Congo SBA by Dan Farrell - How to Help for Small business selling and managing

Are you like the bands you grew up with?

noreply@blogger.com (Dan@Genesis) — Tue, 22 Dec 2009 11:28:00 +0000

Do you remember the bands you grew up with? How about the 1 hit wonders?

Be consistent - You only have one time to ruin an impression.

noreply@blogger.com (Dan@Genesis) — Mon, 14 Dec 2009 11:24:00 +0000

Always be prepared!

Do you know your companies motives?

noreply@blogger.com (Dan@Genesis) — Mon, 07 Dec 2009 23:26:00 +0000

Will a company take care of themselves first? Do you think that sometimes that management and employees have the same goals?

Hiring like dating

noreply@blogger.com (Dan@Genesis) — Mon, 30 Nov 2009 11:22:00 +0000

Dan talks about the things we liked in the beginning now annoy us.

noreply@blogger.com (Dan@Genesis) — Tue, 24 Nov 2009 23:20:00 +0000

Life can be a roller coaster or football game, you don’t always have the ball, but when you do….

The 2′nd look will getcha

noreply@blogger.com (Dan@Genesis) — Sun, 15 Nov 2009 23:19:00 +0000

We may not be able to avoid the first look, but the 2′nd look, well….

Money left on the retail table

noreply@blogger.com (Dan@Genesis) — Sun, 01 Nov 2009 23:15:00 +0000

Hello Folks, This podcast explains recent service audits I have conducted and some surprising findings. Well, Maybe not.

Do your employees do this? Issue #7 - Dining and waitresses

noreply@blogger.com (Dan@Genesis) — Mon, 12 Oct 2009 21:40:00 +0000

Do your employees do this- Issue 7

Who new that a person could get poor service and be insulted when paying their bill.

Yet again we have to ask ourselves if our employees do this because they don’t think, or is it another reason?

Dan Farrell
605.321.5800
http://www.congosba.com/

Man Tazed by police in parade. Issue 6

noreply@blogger.com (Dan@Genesis) — Mon, 05 Oct 2009 11:01:00 +0000

You decide, a old man being difficult or a police officers bad judgment. It’s not always to see, but it begs to ask, what would your employee’s do?

See how We can help Congo SBA.
Call us, 605.321.5800.
Dan Farrell

Breastfeeding parents get a ticket - Issue 5

noreply@blogger.com (Dan@Genesis) — Mon, 28 Sep 2009 11:58:00 +0000

You decide is this an employee’s bad judgment or the parents????

If you think your employyees could put you in a awkward postion, see how We can help Congo SBA, Call us, 605.321.5800.
Dan Farrell

Do your employees do this? - Teacher teaches a lesson by having student smoke- Issue 4

noreply@blogger.com (Dan@Genesis) — Mon, 21 Sep 2009 11:00:00 +0000

They say the best lessons learned are the most painful...

See how We can help Congo SBA.
Call us, 605.321.5800.
Dan Farrell

Do your employees do this? - Nurse of the year, or was she? Issue 3

noreply@blogger.com (Dan@Genesis) — Mon, 14 Sep 2009 11:45:00 +0000

A Nurse spends her own money to honor herself with an award. A person has to ask what were they thinking?

If you think your employees cheat on their resume, see how we can help Congo SBA.
Call us, 605.321.5800.

Dan Farrell

Burger King and Babies

noreply@blogger.com (Dan@Genesis) — Mon, 07 Sep 2009 14:09:00 +0000

NO Shirt - No Shoes - NO Service - Even for babies, according to Burger King.
Listen to the story and see if your employees would have done same thing?
To ask me questions about sales, mentoring, or employee heartburn, Please call me.

Best regards,
Dan Farrell
605.321.5800

http://www.danfarrell.com/

http://www.congosba.com/

Do your employees do this?

noreply@blogger.com (Dan@Genesis) — Sat, 05 Sep 2009 23:48:00 +0000

PULLED FROM THE HEADLINES

In addition to our blog, we are adding a section we affectionately call "Do your employees do this". We're posting this section as mp3 files and as you listen to these short files, I appreciate your feedback,These topics are straight from the headlines and shouldn't, but will surprise you.

Best regards,
Dan Farrell

605.321.5800
http://www.danfarrell.com/

http://www.congosba.com/

Basic tip - Perception is Reality

noreply@blogger.com (Dan@Genesis) — Sat, 15 Aug 2009 06:38:00 +0000

Cashiers would be wise to consider how they handle merchandise that a customer has brought to the cash desk to pay for. You see, once a customer decides to purchase an item they think of it as belonging to them. They carry it carefully and place it on the counter.

Imagine their horror when the cashier mishandles their merchandise. Many cashiers pay no attention to how they handle the merchandise that the customer sees as belonging to them. An item of clothing, for example, is often picked up and thrown into a bag only to land in a crumpled heap at the bottom of the bag. A breakable item, such as a vase, may be hastily wrapped in a light layer of tissue and tossed into a bag while the customer is quietly cringing in case it gets chipped.

Remember, the merchandise that a customer brings to the counter is perceived, by that customer, to belong to them even before it is actually paid for. Treat it accordingly. Fold clothing neatly; wrap breakables carefully; place things gently into the bag. Respect the customers' new possessions.

Best regards,

Dan Farrell

605.321.5800

http://www.danfarrell.com/

www.CongoSBA.com

noreply@blogger.com (Dan@Genesis) — Sat, 01 Aug 2009 05:27:00 +0000

The leader of a large U.S. organization was asked if he planned to fire an employee who made an expensive mistake. "No," said the CEO, because he viewed the "mistake" as valuable training. "You can't put a price on what she learned," he said, "and the lesson should benefit this company, not our competitors."

The employee not only survived the mistake, but she also corrected it. Her innovations positioned the company as an industry leader.

Not all leaders would view the employee's mistake the same way, but this particular executive was thinking smart by thinking ahead. He knew the expense of termination, recruitment, hiring, and training. He was confident in his hiring decisions because his company uses a best-practices hiring process. His managers ensure that each new employee is the best person for the job. Mistake aside, the CEO knew that the employee who erred was a good fit for her role.

Can we all say the same things about our hiring methods? Making every hire the best hire possible is a goal we should strive for all the time, but it is even more important when the economy is ailing. Leaders cannot afford hiring mistakes because turnover is too costly. Add up the costs of recruiting, interviewing, hiring, and training while a job remains open for weeks, perhaps months. Why spend this money if you can hire the right person and avoid the turnover?

Below are crucial questions that result in hiring the best candidates. Leaders can examine their own practices by asking themselves these questions when thinking about job candidates, as well as current employees:

Do I know how each job supports our company's key objectives?
Your organization may be behind the curve if job descriptions have not changed with your revamped plan of action. If employees are performing their jobs the same old way, they are holding the company back. Make sure top leaders buy into the strategy and share it with employees down the line so that every worker knows how to put the plan into action.
Do we have a policy of considering highly qualified internal candidates first when organizational opportunities arise?
Internal "hiring" demonstrates that you believe in the training practices of your company and in your employees' accomplishments. Such a policy encourages top performers to take initiative and exercise creative thinking. You don't have to train them in crucial aspects of the job, such as the job's scope and how it relates to other employees and departments, because they already know how the company works.
Do managers use objective evaluation criteria based on known outstanding performers in the position?
If you want to ensure that each worker fits her job, measure how top performers in the same position do their jobs. Then apply the same assessment to candidates for the position and see how well they match the top performers. This approach works because it applies objective standards to the position instead of requiring you to rate a person via subjective standards or to "hire with your gut."
Is our compensation competitive based on current market rates for the job?
Paying a salary commensurate to what employees can earn in similar positions is critical to keeping your workforce motivated and attracting top talent. Organizations can compete in many areas—work environment, benefits, growth opportunities—but expecting top performers to stay with you because you offer these things is not realistic if they can earn significantly more money doing a similar job elsewhere.
Do we apply a consistent selection process to all candidates?
If the answer is yes, it means that your selection processes are objective and fair. These are important, not only because you want to do the right thing, but also because legal challenges to employee selection standards are expensive. The best employee selection process ensures that selection standards are job-related, validated, and standardized.
Do we include key stakeholders in our employee selection process?
Key stakeholders are those affected, for better or worse, by our operations, those who have an interest in what we do, and those who influence what we do. That includes almost everyone, but a big-tent approach is profitable: Inc. Magazine reports that "organizations with more effective hiring systems rank higher in financial performance, productivity, quality, customer satisfaction, employee satisfaction and retention."
Are we training our interviewers in our employee selection process?
Once we determine that we want structured interviews—those in which questions and tasks are chosen beforehand, and that are designed to ensure consistency—it is imperative that we coach our interviewers. The process is likely to go more smoothly if interviewers understand it, buy into the reasoning behind it, and know what to do. The unstructured interview is weak for purposes of identifying the best candidates.
Are we giving interviewers guidance to help them probe deeper into a candidate's suitability?
According to Leadership IQ, a firm that provides research and executive education to top companies, a study of 20,000 newly hired employees showed that “46 percent of all new hires fail within 18 months." This happens not because the new employees lack technical skills, but because they are not coachable, have the wrong temperament, are not motivated, or demonstrate other problems "that never get assessed in the interview." To catch these mismatches, screening interviewers need expert coaching to help them look beyond technical skills and ask the right follow-up questions.
Are we conducting comprehensive reference and background checks on job candidates?
Leaders might view reference and/or background checks as a bother when they "know" someone is right for a position. But employment experts estimate that almost one-third of all resumes contain false or exaggerated information. According to a Purdue University newsletter, falsified information consists mostly of expanded dates to cover employment gaps.
Does our orientation process for newly hired people help them become productive faster?
A Bersin & Associates/Randstad case study shows that productivity measures increased by 25 percent among employees who participated in an on-boarding training program. Employee job descriptions can help by communicating the company's direction and telling the employee where he fits in the big picture.

Is your company set to handle employee mistakes and economic battering? It will be if you are hiring only the best.

Best regards,
Dan Farrell

605.321.5800
www.DanFarrell.com
www.CongoSBA.com

Service audit results - May surprise you

noreply@blogger.com (Dan@Genesis) — Tue, 21 Jul 2009 15:26:00 +0000

Over the last few months I have been contracted to do service audits. You won’t believe the results! You see I didn't! I know like you do that all companies have their less than stellar employees and salespeople, but can you believe 25% of all employees I audit would drive a horse from water. It was incredible. I had one a lead teller form a (large bank) to ask me to come back later since the “banker” was at lunch. Yet, at another branch I had a teller jump all over the service train trying to help me.

Would you also believe that an additional 25% of the employees / sales people DID NOT ASK FOR MY BUSINESS. They were helpful, courteous and kind, but let me walk out the door with my money in my pocket going to a competitor down the street.

I conducted service audits on a cell phone chain as well and surprisingly the stats were the same. ¼ of all employees were just…..well bad. They certainly did not represent the company well, while the other let me walk out of there store without even asking some basic questions like, would you like to sign up today?

Folks, this really rubs me raw, I have been in retail and sales for over 20 years. ½ of success in any sales business is showing up the other 50% is following a loose but defined script to identify the customers wants desires and needs. People say that youth has forgot their manners and need basic etiquette training, well I think some sales people need a basic sales course as well.
IF you would like to talk to me about how I can help you call me. Let’s talk. The minimal money you will pay me is pennies to what I know is walking out your door.

Dan Farrell - Congo SBA 605.321.5800

http://www.danfarrell.com/ http://www.congosba.com/

Understand Design and Visual Merchandising

noreply@blogger.com (Dan@Genesis) — Wed, 15 Jul 2009 21:41:00 +0000

As managers, whether on a store level, a regional level, or a company-wide level, a large part of your performance is evaluated on the basis of sales numbers. You are expected to make decisions that in some way, shape, or form are going to reduce costs and maximize sales. As such, you're likely keenly aware of the need for a highly experienced, highly trained, highly efficient, and highly motivated sales staff. People who are creating a welcoming environment for the customer; guiding the customer to the products and services that you want them to see; assisting the customer in a gracious, exciting, and pleasant shopping experience; educating the customer about the features and benefits of your products and services; making a connection with the customer and getting them excited about your product offering in a way that creates loyalty, and above all, generates sales.

Let's say that your sales are not up to par - whether it be in one particular area, or store-wide. You gather your sales staff for a meeting. Your average sales person at this meeting works 40 hours per week, so they're on the floor roughly 50% of the total hours that your store is open each week. Given the size of your store, the number of staff you have on the floor at any given time, and the number of customers you have entering the store, each sales person talks to an average of 1 out of every 3 customers if they're lucky. You whip your staff into shape, give them a few new tips and tools to augment their sales pitches, and off they go. And sales go up. A little bit. For a while. Not high enough; not long enough. Why, you're wondering? What did you miss? You missed the one salesperson that is in the store every hour of every day -- the one salesperson that greets and interacts with every single customer that walks through the door and engages them on both an intellectual and emotional level -- the store itself.

Your store's design elements - the space planning, fixtures and casework, signage and graphics, visual merchandising, lighting - should be your #1 salesperson all by itself. If a customer has 10 questions over the course of their shopping experience in your store, the store itself should be answering at least 7 of them, leaving the store staff to handle the higher level sales questions that simply close the deal. Your store should be your #1 Brand Ambassador, providing an image and feeling of your brand that connects with your customer on a gut level and makes them want to buy something - anything - just to take that feeling home with them. As a manger, you obsess over what your sales staff are telling customers. What messages are they sending? What language are they using? Where are they guiding customers? How are they representing your brand and your product offering? Have you asked the same questions about your store? How can your sales staff engage your customers and get them excited about your brand and your product offering if the most powerful salesperson in the store is standing behind them not supporting what they're saying? Or worse, contradicting it?

If just one of your sales people could single handedly increase storewide sales by 20%, would that be something worth focusing a little time and attention on? I'm not suggesting that every store or regional manager needs to become an expert at store design and visual merchandising by any means. I'm simply suggesting that, on the scale of unconscious incompetence to unconscious competence (moving from not knowing what you don't know, to knowing what you don't know, to knowing what you know, to not knowing what you know) it pays to move up to a point where you at least know which questions to ask. You may not know exactly what the solution to your store design and visual merchandising needs is. You may need some help with that. But identifying the problem is 80% of the battle. Coming up with solutions is less important than knowing what questions to ask in the first place.

Best regards,Dan Farrell

605.321.5800

http://www.danfarrell.com/

www.CongoSBA.com

Identifying and Retaining Top Performers

noreply@blogger.com (Dan@Genesis) — Tue, 07 Jul 2009 13:31:00 +0000

In today's business world Identifying and Retaining Top Performers creates unique challenges for us all.

Whenever we look at our management organization we often deal with the same questions:

§ What do I have?

§ What do I want?

§ How do I get there?

§ How do I measure their performance?

§ How do I effectively develop them?

To answer these questions it is imperative for you to have a system that can provide accurate, consistent, reliable, and timely information on each one of these key employees your managers. By using our people tools, Genesis Assessments can provide this system!

Find out how to take the guesswork out of this critical task. Call Dan Farrell @ 605.321.5800.

To your success!

Dan Farrell

On The Cutting Edge

noreply@blogger.com (Dan@Genesis) — Tue, 30 Jun 2009 13:49:00 +0000

"Cutting Edge Sales" is in and of itself a buzz phrase describing a competitive sales advantage that every retail sales associate is looking for, a bit like the fountain of youth. Like the fountain, though, "Cutting Edge Sales" is something that is more inside of oneself than something concrete to be found.

Retail sales persons and consumers have changed a great deal over the years but what makes a retail salesperson extraordinary really has not changed that much. It takes the same dedication to ones craft that has always been the mark of an expert.

Yes, the consumers are better informed. Information is more readily available and the internet has provided an outstanding research tool for all people with a need but people can still be gently persuaded.

The important thing for one to remember is that the things that worked for salespeople hundreds of years ago did just that. They worked. And they still can with the right approach and a little cutting edge retail sales training.

The change in the dynamics of making a sale today compared to yesteryear should be focused more on the retail sales associate's delivery, not necessarily the content of their pitch. I like to use the analogy that we are delivering the same package, but we are using the newest, brightest and shiniest wrapping paper.

The outline of a sale has looked the same with little variation for eons:

 Approaching the Customer (Greeting)
 Identifying Needs
 Presenting and Demonstrating Options
 Trial Closing
 Handling Objections
 Closing
 Sales Follow-Up

The reason this outline has stayed the same is because it has a proven record of success. How this outline is delivered by retail experts has to change to keep up with the times and that is the evolution of sales. When one understands that they can start to understand more about "Cutting Edge Sales."

A retail salesperson today, more than ever, has to sell oneself. Consumers in general are a very skeptical lot, especially when they are spending money that is harder to come by. As a result, they purchase from those that they trust and they tend to trust those that they like.

Today, so much more time has to be spent on greeting a prospective client. So many average retail salespersons skip this step entirely, or even worse are rude. That is why they will always remain average salespeople. Even a mandatory and effective greeting like, "Hi and welcome to our store" falls flat if it is not warm, genuine and sincere. Here is where one becomes a human and not just a salesperson, therefore gaining trust and becoming more likeable. Remember the old quote, "People don't care how much you know until they know how much you care."

Further, customers don't want to be peppered with questions like they are undergoing a police interview. This rapport that you have now established makes for a free and easy qualifying stage and opens up your shopper to share their needs with you as well. Retail sales training consensus has always been, "A sale can not be made until the customers' needs are met."

Vocabulary is also a very key part to sales today. The lexicons of today vary greatly from the words of just a few years ago. It is more important than ever for retail sales associates and retail managers to continually build their vocabulary and be a wordsmith. This allows one to state exactly the points that need to be made without over talking and losing the customers attention and interest. Time is of the essence in today's busy world.

It also helps to be "hip," yet still formal and know more about the people with whom you are communicating. Thus, one can create the right vibe for comfortable buying which is very cutting edge.

Staying informed on the latest technology is one of the most critical parts of being "Cutting Edge." Technical improvements over the years are too vast to list, but should all be put to good use for the expert retail sales associate.

Nothing is more important or more valuable today than real time information. Systems can provide very simple real time information and data that gives retail salespersons more tools with which to sell. Knowledge of inventory, sales tracking, delivery zoning and up to date pricing can better prepare retail sales associates to make a sale. This is a very powerful tool especially in this "Now generation" that we live in. Consumers don't care to wait the extra 30 seconds to download an email joke. They certainly are not going to wait around long for information about a product or for the delivery of that product.

All of the instant information in the world is useless, however; unless one asks for the sale. The instant information is the shiny new wrapping paper, but asking for the sale is as old as the sales process itself.

These are all tools that are mostly known to CEO's and upper Retail Sales Management, but a better understanding of these tools can give a retail sales associate the upper hand needed to consummate a sale. It is another example of using instant information to utilize age old sales strategy and sales training, or an old package with new wrapping paper.

It is vital to commit to leading one's retail field and staying ahead of the competition. The responsibility to stay atop of one's profession is that of the retail sales associate alone, so don't wait for management implementation. The most important concept a retail salesperson needs to embrace is that selling is life. As one evolves, learns and experiences life, they grow and improve, as it is in sales. The person that "Knows it all" can only start to degenerate, but the person who is hungry everyday for more knowledge and growth shall always stay a step ahead of the rest and on the cutting edge of sales.

To your Success,

Dan Farrell

605.321.5800
www.DanFarrell.com
www.CongoSBA.com

Learn to laugh in another language! Host a Foreign Exchange Student!

noreply@blogger.com (Dan@Genesis) — Mon, 15 Jun 2009 05:02:00 +0000

The International Student Exchange (ISE), a nonprofit company, is looking for host families for Foreign Exchange Students for the upcoming 2009-2010 school year.

We are looking for families specifically within a 100 mile radius of Sioux Falls, It does not matter the size of your town or school only that you are able to open your home to students from all around the world.

Host families range from single parents to empty nester's and the only cost is basic room and board. Students come from countries like Italy, Brazil, Spain, China, Norway, Germany, South Korea and each student comes with their own health insurance and spending money, which covers everything from toothpaste to school lunch.

If you are interested in hosting a student, OR, know a family that might enjoy the cultural exchange between family and student, contact Dan Farrell @ 605.321.5800 or go to our websites www.ISEUSA.com or http://www.isegemstoneregion.com/.

As Always, Best regards,
Dan Farrell
605.321.5800

noreply@blogger.com (Dan@Genesis) — Mon, 01 Jun 2009 13:42:00 +0000

A person working in a retail store may be deemed ‘not ready' by upper management and that assessment is usually based on very little interaction with the employee. When management does not have the opportunity to see the employee in action, on a regular basis, it is difficult to assess their true abilities. Sometimes even a recommendation from the employees' direct superior is questioned.

So how do you go about the process of determining which associate will get the next promotion? While gut feel, or instinct, may often work you really need to have some supporting information.

Over the next few weeks we will look at some case studies that will help management make those critical internal promotion decisions. Succession planning can be a daunting task, but it can be made easier with a step-by-step process in place.

To start with we are going to look at:

Analytical Skills

Any associate who is being considered for promotion to a supervisory or management level must be able to look at a situation, ask some relevant questions, analyze the answers and take an in depth look at what it might take to correct, or improve, that situation. Simply put, the employee must possess analytical skills.

If an associate is not able to drill down and ask quality questions rather than just taking the situation at face value, then that associate is not likely going to be successful in a supervisory or management role - where everything needs to be continually questioned and analyzed in order for the business to grow and prosper.

To receive a case study to this point, contact us at info@DanFarrell.com or Call 605.321.5800.

To your success!

Dan Farrell

605.321.5800
www.DanFarrell.com
www.CongoSBA.com

Sales Tweak for your store - Special pricing

noreply@blogger.com (Dan@Genesis) — Sat, 30 May 2009 13:34:00 +0000

The proven way to prevent disaster in tough economic times is to increase sales. Sounds simple enough...yet only for those who have the sales skills!

In retail stores the work that really counts is selling, there is no denying that. Retail Associates are paid to work in your store(s). You define what the work is and it's up to you to train them to do the work that really counts; the work that brings the money in.

Ask yourself ‘Is your retail sales force doing everything they can to maximize sales?' and ‘Do they know how?' Often, the answers to these questions is ‘no'. The great news is that you can turn ‘no' answer into ‘yes' very quickly...overnight to be exact.

To help you get there, we are offering our Sales Tweak retail sales skills training course designed for your Sales Associates and Cashiers. With this training program you can teach your people the skills they need to engage in your organization's most productive activity - selling to the customer - every hour of every day, in every store.

In these difficult economic times you can count on Dan Farrell and Congo SBA to deliver quality sales skills training in a convenient, effective and affordable way.

Call Dan now @ 605.321.5800 to book your Sales Tweak program for you and your stores. * Mention that you read out blog and receive a 15% discount.

To your success!

Dan Farrell

605.321.5800
www.DanFarrell.com
www.CongoSBA.com

Congo SBA's Sales Tweak Course special - Limited time!!

noreply@blogger.com (Dan@Genesis) — Fri, 15 May 2009 14:02:00 +0000

The proven way to prevent disaster in tough economic times is to increase sales. Sounds simple enough...yet only for those who have the sales skills!

In retail stores the work that really counts is selling. There is no denying that. Retail Associates are paid to work in your store(s). You define what the work is and it's up to you to train them to do the work that really counts; the work that brings the money in.

To help you get there, Congo SBA is offers Sales Tweak, a retail sales skills training course designed for your Sales Associates and Cashiers. With this training program you can teach your people the skills they need to engage in your organization's most productive activity - selling to the customer - every hour of every day, in every store.

In these difficult economic times you can count on Congo SBA to deliver quality sales skills training in a convenient, effective and affordable way.

The introductory price for this program is US $99.00 for one person or US $199.00. That's' right! For every 2 participants get 1 FREE!! For larger groups (30 or more) or custom training inquiries, please call or send an email to Dan@CongoSBA.com . The regular price for this program is US $149.00 for one person and US $349.00 for a team of 3 (max.)

Call us for more information and to schedule this low cost high value training today!

Best regards,
Dan Farrell

605.321.5800
www.DanFarrell.com
www.CongoSBA.com

Prepare for Sales Success

noreply@blogger.com (Dan@Genesis) — Thu, 30 Apr 2009 06:37:00 +0000

Hello Readers, This particular blog is a a topic which I feel just makes sense. I offer 9 nuggets of good information for you to ponder and use in daily application.

We start our selling process with preparation. All professionals prepare properly and our routine is no exception. Preparation is an in depth endeavor. One has to be mentally prepared, physically prepared, be well groomed, have the surroundings aesthetically prepared and have a general game plan.

Always know your business inside and out. Make it your business to know stock status, available delivery times and advertising schedules and promotions.

Create an atmosphere that your store is having the biggest sale of the year. Make sure that your store reflects the event. Look busy and successful. Make sure to display any awards, mementos of achievement and testimonial letters that allow customers to see the true professional they are dealing with.

Remain upbeat and be in a positive state of mind. Let your customers know that you have made many sales already today. The confident aura with which you carry yourself will go a long way towards creating the right atmosphere. “This is the place to buy your product” should be written all over your face.

Know your competition and all of their strengths and weaknesses. Know your industry and all of the corresponding product information. When you know more than anyone else, there is really no need for a customer to shop anywhere else.

While it is very important for you to know the specifications of your product, it is more important that you fully embrace your product and what it can do to make life better for your customer. Having confidence in your product line and the place that you work will allow you to make many more and higher end sales.

You should know your customer and be able to relate to them. This may vary in different neighborhoods. Get in touch with your community and know the type of customers that live there.

Always be prepared with the proper sales ads, price sheets, costs and product information at hand. Looking and acting organized makes a difference to the customer.
Learn and be careful to use urgency words such as “now” and “today” in your presentation.

Always use proper and friendly body language. How you look, stand and act are windows to the soul. Make sure you let your customers know that you are not hiding anything or lying to them.

Keep all of these points in mind when preparing to take a customer. A customer picks up on everything. It is a known fact that a customer makes their decision on whether they are at the place they are going to buy in the first two minutes. This is possible because the brain processes millions of thoughts a minute subconsciously. When your shoes are not shined, your tie is not properly tied or your store does not look clean and organized, you are starting the sales process with two strikes.

Take the time to be prepared and your sales figures will reflect it. Practice and preparation make it perfect.