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MAY-JUNE-JULY 2013
SALES REPORT magazine
-Start now...team building by ed -Manage Your Energy, Not Your Time by Tony Schwartz and Catherine McCarthy Just  don't  give  up  trying  to  do  what  you  really  want  to  do.  Where  there's  love  and  inspiration,  I  don't  think  you  can  go  wrong. -Ella  Fitzgerald
AIM OF THE MAGAZINE THIS MAGAZINE REFERS TO PEOPLE WHO ARE AMBITIOUS AND WANT TO INCREASE THEIR PROGRESS IN THEIR SALES. IF YOU HAVE THE ATTITUDE AND THE DESIRE, THIS MAGAZINE IS SURE THAT, IT WILL IMPACT YOUR PERFORMANCE IMMEDIATELY AND HELP YOU TO ACHIEVE YOUR AIMS. I MEAN FOR SURE BECAUSE IN THIS MAGAZINE YOU WILL LEARN POWERFUL SALES STRATEGIES, METHODS AND SPECIFIC ATTITUDES WHICH WERE EXECUTED IN THE MARKET WITH GREAT RESULTS.
SOCRATES SAID: USE YOUR TIME TO IMPROVE YOURSELF THROUGH WRITTEN WORK FROM OTHERS, SO YOU CAN EASILY OBTAIN THESE THAT OTHERS OBTAINED WITH DIFFICULTY.
THIS MAGAZINE IS BASED ON ACADEMIC THEORIES AND MAJOR ON OUR EXPERIENCE. THIS IS A DIFFERENT KIND OF SALES MAGAZINE FOR DIFFERENT KINDS OF PEOPLE-FROM THOSE WHO HAVE NEVER BEEN CONCERNED WITH SALES TO THOSE WHO HAVE A SUCCESSFUL CAREER IN SALES.
Sales Report Magazine EDITOR Elias Diamantopoulos EDITORIAL ASSISTANT Helen Michali SPECIAL PROJECTS EDITOR Tammy Hambilomati DESIGN DIRECTOR Elias Diamantopoulos
EDITORIAL.... It is very important to believe in yourself. You have to do the things you do because you want to do them and
not because others expect you to. You are responsible for the things you do.
Don’t expect from others what you are unwilling to give. Wake up with
the commitment to do your best no matter how you feel or what you do.
Make your own plans and try to realise them. The belief that your own truth makes you strong is the ďŹ rst step towards realising your
plans.
You must believe in yoursef and in success!
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minor & Major What makes an extraordinary salesperson differ from an ordinary salesperson? Just as we can see that the difference between these two words is the pre-fix ‘extra,’ the little ‘extra’ that a salesperson does will make him or her an extraordinary salesperson. It is the ‘extra’ that propels a salesperson’s career to a level that, yesterday, may have seemed impossible to reach. “Face to Face' selling. Regardless of what anybody says, I personally believe that this is, and always will be, the best way to sell. People buy from people - this has been proven over and over. Of course face to face selling takes time and effort, that's why so many new methods have appeared over the years. It's all about saving time and money”
“The optimist sees the rose and not its thorns; the pessimist stares at the thorns, oblivious to the rose.” - Kahlil Gibran th
Start now team building by ed
Life it is too short not to do it right. So you must build and lead your team right in order to succeed. The best thing you can do for your team is believe in them and in their potential. If you don’t believe in your team, don’t wait for someone else to believe first and more than you. But if this happens that means that you have a great treasure and you don’t know it and maybe you will lose it. Of course to believe in your team is the first step.
Moreover you must give them the best of you. Only the best of you will boost your team to great results. When I say the best I mean to help your team to the maximum to achieve their goals, so simple. Generally speaking if we help the other people to achieve their goals we will achieve our goals too, it is so simple but less people do it. They prefer to achieve only their individual goals and leave their team with no support and help.
Of course it is important to develop your leadership skills if you want to have a great result. Leadership isn’t an individual activity so you can’t do it alone. In addition it is important to have specific skills and attitude if you lead a team. Moreover you must not forget to act with your team. Remember when you are leading a team you must engage in them!You mu s t i n fl u e n c e t h e m , leadership is a game of influence. As a leader you must control the good operations of the team. To be a leader requires only one thing: followers. A follower is someone who volunteers to go in the direction of the leader who inspires them. The responsibility of leadership is not taken, it's given. Only when others choose to follow us can we truly lead. "People ask the difference between a leader and a boss.... The leader works in the open, and the boss in
covert. The leader leads and the boss drives." (Theodore Roosevelt)
Ideas for Building Team Spirit at your Start up 1.Leave space to create. To encourage creativity, give your team space to think, create and to make mistakes. Creativity is allowing yourself to make mistakes. Creativity makes life more fun and more interesting. Creativity is a great motivator because it makes people interested in what they are doing. Creativity gives hope that there can be a worthwhile idea. Creativity gives the possibility of some sort of achievement to everyone. Creativity is just connecting things.
When you ask creative people how they did something, they feel a little guilty because they didn't really do it, they just saw something. It seemed obvious to them after a while. That's because they were able to connect experiences they've had and synthesize new things. -Steve Jobs 2.Build trust Trust is the basic tenant for all relationships, so building an environment of trust is one of the most important things you can do to create a strong team. Trust is about doing what you say you are going to do and being who you say you are. It's about showing your staff in everything you do that you are reliable, responsible and accountable, and that they can rely on you for consistency. To be trusted is a greater compliment than being loved. -George MacDonald
3. Give Recognition to your team. It is very important to ‘‘catch people being good’’ and make sure they and others know about it. The truth is that most managers try to ‘‘catch people being bad’’. Do not forget give recognition and appreciation to everyone at every opportunity. If you do that you make your staff feel that they are valued and a respected part of the team.
Successful organizing is based on the recognition that people get organized because they, too, have a vision. -Paul Wellstone
minor & Major “Focus is vital to your success. In order to reach your final destination, you have to remain focused on your objective. Once you lock your focus onto a particular goal, refuse to change. Keep your focus until you reach the goal that is set before you.” .................................................. “Don’t try to solve problems you can’t handle. Find those you can, and start by solving them. As you grow in problem solving, what once seemed impossible will become possible. Take your time and be patient. Problems are not always easy to distinguish, but when you see them, be the first one to solve them. That is where your difference lies.”
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Believe in yourself ! Have faith in your abilities! Without a humble but reasonable confidence in your own powers you cannot be successful or happy.
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TRICKS FOR SUCCESS FROM RICHARD BRANSON
Don't do it if you don't enjoy it. Running a business takes a lot of blood, sweat, and tears (and caffeine). But at the end of the day, you should be building something you will be proud of. Branson says, "When I started Virgin from a basement in west London, there was no great plan or strategy. I didn't set out to build a business empire ... For me, building a business is all about doing something to be proud of, bringing talented people together and creating something that's going to make a real difference to other people's lives." Source: "Like a Virgin: Secrets They Won’t Teach You at Business School."
Be visible. Branson received some timeless advice when building Virgin Airlines from Sir Freddie Laker, a British airline “tycoon.” “Make sure you appear on the front page and not the back pages,” said Laker. “You are going to have to get out there and sell yourself. Make a fool of yourself, whatever it takes. Otherwise you won’t survive”. Branson always makes a point of traveling often and meeting as many people as he can. This, he says, is how he came by some of the best suggestions and ideas for his business. Source: "Like a Virgin: Secrets They Won’t Teach You at Business School."
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You can't run a business without taking risks. Branson thinks of one of his favorite sayings when advising about taking business risks: “‘The brave may not live forever—but the cautious do not live at all!’” Every business involves risks. Be prepared to get knocked down, says Branson, but success rarely comes from playing it safe. You may fail, but Branson also dares to point out that "there's no such thing as a total failure." Source: "Like a Virgin: Secrets They Won’t Teach You at Business School."
Change shouldn't be feared, but it should be managed. “Companies aren’t future-proof,” says Branson, and nothing lasts forever. An entrepreneur should be prepared to adapt, and avoid being nostalgic about the company itself. "Sometimes you have to take your company in a new direction because circumstances and opportunities have changed." If this is the case, Branson advises that you should "find ways to inspire all employees to think like entrepreneurs ... so the more responsibility you give people the better they will perform." Source: "Like a Virgin: Secrets They Won’t Teach You at Business School."
Manage Your Energy, Not Your Time by Tony Schwartz and Catherine McCarthy
The Idea in Brief Organizations are demanding ever-higher performance from their workforces. People are trying to comply, but the usual method—putting in longer hours—has backfired. They’re getting exhausted, disen- gaged, and sick. And they’re defecting to healthier job environments. Longer days at the office don’t work because time is a limited resource. But personal energy is renewable, say Schwartz and McCarthy. By fostering deceptively simple rituals that help employees
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regularly re- plenish their A L E S R E P O energy, organizations build workers’ physical, emotional, and mental resilience. These rituals include taking brief breaks at specific intervals, express- ing appreciation to others, reducing interruptions, and spending more time on activities people do best and enjoy most. Help your employees systematically rejuve- nate their personal energy, and the benefits go straight to your bottom line. Take Wachovia Bank: Participants in an energy renewal program produced 13 percentage points greater year-over-year in revenues from loans than a control group did. And they exceeded the control group’s gains in revenues from deposits by 20 percentage points. The Idea in Practice Schwartz and McCarthy recommend these practices for renewing four dimensions of per- sonal energy: PHYSICAL ENERGY • Enhance your sleep by setting an earlier bedtime and reducing alcohol use. • Reduce stress by engaging in cardiovascular activity at least three
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times a week and strength T training at least once. • Eat small meals and light snacks every three hours. • Learn to notice signs of imminent energy flagging, including restlessness, yawning, hunger, and difficulty concentrating. • Take brief but regular breaks, away from your desk, at 90- to 120-minute intervals throughout the day. EMOTIONAL ENERGY • Defuse negative emotions —irritability, impatience, anxiety, insecurity— through deep abdominal breathing. • Fuel positive emotions in yourself and oth- ers by regularly expressing appreciation to others in detailed, specific terms through notes, e-mails, calls, or conversations. • Look at upsetting situations through new lenses. Adopt a “reverse lens” to ask, “What would the other person in this conflict say, and how might he be right?” Use a “long lens” to ask, “How will I likely view this situ- ation in six months?” Employ a “wide lens” to ask, “How can I grow and learn from this situation?”
MENTAL ENERGY Reduce interruptions by performing highconcentration tasks away from phones and e-mail.
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Respond to voice mails and e-mails at des- ignated times during the day.
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• Every night, identify the most important challenge for the next day. Then make it your first priority when you arrive at work in the morning.
meetings, practice inA L E S R E P O tentionally showing up five minutes early for meetings.
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HOW COMPANIES CAN HELP To support energy renewal rituals in your firm: • Build “renewal rooms” where people can go to relax and refuel. • Subsidize gym memberships. • Encourage managers to gather employees for midday workouts.
SPIRITUAL ENERGY • Identify your “sweet spot” activities—those that give you feelings of effectiveness, ef- fortless absorption, and fulfillment. Find ways to do more of these. One executive who hated doing sales reports delegated them to someone who loved that activity. • Allocate time and energy to what you con- sider most important. For example, spend the last 20 minutes of your evening com- mute relaxing, so you can connect with your family once you’re home. • Live your core values. For instance, if con- sideration is important to you but you’re perpetually late for
• Suggest that people stop checking e-mails during meetings.
Tony Schwartz (tony@theenergyproject .com) is the president and founder of the Energy Project in New York City, and a coauthor of The Power of Full En- gagement: Managing Energy, Not Time, Is the Key to High Performance and Per- sonal Renewal (Free Press, 2003).
Catherine McCarthy (catherine@ theenergyproject.com) is a senior vice president at the Energy Project
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