How is Commence CRM different from the others listed? That’s easy. Commence is more than a CRM software company. Coupled with the software is a team of highly skilled Sales, Marketing and Customer Service professionals that ensure the following:
All of the products listed offer similar functionality. What differentiates Commence CRM from the pack is that we are helping companies substantially improve how they market, sell and provide service to their customers. Learn about the Sales and Marketing Enablement programs coupled with our software and you will see the difference.
from Commence CRM http://www.commence.com/blog/2018/07/18/capterra-lists-most-popular-crm-software/ from https://commencecrm1.tumblr.com/post/176026698399
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By Dave Kahle “Selling is more difficult now that it was just a couple of years ago.” Most of the participants in my sales seminars nod solemnly when I make that statement. And then they begin to fidget in their seats when I follow that up with this: “And it will be more difficult next year than it is today.” They become really uncomfortable when I extend that idea: “And it will be increasingly more difficult every year thereafter.” That’s a sobering truth that we don’t like to face. Yet, just a little bit of reflection will convince us of the likelihood of that statement holding true. Aren’t the products and services you sell growing more complex and sophisticated all the time? Aren’t the demands of your customers growing more complex also? Aren’t the processes that you use to do your job effectively growing more intricate every year? Isn’t competition growing more challenging every year? Isn’t your company changing rapidly, and expecting you to be a part of those changes? Now, ask yourself one more question. What’s the likelihood that one day in the near future all of these trends will stop on a dime and everything will become simpler? You know the answer. The job of the field sales person will continue to grow more complex, more challenging and more difficult for the foreseeable future. So what does that mean to you? It means that you will need to continually change and adapt constantly. It means that you will need to become proficient at learning new things and improving yourself. It means that, from this point on, you will have two jobs: 1. Doing your job At first this seems unfair. There was a time, not so long ago, that a field sales person could pay his/her dues, put in a strenuous few years, and then begin to coast as you leveraged the relationships you created and the product knowledge you gained. Those days are gone. In their place is the time compressed, stress laden, constantly changing atmosphere we currently inhabit. It may seem unfair. You may have been born a few years too late. But, really, it’s not so different than other components of our economy. Aren’t manufacturers expected to constantly improve their products, and every now and then bring out a breakthrough new technology? Isn’t your company continually improving its processes? Aren’t your suppliers constantly bringing you ideas and services? Don’t your customers strive to continually improve their businesses and their processes? So why should field sales people be any different? They’re not. Welcome to the 21st Century. Welcome to the world of two jobs. What does all this mean to you? It means that you have to work as diligently at improving yourself as you do at selling and serving your customers. It means that you have to invest time and money in your other job. It means you need to become serious about taking your performance up a notch — to the next level. Where to start?I like to compare this job of continually improving yourself as being like golf. Everyone can golf. I know that, because I have done it a couple of times. Eventually I put the ball in that hole. So, I, like millions of other people, can golf. But I can’t golf very well. That takes some effort. If someone were to say to me that, by this time next year, I must be able to make my living golfing, I’d suddenly become very serious about it. I’d find the best golf coach I could find and arrange a whole series of lessons. I’d invest money in the best clubs I could get. I’d spend hours every day practicing. I’d invest major amounts of time and money in improving my golf skills. Continuous improvement in selling is like that. For the rest of your working life, you’re going to make your living, at least in part, by continually improving yourself. And, while everyone can do it, not everyone can do it well. Those people who learn to improve themselves well to grow faster and better than their colleagues, will be those sales people who will enjoy increasing income, more fulfillment, opportunities for greater challenge, and a satisfying personal life. It’s like golf. If you want to become better at it, you’ll invest time and money in improving your game. Here are some ideas to help you along. Start with a commitment of time and money.Begin by accepting the idea that constant improvement is now part of your job, and make a decision to take it seriously, to invest time and money every week in the process. Remember, it’s like golf. To get good at golf, you’d invest time and money. To become proficient at continuous improvement, you need to invest time and money also. Focus on best practices.I recently received a phone call from VP of Sales who said he was looking for the latest, new state-of-the-art selling techniques. I replied that he wasn’t going to find much of that. Almost all the behaviors of highly successful sales people are the same as they were a hundred years ago. The applications are more sophisticated, but the core behaviors are the same. Sales is still about creating relationships, understanding the customer, matching your product/service to the customer’s needs, negotiating next steps, leveraging satisfaction, planning and preparing properly. There is no magic to selling, and there are no secrets. Those are just enticing words designed to sell the latest sales book. Instead of magic and secrets, there are best practices and core competencies. Every profession in the world has evolved a body of knowledge about how to effectively practice in that professional. That body of knowledge is generally available to all the practitioners of that profession, and becomes the standard by which professionals in that field are judged. Every time I get on an airplane, I’m comfortable in the knowledge that my pilot has learned the best way to fly this plane, and it doesn’t much matter who the pilot is, everyone of them has been trained in the best practices. When I review the financial statements my accountant has prepared, I’m confident that those statements reflect her disciplined use of best accounting practices, and that every other accountant would recognize them. When I go in to see my doctor for my annual physical exam, I’m confident that he is using the best practices of his profession. That if I went to another doctor, because there is a recognized way to do this, the process and the results will be very similar. And so it is for every profession. It’s the way the world progresses. We build on the wisdom and experience of those who have gone before us. We don’t need to reinvent the wheel when it has already been around for generations. Why is it, then, that we think that every sales person has his own way of selling and that is OK? Why is it, then, that we think sales people should learn by trial and error, on the job? Would you expect your pilot, doctor, or accountant to figure it out for themselves? Are there any self-taught professional golfers out there? There are best practices for the job of field sales person. If you are going to continually improve, you need to study those practices. It’s what you do, not what you know.Occasionally I come across a sales person who says something to the effect of this: “I knew all that.” Too bad, he/she missed the point. The point is, continuous improvement is all about what you do, not just what you know. In other words, once you understand the best practices, you need to incorporate them into your routines. It is not enough just to know, you must do. Life is not about academics, and we don’t get paid for what we know. We get paid for the results we bring as a result of the actions we take. If you are going to grow, you need to be constantly prodded to put into action those things that you already know. Most human beings, left to themselves, would rather watch TV and goof off than do the hard work of continually improving themselves. Back to our golf analogy. I know how to grip the golf club, I know how to set up the shot, and I know how to swing correctly. But I very rarely do it! My problem isn’t what I know; it’s what I do. So it is with sales people. Ultimately, continuous improvement is about what you do. It’s one thing to know something, it’s another to consistently put that knowledge into action. I recall Isaiah Thomas, the superstar guard for the Detroit Pistons during their Bad Boy days. Isaiah had a new home built with an enclosed mini-basketball court. Why? So he could practice foul shots in his off time. Isaiah knew how to shoot. He had practiced that shot tens of thousands of times. But he was not as good at it as he could be, so he continued to practice. How about you? Do you know it all? Or are you, like Isaiah, dedicated to continuously improving what you do? About the AuthorDave Kahle is one of the world’s leading sales authorities. He’s written twelve books, presented in 47 states and eleven countries, and has helped enrich tens of thousands of sales people and transform hundreds of sales organizations. Sign up for his free weekly Ezine. His book, How to Sell Anything to Anyone Anytime, has been recognized by three international entities as “one of the five best English language business books.” Check out his latest book, The Good Book on Business. from Commence CRM http://www.commence.com/blog/2018/07/11/taking-your-sales-performance-up-notch/ from https://commencecrm1.tumblr.com/post/175783538904 If you are a large corporation looking for a robust CRM solution, your search will be a quick one as the Enterprise CRM sector is dominated by the three well known corporations listed in the chart above. If you are a small business looking for the basics to manage your accounts, contacts and a sales forecast there are a myriad of low cost solutions available to you. Strangely enough for midsize businesses (these are mid-market companies that need more than the basic solutions offer, but not the cost and complexity of an enterprise level system) there is a gap. Commence Corporation, manufacturers of Commence CRM, has targeted this mid-market CRM segment with a robust product offering that rivals enterprise level products costing much more. In addition to managing accounts, contacts, activities, leads, sales and reporting, Commence CRM offers a fully integrated Marketing application, a Help Desk Ticketing solution and a Project Management application with an interactive Gantt Chart. Commence CRM’s functionality and price points place it firmly in the mid-market segment for those who need advanced functionality at an affordable cost. Visit commence.com to learn more or to get a Free Product Trial. from Commence CRM http://www.commence.com/blog/2018/07/03/finally-comprehensive-crm-solution-for-midsize-firms/ from https://commencecrm1.tumblr.com/post/175509825229 By Dave Kahle “Good sales people are problem solvers.” Or, so the illusion goes. That belief ranks high on my all time list of the beliefs that most limit a sales person’s performance. This one is especially insidious because it is so commonly held, without reservation, by such a large percentage of sales managers and sales people. And it sounds so reasonable. The world is full of sales managers who gravely proclaim that good sales people are good problem solvers. Sales people who use that belief to give direction to their jobs are to be found in every sales force. The problem with this self-limiting belief, as in many such ideas, is that there is a grain of truth in it. Yes, good sales people are good problem solvers. However, they are so much more than just problem solvers. And, when a sales person or manager focuses on just that small piece of a sales person’s job, it eclipses all the other more pertinent ideas and limits the sales person’s effectiveness. It’s just human nature to live up to the visions we carry about ourselves. We allow our beliefs to dictate our actions. And when our beliefs are out of touch with reality, our actions are not nearly as effective as they could be. We see what we look for and we don’t see nearly as much of what we don’t look for. Sales people, then, who see themselves as “good problem solvers” naturally look around for problems to solve. In so doing, they miss huge opportunities to assist their customers in ways other than problem solving. In fact, many of the best sales people don’t look for problems to solve, they create discontent in their customers by showing them better ways to do things. Here’s a real-life example of a “problem-solving” sales person.I was asked by one of my clients to work with his sales force. The sales people were having trouble closing the sale. Here’s what happened in one sales call I made with one of their sales people. We were selling HVAC equipment, and the sales person had an appointment with the prospect. We met the prospect, and he explained that the building had been added onto several years before, but that nothing had been done to expand the capacity of the air conditioning unit. The company now wanted to do something about that. The sales person asked to see the area in question. He measured the square footage of the room, taking detailed notes on a form attached to his clipboard. Then he asked to see the existing equipment. We went up into the attic where it was located, and the sales person studied the existing unit, estimating the distance from the equipment to the addition. He ended his information-collecting by saying to the prospect, “I’ll fax you a proposal in a couple days. Will that be OK?” The prospect said yes. “If you like our proposal, what’s the possibility that you’ll buy it within the next few weeks?” Here’s what he said: “Oh, none at all. I’m just collecting information for budgeting purposes. We won’t actually buy anything until after the new fiscal year in January.” My sales person didn’t know that because he never asked. Instead, he focused on the problem to solve. Next I asked about the “situation.” I said, “When we met, you said that the addition had been completed a few years ago, but that nothing had been done to upgrade the air conditioning. Tell me, what’s changed about your situation? Why is this an issue now?” He said, “Well, we added space to this building several years ago. It’s always been stuffy in the new addition, but we got along OK. At least until last week, when we had a heat wave. The air conditioning had to work so hard that it froze up. So we unplugged it to let the ice thaw. As the ice thawed, it dripped through the acoustical ceiling directly onto the president’s desk. So, that’s why we’ve decided to do something about it now!” Then I said, “What are you looking for in a proposal?” He said, “Just a ballpark figure we can use for budgeting purposes.” I turned to my sales person and asked, “What’s a rough estimate of what it’ll take?” He responded, “About $3500.” Then I said, “What can we do to make you look good in this process?” He said, “I just want to get this off my desk. It’s an extra project I don’t need right now.” I said, “If we get you a ballpark figure, and a set of literature you can show to the boss today, will that help?” “That would be great,” he said. Finally, I asked, “How will a decision be made?” “Around here, the president makes all of those kinds of decisions. So, I’ll collect the information and give it to him, and he’ll decide what to do from there.” “Could we see him?” I asked. The prospect replied, “Would you?” “We’d be happy to,” I said. At that point, he set an appointment for us to talk to the president. Let’s analyze this experience.Notice that the sales person, who thought of himself as a “problem solver,” focused on the details of the technical problem. After all, what else would you expect him to do? Unfortunately, in so doing, he missed what the customer wanted entirely. He would have vainly spent hours preparing and faxing the quote, and then wondering why he didn’t close the sale. He was well equipped to respond to the technical specifications of the problem, but didn’t have the faintest understanding of what the customer really wanted, and therefore, little chance of closing the sale. To overcome the limitations and boundaries of this belief, you’ll need to think of yourself differently –you are not just a problem solver, you are a ‘customer-understander.’ When we begin to focus on the customer in a larger and deeper sense than just the immediate problem, we open up the possibility of uncovering larger and more significant opportunities within our customers. For example, when we take the time to understand the customer at deeper levels, we’ll discover the customer’s business goals and his deeply-held values. We may discover that he wants to grow his business by 20% next year, for example. Armed with that information, we can couch our proposals in terms that relate to his deeper, business goals. Or, we can create a unique proposal that speaks specifically to that issue. It’s in that area – bigger proposals for deeper needs – where the serious professional sales people distinguish themselves from the pack. The best way to change our beliefs, is to experience something which conflicts with them, and causes us to re-think those beliefs. In this issue, the best way to see yourself as larger and more capable than just a problem-solver is to focus on understanding your customers better by asking a set of well-constructed, prepared questions, and listening constructively to the answers. As you begin to gain success in understanding the customer better, you’ll change your view of yourself, and open up a world of greater opportunities. Great sales people are not just problem solvers. They are customer understanders. And when we get that belief, we rid ourselves of the bonds wrapped around our performance, and unleash our capabilities for greater return. About the Author:Dave Kahle is one of the world’s leading sales authorities. He’s written twelve books, presented in 47 states and eleven countries, and has helped enrich tens of thousands of sales people and transform hundreds of sales organizations. Sign up for his free weekly Ezine. His book, How to Sell Anything to Anyone Anytime, has been recognized by three international entities as “one of the five best English language business books.” Check out his latest book, The Good Book on Business. from Commence CRM http://www.commence.com/blog/2018/06/25/good-sales-people-are-problem-solvers/ from https://commencecrm1.tumblr.com/post/175243468444 Small businesses want to take advantage of the same technology and software solutions that larger firms are using to become more efficient with how they market, sell and provide service to their customers. This can be a significant challenge for smaller organizations however, because they typically do not have experienced sales, marketing or customer service professionals on board that can manage the implementation, utilization and support of the CRM solution. CRM by its nature dictates change. You cannot automate and streamline your internal business processes without impacting the policies and procedures that are currently in place. This requires experienced people and management’s commitment to supporting the changes necessary to improve the performance of the business. The high failure rate of CRM implementations among small to mid-size businesses is a clear indication that one or both are missing from the equation. As a result, small businesses are struggling with the adoption of CRM software. I have been engaged in more than 100 CRM implementations and there is a common denominator that separates the successful ones from those that are unsuccessful. It all comes down to the following: Strong Inside ManagementThe management had a clear vision of what they needed the CRM solution to do and how they will measure its success for their business. They were also committed to providing the leadership necessary to ensure their success. Outside ExpertiseThe management understood that they would require outside expertise and assistance to successfully execute their plan. They engaged my company’s on-boarding team to help implement a sales structure for managing the sales cycle; create a mix of marketing programs designed to build brand recognition and generate new business opportunities; and incorporate automated programs to improve the customer buying experience. Mutual CommitmentThe management was committed to ensuring that their staff was properly trained on how to use the software and realize the maximum value from the product. These firms viewed the implementation of CRM as a critical next step to improving their business performance and were willing to make the financial and managerial commitment to its success. This is why they were successful. Too often this is not the case in the SMB community where companies tend to purchase a CRM solution based on its cosmetic appeal or price but are not prepared to make the commitment necessary to ensure the successful implementation and use of the software. You see this across the board regardless of the CRM solution selected. The simple fact is that the successful implementation of any CRM solution requires a commitment to change management; a commitment to engaging outside resources to fill the experience gap; and a commitment to ensure that the staff is properly trained and supported before, during and after the implementation. About the Author:Larry Caretsky is president of Commence Corporation a leading provider of CRM software and best practices for improving marketing and sales execution. Caretsky has written hundreds of articles about CRM and an e-book, “Practices That Pay”. These can be viewed at commence.com/blog. from Commence CRM http://www.commence.com/blog/2018/06/19/small-businesses-struggling-to-adopt-crm-software/ from https://commencecrm1.tumblr.com/post/175046329114 With a myriad of CRM solutions to choose from, this article rounds up our “Top Two” picks for best CRM solutions of 2018 in each category by business size: large business, mid-size and small business. What differentiates these products from others is the following:
Best CRM Software for Large Business in 2018SalesforceBest suited for larger organizations who can deal with the complexity of implementation and customization of the software. Pros: Robust functionality and scalability, strong integration to disparate third-party products, offers an array of support services. Large installed base. Considered a leader in the sector. Cons: Somewhat of a dated user interface and viewed as cumbersome and hard to use. Can get as pricey as a BMW with options. Microsoft Dynamics CRMAlso suited for larger organizations with robust functionality requirements. Pros: Comprehensive functionality and scalable; also nicely integrated with an array of third party applications. Company reputation is strong. Large installed base. Cons: Sold through local third-party resellers which is concerning to some customers that want a direct relationship with the solution provider. Best CRM Software for Mid-Size Business in 2018SugarCRMA mid-market solution with good functionality, a large customer base and quality customer support. Pros: Good functionality and can be implemented on-premises or in the cloud. Cons: Customers find the solution a bit hard to use, add-on modules can be expensive and has a minimum of 10 users. Support can get costly. Commence CRMA comprehensive offering targeted at small to mid-size businesses. Attractively priced and offers an array of professional services. A trusted company in business for more than two decades. Pros: Robust functionality that rivals more expensive solutions, easy to implement and use. Customers give high marks for customer service. Cons: Integration with third-party products not as strong as others. Best CRM Software for Small Business in 2018ZohoA free offering with a number of add-on modules and features. Some limitations, but a good solution for the small office / home office (SOHO) environment. Pros: Just the basics, but does a good job supporting small business needs. Easy to use and has an upgrade path to more functionality. Cons: Some limitations; not enough customizability and support services are limited (primarily e-mail only). HubspotBasic low-cost offering for small businesses with a focus on contact management and marketing. Pros: Low-cost, easy to use and offers marketing automation. Free version available. Cons: Limited functionality and customization, no growth path outside of what the product currently offers. from Commence CRM http://www.commence.com/blog/2018/06/11/best-crm-solutions-of-2018-by-company-size-mid-year-roundup/ from https://commencecrm1.tumblr.com/post/174793621614 By Dave Kahle It is easy to work with people you like, and it is even easier to work with people who like you. But that’s not always the case. Sooner or later, you’ll have to deal with a difficult customer. Difficult customers come in a wide variety. There are those whose personality rubs you the wrong way. They may not be difficult for someone else, but they are for you. And then there are those who are difficult for everyone: Picky people, know-it-alls, egocentrics, fault-finders, constant complainers, etc. Every sales person can list a number of the types. But perhaps the most difficult for everyone is the angry customer. This is someone who feels that he or she has been wronged, and is upset and emotional about it. These customers complain, and they are angry about something you or your company did. There are some sound business reasons to become adept in handling an angry customer. Research indicates that customers who complain are likely to continue doing business with your company if they feel that they were treated properly. It’s estimated that as many as 90% of customers who perceive themselves as having been wronged never complain, they just take their business elsewhere. So, angry, complaining customers care enough to talk to you, and have not yet decided to take their business to the competition. They are customers worth saving. Not only are there benefits to your company, but you personally gain as well. Become adept at handling angry customers, and you’ll feel much more confident in your own abilities. If you can handle this, you can handle anything. While anyone can work with the easy people, it takes a real professional to be successful with the difficult customers. Your confidence will grow, your poise will increase, and your self-esteem will intensify. On the other hand, if you mishandle it, you’ll watch the situation dissolve into lost business and upset people. You may find yourself upset for days. So, how do you handle an angry, complaining customer? Let’s begin with a couple tools you can use in these situations. RESPECT.It can be difficult to respect a person who may be yelling, swearing or behaving like a two-year-old. I’m not suggesting you respect the behavior, only that you respect the person. Keep in mind that, 99 times out of 100, you are not the object of the customer’s anger. You are like a small tree in the path of a swirling tornado. But unlike the small tree, you have the power to withstand the wind. What is the source of your power? Unlike the customer, you are not angry, you are in control, and your only problem at the moment is helping him with his problem. If you step out of this positioning, and start reacting to the customer in an emotional way, you’ll lose control, you’ll lose your power, and the situation will be likely to escalate into a lose-lose for everyone. So, begin with a mindset that says, “No matter what, I will respect the customer.” EMPATHY.Put yourself in the customer’s shoes, and try to see the situation from his/her perspective. Don’t try and cut him off, don’t urge him to calm down. Instead, listen carefully. If someone is angry or upset, it is because that person feels injured in some way. Your job is to let the customer vent and to listen attentively in order to understand the source of that frustration. When you do that, you send a powerful unspoken message that you care about him and his situation. Often, as the customer comes to realize that you really do care and that you are going to attempt to help him resolve the problem, the customer will calm down on his own, and begin to interact with you in a positive way. Here’s how you can use these two tools in an easily-remembered process for dealing with angry customers. CRACK THE EGGImagine that you have a hard-boiled egg. The rich yellow yolk at the center of the egg represents the solution to the customer’s problem, the hardened white which surrounds the yolk represents the details of the customer’s situation, and the hard shell represents his/her anger. In order to get to the yolk, and resolve the situation, you must first crack the shell. In other words, you have got to penetrate the customer’s anger. Then you’ve got to cut through the congealed egg white. That means that you understand the details of the customer’s situation. Finally, you’re at the heart of the situation, where you can offer a solution to the customer‘s problem. So, handling an angry customer is like cutting through a hard-boiled egg. Here’s a four-step process to help you do so. LISTEN.Let’s say you stop to see one of your regular customers. He doesn’t even give you time to finish your greeting before he launches into a tirade. At this point, about all you can do is LISTEN. And that’s what you do. You don’t try and cut him off, you don’t urge him to calm down. Not just yet. Instead, you listen carefully. And as you listen, you begin to piece together his story. He ordered a piece of equipment three weeks ago. You quoted him X price and delivery by last Friday for a project that’s starting this week. Not only is the equipment not there, but he received an invoice for it at a different price than was quoted. “What kind of shoddy operation is this?” he wants to know. Do you understand how important his project is? Do you know how much time and money is at stake? If he doesn’t get his equipment and something happens to this project, you’re going to pay for it. He knew, he just knew he should have ordered the equipment from your competitor. What are you going do about it? Now you have the basic story. Hopefully, after this gush of frustration, there will be a pause while he comes up for air. More often than not, once the customer has had an initial chance to vent his rage, it’s going to die down a little, and that’s your opportunity to take step in. Even if he has started calming down on his own, there comes a moment – and I can almost guarantee you’ll sense it – to help calm him down. Try something along the lines of: “It sounds like something has gone wrong, and I can understand your frustration. I’m sorry you’re experiencing this problem. Let’s take a look at the next step.” Try to calm yourself first, and then to acknowledge his feelings. Say, “I can tell you’re upset…” or, “It sounds like you’re angry…” then connect to the customer by apologizing, or empathizing. When you say something like “I’m sorry that happened. If I were you, I’d be frustrated, too.” It’s amazing how much of a calming effect that can have. Remember, anger is a natural, self-defensive reaction to a perceived wrong. If there is a problem with your company’s product or service, some frustration and disappointment is justified. This is so important, let me repeat it. First you listen carefully and completely to the customer. Then you empathize with what the customer is feeling, and let him or her know that you understand. This will almost always calm the customer down. You’ve cracked the shell of the egg. Now, you can proceed to deal with the problem. IDENTIFY THE PROBLEM.Sometimes while the angry customer is venting, you’ll be able to latch right on to the problem because it’s clear-cut. Something is broken. Or late. Or he thinks a promise has been broken. But sometimes in the middle of all that rage, it’s tough to comprehend the bottom-line issue. This is a good place for some specific questions. Ask the customer to give you some details. “What day did he order it, when exactly was it promised. What is his situation at the moment?” These kind of questions force the customer to think about facts instead of his/her feelings about those facts. So, you interject a more rational kind of conversation. Think of this step of the process as cutting through the white of the egg to get to the yolk at the center. It’s important, when you think you understand the details, to restate the problem. You can say, “Let me see if I have this right. You were promised delivery last Friday because you need it for an important project this coming week. But you haven’t received our product yet. Is that correct?” He will probably acknowledge that you’ve sized up the situation correctly. Or, he may say, “No, that’s not right” and then proceed to explain further. In either case the outcome is good, because you will eventually understand his situation correctly, and have him tell you that “Yes, that’s right.” And at that point you can apologize. Some people believe that an apology is an acknowledgment of wrongdoing. But you can appreciate and apologize for the customer’s inconvenience without pointing fingers. Just say, “Mr. Brady, I’m sorry this has happened.” Or “Mr. Brady, I understand this must be very frustrating. Let’s just see what we can do fix it, OK?” AVOID BLAME.You don’t want to blame the customer by saying something like “Are you sure you understood the price and delivery date correctly?” This will just ignite his anger all over again because you are questioning his credibility and truth-telling. And you don’t want to blame your company or your suppliers Never say, “I’m not surprised your invoice was wrong. It’s been happening a lot.” Or, “Yes, our backorders are way behind.” In general, you AVOID BLAME. Which is different than acknowledging responsibility. For example, if you know, for a fact, a mistake has been made, you can acknowledge it and apologize for it. “Mr. Brady, clearly there’s a problem here with our performance. I can’t change that, but let me see what I can do to help you out because I understand how important your project is.” RESOLVE THE PROBLEM.Now you’re at the heart of the egg. You won’t always be able to fix the problem perfectly. And you may need more time than a single phone call. But it’s critical to leave the irate customer with the understanding that your goal is to resolve the problem. You may need to say, “I’m going to need to make some phone calls.” If you do, give the customer an idea of when you’ll get back to him: “Later this afternoon” or “First thing in the morning.” Then do it. Make the phone calls. Get the information. Find out what you can do for this customer and do it. Then follow up with the customer when you said you would. Even if you don’t have all the information you need, call when you said you would and at least let him know what you’ve done, what you’re working on and what your next step will be. Let the customer know that he and his business are important to you, that you understand his frustration, and that you’re working hard to get things fixed. Use the tools of respect and empathy, and the “crack the egg” process, and you’ll move your professionalism up a notch. About the Author:Dave Kahle is one of the world’s leading sales authorities. He’s written twelve books, presented in 47 states and eleven countries, and has helped enrich tens of thousands of sales people and transform hundreds of sales organizations. Sign up for his free weekly Ezine. His book, How to Sell Anything to Anyone Anytime, has been recognized by three international entities as “one of the five best English language business books.” Check out his latest book, The Good Book on Business. from Commence CRM http://www.commence.com/blog/2018/06/05/dealing-with-difficult-customers/ from https://commencecrm1.tumblr.com/post/174605247874 By Dave Kahle In most organizations, sales managers are the essential bridge between the company’s sales goals and the realization of those goals. The gritty day-to-day interactions between the sales people and their customers are frequently filtered through the perspective of the sales manager on their way up the ladder. The aspirations and strategies of the company’s management must be imprinted by the realism of the sales manager as they come down from above. Sales managers are the conductors who carefully orchestrate the tentative entanglement of the sales people with their management. It’s an incredibly important and difficult job. Unfortunately, it is often the most under-trained job in the entire organization. Instead of providing information on the best practices and processes of the job, most companies hope their sales managers will have learned enough during their days as a field sales person to provide some roadmap as to how to do this job well. Alas, only a small percentage of untrained sales managers ever really figure it out, arriving by trial and error and after hours of study at the best practices of an effective sales manager. The overwhelming majority find themselves caught up in the urgencies of the moment, the tempting details of all the transactions, and the continuing onslaught of crises, and are never able to set in place a systematic blueprint for their success. The net result? Few sales people are effectively managed. All parties, executive management, sales manager and sales people, bounce from one frustration to another. Company objectives are met frequently by happenstance, sales people are not developed to their fullest potential and sales managers lurch from one crisis to another. Certain common mistakes often arise out of this unhealthy situation. As a long time consultant and educator of sales people and sales managers, I frequently see these three most common maladies suffered by sales managers. #1 – Lack of an intentional sales structure.This is such a foreign concept to many companies that the term itself is unfamiliar. The structure of a sales force consists of all the articulated and unspoken rules, policies and procedures that shape the behavior of the sales person. It consists of such things as: * the way sales territories are defined * the way sales people go about their jobs * the way markets and customers are targeted * the way sales people are compensated * the methods the manager uses to communicate with the sales people * the expectations for the sales force * the training and development system of the company * the expectation for information collecting by the sales people * the frequency and agenda for sales meetings * the sales tools used by the sales people and countless other such things. A highly focused, strategically-designed sales structure can be one of the company’s greatest assets, as it ultimately shapes the behavior of the sales force. Most sales structures, however, haven’t come under the critical review of the company’s management. Typically, the structure slowly takes shape over time. Decisions are often made with heavy input from the sales people, almost always in response to a single event. These decisions slowly become codified into the company’s written and unwritten structure. As a result, many sales structures are vestiges of years gone by, the legacy of sales people who may not even be with the company today. Why do you have the sales compensation plan that you have, for example? Is it because you crafted a strategic plan that directly compensates the sales force for achieving the company’s objective? Or, is it because it’s the plan you inherited? Why do some sales people come into the office every week? Is it because you have determined that this is the most valuable use of their time? Or, is it because that’s just the way some of them like to do it? Why is it that some of your sales people are highly organized, with well designed file systems and effective ways to track their interactions with their customers, while others continue to get by with scraps of paper and yellow pads? Is it because you have invested in a system that helps them become well-organized and information-savvy? Or, is it because that’s just how it’s worked out? Can you see the point? Many of these structural issues – spoken and unspoken rules about how the sales person does the job – have evolved by the sales people in response to their own specific situations. And most sales managers are oblivious to the impact of these decisions on the productivity and effectiveness of the sales person. I recently had lunch with a friend — an entrepreneur who had successfully started and run a number of businesses. As we were discussing the pros and cons of organizing a sales force for his latest venture, he remarked that he has learned how easy it is to gradually cede control of the company to the sales force. One decision at a time, made in response to the passionate pleas of an individual sales person, would form, over time, the structure that governed the sales side of the business. I was impressed with his insight. That very observation described the number one mistake that sales managers make – they accept the historically evolved status quo for the structure, and don’t invest time in focusing it to provide the environment for sales success. Originally published on DaveKahle.com About the AuthorDave Kahle is one of the world’s leading sales authorities. He’s written twelve books, presented in 47 states and eleven countries, and has helped enrich tens of thousands of sales people and transform hundreds of sales organizations. Sign up for his free weekly Ezine. His book, How to Sell Anything to Anyone Anytime, has been recognized by three international entities as “one of the five best English language business books.” Check out his latest book, The Good Book on Business. from Commence CRM http://www.commence.com/blog/2018/05/31/sales-managers-most-common-mistakes-1-of-3/ from https://commencecrm1.tumblr.com/post/174442442764 Most small business executives view CRM software as a commodity product and it is easy to understand why. Today, there are several hundred solution providers that cater to the small business community. They all offer the same basic functionality for managing accounts and contacts, activities, notes, e-mail and in some cases a sales forecast. In fact, the market has become so competitive that it has created what is often referred to as a “race to the bottom” whereby every time a new competitor enters the market they believe that the best way to attain new customers is by being the lowest cost. Well this has worked, at least for the consumer, because there are many solution providers that now offer a version of their product for free. Some offer it free for 2 or 3 users, some 5 users and some even more. While small businesses may be enjoying this, I am not sure they appreciate the impact this has had on the sector and what it means for their business. CRM solution providers have realized that providing software for free or for a few dollars a month is not a sustainable business. Some have gone under or merged with larger organizations while others have changed their business model to remove the human cost associated with acquiring a new customer. Free trials have now taken the place of personal demonstrations. There is no contract to sign anymore, instead you enter your credit card over the internet and pay month to month. Customization is very limited and product training is offered via free videos. Perhaps the biggest change is that customer service (whether you require some advice and counsel or just need your questions answered) is by e-mail only and may take 24-48 hours to get a reply. While this doesn’t sound all that bad let’s not forget that we are talking about Customer Relationship Management which requires human intervention to be successful. Industry analysts have reported that the failure rate of CRM implementations among the small business community has reached a whopping 73 percent. This is clearly the result of the lack of human intervention that ensures the proper implementation, use and support of CRM software. So, who is the winner in this environment? Certainly not the consumer and not the CRM vendor either. Every business large or small wants to improve how they market, sell, and provide service to their customers. But small businesses struggle in these areas because top level sales, marketing, and customer service personnel are hard to find and too expensive to hire. As such, small businesses need to depend on the skill set of the CRM solution provider to deliver this expertise coupled with their software so that they can realize the maximum value from the product. If the solution provider is unable to provide this value-added service, then all you are buying is a low-cost or free piece of software that in most cases will fail to get implemented and properly used. But it doesn’t have to be that way. While the majority of CRM solution providers that cater to the small business community are unable to provide sales, marketing and customer service expertise there are a few companies that offer very good affordable solutions coupled with this level of service. One of these companies is Commence Corporation, manufacturers of Commence CRM. Commence offers comprehensive functionality supported by a team of sales, marketing, and customer service professionals with more than 15 years of experience in these areas. It’s what differentiates Commence and ensures that the CRM system gets properly implemented, your staff gets trained by professional trainers, and that you realize the maximum value from the CRM solution. Learn more about Commence CRM at www.commence.com. from Commence CRM http://www.commence.com/blog/2018/05/21/small-businesses-should-not-view-crm-as-commodity/ from https://commencecrm1.tumblr.com/post/174116750669 CRM software is getting a bad rap and it’s not justified. Some feel that the products available are over-engineered and too hard to use. Others think they are too expensive and some believe CRM is just not for them. It is true that CRM installations are failing at an alarming rate, but there are also many companies that are realizing substantial value from their CRM software. The key differentiator between success and failure is discipline. Some companies understand that they are going to have to invest time and resources to ensure the successful implementation and use of the software. Others seem to view CRM as a commodity product, like an appliance that you simply plug in the wall; these are the companies that have struggled with CRM. The successful implementation and use of CRM software requires a firm commitment from management. They assign someone of authority who can take charge of the implementation. They appreciate that internal policies and procedures may have to be modified to address their business objectives. They proactively work with the solution provider to ensure that the new procedures are properly implemented, and that the staff is properly trained. Depending on the level of functionality they wish to implement and how many departments are impacted, this can be a larger commitment than most companies anticipate. As a sales executive I can tell in just a few minutes if the company I am talking with is going to be successful with our software. I get those that are just ‘shopping’ for whichever vendor offers the most features at the lowest cost, or the small company that is simply looking for an automated Rolodex for their business. A free or low-cost CRM system will most likely address their needs quite well. The ones I get most excited about ask me to review their requirements and provide some details as to how we have addressed similar requirements for companies like theirs. This is often groups of 10 to 100 employees that are trying to automate their internal business processes. They often ask for an implementation plan, who will be managing it from my firm, and what procedures we have in place to ensure the project stays on schedule. They also want to know about training and how we will ensure that their future requirements will be met after the implementation is complete. This is clearly the profile of a company that is serious about using CRM software. They want to improve how they market, sell and provide service to their customers and they appreciate the level of commitment they need to make to ensure a successful implementation. For these companies they know it’s a combination of product and value-added services that will result in a successful implementation and will make a substantial impact on the performance of their business. from Commence CRM http://www.commence.com/blog/2018/05/18/discipline-is-key-to-successful-crm-installations/ from https://commencecrm1.tumblr.com/post/174025607054 |
ABOUT MEHello I am Denise 35 years old working in a local finance office we use CRM software to keep track of everything and I like to share tips about using CRM software to get maximum benifits for them. ArchivesCategories |