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Article Title:
==============

The Ultimate Sales Machine Secrets to Creating the Best Performing Sales 
Organization on the planet!

Article Description:
====================

Insider secrets on how to build a high growth business from a top
marketing mind.


Additional Article Information:
===============================

1006 Words; formatted to 65 Characters per Line
Distribution Date and Time: 2006-12-19 12:24:00

Written By:     Chet Holmes
Copyright:      2006
Contact Email:  mailto:[EMAIL PROTECTED]



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The Ultimate Sales Machine Secrets to Creating the Best Performing Sales 
Organization on the planet!
Copyright (c) 2006 Chet Holmes
How to Double Sales
http://www.howtodoublesales.com



The key to turning your organization into a world class operation
is to put into place the policies and procedures that made every
single person perform like a top producer.

When I worked for billionaire Charlie Munger I discovered the
secret to doubling sales and proceeded to double the sales of
nine different divisions, all within 12-15 months of taking each
of them over.

Top producers go after only the biggest possible clients. Top
producers write effective sales letters. Top producers follow up
with a vengeance. They send constant promotional pieces depicting
more and more benefits of their product.

Most importantly, they never let rejection slow them down.  In
fact, when rejected, top producers become even more determined.
If you can hire nothing but top producers, than you probably do
not need to read the rest of this. But if, like me, you're
having a constant battle trying to find star talent, than you can
follow the formula in this article and dramatically increase
sales performance across the board. Even your top producers will
perform better using this formula.

You can get profound results in your business if you work on it
(rather than just in it) only one hour per week. As long as that
one hour is designed to be proactive and you're committed to
improving the process incrementally.

If today, you started working on how you get appointments, for
example, and you looked to, once per week, make that skill just a
little better, within ten sessions (ten weeks) you can have a
profound improvement.

In most sales organizations, the sales are ad-hoc, with everyone
running around doing what they think is best and the management
setting very little or no minimum standards of performance.

For example, what is your standard for what type of account your
salespeople should go after? Have you worked "on" this aspect of
proper targeting? What exactly are they going to present? What
are the top five strategic objectives you want to achieve from
every interaction with every buyer (seriously, have you sat down
and talked about that, planned that out? Practiced it,
role-played it and polished it to a fine luster?)

Let's take "getting appointments."  Every week, the sales reps
should work on their activity level, who were they targeting,
what were they saying, what tools did they have? etc...

For example, we came up with seven elements of what would make
someone want to meet with our sales reps? How many of these have
YOU developed?  How to close more sales? How to find the best
buyers? These are all part of a formula for creating the ultimate
sales machine. Then you role-play the with your sales team,
constantly improving every little word, every sentence. Done
right, they will enjoy the process.

One company worked on this for twenty weeks, just one hour per
week and went from getting three to four appointments per week to
30 appointments per week with the exact same sales team. We just
kept adding more and more ideas and incentives and strategies for
getting appointments and each week, made everyone a little better
at it. In the "role-plays" we came up with a come back for every
put off.

And here's the kicker, all of the meetings that this company got
appointments with were all what I call "Dream" prospects. Dream
prospects are the big accounts or players. So many companies
chase 10,000 clients, when 100 HUGE clients would change their
lives. But they lack the devotion it takes to penetrate huge
clients. I've personally sold more than 60 of the Fortune 500 my
services, and most of them at the CEO level. There is no
executive that won't get to know exactly who you are if you go
after them every single week.

Now let's work on the client sales call itself. What's the
first thing you do when you walk in? What's the second? What are
your methods for establishing a little rapport? What are the
exact questions you're going to ask and why are you going to ask
each one of them? What are you looking to do for every question
you ask? A top sales manager doesn't leave any of this to
chance.

Then the presentation. What are all the strategic objectives you
are looking to accomplish in every interaction with a possible
client? How will they be met? What do you want the next move to
be? What would be ideal and then what are the five layers of
alternatives below if you can't get the "ideal" thing to
happen?

The more you can systematize the sales process, the more you can
rely on excellent selling going on in your organization.

Another important tip for you: Make your weekly meetings
mandatory. That's how you get real progress. Since each session
takes you deeper and incrementally builds upon the previous
session, everyone must be inn every session. Use teleseminars or
conference calls so even if a rep is sick they can attend. I tell
my staff that there's only two reasons they miss a weekly sales
meeting: Dead or dying. No doctor appointments, no dentist
appointments, etc... Make the sales meeting at the same time
every week, usually Monday at 4:00 and just tell everyone to plan
everything else around that time, because at that time all
you're going to be doing is working on the business.

The full formula: Take every aspect of the sales process and
bullet it out. Then work on it until you've given yourself at
least five alternative ideas for reach area. For step one:
"Getting the appointment," we have twenty ideas full spelled out.
For "strategic objectives in a meeting with a  client, " we have
14. That's why we outsell every competitor we have by a wide
margin. And if you're not sure what to work on, here's the best
possible tip I can provide: Ask every person to tell you two
things: "what's going great and what needs improvement." Plenty
will come up that you can work on. 




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Chet Holmes was the number one producer in every position he held and then went 
onto become a line executive for Billionaire Charlie Munger where he doubled 
sales three years in a row. For free information on how to get more customers 
visit: http://www.howtodoublesales.com


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