Professional Sales Training on Techniques to Build an Introduction in 3 Easy Stages

Step 1: Introduce you and your business or product

Start with your name and hand the prospect your business card. A good sales technique at this stage is to add something about you that could be of benefit to the customer. Don't just call yourself a sales representative as that offers no benefit to the buyer and may make them defensive. You want something about you that supports your objective of closing a sale. This could be your position in the company, especially if it is your own small business. Maybe you have a technical qualification or a title that will give the customer confidence in you and what you present to them. This can be a really effective selling technique if you use an advisory sales style or sell a technical product.

Now follow your name with either your company or product details. This is a good professional sales training technique. You are looking to give the buyer points of reference. This is how we navigate through new situations. We look for information we are familiar with. So give your customer clear words and phrases that allow them to quickly find something similar to what you do in their memory and experiences. Many sales people make a common mistake here and use technical jargon. The best sales techniques to use here are to keep it simple and let the buyer find familiar territory. If the buyer will recognise your company name and know instantly what you supply, then use it. If your products, or types of products, will be more familiar then include them. If the buyer will not have heard of either then relate your products to something they will know, such as what your product will replace, or the main competitor.  

Step 2: Your main selling point

Step 2 of this professional sales training on building a sales introduction is to start grabbing the buyer's attention. In step 1 you have used just a few quick lines to introduce you and your company or product. Now tell them what your main sales point is. In years gone by this used to be called your unique selling point, or USP. Nowadays it is very unlikely you will have a unique selling point because as soon as a company gets one it is soon copied by the competition.

Your main selling point can be related to your company's image. It could be the high quality service you offer, your history in the market, specific benefits you offer to customers, or many others. This can often be a sales technique where many small business sales people have an advantage over the large corporations. They can have a more unique main selling point that differentiates them from the rest. A good professional sales training tip is to start thinking about your company's sales angle. Are you priced focus and offer the cheapest prices. Do you have excellent customer service, or are your products unique in some way. Find that sales angle and add it into your sales introduction stage of your sales process.

Step 3: The reason you are there

Step 3 is the most important line of your sale. It's the reason why you are there, and the reason why the customer should carry on listening to you. This is a professional sales training must do action. If you want to be successful in sales you must become fully competent at using this sales technique. Start by putting yourself in the buyer's position and think what you would want to hear that would grab your attention and retain your interest. Start with the phrase, I'm here today because, and see what naturally follows. The reason you are there must be a big possible benefit for the customer. You are not there to see if you can sell them something. Be creative, think in terms of benefits, and write a list of possible gains the customer could get from listening to what you have to say. Here are some examples I have recently used while coaching field sales people:

I've asked to meet with you today because: We are specialist in supplying your industry. We have improved productivity for many companies like yours. I have a new product to show you that will... Our products can give you... I recently met with... and they said you might benefit from...

That's just a few ideas to get you started. Now write your own list and make it specific to your company and your products. Build up the possible benefits for your customers, and make yourself stand out from the rest. Use this professional sales training and you can quickly build an effective sales introduction stage for your sales.

I'm Stephen Craine, a working sales manager and trainer. The professional sales training above comes from the training and coaching I give to my working sales teams. We rely on these sales techniques to achieve targets and keep our jobs. This is not classroom training that only works in role play situations, this is real sales training developed in live sales situations with real customers. You can see more free sales training on building a stunning sales introduction, and free sales training on the other stages of the sale, on my website at http://www.sales-training-sales-tips.com/sales-techniques.html

The website is packed with free sales training, sales tips, and if you really want to know how to increase sales there are workbook training courses you can download and start using today. To visit the site and click around the pages, open http://www.sales-training-sales-tips.com and get real sales training proven by working sales professionals.

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Professional Sales Training With a New Technique That You Will Not Have Seen Anywhere Else

Professional sales training builds new mental pathways that help you to flow through the selling process. You will acquire new ways of thinking that will increase your results in front of customers. This career sales training fires you into a motivated selling state so you can make the best of your skills and abilities. It also gives you a quick fire training exercise that teaches you how to use features, benefits, and closing, in a new way.

Try it for yourself with this quick training guide. This is a simple instruction on how to form a chain that starts with a customer need, and links features, benefits, and then moves to close the sale.

Take a need, want, or desire, that one of your typical customers may have. Now consider the best feature of your product or service that will meet that need. What is the benefit the feature provides that will satisfy the customer's need? A feature is something your product has or does. The benefit is what that feature does for the customer. A feature of a car could be that it does 40 miles to a gallon of fuel. One of the many benefits this supplies to the customer is that the low fuel consumption saves them money. To find the benefits, think how the feature of your product fulfills what the buyer is looking for.

With practice and use of this professional sales training exercise, you will start to see different ways your product can benefit your customers. You will form new mental connections that matches features of your product to the many possible benefits. When you have connected the feature to the need, and a great benefit to the feature, you simply flow into your close of the sale. This is the simplest version of a Need-to-Close Chain

Now you can see the chain and how it is formed, you can start to practice the chain as a career sales training exercise. Chose another requirement a buyer may want from your product. For the next link in the Need-to-Close Chain select the best possible feature to meet that requirement. As you complete this link in the chain you are training your mind to connect features to needs. This time when you select the benefit the feature provides, explain what the benefit does for the buyer. Present in detail how this benefit gives them what they are looking for. Then smoothly add on the next link in the Need-to-Close Chain and close the sale with an agreement gaining question.

As you practice the chain you will build the connections that link needs, features, benefits and closing the sale. This is great sales training for helping you think on your feet in front of customers. It gets you out of the bad habits of segmented sales pitches. Segmented pitches are a result of some corporate sales training courses that teach sales structure in separate sections and don't focus on linking the sections together. As you use the sales training exercise start to increase the speed as you work through the chain. Get to a point where you can do it with unconscious competence. This is when it becomes really effective and starts to become part of your selling skills.

To get the best results from this free sales training, consider the sales and motivation training needs that you have.

If you want a training technique that gives you a sudden burst of motivation, then practice the exercise between appointments. It is a fantastic way to get into a top selling state, that gives you access to all your resources, and allows you to use your skills to full effect.

When you get a new product, and you want to build your sales pitch, the Need-to-Close Chain is the perfect way to form a pitch. Instead of thinking in just boring old technical features, you start by picturing a buyer's needs. Then work through the chain for each need and link it to features and benefits. Follow this by going straight into an agreement gaining question.

For all trainers and team managers this is a professional sales training tool. Use it to liven up training sessions. Install the behaviour of linking through the chain into your sales team. It's a great interactive team exercise that creates a new way of thinking that will increase sales and conversion rates.

This is only a brief outline of the Need-to-Close Chain and how you can benefit from using it. There are many more ways to incorporate it into your daily routine or your teams sales training. For more information on sales training focused on the Need-to-Close Chain and a free ebook on how to use it to its full effect go to http://www.sales-training-sales-tips.com/free-newsletter-sales-training.html

Stephen Craine is a working sales manager and trainer for a major UK company. He uses his experience of sales, motivation training, NLP, and personal development coaching to achieve results for himself through the achievements of others in a sales environment. All the sales training presented here, and on the website, has been tested and proved by working sales people in real sales situations. There are no acronyms, buzz words, or complicated techniques to market training courses. The focus is on practical sales training that achieves results.

For more free sales training and sales skills information, and to see what else might be of interest to you or your company, visit the website at http://www.sales-training-sales-tips.com

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The Definition of Sales - Professional Selling Defined

Before I define professional selling. Let's look at some of the related professions. Below are some definitions of professions/occupations that relate to professional selling from Wikipedia:

Marketing is defined as an ongoing process of planning and executing the marketing mix (Product, Price, Place, Promotion) for products, services or ideas to create exchange between individuals and organizations
Advertising is defined as a form of communication that typically attempts to persuade potential customers to purchase or to consume more of a particular brand of product or service.
Public relations is defined as the practice of managing the flow of information between an organization and its audiences.
Sales Promotions is defined as the pre-determined actions designed to increase consumer demand, stimulate market demand or improve product availability for a limited time (i.e., contests, point of purchase displays, rebates, free travel, and sales incentives.)

What about the sales profession?

Notice in the above definitions, the profession is *not* defined as the individual. For example, marketing isn't defined as "people who market." Yet, the sales profession is often explained as "individuals who sell." Therefore, selling shouldn't be defined in this manner. Notice also, that the above professions are *not* defined by the activities of those individuals. In other words, the profession of advertising isn't defined as "placing ads on television." Therefore, selling shouldn't be defined in this manner.

Academically, selling is thought of as a part of marketing, however, the two disciplines are completely different. Sales departments often form a separate grouping in a corporate structure, employing individuals who specialize in sale specific roles. While the sales process refers to a systematic process of repetitive and measurable milestones, the definition of the sales "profession" doesn't exist (until now with this article).

So the questions become:

Who is "in" the profession and who is not?
How does selling relate to marketing, advertising, promotions, and public relations?
What shared competencies do individuals within the sales profession need?
How do these competencies align to roles in terms of focus and differentiation?

A definition should provide a meaning. To determine the meaning of the sale profession, it is useful to determine what the sales profession *must* contain.

The following three tenets are required for professional selling:

The focus of the sales profession centers on the human agents involved in the exchange between buyer and seller
Effective selling requires a systems approach, at minimum involving roles that sell, enable selling, and develop sales capabilities
A specific set of sales skills and knowledge are required to facilitate the exchange of value between buyers and sellers

Within these three tenets the following definition of profession selling is offered by the American Society of Training and Development (ASTD):

Professional Selling is:

 "The holistic business system required to effectively develop, manage, enable, and execute a mutually beneficial, interpersonal exchange of goods and/or services for equitable value."

Note: this definition was published by ASTD in 2009.

What does this definition accomplish?

First, it creates a definition of world class selling. An organization wishing to benchmark its selling effectiveness can leverage the above definition to clearly understand strengths and weaknesses. Without such a definition, most adjustments to the selling team are arbitrary and subjective. By understanding the system's view required for selling effectiveness, organizations can look at indidual sales team members as well as sales team processes and tools and how they align to the buyer.

Second, it allows for more consistent results in performance through the clear establishment of roles regarding who is "in" and who is "out" of professional selling. For example, if it doesn't involve a human agent, it is not within the sales profession -- it's a marketing function with a transaction (i.e., a "sale"). For this definition, sales operations, sales recruiters, and sales trainers are "in" the profession because they possess unique skills outside of their regular job titles. They posses knowledge and skill that is unique to enabling the definition.

Third, the definition lays the foundation for sales talent management/people strategies. With such a definition, sales development employees can create learning solutions that fit the unique aspects of a sales culture. At the same time, front-end recruitment strategies and more clearly tie to retention strategies.

Fourth, it helps organization on exemplary performance. By setting a bar with such a definition, organizations don't have to settle for mediocre sales effectiveness. They can use the definition to help bridge the gap between sales capacity and sales team competency.

Dr. Brian Lambert is a senior analyst for Forrester Research serving Technology Sales Enablement Professionals. He covers the strategy, processes, and execution associated with helping sales team members achieve their desired business outcomes through more effective collaboration and behavior change. Brian researches key challenges associated with sales enablement, including helping sales team member's effectively model customer needs and map solution capabilities to those needs within each sales conversation. He also researches the impact of today's complex and changing business environment on portfolio, marketing, and sales team members as they design; implement; and reinforce training, talent management, leadership development, performance, and adoption strategies needed to improve the skill, expertise, and results of team members.

Brian is a highly sought after world-wide speaker, author, and trainer on sales competency, sales performance, sales process, sales professionalism, sales ethics, and sales process.

Find out about Brian at http://www.forrester.com/rb/analyst/brian_lambert

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Powerful Professional Sales Training Closes More Sales

I'm not a big fan of the term "sales techniques" because "techniques" could imply some kind of manipulation. The top sales professionals never use tricks or manipulation to close more sales. They use sales skills and sales strategies that best communicate the benefits of their products or services. There is no room for manipulation in professional sales training. The top sales professionals don't try to out smart their sales prospects. Instead, they are straightforward with their prospects and use their selling skills to follow a well-defined sales process. You'll find those selling skills in professional sales training.

If you want your prospects to be straightforward with you, you must be straightforward with them. Let me give you an example on how being straightforward with your prospects will help you close more sales. The selling skill outlined below is ideal when working in a highly competitive sales scenario.

Selling Skills

Today's markets are extremely competitive. Every day, products from all around the world compete for every single sale. This competitive sales environment keeps commissions high and the demand for the selling skills of top sales professionals strong. However, competition also keeps us on our toes and puts pressure on the sales process. The top professionals know they must separate themselves from the competition and show that their product or service best addresses their prospect's wants and needs. This can be accomplished with straightforward communications, between buyer and seller, during the sales process. This professional communications process is a selling skill and not a sales technique because it involves open and straightforward communications. I'd like you to take a closer look at these selling skills put to work when you find yourself surrounded by the competition.

Professional Sales Training

Here is some professional sales training advice for salespeople in highly competitive markets. These selling skills work well even when you know that you represent the higher priced solution. Yes, you can win with the higher price even when the competition has you surrounded once you master this selling skill. Let's put this sales strategy to work.

During the Probing step of the sales process, ask your prospect what separates them from their competition. I never heard a prospect say their product was the cheapest. Instead, they talk about their product's value. They may say their product is manufactured better or they have the best customer service or mention some other aspect of the value represented by their product. Why is this important? Because, you just made value, and not price, the dominant element of the prospect's evaluation criteria. In a competitive situation, someone is always ready to lower his or her price to close the sale. You don't have to play that game once you've firmly established, in your prospects mind, that value is what separates one product from another product. Anything can be made cheaper. True value is generated when something is made better and that's where you want your prospect focused. This is a very useful professional sales training strategy but we are not finished just yet.

Close More Sales

Next, explain to your prospect that there are many companies that would like to have their business and you would like to know what criteria would be used to evaluate different products. Yes, this is very straightforward and often it's the first time the prospect every thought about developing a purchasing criteria to evaluate products from different suppliers. However, once you are armed with this information, you'll know exactly which aspects of your offering must be highlighted to separate you from the competition. So, if your prospect says they looking for the most durable product, you'll want to spend extra time talking about the quality of your manufacturing process and how that results in a very durable product. There is no need for "sales techniques". Straightforward communications will get you all the information you'll need to close the sales. Take notes and list the entire evaluation criteria. Repeat it back to your prospect and get their agreement that they will base their decision on these points. But, we are not finished just yet.

Now you want to add to your prospects evaluation criteria to insure that your product's strengths are firmly listed on that list of product evaluation criteria. So, if your prospect fails to mention customer service as part of the criteria and you know you have superior customer service, you'll want customer service on the list of criteria your prospect will use to evaluate competing products. Ask your prospect why customer service is not on the list. Explain why quality customer service is important. Your mission is to get quality customer service on the evaluation criteria list.

It is interesting to note that "cheapest" never made it to the evaluation criteria. You now have a green light to present your product, point by point, as it relates to the buying criteria jointly established by you and your prospect.

This is the type of sales training I enjoy presenting because it represents straightforward communications during the sales process. I hope this professional sales training advice will help you close more sales.

About the Author

Nick Moreno, founder of the National Sales Center, is a well-established sales trainer and sales coach with more than 30 years of experience providing knowledge, empowerment and benefit to those he trains. Offering a competitive sales training advantage through education and cutting edge professional sales training DVD programs, his system, The Progressive Sales Process, is known for generating "Sales Superstars" who consistently reach much higher sales commissions. Mr. Moreno can be reached by contacting him at Nick@Nationalsalescenter.com or by visiting his web site at http://www.nationalsalescenter.com

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What's a Professional Sales Manager?

I was in the depths of a major depression. As a third year salesperson with a good company, I was doing well, and was on my way to becoming the top salesperson in the nation for that company. But business had slowed down a little, and I didn't have my usual number of proposals out for consideration. So, I wasn't as busy as usual. As my activity slowed, I began to worry. My doubts increased to the point where I had thought myself into a real depression, stuck on the question of "What's the use of trying?" The more negative my thoughts became, the less energy I had. My lack of energy led to fewer and fewer sales calls, which of course, led to less activity. And that led to more depressing thoughts. I was caught in a powerful downward spiral.

It was then that I caught a glimpse of what a professional sales manager is like.

Ned was my boss -- a sales manager of the highest caliber. He could see the symptoms of my sour state spilling over into everything I was doing. So Ned intervened. He arranged to have lunch with me, and listened patiently as I rambled on and on about my problems, my doubts, and my lack of activity. Finally, after I had dumped all my depression and negative thoughts on him, he looked me straight in the eye and said, with all the authority and resolve of someone who is absolutely sure of what they are saying, "Kahle, that's enough."

I was stunned. I was expecting empathy, an understanding shoulder to cry on. Instead, I got a simple, straightforward mandate. Ned knew me well enough to cut through all the fluff and come right to the heart of the matter. He said, "That's enough. That's enough feeling sorry for yourself. That's enough thinking all these negative thoughts. That's enough sitting back and not working as hard as you're used to. Stop it. You're better than all this. Stop it right now, today, and get your ..... back to work."

He saw my situation clearly. And he provided me the direction I needed. That conversation turned me around. I left my depression and negativity at that lunch table, and started back into my job with a renewed sense of the possible. A year later I was the number one salesperson in the nation for that company.

What made the difference in my performance was the skillful intervention of an astute and professional sales manager. He made the difference in my job performance, and that made a difference in my standing with that company. And that made a difference in my career. And that lead me to my current practice. It's entirely possible that I would not be doing what I do now, speaking and consulting with sales forces around the world, if it weren't for his timely intervention.

All of us have become what we are, at least in part, due to the impact other people have had on us. A professional sales manager is gifted with a rare and precious opportunity -- the opportunity to play a pivotal role in the lives of his/her charges. I so value the role that Ned played in my career, that the last paragraph on the "Acknowledgment" page of my first book reads, "Finally, I must make special, post-humus acknowledgement of the contribution made by Ned Shaheen, the best manager I ever worked for. It was Ned who, years ago, urged me to 'write the book...'"

So what does this have to do with being a "Professional Sales Manager?" During my 30 + years of sales experience and 16 years of experience as a sales consultant and sales trainer, I've encountered many sales managers. Some of have been good, many mediocre. But Ned was the best sales manager I ever met. He serves as a model for me. We can learn a number of lessons from him.

First, Ned knew the difference between the job of a salesperson and that of a sales manager. He had been a great salesperson -- like many sales managers around the world -- and had been promoted to sales manager. Yet he knew the jobs of sales manager and salesperson are completely different. A salesperson is responsible for building accounts and making sales. A sales manager, while ultimately responsible for the same results, understands that his/her job is to achieve those means through other people. A sales manager builds people, who in turn build the business. Salespeople focus on selling; sales managers focus on building salespeople.

As a sales person, I could comfortably take Ned into any account, secure in the knowledge that he wouldn't try to take over the presentation or usurp my relationship with the customer. I knew Ned was more concerned with me than he was about any one sale.

Ned knew that a salesperson was essentially a loaner, an individual who did most of his/her most important work by themselves, while a sales manager was a coach, whose only success derived from the success of his team. A sales manager's best work is always done, not with the customers, but with the people he/she supervises.

Ultimately, a sales manager is measured by the results achieved by his people. Sales, gross profits, market share, key product selling, -- all these typical measurements of sales performance are also one of the rulers by which a sales manager is measured.

So, an excellent sales manager, like a great soccer coach, is ultimately measured by his numbers. It doesn't matter how empathetic he is, nor how his players respect or like him, if year after year he produces a losing team. So it is with a sales manager. Ultimately, an excellent sales manager produces excellent numbers for his company.

In the five years that I worked for Ned, my own territory grew by $1 million a year, and the branch for which he was responsible grew from about $6 million to about $30 million.

Ned was excellent at one of the key competencies of the professional sales manager -- he had an eye for talent. He knew how to hire good people. After all, he hired me! Over the years, I watched him take his time, allowing a sales territory to go vacant for months, if necessary, while he waited for the right person to bubble up through his pipeline. Only one of his hires didn't work out -- which gave him an incredible winning percentage.

A professional sales manager understands the importance of making the right hire, is always recruiting in order to keep the pipeline of prospective salespeople full, and spares no expense to make sure the person he hires meets all the necessary criteria. When I was hired, I went through four interviews, and a full 10-hour day of tests with an industrial psychologist.

With all the time he took to make sure he was hiring the right person, Ned confided in me one day that, "It is more important to fire well then it is to hire well." He went on to explain that hiring sales people is an extremely difficult task, and that even the best sales managers fail at it frequently. Therefore, it was important to recognize your mistake quickly, and act decisively to fix it.

A professional sales manager, then, understands that when it is clear that a salesperson is not right for the job, he acts quickly, kindly, and decisively to terminate the individual, allowing both the individual and the company an opportunity to find a better match. Acting quickly to terminate a salesperson who isn't working out is both good business as well as good ethics. To allow a mediocre situation to fester to the detriment of the company, the salesperson, and the customers is to persist in a dishonesty.

Understanding that he works only through his sales people, and that he has the opportunity to make a great impact on his people, a professional sales manager makes it his business to know his people. Ned spent days with me in the field, talking not only about business, but also working at understanding the person I was as well. He'd arrange to meet me for breakfast or lunch regularly, even if he weren't spending the day with me. He wanted to get to know my wife as well, and paid close attention to her opinions. Several times over the five years we went to dinner as a foursome.

I could never stop in the office without being expected to sit in his office and talk about things. And, of course, there was the annual pig roast at his house, where all his salespeople and their families were invited to spend a fun day while the pig roasted over the spit. I was always a person to Ned, never just a "salesperson."

Because he took the time to get to know me, he was equipped with the knowledge of exactly how to best manage me. And he always saw the potential in me, and was ready to correct me when necessary. In the first year of my employment, I was earning the reputation among the inside customer support and purchasing people of being difficult and demanding. I was a hot-shot superstar who didn't take their feelings into consideration, and came into the office and dumped work on them. Ned let me know that my ways needed to change. At first, I didn't pay much attention. My numbers were too good for anybody to be concerned. So Ned let me know a second time that I was going to have to change. The situation was so acute, that the operations manager was lobbying to get me fired! Guided by his firm hand, I swallowed my pride, adopted a more humble attitude, and bought all the customer service reps a six pack of premium beer as a gift. My stock inside the company spring up dramatically, my ways corrected, and my future assured.

A professional sales manager guides and corrects his charges in order to help them achieve their potential.

Ned never stopped learning. He would often tell me about seminars he'd attended, books he'd read, or ideas he'd picked up by talking with other people. He knew that he never "knew it all." So it is with every professional sales manager. A real professional never stops learning. He understands that the world is changing rapidly, continually demanding new skills, new ideas, and new competencies from him. At the same time, his salespeople and their customers are changing also. So, he understands that he has a challenge to continuously grow and improve, to learn more and become btter at his job. Sales management isn't just a job, it's a challenge of a lifetime of improvement.

One more observation. Understanding that a professional sales manager is only successful when his charges are successful, an excellent sales manager supports, encourages and gives his sales people the credit.

It was the fourth year of my tenure, and Ned was lobbying for me to be awarded the "Salesperson of the year" award. It was given not only for sales performance, but for more subjective things - supporting the company's objectives and ethics, getting along with other people in the company, etc. The award was a great honor, and extremely difficult to win. Each sales manager nominated their favorite salesperson, and lobbied for one of their charges with the company's executives, who made the final choice.

The annual awards banquet was held at an exclusive country club, where the men wore tuxedos and the women formal evening gowns. When dinner was done, the speeches were finished and the lesser awards announced, it came time for the big one, the one I wanted.

The climate was tense and expectant. The entire room silent as the time approached for the announcement. Then, as the company president announced my name, it was Ned who thrust his fist in the air and shouted "YES!"

The photograph that hangs on my bedroom wall shows me shaking hands with the president and accepting the award. Look carefully and you'll see Ned standing proudly in the background.

There is a song that I find particularly moving. Perhaps you know the words made popular by Bette Midler. It goes like this,

"It must have been lonely there in my shadow...

Without the sun upon your face

I was the one with all the glory

You were the one with all the strength.

I can fly higher than an eagle

Because you are the wind beneath my wings."

Want to excel as a sales manger? Want to be a true professional? Look at your job as a unique opportunity to impact others, to select, correct, support and encourage your salespeople, to achieve your company's objectives by become a positive force in their lives. It's not a job, it's a mission. Be the wind beneath their wings.

And perhaps, one day, fifteen years from now, someone will write about you.

About Dave Kahle, The Growth Coach®:
Dave Kahle is a consultant and trainer who helps his clients increase their sales and improve their sales productivity. He speaks from real world experience, having been the number one salesperson in the country for two companies in two distinct industries. Dave has trained thousands of salespeople to be more successful in the Information Age economy. He's the author of over 500 articles, a monthly ezine, and four books. His latest is 10 Secrets of Time Management for Salespeople. He has a gift for creating powerful training events that get audiences thinking differently about sales.

His "Thinking About Sales" Ezine features content-filled motivating articles, practical tips for immediate improvements, useful resources and helpful tips to help increase sales. Join for NOTHING on-line at http://www.davekahle.com/mailinglist.htm

You can reach Dave at:
The DaCo Corporation
3736 West River Drive
Comstock Park, MI 49321
Phone: 800-331-1287 / 616-451-9377
Fax: 616-451-9412
info@davekahle.com
http://www.davekahle.com

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Professional Marketing With Literature Holders

Literature holders can be the best thing to happen to your small business since colored paper. Small businesses may find everything in its place and a place for everything is not always the case.

Customers and clients often expect to read magazines or other literature while waiting in reception areas. A doctor's office typically provides a television, music and reading material. The more people in a reception area, the more the perception indicates the high value of the product or service. By the same token, people are also observing other aspects of the business environment.

Magazines are often tossed from one area to another. Patients may put them on a chair, on a table, or the magazine may wind up on the floor. This can create the look of clutter and disorder. Not only that, someone will have to tidy up. A busy office will have people coming and going, and likely will require staff remain at their desks for service. When magazines are not grouped together in a central location or in a rack, it might be a chore to prune out very old ones. The longer a magazine is in an office, the more it will endure wear and tear.

Clients, patients or customers sitting in a reception area may have time to notice little things that mean a lot. Magazines and other material may be dog-eared, torn and smudged. Magazines that are not old may appear to be raggedy. People may decide that the state of the reception area is not up to what it should be.

A magazine display or holder is an easy method to meet the expectations of your customer or others in the reception area. They can relax not wonder. Everything will be in its place, and they can expect to engage with professionals. Customers, clients and patients should not need to hunt for something as simple as a magazine or reading material. They should not discover that an item in your office or reception area is overly worn from use.

Developing a good customer service experience can result when customers have expectations met. When expectations are met, customers can relax and enjoy themselves. They can focus on something other than little things like unmet expectations. They can focus on business. Customer service gestures can get everyone on board with business at hand, off to a productive beginning. Searching for reading material or distractions about disorder need not become part of unwanted perception.

Business cards, office newsletters, hours and other information can get a boost of professionalism by using acrylic displays. For business cards, just like magazines, people tend to want some order. People want to know that if they decide to take a business card from a stack of cards, they will not create a mess. Cards not in a holder often end up in unkept piles. People may be less likely to bother contributing to the mess by taking a business card. A person might also think unkept looking business cards or other literature are a business statement, unprofessional.

Displays also protect literature, business cards and magazines from smudging, stains, fingerprints and dust. People see print or pictures and want to reach out and touch these things at times. If something to read is on a table, chair or counter, a person may be inclined to pick it up for better reading. A piece of paper, even card stock, can be worn down and worse for wear after many people touch it. This means any information, messages or news on those reading materials may be difficult to read, and convey a less than professional, untidy message about a business.

There are a large variety of Literature Holders available online and some excellent ones at Display Stands be sure to have a good look around before making a purchase.

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