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 Marketing Services , door-to-door sales technique and door to door Marketing Services in mumbai.

We convert potential customers to sustainable clients in the shortest space of time( door to door sales, door to door Marketing Services ). 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 Marketing Services 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

Door to Door Sales Agency

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?

Sales & merchandising
Shopper & Retail Marketing
Direct sales
Sales promotion
Consumer sales promotions
Trade sales promotions
Promotions team

Product launches
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Free Sampling Activities
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Merchandising

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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Strategy #2: Target Mobilizers, Not Advocates

As we noted earlier, in conventional sales training reps are taught to find an advocate, or coach, within the customer organization to help them get the deal done. They’re given a laundry list of attributes to look for. The description below, compiled from dozens of companies’ training materials, suggests that the ideal advocate:

is accessible and willing to meet when asked

provides valuable information that’s typically unavailable to outside suppliers

is predisposed to support the supplier’s solution

is good at influencing others

speaks the truth

is considered credible by colleagues

conveys new ideas to colleagues in savvy, persuasive ways

delivers on commitments

stands to personally gain from the sale

will help reps network and connect with other stakeholders

We heard the same list, or a variation on it, from sales leaders and trainers the world over. It turns out, though, that this idealized advocate doesn’t actually exist. Each attribute can probably be found somewhere in a customer organization, but our research shows that the traits rarely all come together in one person. So reps find themselves settling for someone who has some of them. And when choosing an advocate, we’ve found, most reps walk right past the very people who could help them get the deal done—the people star performers have learned to recognize and rely on.

In our survey of customer stakeholders, we asked them to assess themselves according to 135 attributes and perspectives. Our analysis revealed seven distinct stakeholder profiles and measured the relative ability of individuals of each type to build consensus and drive action around a large corporate purchase or initiative. The profiles aren’t mutually exclusive; most people have attributes of more than one. Still, the data clearly show that virtually every stakeholder has a primary posture when it comes to working with suppliers and spearheading organizational change.

Here are the seven profiles we identified.

1. Go-Getters.

Motivated by organizational improvement and constantly looking for good ideas, Go-Getters champion action around great insights wherever they find them.

2. Teachers.

Passionate about sharing insights, Teachers are sought out by colleagues for their input. They’re especially good at persuading others to take a specific course of action.

3. Skeptics.

Wary of large, complicated projects, Skeptics push back on almost everything. Even when championing a new idea, they counsel careful, measured implementation.

4. Guides.

Willing to share the organization’s latest gossip, Guides furnish information that’s typically unavailable to outsiders.

5. Friends.

Just as nice as the name suggests, Friends are readily accessible and will happily help reps network with other stakeholders in the organization.

6. Climbers.

Focused primarily on personal gain, Climbers back projects that will raise their own profiles, and they expect to be rewarded when those projects succeed.

7. Blockers.

Perhaps better described as “anti-stakeholders,” Blockers are strongly oriented toward the status quo. They have little interest in speaking with outside vendors.

Our research also reveals that average reps gravitate toward three stakeholder profiles, and star reps gravitate toward three others. Average reps typically connect with Guides, Friends, and Climbers—types that we group together as Talkers. These people are personable and accessible and they share company information freely, all of which makes them very appealing. But if your goal is to close a deal, not just have a chat, Talkers won’t get you very far: They’re often poor at building the consensus necessary for complex purchasing decisions. Ironically, traditional sales training pushes reps into the arms of Talkers—thus reinforcing the very underperformance companies seek to improve.

Concept of Press Kit and Organizing Press Conferences

Organizing a Press Conference

Press conferences are the mechanism through individuals, institutions, and stakeholders reach out to the people. Since the media is the transmission mechanism for communication between these groups and the people, it is necessary to organize press conferences to drive the message that these groups want to be conveyed to the people. Hence, it is the practice in modern democracies to organize press conferences wherein the stakeholders invite presspersons and mediapersons and put their point of view across. There are many things that go into organizing press conferences and in this article; we discuss some of these aspects. The first and foremost requirement for a press conference is the press release that lays out the message sought to be conveyed in a concise and lucid manner. The press release is the first formal communication that is sent out by the stakeholders to the mediapersons inviting them for a lengthy press conference or if the mediapersons cannot attend for some reason or the other, the press release serves as the reference point for media coverage. Hence, caution must be exercised in drafting the press release and the wording in the release must be chosen judiciously.

The Concept of the Press Kit

The press kit comprises of the press release, the accompanying material that elaborates on the topic, and any other items that need to be bundled together so that the mediapersons have all the information that they need. It is the practice by many stakeholders to include gifts and complementary items in the press kit so that the mediapersons have an incentive to attend the press conference as well as an incentive to report the topic. Of course, given the recent scandals in the media about how the press is compromised because of monetary gains, the gifts and the complementary items must be chosen with care so as to ensure that the stakeholders do not go overboard in showering largesse on the mediapersons. In cases where there are no formal press conferences and the media is invited to cover an event or a happening, it is the practice to include documentation, pamphlets, and complementary items in the press kit so that the mediapersons are made aware and informed about the event or the happening. Apart from this, the process of organizing a press conference also involves booking the venue for the press meet and arranging for refreshments as well as providing for acoustics and lighting so that the visual media have the necessary infrastructure to cover the press conference.

Final Thoughts

Finally, it needs to be mentioned that the press release should be sent before the press conference preferably a week in advance and the press kit made available at the venue. The point here is that these things should not get mixed up as the mediapersons might abstain themselves from the press conference if they find that they have all the information that is needed and that their presence in the press meet does not serve any purpose.

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Articales from http://www.managementstudyguide.com

‘Sales Process’ Is In The Air

There is a lot written about the sales process these days:

Dave Brock has written several pieces on the sales process recently. He now has launched an initiative to get some new thinking on the subject by asking “What’s the Future of Buying”.
I have seen several contributions by Sharon Drew Morgen, besides her new book ‘Dirty little Secrets…’, reminding us that we should stop talking about selling and trying to understand to the extent possible how people and organizations buy.
Ardath Albee in her book “eMarketing Strategies for the Complex Sales” proposes a marketing flavored look on the buyer’s journey. A particularity of her model is that it does not imply a linear process as most others do.
Axel Schultze wrote in a recent blog post that our sales processes are old and suck.
There is a Discussion going on on LinkedIn for several weeks now about what the right steps of a sales process are.
Sales 2.0 Network now offers Dealmaker Genius helping to design your sales process in 15 minutes for free.
Landslide has a similar offering for building a sales process. So these people believe that this task can even be automatized.
Then there are those who still believe selling is an art and therefore cannot be captured in a process.

This list is certainly only capturing the proverbial tip of the iceberg of what can be found in recently published books, on social networks, on blogs etc..

Why now?

I think we are seeing signs of a perfect storm forcing us to rethink professional selling:

Despite massive investments for many years in CRM systems, in the design and implementation of sales processes, in training initiative on sales methodologies and selling skills for , sales performance is probably at its lowest since CSO Insights started tracking it some 15 years ago?
Current economic conditions do no longer allow us to continue with such investments even though they seem to be needed more than ever.
Web 2.0 has shifted the negotiation power clearly in favor of the buyer.
Marketing makes claims to be more involved in the revenue gen process wanting to manage and qualified leads when they are ‘ready to buy’.
There is an ever growing number of tools under the Sales 2.0 acronym suggesting they can improve sales performance.

Some new thinking to weather the storm

The customer’s buying journey has to be taken as a given. With the model of looking at the complex buying journey as a change management process I have helped my customers to get a lot of clarity. The focus is thereby not so much on the activities the buyer undertakes, but the intermediate decisions taken to finally arrive at the buying decision. The journey though does not end there. We should not ignore that the buyer then will also decide whether the value promised with the purchase was also delivered. As was pointed out in a recent article in the McKinsey Quarterly, this notion will be essential how the buyer’s journey will look the next time it is started by a trigger.

It is probably also save to assume that increasing sales performance will need tighter collaboration between sales and marketing. Talking about a sales process alone will therefore be of little help. As we see the term Chief Revenue Officer emerge for the person who oversees this collaborative working of sales and marketing to generate revenue streams, the term Revenue Generation Process might help us to define what we will need instead.

What do we want the Revenue Generation Process to do?

There will be a lot of debate on the purpose as there is with the sales process.

Attempts to make it a recipe book, prescribing the activities sales and marketing have to undertake for generating revenue, will fail. For me the Revenue Generation Process should do the following:

Get the sales and marketing organization to have have a common understanding where a buyer is in its journey based on observable reactions from the buyer.
Define accountability for sales and marketing along the customers journey.
Stimulate forward looking discussions on how best to pursue a lead/opportunity (i.e. next best actions to help the buyer to make the next decision, recycle a stalled or lost opportunity, abandon a lead/opportunity or a buyer)

As a byproduct, such a Revenue Generating Process, will also provide better forecasting and indications where sales and marketing people will need coaching to improve performance.

The role of the sales person in the Revenue Generation Process?

For salespeople to be successful and provide value within this framework, they need to be very versatile. The buyer’s need for help will determine when they will be involved in the process. This might be as early as helping the buyer to identify pain, or starting at helping to formulate a vision how to get remedies for the pain (solution). In other cases, there first buyer contact will be helping validate a solution the buyer has already envisaged on its own or even later helping to hedge cost and risk to find the best vendor. We will also have to accept, that there will be a growing number of situations, where salespeople cannot add value to the buyer and should therefore not be involved at all.

For the involvement of a salesperson to be effective, marketing, already involved in the revenue generating process must though make sure that full access to the information how the buyer has arrived at this point of first contact. Even if marketing is qualifying leads based on observable buyer’s actions (click through, surf path on web site, social media interactions, webinar attendance, white paper requests etc.) this information must be available to the salespeople so they can provide maximum value at their point of contact with the buyer.

Salespeople, in return, must provide a protocol of all their interactions they have undertaken, in case a lead/opportunity is returned to marketing for recycling or nurturing. Then marketing can decide on the most effective campaigns to help the buyer to come to a point where contact with the salesperson is needed again to continue the buyer’s journey.

Implementing a Revenue Generation Process.

For a successful implementation of such a process including the support by adequate systems, a fundamental mind shift will be needed from all involved. Transparency and accountability must be the norm for such a Revenue Generation Process to produce results. To get to the needed transparency, trust between those involved is required. This is a particular challenge for the leadership up and including the C-Suite. In many cases, this will mean first abandoning old management practices which currently cause reluctance with salespeople in many organizations to share information in the detail needed for a successful implementation of a Revenue Generation Process.

What are your thoughts on this? What have I forgotten? Where am I wrong? Which view do you share?

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