Face to Face Marketing and Door to Door Marketing
Professional Qualified Sales Experts present products and services, calling on companies using our proven door to door sales agencies , door-to-door sales technique and door to door sales agencies in mumbai.
We convert potential customers to sustainable clients in the shortest space of time( door to door sales, door to door sales agencies ). Our professional teams interact with customers, educating them on our clients’ products/services, as well as generating immediate sales or leads with interested customers.
Marketing and advertising budgets have come under increasing pressure. door to door sales agencies and Door-to-door sales is a low cost distribution channel, and is an effective way to gain more return on investment. It secures increased value with minimum spend, allowing access to a customer base which is not always reached by existing marketing strategies.
Through Door to Door sales, customers can choose the most suitable deals, especially because they have a chance to ask questions and have the offering clarified by our qualified sales experts in mumbai
We believe our experience, our sales ability and the detailed processes we have in place ensure we successfully launch new products to the market. Our sector experience and data insights ensure we are calling on the right outlets to maximise return on investment during the critical launch phase.
We have proven experience in launching challenger brands to the market along with well-established range extensions and completely new products.
We believe Fulcrum is the door-to-door-sales agency in pune best suited to owning the responsibility of launching your new product – why not give us a call to find out if we can help you?
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.
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4 Tips for Leveraging Subject Matter Experts
4 Tips for Leveraging Subject Matter Experts
Guest Faculty Post by Jennifer Palus
Including a SME (subject matter expert) in your sales process is a very smart move. The SME has additional expertise and can often explain ideas with more depth and clarity than you can. The SME can help interpret your prospect’s business challenges and concern. You can often enable your expert to talk directly to the prospect’s expert in their own language.
Because a SME can relieve prospect fears and confirm client purchase decisions, they add to your credibility and are a valuable resource, if you prepare and use them correctly.
Tip #1. Give your SME context and a goal.
Preparing the SME is the salesperson’s responsibility. Don’t just hop in the car and assume they know what you need. A SME is an expert – but not in sales! – she needs to understand the players on the prospect’s side of the table and the role you want her to play. Explain the personalities and opinions, not just the org chart. For example, if you are hoping use your CFO to convert a resistant VP of Finance, make sure you provide context and the VP’s past objections. Most importantly, explain what “success” looks like for the SME, e.g., “If you can help Linda decide to sign off on the pilot program, that’s a win.”
Tip #2. Set guardrails for interaction with the prospect.
Sometimes a SME gets so excited to be part of a sales process that they talk a little too much or even try to negotiate the sale. Make sure your SME knows when and how to interact. For example, overtly explain how you will invite him to participate in the conversation during the sales call. (e.g., “Bob, can you speak to that question?”). Some salespeople use a subtle hand gesture or keyword to let the SME know when they need expert support. Or let him know it’s OK to jump in at any time, if that’s appropriate. One of the best ways to help your SME understand their role is to rehearse and role play ahead of time.
Tip #3. Listen to SME concerns.
Speaking of rehearsal, your SMEs may raise objections to sales pitch language. The SME may spot esoteric details that don’t really impact the sale (“The case study says we used the X4RT2 component, but it was the X4RS3.”). Or he may point out potentially damaging claims that should be corrected (“Your slide says 25% improvement but it was 21.7%”). You can get frustrated with their objections, or you can use them to your advantage to tighten your pitch. If a SME is uncomfortable with your “sales spin” that is usually a sign your prospect (or their experts) might be as well. Use the SME as your canary in a coal mine, and learn from their reactions and concerns.
Tip #4. Never trap your SME.
When you bring an expert with you, it’s a bad idea to place the SME in a position where she has to contradict you in front of the prospect. You may have heard the sales advice: Never ask a question if you don’t know the answer. That is especially true with SMEs. Subject matter experts are more interested in being accurate than in closing the sale. Don’t assume they will follow allow with your pitch improve on topics you haven’t discussed in advance.
Including SMEs in your sales process can often allow you to reach further and higher inside your prospect’s company. SMEs are valuable resources, but always remember it is your responsibility to prepare them and apply their expertise where you need it.
Sources of Brand Identity
1. SYMBOLS- Symbols help customers memorize organizations products and services. They help us correlate positive attributes that bring us closer and make it convenient for us to purchase those products and services. Symbols emphasize our brand expectations and shape corporate images. Symbols become a key component of brand equity and help in differentiating the brand characteristics. Symbols are easier to memorize than the brand names as they are visual images. These can include logos, people, geometric shapes, cartoon images, anything. For instance, Marlboro has its famous cowboy, Pillsbury has its Poppin Fresh doughboy, Duracell has its bunny rabbit, Mc Donald has Ronald, Fed Ex has an arrow, and Nikes swoosh. All these symbols help us remember the brands associated with them.
Brand symbols are strong means to attract attention and enhance brand personalities by making customers like them. It is feasible to learn the relationship between symbol and brand if the symbol is reflective/representative of the brand. For instance, the symbol of LG symbolize the world, future, youth, humanity, and technology. Also, it represents LGs efforts to keep close relationships with their customers.
2. LOGOS- A logo is a unique graphic or symbol that represents a company, product, service, or other entity. It represents an organization very well and make the customers well-acquainted with the company. It is due to logo that customers form an image for the product/service in mind. Adidass Three Stripes is a famous brand identified by its corporate logo.
Features of a good logo are :
a. It should be simple.
b. It should be distinguished/unique. It should differentiate itself.
c. It should be functional so that it can be used widely.
d. It should be effective, i.e., it must have an impact on the intended audience.
e. It should be memorable.
f. It should be easily identifiable in full colours, limited colour palettes, or in black and white.
g. It should be a perfect reflection/representation of the organization.
h. It should be easy to correlate by the customers and should develop customers trust in the organization.
i. It should not loose its integrity when transferred on fabric or any other material.
j. It should portray companys values, mission and objectives.
The elements of a logo are:
1. Logotype – It can be a simple or expanded name. Examples of logotypes including only the name are Kelloggs, Hyatt, etc.
2. Icon – It is a name or visual symbol that communicates a market position. For example-LIC hands, UTI kalash.
3. Slogan – It is best way of conveying companys message to the consumers. For instance- Nikes slogan Just Do It.
3. TRADEMARKS- Trademark is a unique symbol, design, or any form of identification that helps people recognize a brand. A renowned brand has a popular trademark and that helps consumers purchase quality products. The goodwill of the dealer/maker of the product also enhances by use of trademark. Trademark totally indicates the commercial source of product/service. Trademark contribute in brand equity formation of a brand. Trademark name should be original. A trademark is chosen by the following symbols:
(denotes unregistered trademark, that is, a mark used to promote or brand goods);
SM (denotes unregistered service mark)
® (denotes registered trademark).
Registration of trademark is essential in some countries to give exclusive rights to it. Without adequate trademark protection, brand names can become legally declared generic. Generic names are never protectable as was the case with Vaseline, escalator and thermos.
Some guidelines for trademark protection are as follows:
i. Go for formal trademark registration.
ii. Never use trademark as a noun or verb. Always use it as an adjective.
iii. Use correct trademark spelling.
iv. Challenge each misuse of trademark, specifically by competitors in market.
v. Capitalize first letter of trademark. If a trademark appears in point, ensure that it stands out from surrounding text.
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Articales from http://www.managementstudyguide.com
Those Who Measure, Measure Rubbish
is the translation of a play on words in German: “Wer misst, misst Mist”. Physicist use it to remind themselves that not all what they measure can be taken as hard facts.
Sales managers might want to adhere to this caution as well. Especially in uncertain times, it is important to have confidence, that what is measured are facts helping them to navigate through the turbulences.
Sales performance measured with company results
As the role of a sales force is to generate revenue for a company, and it is furthermore easy to measure, it is a frequently observed practice to use revenue as the primary performance indicator of the sales force. Andris A.Zoltners, Prabhakant Sinha and Greggor A. Zoltners remind us in “The Complete Guide to Accelerating Sales Force Performance” that company results are not necessary good hard measures for managing salespeople. They refer to findings from their statistical studies , suggesting that the one-year impact on revenue of a sales force at the sales territory level is anywhere from 20 to 90 percent. Admittedly, the book was published in 2001. I believe however that, with the self directed customers empowered by the Internet, the situation is probably even worse today,. But this is not the only problem. Revenue is also not an adequate indicator to understand coaching needs of salespeople.
Revenue is a lagging indicator
Revenue is the outcome of the sales process. It is the result of actions that have happened in the past. If the results are not satisfactory, we have to modify the process. For knowing where the process fails, we need measurements along the process chain, not only at the output
The root cause for missing the number might be found several months in the past. Despite this, result oriented managers tend to try to manage this outcome. directly This also means that corrective actions to curb the trend might show results much later than the patience of a sales manager lasts. Many “improvement plans” imposed to an under performing salesperson are thus self fulfilling prophecies for failure if results on revenue level are expected in a shorter time frame than the average sales cycle length.
Derived productivity indicators might be misleading
Also derived productivity ratios like sales per head or quota attainment are not necessarily good productivity indicators for the salesperson. As indicated in a previous post, quota attainment might reflect more on the ability of the sales managers to set realistic targets than on the salesperson to make the expected number.
The same is true for sales per head; especially if the manager has fallen in the trap of the law of diminished returns. This can happen when managers follow the rule that “more feet on the street” will increase revenue. In a saturated territory, there is just not enough potential for the additionally assigned sales person to bring in the expected revenue increase. So again it is more a result of a management decision than the salesperson’s ability to sell.
Alternative Indicators from the sales formula
In 2000 at the first indication of the burst of the Internet bubble, I proposed to my then employer the first version of the sale equation, built from indicators than can be influenced directly by the sales force. The potential impact of the formula was not very well understood at the time. Today it is known as the sales velocity equation. As the equation in its original form lead to wrong interpretations, I have it now reformulated to:
Revenue = ∫((# of Opportunities*average deal size*conversion rate)/time in funnel)dt
Don’t let yourself be scared by the math. Essentially, what the formula says is that revenue is dependent on the number of opportunities in the funnel, the average deal size, the conversion rate and average the time it takes to get an opportunity through the funnel.
The attractiveness of these indicators lays in the fact, that when put properly into the context of the sales situation, they allow to detect on what salespeople need to be coached to improve their performance. I have built a whole sales management training curriculum around this formula. Here we have only room to illustrate the use with an example.
Take a salesperson with a lower average deal size compared to peers. Root causes for this might be lack of capabilities for up selling or heavy discounting. With this knowledge, targeted coaching can take place instead of just pounding on the table and ask for more revenue. Also training initiatives become more targeted and outcomes become measurable.
Especially in tough market conditions, the conversion rate is probably the most effective parameter to focus on. Some experts go so far as to say that managing the conversion rate is the primary task of a sales manager. The conversion rate is also particularly important in complex sales situations as it is an effectiveness indicator. In view of this, I am always surprised how few managers, of those asking me for help to increase the productivity of their sales force, actually know their conversion rate on an overall level, let alone between stages of their sales process.
Conclusion
Performance improvement will have to start with the mindset of sales managers. Especially those believing that “only what can be measured can be managed” should accept that “not all that can be measured can be managed”. Eventually they will have to accept, that sales forces cannot be managed by spread sheets especially if they are full of revenue dependent ratios as sophisticated as they might be.
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