you expect from your people. Show them you are a
manager who follows through and is aware of the manner in which they handle responsibilities.
E. Communicate with your people. Let them know the new behavior you want and expect from them.
F. Reward your people. Outstanding performance from them
deserves outstanding recognition from you.
G. Coach your people. Reward them for improved behavior.
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H. Appreciate your people. Reward them for consistent and continued performance.
I. Discipline your people. Act immediately to correct undesirable,
negative or nonproductive behavior.
J. Love and care about your people. Develop a sincere affection for your good people. Appreciate them, be concerned about them, and value them -- not just as business associates, but as fellow human beings.
VII. HOW TO MOTIVATE PEOPLE TO CHANGE BEHAVIOR
A. Identify the desired behavior you want the person to have.
When you have identified the desired behavior, apply these principles:
1. Behavior is something the person does. Attitudes and
feelings are not behavior.
2. The outcome, or result, of the behavior must be positive and help you reach your goals. The behavior must also be meaningful to the Licensee.
3. The behavior must be specific and easy to understand.
For example, scheduling interviews, asking a prospect to buy, etc.
4. The behavior must be easy to measure accurately.
B. Communicate the behavior you want and be sure the Licensee
understands what you expect in terms of:
1. The specific behavior you want.
2. The benefits of mastering the behavior.
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3. The consequences of not executing the behavior.
C. Keep score.
1. Score keeping must be seen as helpful and positive.
2. Accurate score keeping motivates people to do better.
Personal bias of management is removed. Results are rewarded.
3. Score keeping can make work fun.
D. Evaluate the results of score keeping.
1. How did the Licensee do in mastering the behavior?
2. What went well?
3. What went wrong? How can it be corrected?
E. Dealing with the Consequences.
1. Reinforce the desired behavior. With reinforcement, the
Licensee will adopt the new behavior; without it, the past behavior will return.
2. In the absence of positive and/or negative reinforcement, you will get behavior at a level just above the point of punishment, the minimum acceptable.
3. When negative behavior is exhibited by a Licensee:
a. Give a warning and explain exactly the new behavior
you expect.
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b. Give frequent feedback on the spot. Don't wait. Do not store up resentments.
c. Be sure the feedback you give is appropriate and
that "the punishment fits the crime."
F. Encourage positive, productive behaviors. Form the habit of complimenting your Licensees for their accomplishments to reinforce positive behavior.
Although even an inept Licensee behaves as you want about
80% of the time, most managers tend to reinforce behavior in the opposite ratio; they typically give four reprimands for each compliment.
1. Use intrinsic rewards (inside work) as opposed to extrinsic
(outside work) rewards. Examples of intrinsic rewards are memos and letters of appreciation. Extrinsic rewards take place away from the work place, such as Christmas parties and cruises.
2. Give positive "strokes" for positive behavior quickly and
often. Give strokes honestly and unconditionally. Don't give them and take them away by adding comments such as, "That was great, but I know you can do better."
3. Don't penalize Licensees you are rewarding by adding work to their jobs, unless you are certain they want added responsibilities and duties.
G. Evaluate and adjust
1. Evaluate the results of the behavior. Did you and the
Licensee succeed in reaching your goals? And where do you go from here?
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4.2 KEEPING ATTITUDES POSITIVE
The foundation of a successful sales career is the sales person's positive attitude. This section describes what a positive attitude consists of, how it works, and how you can encourage your Licensees to stay positive.
I. A POSITIVE ATTITUDE
A positive attitude is a philosophy of living that, while it recognizes both the good and the bad aspects of events, circumstances and situations, knows that every problem has solutions, every predicament has the potential for a positive outcome and every happening has the likelihood of a fortunate result. A positive attitude expects growth and progress. A positive attitude expects to win the war, even though some battles may be lost.
A person with a positive attitude:
A. Expects good things to happen -- and they usually do.
B. Lives in the real world. They don't ignore problems; they search
for them so they can be solved.
C. Is disciplined. A positive attitude is no accident; it is the result of conscious effort. You create and maintain a positive attitude by the daily use of affirmations, by listening to our programs and other positive ideas on cassette tapes, by reading positive ideas in books and magazines, by associating with people who also value positive attitudes, and by crystallizing and working toward positive goals.
D. Is committed to a personal goals program and works daily to
achieve those goals.
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II. THE IMPORTANCE OF POSITIVE ATTITUDES
A. Positive attitudes are the fuel that fires your success. Positive attitudes help you and your Licensees achieve and succeed.
B. Positive attitudes create an aura of potential and possibilities. In
a sales interview situation, it's this aura that makes people want to buy from you.
C. Positive attitudes wake people up to the greatness within them.
They help your clients get positive results from our programs.
D. Positive attitudes lead to discovered opportunities. Problems are opportunities for problem solvers who seek them out and conquer them.
E. Positive attitudes make adversity manageable. They recognize
conditions as temporary and give you confidence in your ability to overcome obstacles.
F. Positive attitudes make life more enjoyable. They increase your
expectations and motivate the actions that make the most of every day's opportunities.
G. Positive attitudes encourage personal growth. When you know
the future offers new and greater possibilities, you prepare by studying cassette courses, attending seminars, and seeking out experts who can help you learn the skills to prepare for making the most of new opportunities.
H. Positive attitudes recognize and identify unique abilities and
motivate you to develop these abilities.
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III. WHY YOUR LICENSEES NEED YOUR HELP TO STAY
POSITIVE
Depending upon the conditions with which your Licensees have become accustomed, they may encounter great difficulty in maintaining positive attitudes for extended periods of time. You may represent, to them, a small island of positiveness in a giant sea of negative feelings, attitudes, and experiences.
A. Your relationship with a Licensee can be viewed as a mental
seesaw. When your positive attitude outweighs that of the Licensee, he/she is lifted to a higher position.
But be aware that if the Licensee's negative attitude is heavier
than yours, your attitudes can become adversely affected.
B. If you only had to deal with the attitudes of the Licensee, you would have an easy time of it. But the Licensee is not alone on the seesaw. Look again, and you'll also see the Licensee's spouse, parents, other family members, friends and accumulated negative attitudes formed over a lifetime.
C. All is not lost, however, because standing with you are your other
Licensees, your Marketing Director, other home office executives, our programs, your clients, and an accumulation of the results of your training.
IV. STEP ONE IS A POSITIVE ATTITUDE
Your Licensees must be positive before making contact with prospects and clients. You can't sell or give good service while in a negative state of mind. Positive attitudes, on the other hand, contribute to a Licensee's learning ability, work effectiveness and sales results.
A. Because of the volatility of attitudes, especially during the first few weeks and months of a Licensee's affiliation with you, it is
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imperative that you check attitudes every time you have contact with your Licensees. Remember that your efforts to train or motivate are wasted unless the Licensee's attitude is positive and receptive.
You can check Licensees' attitudes by:
1. Reviewing their goals with them.
2. Giving them visualizations for their goals.
3. Stroking them for their accomplishments.
4. Giving them recognition for any success.
V. IDENTIFYING DEVELOPING ATTITUDES - POSITIVE AND
NEGATIVE
The chart that follows is for tracking the development of attitudes by a Licensee. It will help you identify specific attitudes and recognize the direction in which the Licensee is headed -- either positive or negative. Use the chart so you'll know where your Licensees' attitudes are and how you can work with them for optimum results.
A. When at 0, the center point, a Licensee is deciding which way to
turn. The decision is to either make a commitment to personal and professional growth or to return to old habits and attitudes.
B. If the Licensee turns back to old patterns, watch for these three
phases:
1. The Licensee is de-motivated and is "trying harder," using old, familiar habits and methods. You might think the Licensee is trying to prove the Marketing System doesn't work.
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2. If the Licensee's behavior is not corrected, phase two results and the Licensee becomes negative. Personal responsibility is abdicated; other people and conditions are to blame for a lack of results. Excuses abound: People aren't interested in our programs; programs are too expensive; your training doesn't work, etc.
3. In phase three, negativism turns to bitterness. They blame
you for their failure.
C. If the Licensee's decision is to make the commitment to a career in our business, the move to the positive side is made in three steps:
1. The Licensee begins setting daily and weekly work goals
and works hard to reach them. The Licensee learns the interview, sets up a prospect box, schedules interviews, and attends training meetings. The Licensee does things that are not comfortable, things that he/she dislikes doing, because they are essential to the accomplishment of their goals.
2. In step two, the Licensee is becoming accustomed to new
habits and the requirements of selling our programs and is ready to begin adding new skills. At this point, the Licensee starts learning to close sales, developing Centers of Influence, and helping to recruit new people.
3. In the third phase, a basic shift in attitude has taken place.
The once unfamiliar habits associated with selling our programs have become an accepted way of life. Through repetition, prospecting, scheduling interviews, conducting interviews and the other work a Licensee must do has become natural, comfortable and automatic. Sales results become consistent and predictably better and better.
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D. Analyzing the Attitude Chart.
1. When a Licensee is at 0 (Neutral), here's what you can do to build attitudes to the +1 level:
a. Help the Licensee start/continue a goals program.
b. Encourage attendance at and participation in sales
training meetings.
c. Be sure the Licensee is building belief by observing client service meetings, watching clients using our programs and enjoying results and benefits.
d. Recognize and reinforce the Licensee's
accomplishments at every opportunity.
2. When a Licensee is at the +1 level (goals Set), you can encourage the continued growth and the achievement of larger goals by:
a. Giving recognition for every success.
b. Getting the Licensee to a Sales Training School.
This builds enthusiasm, gives the Licensee an opportunity to see a bigger view of our business and to meet people who will exchange positive ideas and attitudes.
c. Show interest by meeting with the Licensee daily to
review sales activity and results. Nurture every growth opportunity.
d. Ask the Licensee to work with and help new
Licensees. The most positive way to help your Licensees grow is to ask them to help others.
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3. As the Licensee reaches the +2 level (Plans Outlined and working) and is working according to an organized plan, you can contribute to continued growth by:
a. Having the Licensee learn the training process by
making joint sales calls with new Licensees.
b. Encourage the Licensee to follow up with clients and learn to make repeat sales.
c. Continue to give recognition for achievements as this
is the fuel that motivates growth.
d. Meet with the Licensee daily to review experiences, answer questions, deal with problems, and discuss what has been learned. Reinforce every positive lesson.
4. When the Licensee has reached the +3 level (Attitude
Change), a definite attitude change has occurred.
5. If the Licensee starting at 0 slips to -1 (De-motivated), you must act swiftly to take corrective steps. Here's what to do:
a. Put the Licensee into a client service meeting as an
observer to increase belief.
b. Make joint sales calls, but let the Licensee do the selling so you can gather information for coaching and training.
c. Be sure the Licensee is using a program on a daily
basis.
d. Review the Licensee's goals, activity level, and results daily. Look for victories to reinforce the Licensee's results and growth. Minimize mistakes
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and things done incorrectly so you emphasize how things are to be done rather than dwell on what is being done wrong.
6. If your efforts are not successful in getting the Licensee
turned around and he/she slips to -2 (Negative), becoming negative, you have an emergency situation. Here's how to handle it:
a. Ask the Licensee who has been observing client
service meetings to tell you about the conferences attended and what the experience has shown him/her.
b. Have the Licensee call to schedule interviews for you
to sell and pay the Licensee a profit for sales to his/her prospects.
c. Have the Licensee set daily activity goals. Check
each day's progress to track the Licensee's performance. Give praise for even the smallest achievement.
7. If the Licensee falls to -3 (Failure), terminate the Licensee.
It's too late to help and your time and efforts are better spent with more positive Licensees.
VI. HOW TO HELP YOUR LICENSEES STAY POSITIVE
Now that you fully understand the importance of a positive attitude and how you can track the attitudes of your Licensees, here are several ideas for keeping your people on the plus side and building stronger attitudes.
A. Stay positive yourself. Use your program and work on your goals
program daily. Licensee with positive people. Make sales presentations daily. Identify your priorities and organize your time so you are consistently working on the things that really
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matter to the achievement of your important goals.
B. Keep your Licensee in touch with clients. Put them in client service meetings. Have them review third-party letters, and engage in other activities that will reinforce the value and worth of the product and service they are presenting to their prospects.
C. Keep your Licensees involved in your training program every week. Constant review reinforces the essential elements of selling.
D. Help your Licensees develop and use affirmations.
E. Give recognition to your Licensees for every victory and use the Achiever’s Club and other home office recognition to build their winning attitudes.
F. Communicate with each Licensee daily and get them to tell you about their victories.
G. Help your Licensees to ward off the effects of rejection and
negativism from prospects and outside influences. Accept and appreciate them and let your acceptance become more important than anyone else's rejection.
H. Share your belief. Believe in your people, especially when they
are having a hard time believing in themselves. See them as they have the potential to become and tell them how great you believe they can be.
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+3 ATTITUDE CHANGE ACTIONS: *Understands time organization. Helps run sales mtgs. Promote the Licensee to Marketing Director. Sets ambitious career goals. Escapes past conditioning; selects new conditioning with a purpose. Develops consistent, predictable sales results.
+2 PLANS OUTLINED AND WORKING ACTIONS: *Becoming comfortable with new skills. Tries new activities. 1.Have the Licensee make joint sales calls with new Uses objection and stall procedure. Licensee to gain experience. Develops Centers of Influence. Asks for referrals. Helps 2.Encourage the Licensee to start making repeat recruit more Licensees. sales.
3.Give recognition for achievements as the Licensee gains new skills.
4.Meet with the Licensee daily to review results.
+1 GOALS SET ACTIONS: *May not like all of the work but does it anyway because 1.Recognize all of the Licensees successes. it leads to achieving goals. 2.Send the Licensee to a Sales Training School. *Learns presentation. Sets up Prospect System. Uses a 3.Meet with the Licensee every day to Program. Makes presentations. Attends STS and training review results and see what was learned meetings. Helps other Licensees. Is motivated by results, 4.Ask the Licensee to work with new Licensees not by easy methods. and help train them.
0 NEUTRAL ACTIONS: *Trying to decide whether to commit to a career in our 1.Help Licensee begin a goals program. or revert to negative attitudes and habits. 2.Make sure the Licensee is participating in your training program. 3.Be sure the Licensee is in client service mtgs. 4.Reinforce each victory and achievement.
-1 DEMOTIVATED ACTIONS: *Trying harder but using old habits. 1.Put the Licensee in a client service meeting. *Makes more phone calls and misses almost all of them. 2.Make joint sales calls with Licensee to improve skills. *Makes presentations but doesn't close sales. 3.Be sure the Licensee is using a program every day.
*Says: Look how hard I'm trying. 4.Review daily goals, activity, and results.
-2 NEGATIVE ACTIONS: *People aren't interested in our programs. 1.Put the Licensee in a Client Service Meeting. *The programs cost too much. 2.Have the Licensee call for appointments only; you *This territory is different. make the presentation for him/her. *You haven't helped me. 3.Have the Licensee set daily activity goals and track *Work with me. Show me a sale. them closely.
-3 FAILURE ACTIONS: *Your promises are no good! 1.Terminate the Licensee *I'll write Paul Meyer. *You lied to me. It's your fault I failed.
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4.3 MOTIVATING YOUR LICENSEES
Because salespeople live in a world of competition, they are in constant need of motivation, recognition and reassurance. Even the best of sales people receive a "no" more often than they receive a "yes" from their prospects. They compete with other companies for the personal development and productivity improvement budget of the prospective company. They compete with departments within the company and other causes within the company for the dollars necessary to enroll people from the company in our programs.
A salesperson's most valuable asset is a positive attitude about self, company and product or service. It is your job to help the Licensee deal with the "no's", retain a positive attitude and compete for more "yes's."
I. WHAT MOTIVATES SALES PRODUCERS?
A summary of studies of top sales producers was published in Psychology Today. It identified eight motivating factors.
A. Recognition is the single most motivating factor in a sales
person's life. Remember, salespeople are "crusaders" by nature and need everyone to know when they have conquered their quest. They must be recognized in front of their entire peer group.
B. Status. The best salespeople seek recognition as proof of their
ability and importance. The top producers enjoy power and authority and are strongly aware of image and reputation.
C. Control. Successful salespeople enjoy being with others as well
as influencing them. However, they are not overly concerned with whether others like them or not, which allows them to use emotion without succumbing to it.
D. Respect. Top salespeople want others to perceive them as
experts. They think of themselves as well intentioned and willing to help others.
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E. Routine. Top producers dislike interruptions in routine. This
contradicts the stereotype of top salespeople as impulsive and undisciplined.
F. Accomplishment. Money is a prime motivator but top sales
people may earn so much that money loses its ability to inspire. They constantly create new challenges, such as going after the "impossible" sale to maintain their enthusiasm.
G. Stimulation. The best salespeople are normally calm and
relaxed. Yet they have more physical energy than most people and welcome outside stimulation as a way to channel that energy.
H. Honesty. Top salespeople have a strong need to believe in the
products they sell. They'll switch jobs if the company's reputation falls or if they doubt the quality of a new product line. They are not rigidly moralistic, however, for experience has taught them to accept the imperfect in both people and products.
II. HOW TO USE RECOGNITION
Recognition, to be effective, has six rules:
A. Keep it simple. The activity and results needed to achieve recognition should be so simple, that your Licensees can figure how well they are doing in their heads.
B. Awards and other recognition are most effective when presented
as close to the event as possible. If Licensees have to wait a month to receive awards, they lose a great deal of their effectiveness. A top producing Licensee wants your applause NOW!
C. Present the award or recognition before as large an audience as
possible. The number of people who see the Licensee receive
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an award multiplies its impact. Sales people enjoy the opportunity to show how good they are.
D. Give top producers "Special" treatment. All recognition should
include an opportunity for your top producers to be treated in a special way, different from other Licensees.
E. Allow all Licensees to earn recognition for some
accomplishment. Every recognition program should include opportunities for new Licensees to be recognized for even small accomplishments that will eventually lead to top performance. i.e. First Sale Award.
F. Include a progressive program of growth. Your recognition
program should include a continuing series of steps that has the Licensee striving for a higher and higher level of production. i.e. Achiever’s Club.
G. Awards presented to salespeople for meaningful
accomplishments mean more than you could ever imagine. Even a small plaque received (in front of peers) will immediately be placed on a favorite wall in a favorite room. As for the feelings experienced while walking to the podium to receive an award, they will be remembered for the rest of the Licensee's life.
III. WHAT ROLE SHOULD MONEY PLAY AS A MOTIVATOR?
A. Earning an above average income is a motivator for top producers. The money, however, represents more to them than its value.
1. It's a way to keep score. Top producing salespeople like to
show how good they are by being a top income earner in the company and their community.
2. It buys status. Money allows a salesperson to have a nicer
home, better car, nicer clothes, club memberships, etc.
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This again, affirms that the Licensee is among the top producers.
3. It provides influence. Money gives the power and influence
to help achieve things they consider important. Socially, personally, charities, civic activities, etc.
4. It represents security. If the salesperson can save and
accumulate wealth, it provides a feeling of security.
5. It gives them a feeling of power over their own lives. They feel as if they can do more of what they want to do instead of what they have to do.
6. It contributes to their confidence. Money can help them
achieve goals that are important to them. This adds to their confidence.
B. How should money be used as a motivator? A compensation
program should contain three elements.
1. An opportunity to earn a base income while learning the business. Your Licensees, with your help (joint selling during levels one and two) have a way to earn a "living" while developing their skills if they do the level of work required by our standards.
2. Income should have no limit. A "cap" on your Licensees'
earning potential is a de-motivator. As long as your profit schedule is part of a profitable business formula, you want them to earn as much as they possibly can.
3. There should be an opportunity to earn extraordinary
amounts for extraordinary results. This can be done with bonuses based on volume. It should be paid only to your most outstanding performers.
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C. Rules to follow in compensation.
1. Advances: do not pay advances to your Licensees except under severe circumstances. Discuss this policy with your Marketing Director before you give anyone an advance.
2. Do not enter into investments, partnerships or business
ventures with your Licensees. Devote all of your energy to building your business.
IV. HOW TO USE OUR AWARDS PROGRAM
Our Awards Program offers you a recognition program for all of your Licensees. Here's how to use the Awards Program:
A. New Licensees
The program gives new Licensees an immediate opportunity for
recognition with the:
1. First Sale Award - A certificate for closing the first sale.
2. Daily and weekly awards.
3. Fast Start Award
4. First Degree in the Achiever’s Club.
B. Middle Producers
As Licensees gain experience and increase sales production, the following recognition comes within reach:
1. Achiever’s Club steps
2. Daily, Weekly, and Monthly Awards
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C. Top Producers
As your Licensees develop professionalism backed up by a proven track record of productivity and consistency, the top echelon of our awards becomes available as follows:
1. Monthly and Quarterly Awards
2. Annual Awards
a. Licensee of the Year
b. Sales Manager of the Year
c. Rookie Licensee of the Year
3. President's Honor Club 4. Leadership Council
V. USING CONTESTS
A. Advantages of contests
1. Contests encourage concentrated sales activity during the contest period. As a result, sales activity increases.
2. Increased production.
3. New habits are formed as Licensees engage in higher
levels of activity.
4. Licensees develop greater confidence.
5. The enthusiasm of the entire organization increases.
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B. Contest problems to avoid.
1. Complex rules.
Keep contest rules simple. If a contest is hard to understand, participation is reduced and hard feelings may result from misunderstandings.
2. Too few winners.
If only a few top achievers can earn awards, the majority of
your Licensees will give up before they start. Extend award-winning opportunities to everyone in your organization.
3. Keep sales goals realistic. If possible, give all participants
the opportunity to establish their own goals, as long as they surpass past performance.
4. Not enough time.
Too short a contest period limits award-winning potential.
Build in sufficient time for participants to earn awards of meaningful value.
5. Failure to personalize award opportunities.
Ideally, each Licensee will have an opportunity to select the
award to be earned. In merchandise programs, to be sure to offer an array of awards sufficient to motivate all of your Licensees. A limited selection has limited motivational appeal.
6. Poor Award Fulfillment
Award winners expect to be treated as such. Low quality
merchandise, poor service or delayed delivery will tarnish
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the trophies earned.
7. Failure to involve everyone.
A synergistic effect is produced by the involvement of everyone in your organization.
8. Failures in communication.
There are five possible pitfalls here:
a. Inappropriate contest theme. Design it to reflect your
goals.
b. Unclear rules. Once more, keep them simple.
c. Unexciting communication of results. Remember that contest success depends upon the way participants perceive the value of the awards being offered.
d. Failure to launch the contest with excitement. An
incentive program is a promotion and should be kicked off with as much fanfare as possible.
e. Failure to sustain communications. Once launched, contest momentum must be maintained. Give participants updates on points earned at regular intervals. Also, a steady stream of promotional materials sent to your Licensee's homes builds anticipation of the awards in the minds of your salespeople and their families.
9. Failure in administration.
There are at least four pitfalls in this category:
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a. Confused data flow. Use standard reporting formats
and timetables.
b. Feedback delays. Maintain a strict schedule in reporting point totals to participants. Progress reports must be timely to be meaningful.
c. Incomplete information. Make individual
performance reports as comprehensive as possible. Reports should show not only performance to date but performance still needed to reach contest objectives.
d. Inaccurate data.
10. Failure to provide contest evaluation data. Determine at
the outset your criteria for measuring the success of the contest. (total sales, incremental sales, degree of participation, return on investment are popular barometers.)
11. Failure to consider rules, loopholes, and exceptions.
a. Shared sales credit
b. Cheating
c. Rules exceptions
d. Repeat winners
All of these problems and pitfalls can be avoided if you
allow sufficient time for contest planning and design. To elicit maximum motivation and return on investment, allocate adequate time for planning. The results warrant it.
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C. Types of Contests
There are two types of contests. One is a local contest that is tied in with a national contest and the other is a local contest for the exclusive benefit of your Licensees.
1. Local promotion of a nationwide contest.
a. Ties into our contests, promotions, and the Awards
program with your own special promotions.
b. Be enthusiastic about contests and talk about them with your Licensees. Let them know that you plan to be a winner and are counting on their productive efforts.
c. Be sure that every Licensee is familiar with the rules
and qualifications for the contest.
d. Ask each Licensee for a commitment to reach a challenging goal for production during the contest.
e. Offer special awards as an incentive for high
achievement that can be won by all Licensees.
f. Have a special meeting to "kick off" the contest. Invite your Licensees and their spouses. Make it a breakfast or a banquet for added impact or hold it in connection with your weekly training meetings.
g. During the contest, send reports of your Licensees'
progress to the Home Office at frequent intervals.
h. Distribute a special contest bulletin during the contest to keep everyone informed about the achievements of all Licensees. Highlight the leaders, but be sure that all productive Licensees receive a mention for
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their sales.
i. Immediately, at the conclusion of the contest, send final results to your Marketing Director to be sure that your Licensees are eligible for national recognition.
j. Have a special awards ceremony at the conclusion of
your contest to salute your leading producers. This could also be a breakfast or banquet.
k. If any of your Licensees are also national contest
winners, present them with additional recognition that will spotlight their accomplishments.
2. Local Contests
a. Decide the contest's purpose - Contests are useful
for gaining a maximum number of sales in a short period of time or for sustaining a high level of productivity over an extended period of a month, or longer.
b. Determine the length of the contest - As a general rule, contests should be short. A contest that lasts longer than a month may lose its impact. Several short contests may have greater impact than one longer one.
c. Set a budget - A contest should increase profit as
well as sales. The costs of the contest should not negate the gains made by the increases in productivity. Project the additional sales and profits that you expect the contest to generate and budget a portion of your profit for contest expenses.
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Often, the freshness and originality of the contest will contribute more to its success than the amount of money spent on promotion. Licensees respond to generosity, but remember that contests must make a profit to be worthwhile.
d. Sustain enthusiasm during the contest - Planning
and promotion of contest details such as dates prizes and promotion will give a contest an enthusiastic start. Maintain motivation at a high level by talking with your Licensees about their goals and their achievements. Whenever possible, get a Licensee's family involved in the contest too. Support and encouragement at home is a powerful motivator. Phone calls, telegrams and letters are three ways to communicate contest information to a Licensee's family.
e. Follow-up: Licensees who excel during a contest will
learn more about their potential for success in our business. Encourage all Licensees to maintain productivity at new, higher levels for their own satisfaction and for the added income they will earn. In this way, your contest will have far-reaching benefits to your Licensees and to the growth of your business.
3. Types of Local Contests
a. Convention fund - With every program they sell,
Licensees earn credits toward paying their expenses at the annual World Convention. This contest is a motivational experience with a double payoff. First, the excitement in anticipation of the convention and then, the enthusiasm from the convention that carries over to their performance.
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b. First sale after a Sales Meeting - Give a cash bonus or an appropriate merchandise prize to the Licensee who closes the first sale following a sales training meeting.
c. Two or three-day Sales Marathon - This contest
format demonstrates what concentrated effort will accomplish. Announce the contest in advance so Licensees can clear their schedules, prospect in advance and also enlist the help of Centers of Influence.
d. Year-long Contests
e. Christmas Fund Contests - In this contest, Licensees
earn credits toward a bonus that will be presented to them in time for their Christmas gift shopping.
VI. THE MOST IMPORTANT INGREDIENT - YOU!
The value and success of any type of motivation depends on the manager or Licensee. Let's examine the qualities shared by managers and Licensees who motivate their people to top performance:
A. Unselfishness - Effective managers often have Licensees who
earn more money than they do.
B. Sensitivity - The genuine understanding that recognition be given to a select group of top performers despite the fact that it may dilute the manager's recognition.
C. "Guts" - It takes courage to help your people achieve their goals.
You will occasionally have to go to bat for them with our executives. You will have to choose one Licensee over another in disputes.
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D. Perception - You must be able to foresee markets and opportunities. You must be able to feel the vibrations of the potential salesperson you are interviewing. And, you must be able to perceive problem areas (with markets or people) before they fester and do damage.
E. Example - Nothing takes the place of leading by example. It's
foolish to expect Licensees to go the "extra mile" unless you're willing to do so yourself. What all this really boils down to is that truly good managers are your organization's most valuable assets. They are the primary resource for marketing motivation. In fact, when you develop people into good managers, they have positive effects on everyone in your organization, including you.
VII. TERMINATING LICENSEES
Regardless of how well you select, train and manage your Licensees, you will occasionally have to terminate some of them. If you have established Up-Front Agreements and have regularly reviewed them with your Licensees, terminating an occasional Licensee need not be painful.
A. Termination moves through a two-step process:
1. Why Terminate?
Termination is necessary when one of the following
conditions exists:
a. Continuous failure to reach the commitments agreed upon in the Up-Front Agreement.
b. Lack of sales. Non-productive Licensees are not
profitable to you or to themselves. It is to the advantage of both of you that the Licensee be
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terminated and be directed toward another career.
c. A Licensee fails to follow policy and/or legal requirements.
d. A Licensee's negative attitude disrupts the
organization.
e. Dishonesty.
2. How to Terminate a Licensee.
Before you terminate a Licensee, be absolutely sure you have fulfilled your responsibilities.
a. Did your Up-Front Agreement explain specifically
what was expected of the Licensee?
b. Did you train the Licensee to do the things you expected?
c. Did you provide the management, recognition and
support the Licensee needed to become productive?
d. Did you regularly give the Licensee feedback so he/she knew how he/she was doing in relation to your expectations?
e. Did you give the Licensee support and training to
correct problems and deficiencies. When you are satisfied that both the Licensee and
your organization would be better off if you were no longer associated, proceed as follows:
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" (NAME) when we started working together (NUMBER) months ago, we made certain commitments to each other. They were :
(List commitments from the Up-Front Agreement)
"You have not met those commitments. As I see it,
we have three alternatives:
1. "You can meet your commitments."
This alternative assumes you are willing to give the Licensee another chance. If you do, make it a relatively short probation period with specific criteria. If they do not meet this criteria, do not hesitate, terminate him/her immediately.
2. "We can change your commitments so
you can meet them."
There are minimum levels of performance you can allow. Do not let Licensees set their commitments below your minimum standards. If new commitments are set but not reached, do not hesitate to terminate.
3. "You can work somewhere else where
you can meet your commitments. I cannot allow you to remain a part of our organization and not reach your goals."
"Which of those three do you want to
discuss?
"I'm not willing to discuss the why's of your not reaching your commitments. I'm
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willing to discuss how we can help you reach them."
If the Licensee picks option: Number 1 - Set a specific plan and a daily
tracking schedule to help him/her reach the commitment.
Number 2 - Negotiate a new commitment. Be
sure it is high enough to help the Licensee achieve the results needed to succeed and that is above your minimum standards. Set specific plans for achieving the results and a daily tracking schedule to keep the Licensee on track.
Number 3 - Wish the Licensee well and
terminate.
ALTHOUGH TERMINATING LICENSEES MAY BE ONE OF THE RESPONSIBLITIES YOU DISLIKE TO PERFORM, FAILURE TO REMOVE NON-PRODUCTIVE PEOPLE FROM YOUR ORGANIZATION CAN HAVE A DEBILITATING EFFECT ON PRODUCTIVE LICENSEES. FOR THE GOOD OF EVERYONE CONCERNED, TAKE ACTION AND TERMINATE WHEN NECESSARY.