Health Upgraders

If you are a loan officer or a mortgage broker, and you are currently using a mortgage lead provider, or you are considering investing with one, one of the most important things you should take into consideration, is the closure ratio.

If you are closing anywhere from 5% to 12% of the leads you purchase, than you are doing very well according to the industry’s standard.

Here are a few helpful hints to increase your closure ratio.

Keep in mind that a lead provider does just that, they provide leads. It is entirely up to you to make the sale. Just because you were provided with a fresh lead doesn’t mean you don’t have to work to close the deal.

Most lead companies will sell their leads up to five times, so you are competing with other loan officers.

So, if you come across an objection over the telephone such as “I am no longer interested,” it is most likely because they are dealing with somebody else at that point.

Here is something you can counter with . . .

Oh, that’s to bad, after looking at your on-line profile, I was able to fit you into a really nice mortgage program with one of our lenders.

I can just about guarantee this will get their attention.

If this approach does not work, e-mail them with some attractive programs that you offer, or mail them out a flyer with a list of your products.

Whatever you do, do not give up after the first objection.

Remember, home buyers, and people refinancing their existing homes are very apprehensive, they are embarking on perhaps the largest financial transaction they have ever made, so put yourself in their shoes.

So, the friendlier you come off, and the more knowledgeable you sound, the better your chances of making the sale.

If you fail to have someone answer the telephone, and you have to leave a message, make sure the message is short, friendly, and informative.

Ask them to call back at their convenience to discuss a great product you know they will be interested in.

Remember. It is all in the approach and the inflection in your voice. The lead provider can provide the lead, but you have to work to get the sale. Best of luck with your leads.

Jay Conners has more than fifteen years of experience in the banking and Mortgage Industry, He is the owner of www.jconners.com, a mortgage resource site, he is also the owner of www.callprospect.com, a mortgage lead company.

Ever had a party online or offline, and had guests say “I love that item, but I can’t afford it right now”, or “It’s so hard to decide, I want all of this!”. This is a perfect time to sell all those items to your customer without them having to pay a dime.

If you aren’t using this idea already, make sure to put it into action immediately. Have a gift registry form ready to point those customers to should they want extra items they simply can not buy right now.

What they do is fill out their information, special dates (Birthdays, Anniversary, etc), and the products they want. Then, they fill out names and contact information of relatives and friends they know they will be receiving gifts from. You contact the relatives, stating where you received their information and what’s on the wish list you hold. Ask them if they would like a reminder before the special date, and which item they will be purchasing.

Simple eh? It’s a win-win situation for everyone! You make the extra sale, the gift-giver knows they are buying a gift the other person wants (no guess work or wandering around a mall!), and the one receiving the gift is getting exactly what they wanted but couldn’t afford.

This idea works easily both online and offline. Keep several forms handy if you are offline, so you can pass them out at parties or events (Pre-made forms available with the Direct Sales Success Kit). Online you will want to set up a page with an automatic form for your guest to fill out. For an example of an online form, visit:
http://www.soy-wax-candles.com/gift-registry.html

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About the Authors: Kara Kelso & Anita DeFrank are two busy wahms, and the owners of Direct Sales Helpers. For more Direct Sales Success Tips, visit: http://www.directsaleshelpers.com/newsletter.html

1. Sign-up to win web site awards. When you win, some award sites publish your web site link, name and description on their site.

2. Join online business associations or clubs. If you join, they will usually list all their members on their web site. It will give your business extra exposure.

3. Utilize a simple form of viral marketing. Write or have someone else write a small report with your ad included on it and allow others to give it away.

4. Improve your business by promoting customer feedback. Tell them you want their honest opinions about your business, good or bad.

5. Design your packaging so it sells your products. Utilize colors and lettering that make your product more attractive to your prospects.

6. Compare your product’s guarantee to your main competitors. Find a niche were your can design your guarantee to be more powerful.

7. Try not to assume your audience understands everything in your ad copy. If you have words they may not know the meaning to, define them.

8. Build alliances with other online businesses. You could trade links or ads, create joint venture deals, cross promote your products, etc.

9. Design your web site to be a valuable resource for people. Include original content, links to other interesting web sites, ebooks, software, etc.

10. Compete with the highly branded businesses by practicing good customers service, strong product quality and speedy service.

I mean, does the reader really believe that you have confidence behind your product? Do you confidently show them that you know your subject, and through your selection of words and phrases, are you displaying confidence that this product is the one that will solve their problem?

Confidence makes us buy, because we begin to see that the person knows their subject. The lack of confidence in a sales letter shows us they don’t feel comfortable with what they’re saying. It comes across as unsure.

It might not sound like much. You’ve read that giving the potential customer specific benefits that offer a solution to their problem is the biggest hurdle. But the reality is sales depend on how you present your material as to build confidence in you as well as your product.

There was a time when I was a telemarketing sales manager. I know, but don’t hate me. Though I might have interrupted a few dinners or got you up off the couch, I am about to teach you something here.

My job was to teach telemarketing reps how to sell. I would center in on someone that wasn’t making any sales, listen in on them, then after a few calls I would let them listen in as I took one for them. I would mimic their sales pitch, using almost the exact same words that they did. But nearly every time I did this I would make a sale on my first call where they had struggled through about thirty pitches without even a nibble.

Why was I able to make a sale after only one call using the exact same words of a representative that couldn’t close a sale after 30 calls? Confidence my friend. It makes all the difference in the world.

So how do you apply confidence to a sales letter you’re writing?

Start by looking at some of the marketing pros out there. See the words and phrases they use to display confidence. If an online marketer is making money with their sales letter then they’re displaying confidence in it.

Check your sales letter. Do you sound confident in it? Are the words you’re choosing stating that you’re very sure about what you’re doing? Do you show that you’re the authority on the subject, and that to pass on the offer would be crazy? Of course, you might not say that, but your sales letter should reflect it.

Write your sales letter like the product is already sold, you’re just explaining what they’re about to get. For instance, use phrases like “You’re about to learn all the marketing secrets”, or “You are also going to learn”. Just keep in mind that the customer is already sold.

That’s not to say that you don’t want to write your sales letter in the traditional sense of selling a prospect. But you want to sprinkle it with phrases that assume anyone would make the purchase after seeing the benefits they’ll receive.

Another phrase to use is something like “You can’t afford not to purchase.” It shows confidence that the reader has to make the purchase or the results could be disastrous.

Remember though, that customers still need to feel in control of their decision. Using phrases like “You are going to buy” sound threatening. By crafting a letter that shows confidence, but doesn’t demand the customer to buy, you’ve got a powerful sales tool that will work for you over and over again. It’s a thin line, but with practice you will soon master it.

Confidence is to carry the assumption that the reader of the letter will buy. You know it, and soon they’ll know it. I find that by having this assumption when writing a sales letter I convey confidence in my product. It works; you just have to try it.

Avis said, “We’re second. So we try harder.” The first sentence was indisputably true. They were second to Hertz in the car rental business, and everybody knew it. This lent credibility to the second sentence.

When heard or read, these two sentences were “converted” in the minds of potential car renters to, “Since they must try harder, they’ll make life easier for me.” Then they rented from Avis, rather than Hertz. Business boomed with this slogan as the underlying position in all sales messages.

How “Best” Works

Now suppose Avis had said, “We’re the best!”

“Who says?” would be the kindest retort, as the reader or listener turned quickly away to rent from Hertz.

Avis And Your Website

“We’re the best!” won’t work in your advertising, on your website, or in your newsletter. Not one bit better than it would have worked for Avis. Surely we all know this. Why then do we see so many ads, newsletters, and sites that tell us they’re the best? Then go on to tell us what to do or think?

There are two reasons that come to mind right quick. First, some really do not understand that unsubstantiated claims will be ignored, or even turned against you. Second, it’s easier and quicker to tell, rather than to demonstrate.

Good Books And Films

In quality stories, printed or filmed, you are never told that Duke is a really bad dude. You see him doing really bad things, then draw your own conclusions.

Good teachers don’t tell; they provide their students whatever is needed to demonstrate the point. Non-fiction writers do the same. They seek to convince you of the point they want to make by providing examples and references. And the views of other authorities. All of which can be checked out.

Now Listen Up!

“Show, don’t tell.”

Do you believe this is true?

Not unless you already do. You’d need a whole lot of faith in me to accept this as truth on my word alone. In fact some would call you foolish if you did so.

Beyond providing answers to simple questions, such as how to get from here to there, telling folks fails. For one thing, people flat don’t like to be told anything. For another, they always question the authority of the speaker. And many feel they know all that’s needed, so don’t want more from you or anybody else. Further, the world is awash in, “My opinion is as good as yours.”

Some Do Get Away With Telling

The media, politicians, and “famous” people are telling us all what to think. Unfortunately many are listening to these sound-bites, and assuming what they hear is “truth.” But they are not listening to me in this unqualified manner. Nor will they listen in this way to you.

You must seek to persuade people of your point. Provide information the reader can accept or reject. If collectively you sufficiently support your point, you have at least a shot at being believed.

How This Applies To Selling Anything

The rules of selling are changing rapidly. It’s true the hard-sell, loaded with hype, con, and even lies, continues to work for some. And even the junkiest spam brings profits to a few.

But permission selling is now the mode, particularly on the Web. A visitor is invited to freely consider a possible solution to a problem or information that may help. Within these notes, there are invitations to explore a product or service that goes specifically to the point.

If your visitor accepts a second invitation, then sell. But honestly. Gently. With benefits to the potential customer. This is a kinder way of doing business. One with which both the seller and customer are comfortable.

Don’t Screw It Up

In this way of selling, there is no room at all for telling anybody anything. All is persuasion. We seek to convince our potential customer, one point at a time, that our product or service is exactly what they need. Slip in a “known fact” or “best ever” and you’ll blow the deal.

If you have the power, you may be able to tell people what to do and make it happen. But you are wasting time trying to tell anybody what to believe without backing it up with verifiable information.

If I told you that one of the most important characteristics of
sales excellence in today’s hypercompetitive business
environment was not to be a salesperson, would you think you
subscribed to the wrong magazine? Well, I have a good reason for
saying it. I’m not really saying you shouldn’t be a salesperson.
I’m saying that to be a top sales professional, you have to be a
businessperson because businesspeople make the most effective
salespeople. And why is that true? Because what you are really
selling is business improvement. In terms of selling, what do I
mean by “businessperson”? A businessperson is someone who can
transcend the product or service she is selling to reach higher
ground the ability to understand, articulate, and drive the
contribution her business can make to the client’s business.
What is the business value of your product or service? To
communicate this to your prospect convincingly, you must be more
than a sales rep. You have to be a businessperson and, using
business competencies, view and present your offering as
platform upon which your prospect can achieve their business
plan going forward. Characteristics of a Businessperson Being a
businessperson not only means developing these business skills,
such as the ability to read and interpret financial statements,
but it also involves a way of thinking and being. Here are some
of the behaviors and traits I have observed in sales winners
people I would also consider businesspeople: uThey know that if
they give their customer what he needs, they will then get what
they need. uThey make rational decisions, rather than allowing
emotion to guide them. uThey follow orderly procedures and
processes, rather than taking random actions. uThey plan for the
future and have the discipline and motivation to execute that
plan. uThey seek out the truth through insightful, probing
questions, rather than blindly accepting what they are told.
uThey accept responsibility for their own actions and for those
who work on their behalf. uThey know how to use technology to
improve not only their own but their customer’s business
position. uThey work for a win-win solution, knowing that
anything else will ultimately be lose-lose. If you don’t want
your client to treat your product or service as a commodity, you
have to differentiate your offering from your competitor’s. It
comes down to perception. If your clients see you as just a
salesperson, they won’t respect you the way they would someone
they viewed as a businessperson. Here’s how they think: A
businessperson is a professional; a businessperson is there for
the long haul. Salespeople are all the same, interchangeable;
they’re just after a quick buck. This perception, common among
top executives, is unfair, but it’s a fact of life. That’s why
people who sell for a living adopt titles such as Marketing
Representative, Business Development Manager, and Client
Acquisition Executive on their business cards. Take a good look
at yourself. Read the list of behaviors again. Can you identify
areas where you need to improve? What should you do? First,
accept the fact that you, and you alone, are responsible for
your own personal and professional growth. No one is going to
barge through your door and change you. You’ve already
recognized that a change is needed. That’s the toughest step.
Expand Your General Business Knowledge How much do you know
about business in general? Do you know how businesses operate?
What about your company? What about your three best clients? Can
you articulate their visions? Can you identify their short- and
long-term strategies? To survive and thrive in the information
economy, the most important skill you’ll need is good,
old-fashioned business know-how. You should know how businesses
operate, especially in the marketplace into which you sell.
Become familiar with concepts and current practices in business
strategy and planning, Internet commerce, business
collaboration, and change management, among other areas. One of
my clients, bidding to replace a company’s decade-old software
with a new product that would let independent agents enter
orders, asked how the company proposed to get the agents to
accept the changeover. There was a stunned silence. Nobody in
the company had imagined that the independents might resist the
idea. My client, having uncovered an unidentified risk, locked
up the deal by adding management services to the proposal.
Financial Statements Revisited The most important element of
business know-how is understanding how financial statements
represent a company’s financial position and how that company
compares with others in its market. If you can’t read and
interpret an income statement, cash flow statement, or balance
sheet, learn to do so right away. There are no shortcuts. Those
financial statements are as revealing of business health as CAT
scans, EKGs, and blood tests are of your physical health. You
don’t need to become a CPA, but a solid knowledge of financial
concepts and an ability to compare clients are key. If you
believe, as I do, that effective selling at the executive level
is about quantifying and proving the business value you can
contribute, then having business know-how is a vital component
of that approach. If you don’t have it, how do you get it? Here
are a few ideas: uTake a course in reading and interpreting
financial statements at your local college, at night school, or
(in the United States) with the American Management Association.
In Europe, try Management Centre Europe. uRead a book on the
subject. Do the exercises. uAsk your brokerage firm for guides
to reading and interpreting financial statements. Most large
brokerage houses have either a book or a comprehensive document
on the subject. uSpend some time with your own company’s CFO,
controller, or accountant. If you aren’t well versed in finance,
do you know someone who can interpret a financial report for you
in a pinch? uIf you have a close relationship with a client, ask
his CFO, controller, or accountant to walk you through the
company’s financials. This is a very powerful way to understand
how your client’s business operates. If you sell into a vertical
market, this approach will give you real insight into that
industry, which can be used when selling to other companies.
We’re not talking about sharing proprietary information, of
course, but industry norms median profit margins, sales costs,
revenues per employee, anything that will help you show how your
offering contributes to their business plan. I submit to you
that the timeless truth about sales is, “It’s all about money”
So if you can’t show your clients and customers how your
offering will earn or save them big money, you’ll never
consistently win the big sale. Action: Develop the skill of
zooming in and zooming out looking at your client’s company
from 40,000 feet, diving deeply into relevant details, only to
zoom out to the big picture again. More articles at
www.HowWinnersSell.com

The formula for success for any business is to get your customers to make repeat purchases. There are a number of factors involved for getting repeat customers: pricing, quality of products and services, excellent customer service etc. One of the best ways is to reward your customers for their repeat purchases. Here are three effective customer reward programs you could implement:

Number Of Purchases

This program is based on the number of purchases made by any customer. You could give away a free product or service to any customer that makes ten or more purchases. To make the program more effective you could require a set time period that all ten purchases must be made by.

Dollar Amount

You can require a certain dollar amount be spent before the customer receives a reward. Tell customers if they spend over $50 in one month at your web site they get a 50% discount on their next purchase. You could also just reward one customer who spends the most every month with a bigger reward like a vacation.

Points System

Reward customers a point for every one-dollar they spend. Lets say customers can get a free computer for 300 points. That means customers will spend $300 dollars on your products and services to get enough points to get the free computer. To push slower selling products or services just offer more points per dollar spent for those particular items.

The kind of rewards you give should depend on what your business can afford. Cheaper rewards could be gift certificates, coupons, clothes, or movie passes. Expensive rewards could be jewelry, vacations, bed and breakfast gift certificates, electronics or computer equipment.

You may want to invest in a good database program to keep track of your rewards program. I also recommend contacting a legal professional for advice, set-up and the structure of your rewards program. I hope these ideas I’ve given you help make your business more successful.

Sales organizations that successfully achieve profitable revenue growth do so through a sales system encompassing sales focus, the integration of organizational and people competencies, a balanced sales effort between new customer acquisition and current customer penetration, and employee engagement.

These organizations match sales resources to the best opportunities, often overlooking customary territorial boundaries or customer assignments and applying a “best in front” approach in the allocation of sales people to high value opportunities. They’ve adopted cross-functional team selling approaches – emphasizing collaboration to deliver value-adding solutions and hold sales/service teams accountable for improved customer-level results. In addition, they utilize their full organizational capabilities, and those of their external partners, to create an integrated product/service offering that enhances their customers’ business results, differentiate their value proposition from the competition, increase the average deal size, “win” the sale, and build durable customer relationships.

While highly effective sales organizations emphasize new customer acquisition, they also recognize that creating new customers is more expensive than penetrating current accounts. Furthermore, they know the temptation is great to discount the initial sale to “get in the door” – producing less profitable business through an expensive sales effort. So, they balance new customer selling with a focus on “deep drilling” current customers with existing and new products. They are also sensible about discounting. Pragmatic sales leaders know when and when not to discount, recognizing that in the long run significantly more discounted revenue is needed to equalize the profit generated from non-discounted sales.

Sales representatives in growth-focused sales organizations spend at least 55% to 65% of their time on direct sales activities. Their leaders achieve this concentration by:

Optimizing the number of current and prospective customers assigned to a salesperson;

Right sizing the type and number of technical and customer service personnel supporting the sales effort; and

Providing and insisting upon the utilization of sales automation tools to move opportunities through the sales funnel, create administrative efficiencies and facilitate effective customer management.

Sales leaders that are successful at growing profitable revenue understand the negative impact of turnover and the associated affect of uncovered or inadequately covered customer relationships on growth. They strive to retain their sales people by implementing practices that create employee engagement and a passionate commitment to growth. Among these are, creating organization-wide accountability for results, setting goals set at the individual sales person level, defining minimum performance thresholds below which no incentives are paid, and uncapping incentive opportunities.

We all learned in Sales 101 we must follow up with our prospects until they buy. Unfortunately, while we’re busy trying to make all these follow-ups, some very fine prospects who are ready to buy now are flying under our radar.

The trick in sales is to talk to buyers. Rather than responding, “Duh!”, professional sales people find this the hardest discipline to execute. But like most successful strategies, it requires a tactical plan. If you’ve been relying solely on follow-up phone calls to close sales, why not try this plan for 30 days?

1. Create a follow-up activity series. If you use ACT! or another contact manager, assign the series after you send your proposal. If you close the sale, you can always end the series early. Your series could look like this:

0 DayProposal Sent

2 DaysFollow-up Phone Call

4 DaysFollow-up Email

7 DaysFollow-up Voice Mail

10 DaysFollow-up Email

14 DaysFollow-Up Voice Mail

30 DaysFollow-Up Email

2. Write a compelling voice mail script. Limit it to 10-15 seconds. (Time it!) Start with your name, company and phone number (which gives the recipient an opportunity to retrieve your number without having to wait for the entire message to play). Next, say your compelling message; then, a declaration about what you want them to do. Finally repeat your phone number at the end. I often give my email address as an alternative way to “return the call.”

My voice mail sales follow-up call goes something like this: “Hi, ___, this is Lori Feldman with Aviva, 800/264-5478. I just completed a project for another client who was as concerned as you are about ___. Listen to what happened when they bought my services: (Recap story). I have some additional ideas for (Company’s project for which I sent you my proposal. When are you available to discuss it? Here’s my phone number again and my email address, if that’s an easier way for you to contact me: (Phone and email address.)

3. Send a Fax. Once I get 30 days out from a sent proposal, with no feedback from a prospect, I figure it’s time to put him back in the prospect bucket where he’ll receive the regular direct marketing I send to all customers and prospects (ACT! Tips, User Group invitations, newsletters, etc.) However, because he was interested in my servicesenough to ask for a proposaland he hasn’t said “no” yet, I still want to give him his own follow up.

Based on the value of the proposal, I may put in a recall date every 30 days, or start emailing again, but first I’ll try my “last ditch effort,” a fax that says, “It looks like your needs may have changed since we last talked. Please check the appropriate box and fax it back to me at your convenience: 1) We’re still interested, but I’ve had no time to follow up with you. Try me in ___ days/months; 2) Our needs have changed, and we don’t need you! 3) We went with another vendor, sorry! 4) Who are you again?” Humor goes a long way, too.

It’s true that persistence pays off in higher close rates. But your prospect is busy, too, and sometimes you’re just not the high priority you think you are. Many potential customers prefer responding via email, which is faster and less intrusive in their day than a phone conversation can be. Giving a prospect several ways to communicate with youespecially when it cuts down on the time you’re spending with non-buyersis a more effective long-term sales strategy. When you focus selling time on buyers who want to buy today, your sales go up!

Lori Feldman is president of Aviva, a mailing list/database marketing and Internet consulting firm and an ACT! Software Certified Consultant. She is this year’s Direct Marketer of the Year, awarded by the Direct Marketing Assn. of St. Louis. Reach her at http://www.aviva-aviva.com/act.html

The multi million pound cosmetics industry is acutely aware
of the value of packaging. You’ll know this if you’ve ever
bought anything from those glamorous ladies whose counters
are always just inside the front door of Department stores.

However, from time to time we’re presented with surveys
about the creams we rub on our bodies which take years off
our age and make our skin as soft as a baby’s bottie. The
surveys tell us “Buy the cheap stuff or the own label one
from the supermarket, ’cause they’re all the same.”

But do we? Of course we don’t. Human beings are driven by
emotions not logic and never more so when spending their
money. People buy with their eyes, we love packaging. The
marketing and merchandising experts have it down to a fine
art and know the colours and shapes that we’re most likely
to buy. They then design their packaging accordingly and
make sure it grabs our attention.
The product in the packaging has to do what it says it’ll
do, however if it looks like it can do the business, then
we’re more likely to believe it can.

It’s just the same with people. Whether we like it or not,
people are likely to make judgements about us by the way
we’re packaged. They’ll then decide whether they like us,
whether they’ll give us a job or even just believe what we
say.
This seems to be so obvious. Yet I’ve seen professional
speakers with scuffed shoes, business leaders with outdated
suits and politicians wearing clothes that don’t fit them or
suit their shape.

A few months ago I attended a function where an accountant
was invited to speak about his business. He told the
assembled audience how efficient his business was and about
their attention to detail. However his tie was undone and
his shirt looked like he was breaking it in for a smaller
friend. His suit, though probably expensive, wasn’t the
right colour for him and merely drew attention to the fact
that its wearer liked his grub.
All of the things he was saying were totally contradicted by
how he was packaged.

Lawyers, accountants, plumbers or software engineers; it
doesn’t matter what you do, other people are very liable to
make a judgement about your abilities by how you’re
packaged. Your colleagues and your boss will all make
decisions about the quality of your work and your promotion
prospects by your dress and image.

There’s the famous story about the 1960’s pre-election
television debates between John F. Kennedy and Richard
Nixon. These debates were also heard on radio, which was
much more popular at the time. After the debates a poll was
taken of how TV and radio audiences had reacted to the two
participants. The radio audience voted for Nixon, however
the TV audience voted overwhelmingly for Kennedy. The TV
audience liked the look of Kennedy better than Nixon – they
liked the packaging.

We also tend to make decisions very quickly about people we
come into contact with. Psychologists have established that
we subconsciously make around eleven decisions about other
people within the first six seconds of meeting them.
Personnel managers have admitted in surveys to making a
decision about a job applicant within the first thirty
seconds of an interview, these decisions being made
primarily on how the people looked and carried themselves.

How we look will confirm or contradict what we say. Imagine
someone in a policeman’s uniform at your door telling you
he’s come to read the gas meter, I doubt if you’d believe
him. First impressions are also lasting impressions and
take a lot of changing.

Okay, so we can’t all have the perfect looks or the perfect
body, what ever that is. It doesn’t matter what shape you
are but it does matter how you package that shape, if you
want to make an impact on other people.

How you package yourself can also make a huge difference to
your self-confidence. Have you ever noticed how confident
and self-assured you feel when you dress in something you
feel good in? Particularly when someone genuinely
compliments you. How you dress can have a huge impact on how
you carry yourself and project to other people.

The problem is that many of us don’t have a clue as to what
really suits us and compliments our shape. This is why so
many business people are turning to an image consultant to
improve their personal impact. This may seem like a costly
luxury however consider the cost of restricting your career
or possibly not winning a new account.

Dress down Friday is a particular challenge for men. The
temptation for many guys is to pull on an old pair of chinos
and a worn out polo shirt and hope for the best. The only
thing is you end up looking scruffy and certainly don’t
impress anyone.

So what do you do? Well you could ask your nearest and
dearest to be honest with you and tell you what they really
think about what you wear. The thing is, you really need to
listen and take heed of what they say.

Buy some of the fashion magazines and keep up to date on the
latest fashion. It can also help to find a good clothes
store where the sales assistants will give unbiased advice.

It’s also important to look after the details. Do your
spectacles suit your face? Are you in need of a more modern
haircut? What does that cheap plastic watch say about you?
Men need to be careful about novelty ties and fancy socks
with a business suit. Women need to take care with make-up,
colours and perfume.

You may have a lot more to offer than a jar of anti wrinkle
cream or a packet of cornflakes; however no one is going to
pick you off the shelf if they don’t like your packaging.

Alan Fairweather is the author of four ebooks in the “How
to get More Sales” series. Lots of practical actions you
can take to build your business and motivate your team.-
http://www.howtogetmoresales.com

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