By Ralph R. Roberts
Fifty two Weeks of revenues luck, second version is predicated on Roberts' sequence of renowned weekly revenues seminars initially provided to his employees. Ralph now grants an identical power and sales-generating knowledge and shutting instruments to every person who's devoted to attaining his or her complete capability. during this moment variation, Ralph has improved and up to date the cloth to deal with matters very important to modern salespeople and divulges his field-proven options for promoting within the twenty first Century:Stop pondering like an worker and begin pondering like an entrepreneurSurround your self with optimistic peopleDevelop structures and proceduresHire an assistant, so that you can pay attention to clientsKnow your product, your self, and your clientUnder-promise, over-deliverTurn difficulties into possibilities
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Extra resources for 52 Weeks of Sales Success: Americas #1 Salesman Shows You How to Send Sales Soaring
DELEGATE THE WORK Once your procedures are in place and you have one or more assistants, as discussed in Week 8, “Hire an Assistant,” you can start focusing on what you do best and delegating the rest. Delegating becomes a matter of simply finding something that needs to be done and handing it off to the person most qualified and best trained to accomplish the task. ” Do it, delegate it, or ditch it. Ralph’s Rule: Train your assistants well, provide them with the equipment and resources they need to perform their jobs, and then give them the freedom and responsibility to do their jobs.
Only when the A list has been serviced does he turn to the B list. These are lesser prospects who with a little work might become A prospects one day. The C list is mostly the “discard pile”—those clients or deals that produce either so little profit or so much trouble that they’re better off going elsewhere. Here’s another technique. Several years ago, when I first met my friend Allan Domb, the condominium king of Philadelphia, I was impressed by his ability to rank all these calls in order of importance.
You can handle the arrangement any way you wish. You may include someone, probably yourself, who plays the role of rain maker—attracting new business; another person who takes care of the actual selling of product; and a third person in charge of closing the deal and processing the paperwork. Each person on the team can have his or her own specialty. As business picks up, you can add members to the team to scale up for the increased workload and acquire talent the team is lacking. Always be in the process of recruiting new talent, and take your time adding members to the team, so you can add the cream of the crop.