door to door Marketing company in Pune

Face to Face Marketing and Door to Door Marketing 

Nothing beats the reality that one gets when you can interact with potential clients face to face physically moving from door to door within a community or household to household, face to face field marketing is also called personal selling or door to door marketing, customers are met directly in order to sell their products, using this method of field marketing we rely on our skills and persuasive abilities. During the period where we get to interact with the client face to face we get more chance to pass across edible information which would be useful to all our customers at that time and it’s also an opportunity for us to get feedback and to gauge your opinion about our business.

I did door-to-door sales for nine years, in hundreds of different cities and towns all across the india. Through long, hard, agonizing trial and error, I eventually developed enough skill that I could take any product into any area on any day and make sales.

In the beginning, I struggled. But when I was about to give up on myself and quit (like 99.9% of people that try door-to-door sales do within their first few days),  experienced salesperson to give me a chance to get on track.

What I saw that day changed my life forever.

I watched as the experienced salesperson drove to an area where he had previous sales success, and listened as he explained to me why he parked his car in the exact spot he did to start his day and laid out his exact plan of attack.
Within the first 10 minutes, I learned a valuable lesson that not only made my door-to-door sales career much easier, but has also been the key to bringing in millions of dollars in revenue for my own companies, and those of thousands of others I’ve consulted to:

A current customer is the easiest person to make a sale to – many, many times easier (and less expensive) than trying to get new customers.

Most business owners operate a risky, day-to-day, transactional business, believing that the reason for getting a customer is to make a sale. That’s their biggest problem: making nothing more than “a” sale to a customer. After that initial transaction, they simply hope that their product or service or location is good enough that they will get a repeat visit from that customer.

On the other hand, sharp business owners (and door-to-door salespeople!) know that the point to making a sale is to get a customer. We have systems put together to maximize the value of that customer by making future offers to them, so that they buy more of the same product or service, or a different version, or even an entirely different product or service.

In other words, we recognize that a current customer is the easiest person to sell to, and a prospect is the hardest and most-expensive person to sell to. Therefore, we concentrate on maximizing the value of every new customer we get.

If you want to grow your business during these challenging economic times (and even during boom times), your time and effort should be invested in working to turn prospects into customers and retain them to market to in the future.
While your marketing is doing its job to get you prospects, you need to be working on turning those prospects into customers. There are a few key ways to draw them in and seal the deal. You need to be:

Inviting
Informative
Enjoyable

The biggest fear of most new customers is the dreaded “buyer’s remorse.” You want to minimize this as best you can, and if you’ve provided a quality product or service that delivers on the marketing claims you’ve made, the risk will be lower.

However, returns can still occur. Here are the two most effective ways to deal with this:

Offer to refund money — no questions asked
Offer a bonus they can keep even if they return the product

These offers alone will also lessen the impact of buyer’s remorse, because the customer will trust you more just because you showed the confidence in your product or service to offer these options in the first place.

There are number of other ways to turn a prospect into a customer:

Offer a special price as an opportunity for them to test the market.
Offer a lower price with a legitimate reason, such as clearing out inventory to pay a tax bill, for your kid’s braces, or another tangible reason. (Added bonus: Customers love you for doing this, because it makes you so much more human to them.)
Offer a referral incentive.
Offer a smaller, less expensive entry-level product to build trust.
Offer package deals.
Offer to charge less for their first purchase if they become a repeat customer.
Offer extra incentives, such as longer warranties or free bonuses, if they order by a certain date.
Offer financing options, if applicable.
Offer a bonus if they pay in full.
Offer special packaging or delivery.
Offer “name-your-own-price” incentives.
Offer comparative data or other comparison tools.
Offer to let them trade up or upgrade to something better if they want.
Offer additional, educational information to help them make the decision.

The options are really only limited by your imagination and marketing skill. You can use these or other ideas to discover what works the best for your specific business, with your specific products, services and target market.

Even if you ever find yourself doing door-to-door sales.

Marketing company in Talegaon

The Corporatization of the Media

In the earlier decades of the 20th century, there was a clear distinction between the corporates and the media houses with each existing in a symbiotic relationship with other. In other words, corporate houses were content with advertising in the newspapers and the TV channels and the media houses were happy with the advertising revenues as long as they retained editorial autonomy. However, things began to change from the 1970s onwards wherein the media houses started to resemble corporate entities both in the way they were managed and run and in the way, they added spin to their stories. It was no longer the case that media houses would criticize the corporates and still get advertising revenue. On the other hand, most media houses entered into partnerships with leading corporates wherein they published stories that were friendly to the advertisers.

The other parallel trend from this period to the present is that media houses became corporates themselves in the way they approached the business of news reporting.

Each media house aligned themselves to a particular corporate among the leading companies and thus, competition between the media houses ensured that the different groupings among industry in all countries could find sympathetic reporting from each media house. Moreover, the revenues of the media houses started to grow by leaps and bounds and in this trend, media houses were no longer the independent entities that they were earlier. This can be seen in the way media conglomerates like NewsCorp (owned by Rupert Murdoch) and other companies transformed themselves from being mere reporting of the news to agenda setting behavior. No wonder that many leading media house owners are more powerful than many politicians are as the old adage that the pen is mightier than the sword became a truism.

In India, media conglomerates like the Times Group have risen in prominence in the last few decades thanks to the corporatization of the media. In the UK and the US, NewsCorp and Time Warner have come to symbolize big business and corporate media in all its glory. The point here is that the media is no longer content with just reporting the news but instead, it has morphed into entities that set the agenda and entities that play a prominent role in shaping the public discourse. In addition, the media houses entered into strategic partnerships with the leading corporates so that they get friendly press coverage. While the ethics of these trends can be debated, it is clear that media, the conception of what makes news has been altered, and the current media landscape is symbolic of corporatization of the industry.

Finally, media houses in these times are not just purveyors of news but more importantly, they have become entities, which are solely concerned with making money. Even this can be debated and as we shall discuss in subsequent articles, this has a bearing on their behavior and whether this trend is good for society. It would suffice here to state that the corporatization of the media is now complete and it would be a trend that would accelerate in the coming years.

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Articales from http://www.managementstudyguide.com

What we do

Three Critical Outcomes for Sales Enablement Pros

“People think focus means saying yes to the thing you’ve got to focus on. But that’s not what it means at all. It means saying no to the hundred other good ideas that there are.” – Steve Jobs

If you are responsible for sales enablement, these words of wisdom could do you well. In the absence of a single accepted definition, sales enablement is often thought of as a container for all of the factors that influence a valuable sales conversation. For example, according to analyst firm Sirius Decisions, “sales enablement’s goal is to ensure that every seller has the required knowledge, skills, processes and behaviors to optimize every interaction with buyers.”

Skills, knowledge, assets, and process….that’s a lot of territory. Working on any one of these could be a full-time job for your enablement team. And your sales enablement stakeholders aren’t shy about filling the suggestion box with dozens or hundreds of good ideas. But, you have limited resources and face unlimited suggestions for things to make, fix or improve. How do you set priorities? Where do you start? And how can you tell what’s working?

Focus

Steve Jobs was facing hundreds of great ideas when he returned to Apple in 1997. He said no to most of them, ruffled more than a few feathers, and ultimately built the most valuable company on the planet. He did it by sharpening the company’s focus and by narrowing down the company’s efforts into a limited set of projects that fit into what he described as a “cohesive larger vision that is going to allow you to sell eight billion dollars, ten billion dollars of product a year.”

As a sales enabler, the cohesive vision guiding your efforts is the need to improve sales conversations. And just like Apple, which was floundering before the return of Steve Jobs, you’re at risk of implementing a disjointed set of initiatives that will cause you to fall short of that vision. The best way to figure out what to focus on is to identify outcomes that you are trying to drive and tie them to a limited set of activities that can affect them.

Focusing on Outcomes

Ultimately, your executive team cares about increasing the number, size, and profitability of deals that your sales team closes. To be successful in the near term, you need to identify a limited set of outcomes that impact that goal and pick one to concentrate on. And then, and only then, should you identify the skills, knowledge, assets, and processes that need improvement.

Here are three measurable outcomes that you can monitor and execute against. They aren’t comprehensive, but they cover the critical areas that most executives care about.

Pipe: It all starts with qualified opportunities. That comes from prospects seeing the need to explore new ways of operating and becoming interested in your company’s approach. Poor lead conversion rates and an overall lack of qualified opportunities are a good indicator of problems with pipe.

Proposals: Your prospects need a meaningful business case and value story to make sure your proposals justify an executive decision. If you are seeing qualified opportunities stall out, it’s a good indicator that your reps lack the business expertise and financial acumen needed to translate your solutions’ capabilities into outcomes that your customers care about.

Profits: Your reps need to advance opportunities without giving away the value they’ve created. In other words, they need to close deals while protecting margins and maximizing the profitability of each deal. Elongated sales cycles and thin margins are usually indicators of a problem in this area.

Executing Against the Most Critical Outcomes

These three outcomes don’t describe everything that happens in a typical buying journey, but they are critical enough that improving any one of them can significantly impact the profitable business that your team can deliver. Strategies for three outcomes are presented greater detail in The Three Value Conversations, a book authored by several Corporate Visions subject matter experts. Here is a quick overview of strategies outlined there:

Pipeline: Here the problem is that, without realizing it, your marketers and salespeople are starting customer conversations with traditional approaches that are actually commoditizing your offering, creating indecision for your buyers, and even causing skepticism about your claims. If your team is struggling to create qualified opportunities, then you need to focus on getting reps to lead with a story about how prospects should change from the status quo. It’s only after that commitment to change has been made that they should have a conversation that leads to your unique differentiators.

Proposals: Once your reps have created an opportunities, they’ll have to go toe-to-toe with the financially savvy executive decision makers who will be looking to justify the business impact of investing in your solution. If this creates fear and reluctance on the part of your salespeople, you’ll need to focus on developing their ability to tell a differentiated story based on business value, engaging executives with confidence, and motivating them with a compelling executive value proposition.

Proposals: Once your reps have created an opportunities, they’ll have to go toe-to-toe with the financially savvy executive decision makers who will be looking to justify the business impact of investing in your solution. If this creates fear and reluctance on the part of your salespeople, you’ll need to focus on developing their ability to tell a differentiated story based on business value, engaging executives with confidence, and motivating them with a compelling executive value proposition.

Profits: Here, declining margins are an indicator that reps are giving away too much value across the entire buying journey. Too often, they rely on instincts and a natural desire to please that actually trains prospects to expect more, to expect freebies, and to make you expend a lot of valuable effort before the deal closes. Here the focus should be on developing strategies to maximize the profits that come out of the opportunity.

Want to learn more about these essential skills areas, and what kind of training program you need to ensure your reps are fluent in them, no matter what selling situation they face?

Check out our “State of the Conversation Report, Beyond the Classroom: Trends in B2B Sales Training.”

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