April 02, 2009 Issn:1528-3992 - Circulation:18,000+

Copyright©2008 
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"Beware the wrath of a quiet man."
- Chinese Proverb

In This Issue...

1. A Word from the "Editor"
2. HeadLine Article:
 Making Your Case
3. Interactive Clas^sifieds
4. Hot Biz*Tip- Basics
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1.) A WORD FROM THE "EDITOR"
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editor@online-exchange.com
 


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2.) HEADLINE ARTICLE
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At a recent industry conference, I saw and heard several different sales presentations as sponsors of the conference presented their products and services. Unfortunately, most of them missed the mark. But they are not alone; many sales presentations are ineffective. Having been subjected to dozens of sales presentation over the years, I have discovered that most sales people fail to deliver a great presentation. Yet, delivering an effective sales presentation is critical if you want to succeed. Here are few key points to consider as you prepare for your next meeting.

Start with impact. Don't waste valuable time talking about your company or your products, services or solutions. Instead, demonstrate that you understand your prospect's pain, problem, concern or issue. This will capture their attention. One of the most fatal blunders sales people make is to spend the first five to ten minutes of their presentation talking about their company. I have heard far too many sales people tell prospects how long they have been in business, about the awards their company has won, or what makes them different. But this approach does little to interest or engage the prospect because it does not address their key concerns. Here's an example.

Instead of thanking your prospect for taking the time to meet with you, highlight a current problem that the prospect is facing and the potential impact on their business. This means that you MUST conduct due diligence BEFORE you meet with a new prospect. Once you know their problems you can offer your solution to this problem. Repeat this process as you continue your presentation.

Show, don't tell. Whenever possible, use props in your presentation. Instead of telling your prospect the results you can help them achieve, show them what you do. During the conference I mentioned at the beginning of this article, one sponsor showed an example of her work to help people connect what she was saying to an outcome. As she said, "I can help you develop marketing materials," she held up a brochure, a postcard, and a letter she crafted for a client.

Third party testimonials are one of the most powerful presentation tools you can use. Consider the late- night infomercial. The proven formula consists of identifying the problem followed by several testimonials that state how much better life is since using that particular product. You can use this approach, too by showing your prospect a testimonial letter or video that outlines a key outcome that is similar to a situation they may be facing.

Focus on your prospect. Most sales people fail to make the presentation about the other person and use a lot of "I" or "me" or "we" language. But your customer doesn't care about you. They want you to talk about them. They want to know how you, your product or service will help them solve a problem. Before you actually deliver your presentation or present your business case, run through it to make sure that everything focuses on the prospect, their business, their company, and their problems. If possible, rehearse it at least one time and record it so you can hear exactly what you say and how you say it.

Show the ROI. Also known as the WII-FM theory-What's In It For Me? Every sales presentation MUST focus on how your customer will benefit from using your product, service, solution or company. Will your product or service reduce expenses, improve productivity, eliminate errors, shorten shipping time, or increase sales? When possible use figures, numbers, dollars or percentage to demonstrate actual results. However, make sure that it is easy to understand the bottom line. The less you try to "sell them" and the more you focus on helping them solve a problem, the more you will stand out from your competition.

Address the risk issue. Virtually every new prospect you meet with has some concern about using your product, service or company or about changing vendors or suppliers. In today's tough sales environment, it is essential that you address this in your presentation. Don't ignore it! Here is how you do it.

First, ask your prospect, "What concerns, if any, do you have about changing vendors?" This demonstrates that you recognize that they may be concerned about switching suppliers. It can instill confidence, and in many cases, it will uncover additional information you can use to improve your presentation. Pause briefly before offering a reason why it makes sense to make the change. This is much more effective than simply telling your prospect why they should do business with you. It separates you from most of your competition.

Modify your approach and use these steps. You will quickly notice an improvement in your results.

© 2009 Kelley Robertson, All rights reserved.

Kelley Robertson, author of The
Secrets of Power Selling helps sales professionals fine- tune their selling habits so they can reach their sales targets and quotas. Receive a F.REE copy of 100 Ways to Increase Your Sales by subscribing to his free newsletter available at www. kelleyrobertson.com. Kelley conducts workshops and speaks regularly at sales meetings and conferences. For information on his programs contact him at 905-633-7750 or Kell ey@RobertsonTrainingGroup.com.


 

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3.) INTERACTIVE CLASSIFIEDS
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4.) HOT BIZ*TIP
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Basics

File sizes tend to be one of the more perplexing issues for both the fledgling and intermediate computer user. So, I've put together a breakdown of the various file size "units" you may encounter.

Bit- The smallest unit in computing. It can have a value of 1 or 0. It is either “on”  or “off”. The combinations of 1 or 0 make up a byte.

Byte - A (still small) unit of information made up of 8 bits. This is equivalent to one letter or number.

Kilobyte(KB) - A unit of approximately 1000 bytes (1024 to be exact). Most download sites use kilobytes when they give file sizes.

Megabyte (MB) - 220 bytes = 1,048,576 bytes or 1,024 kilobytes. Sometimes used to mean 1 million bytes.

Gigabyte (GB) - Approximately 1 billion bytes (1024 MB). Most hard drive sizes are listed in gigabytes.

Terabyte (TB) - Approximately 1 trillion bytes (1024 GB).  That's 1,000,000,000,000 bytes

Humungabyte (HB) – only kidding <Grin> it IS April Fools Day.

OK, now for a little practical application.

A 3 1/2" floppy disk holds 1.44 Megabytes (1,474 KB).

A CD Rom holds 650-700 Megabytes (though most programs you get don't utilize the whole amount). This would be around 450 of those 3.5 floppies.

A 20 Gig hard drive will hold the same amount of info as 31 CD ROMs or 14,222 floppy disks.

It takes between 7-10 minutes to download a one megabyte (1024 KB) file using the average dial up internet connection.

A typical page of text is around 4KB.

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CONTACT INFORMATION-

Editor: Debbie Solomon
http://www.marketingtrendz.com
MarketingTrendz
1640 West Sandpiper Circle
Pembroke Pines, FL 33026
support@marketingtrendz.com


_______________________


DISCLAIMER-

THIS DOCUMENT IS PROVIDED FOR INFORMATIONAL PURPOSES ONLY.
The information contained in this document represents the current view of MarketingTrendz on the issues discussed as of the date of publication. Because MarketingTrendz must respond to change in market conditions, it should not be interpreted to be a commitment on the part of MarketingTrendz and MarketingTrendz cannot guarantee the accuracy of any information presented. Information provided in this document is provided "AS IS" without warranty of any kind, either express or implied, including but not limited to the implied warranties of merchantability, fitness for a particular purpose and freedom from infringement. The user assumes the entire risk as to the accuracy and the use of this document.

All opinions and viewpoints in each editorial of The OnLine Exchange Ezine is expressed solely by the editor and writer, Debbie Solomon. The opinions set forth by the editor is not necessarily an interpretation of viewpoints made by the company.

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