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Are You a Visible or Invisible Leader April 30, 2012

Posted by dennissommer in Leadership.
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Could your employee and business issues, slow profit and sales revenue growth be due to the fact you are, or have an invisible business owner, CEO and leadership team?

Based on a recent survey of nearly 8,000 employees by CareerBuilder, it was found that a surprising number of employees today say they could not name or identify their CEO or the executive leadership team. The survey also found that a large percentage of employees did not know how their company performs financially.

The survey found:

– 40% of employees say they’ve never met their CEO.

– 21% of employees don’t know what their CEO looks like.

– Only 35% of employees can name all the C-level officers at their organizations.

– 68% of employees don’t know how much income their company generates annually.

Could an invisible CEO and leadership team be part of the reason why so many companies are struggling today? From my experience developing and working with successful business owners, CEOs and executive leadership teams, I would say “yes”.

Most successful companies have CEOs and executive leadership teams who are visible and have a public presence. This gives employees a positive impression of their leadership team and a feeling that they are part of a successful organization. This leadership visibility and access increases employee morale, productivity, creativity and leaves positive impressions with customers.

The CEO and leadership team must be the face of the organization both internally and externally. Every one of them needs to be visible and accessible to internal employees, stakeholders, customers and the outside public to allow them to connect and build positive perceptions and relationships.

Visible CEOs and leadership teams inspire and motivate employees, stakeholders and customers -ultimately leading to higher profitability and sales revenue growth.

Are you an invisible leader or are you a leader that is visible, promoting the vision, mission and values of a successful organization?

Until next time  . . .

Think Big and Take Action !

Dennis Sommer

Dennis Sommer is the CEO of Executive Business Advisers . Dennis is a highly sought after business growth expert with over 25 years experience.  His specialty is helping companies improve their business performance and sales revenue growth in 30 days.

If improving business performance and sales revenue growth is a priority of yours this year, contact us today to see how Executive Business Advisers can help.  Call 330-676-1876 or email us at sales@ebaac.com

Copyright © 2012 Dennis Sommer All rights reserved.

4 Strategies to Increase Sales Revenue Growth and Become Your Customers First Call April 16, 2012

Posted by dennissommer in Customer Service, Sales.
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Is it possible to implement strategies to increase sales revenue growth with very little marketing?  Customers calling you 24 hours a day nonstop, more business than you can handle and no need for a large marketing budget?

The answer is, yes, it is possible.  This only happens when you become what I call, the” Customers First Call”, a person or business that customers think of first when they have a need or serious problem that must be fixed.

Are you that person or business in your industry?

How different would your business be if your name comes to mind first when your customer needs help? When you think about it, becoming the “Customers First Call” should be your highest business priority.

Let’s take a look at four (4) strategies you should take to become the “Customers First Call” in your industry.

1.  Deliver superior customer service before they are a customer.

Good companies provide quality customer service.  Once you become their customer, they will handle your issues quickly and professionally.  The difference between a good company and a company who is the “Customers First Call”, is the latter provides superior customer service, focusing on customer service even before a customer becomes a customer.

By going above and beyond everyone else and focusing on superior customer service from the first initial phone call or customer meeting, you can eliminate customer complaints instead of reacting to them once they occur.

2.  Deliver superior communication skills.

Take a moment and think about companies that you would consider a “Customers First Call”.  Do they rattle off statistics and technical jargon that could only be understood by a NASA scientist?  Do they go on forever lecturing and you never have a chance to talk? Most likely your answer is, “No.”

A company that is the “Customers First Call” has the ability to sit down and listen to customers.  Then, they can translate a very complex issue and solution into terms that a six-year old can understand. Their communication is simple and precise.

They deliver superior written, verbal and listening skills. When dealing with customers they are considered master communicators.

3.  Develop tremendous knowledge about themselves, the competition and customer.

Would you hire a professional or purchase a solution from someone who didn’t take the time to learn about your company or your industry?  How about someone who doesn’t know everything about their own products or their competitors?  Would you have confidence in their solution?  Probably not.

So what impression do you leave with your customers?  A company that is the “Customers First Call” not only becomes the expert in their own solutions, they also become an expert on their competitors, the customer, and the customers industry.

4.  Develop strong customer relationships.

A big portion of my work with clients is to increase sales revenue growth and improve business growth by improving their relationship with their customers. In this fast-paced world, many professionals and organizations are so focused on short-term goals; they have forgotten one of the most important success factors.

People buy relationships not products. It’s hard to focus on the customer when you are dealing with monthly quota goals, internal politics, investors, organizational changes and the overflow of email and voice-mail requests requiring immediate responses.

Unfortunately, if you ignore your current customer or new potential customer, they won’t be a customer for long.  Connecting with customers on a personal and professional level consistently, will build a strong customer relationship turning them into lifetime loyal customers.

Are you ready to implement strategies to increase sales revenue growth and become the “Customers First Call” in your industry?

Until next time  . . .

Think Big and Take Action !

Dennis Sommer

Dennis Sommer is the CEO of Executive Business Advisers . Dennis is a highly sought after business growth expert with over 25 years experience.  His specialty is helping companies improve their business performance and sales revenue growth in 30 days.

If improving business performance and sales revenue growth is a priority of yours this year, contact us today to see how Executive Business Advisers can help.  Call 330-676-1876 or email us at sales@ebaac.com

Copyright © 2012 Dennis Sommer All rights reserved.

Video about Executive Business Advisers April 3, 2012

Posted by dennissommer in General.
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View a new 2 minute video about Executive Business Advisers
at EBA Overview Video

At Executive Business Advisers ,  we are a unique consulting firm of business growth experts helping companies quickly improve business performance and sales revenue growth.

We provide deep functional and industry expertise to help companies overcome their key business challenges and build a roadmap for success.

We Help Companies . . .

– Increase sales revenue growth
– Improve marketing performance
– Increase competitive advantage
– Reduce operating costs
– Improve profitability
– Reduce business risk
– Improve Return on Investment
– Improve customer value and retention
– Improve business focus and integration

Our Expertise and Services

– Strategic Planning
– Sales
– Marketing
– Customer Service
– Operations
– Technology
– Staff and Leadership Development

Industry Specialties

– Technology
– Professional Services
– Consulting
– Manufacturing
– Healthcare
– Nonprofits
– Retail
– Accounting
– Insurance
– Financial Services

Contact Executive Business Advisers, CEO  Dennis Sommer for a free consultation at 330-676-1876 or email dennis@ebaac.com

Survey Says New Technology and Marketing Key to Business Growth April 3, 2012

Posted by dennissommer in Marketing.
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A majority of business leaders plan to use digital, social media, tablets and smartphones as marketing tools in the coming year to grow their business.

Business leaders are increasing their use of the Internet and social media platforms to connect with customers and grow their businesses, according to a recent survey by Citibank, of 749 business leaders.

A majority of the business leaders surveyed, (65 percent) cited increased marketing activities as a key step in growing their business. The survey also found that smartphones ranked as the best technology solution for businesses, with nearly half (48 percent) currently using smartphones.

While the large majority (70 percent) of business leaders used their company website as a marketing channel, (41 percent) said they have used social media channels, such as LinkedIn, Facebook and Twitter, in the last year.  Sixty-two (62 percent) haven’t used email for marketing purposes.  A figure that remains the same from when Citibank first surveyed business leaders about social media and online marketing in 2010.

As business leaders are moving online, and relying more heavily on their company website, online channels represent an emerging opportunity to help grow their businesses.  In fact, many business leaders plan to use digital and social media tools in the coming year.

According to the survey, (60 percent) plan to increase activity on their website for marketing purposes, (40 percent) intend to use social networking sites such as Facebook, LinkedIn or Twitter for marketing and (38 percent) plan to leverage email marketing tactics to drive awareness and sales of products and services.

What does this all mean?

Slowly but surely, business leaders are starting to spend more time and money on their marketing and technology programs.  They are starting to understand, to increase their market share, awareness of their business and drive business growth, they need to implement cost effective and efficient technology and marketing tools.

So, what are you going to do this year to drive your business growth?

Until next time  . . .

Think Big and Take Action !

Dennis Sommer

Dennis Sommer is the CEO of Executive Business Advisers . Dennis is a highly sought after business growth expert with over 25 years experience.  His specialty is helping companies improve their business performance and sales revenue growth in 30 days.

If improving business performance and sales revenue growth is a priority of yours this year, contact us today to see how Executive Business Advisers can help.  Call 330-676-1876 or email us at sales@ebaac.com

Copyright © 2012 Dennis Sommer All rights reserved.

Is a Strong Branding Strategy Key to Increasing Sales Revenue Growth March 15, 2012

Posted by dennissommer in Marketing, Strategic Planning.
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Oddly enough, in today’s business world, great products and services are seldom enough to make a lasting impression on your customers.  In today’s competitive market, a strong branding strategy is key to increasing sales revenue growth and will help ensure that customers remember your business as the ”Go To” source for their needs.

A strong branding strategy includes your company’s name, logo, symbols, web site and all other tools that define your business in the minds of customers and, perhaps more importantly, differentiates your business from others providing the same products and services in your industry.

Branding and marketing go hand in hand, according to marketing experts.  If you can build a strong brand, you will have a strong marketing program.  If you can’t, then all the advertising, fancy packaging, sales promotions and PR in the world won’t help you with sales revenue growth.

Almost anything can be branded in your business, including your company, products, services and you. Strong branding is not as simple as you might think.  It is complex and involves the customer’s total experience with you, your product or your service.  The most effective branding combines both online and offline collateral.  The web offers tremendous low cost opportunities for promoting your brand.

Keep in mind, the best branding tends to focus on emotions and appeals to a person’s natural need for improvement.  Be original in identifying your brand identity.  Identify the things that truly sets your business apart from others in your industry.  Everybody focuses on  quality and service, for example, so look for something that’s truly different.  If you are having trouble pinpointing your branding strategy, try asking your customers what they need from you the most, then base your brand on that.

One final point to consider.  Simplicity is a virtue in a strong branding strategy.  Customers are overwhelmed by excess information.  Too much information confuses your brand message.  Keep your branding strategy simple and focused and you will have a strong branding strategy that will dramatically increase sales revenue growth.

Until next time  . . .

Think Big and Take Action !

Dennis Sommer

Dennis Sommer is the CEO of Executive Business Advisers . Dennis is a highly sought after business growth expert with over 25 years experience.  His specialty is helping companies quickly improve business performance and sales revenue growth.

If improving business performance and sales revenue growth is a priority of yours this year, contact us today to see how Executive Business Advisers can help.  Call 330-676-1876 or email us at sales@ebaac.com

Copyright © 2012 Dennis Sommer All rights reserved.

Increase Sales Revenue Growth by Avoiding These 5 Sales Mistakes March 1, 2012

Posted by dennissommer in Sales, Strategic Planning.
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Improving sales revenue growth should be a top priority in your company. Unfortunately, improving sales revenue growth is easier said than done.  It takes more than great leadership or top of the line products and services.  Avoiding these 5 sales mistakes in this article will help you achieve your sales revenue growth goals.

Integrating Your Sales Force by Paul DiModica

Every day, account managers are dealing with new emerging competitors, downsizing prospects, and enlarged sales quotas. Success requires special sales training methods and a company-wide process where all departments are responsible for company
revenue.

The key to success is premeditated, outbound business development.

In traditional firms (start-ups and Fortune 1000 firms included), vice presidents of sales live or die by the success of monthly revenue plans that were forecasted twelve months earlier. They are the hero or the goat depending on how the revenue numbers hit that month. This evaluation process is an immature method used to determine revenue success (or failure). Often used by nvestors, it ignores the fact that corporate revenue (or lack of it) can be a symptom of a greater problem with the firm’s business strategy.

To succeed today, firms need to focus on the integration of all of their revenue elements of business development. When one singular department fails to contribute, it directly affects all corporate sales opportunities. At that point, it is not the sales department’s failure to generate revenue, it is the company’s failure.

The four current business development elements are:

1. Sales
2. Marketing
3. Strategy and Product/Service Development
4. Financial Management

To succeed, we need all of these departments to be positioned equally in responsibility as partners in revenue generation. In this economy, there can be no silos.

That means senior managers of marketing, strategy, and finance need to be assigned a line position with the appropriate responsibilities and compensation.

The result is that sales, strategy and marketing all have a sales quota. Working in concert, being paid as a team, their decisions and responsibilities will be centered on helping account managers sell more.

If your firm has not aligned these elements with equal compensation based on total revenue, assigned milestones based on a group performance, or implemented weekly goals for each manager based on revenue producing expectations, then it is time to change.

Today, companies can no longer afford high-priced sales executives or support departments who don’t carry revenue goals. Instead, line managers are needed to represent all departments working in concert to generate revenue.

Remember, it is not the sales department’s responsibility for revenue; it is the company’s responsibility.

5 Common Mistakes in Sales

Mistake No. 1
Most salespeople shoot from the hip. Let’s be honest. Sales is a premeditated sport. To be successful, you need to prepare every step of sales cycle. Amateur salespeople wing it. When meeting clients for the first time, presenting to CEOs, or negotiating contracts, always sit down and plan your actions, talking points, and methodology in order to win business. Many salespeople become lazy and interact with customers based on the salesperson’s previous experience with a particular kind of client. Professional salespeople know that every client is different and in this competitive economy, preparation wins business.

Mistake No. 2
Salespeople do not cold call. No, it’s not the favorite playtime of salespeople, but if you wait for your marketing department or your inside sales force to find qualified leads, your competition may already be locking down a big deal in your territory and you will be too late to join the game. To increase your quota success, add cold calling to your schedule every day.

Mistake No. 3
Salespeople underestimate the importance of the client presentation. Fifty percent of all sales are won through the presentation. It is the only time when most of the decision makers are in the room and can be educated as a team about the unique characteristics of your product or service. To increase closing ratios, focus on the content and process of your presentation. Prepare to present.

Mistake No. 4
Salespeople do not stay in touch with their prospects. Selling is also a contact sport. You need to interact with your prospect on a timely basis. You should touch the client every week with some communication device (email, letter, brochure) prodding them to move their buy cycle closer to your sales cycle. Prospects have short memories. Don’t let a more ambitious competitor steal your prospect because they are more visible in their communication.

Mistake No. 5
Salespeople underestimate the competition. In sales, it is kill or be killed. When selling a client, always assume that there is competition until you see a signed contract or purchase order. Several years ago, a study revealed that Fortune 1000 companies were negotiating with an average of four companies on the last step of a purchase. Simultaneously, only half of the time did the buying companies tell the vendors how many players had made the short list. Never assume you got the deal, until it is signed.

Avoid these 5 sales mistakes to increase your sales revenue growth.

Until next time  . . .

Think Big and Take Action !

Dennis Sommer

Dennis Sommer is the CEO of Executive Business Advisers . Dennis is a highly sought after business growth expert with over 25 years experience.  His specialty is helping companies quickly improve business performance and sales revenue growth.

If improving business performance and sales revenue growth is a priority of yours this year, contact us today to see how Executive Business Advisers can help.  Call 330-676-1876 or email us at sales@ebaac.com

Copyright © 2012 Dennis Sommer All rights reserved.

Sales Scorecard a Strategy to Increase Sales Revenue Growth March 1, 2012

Posted by dennissommer in Sales, Strategic Planning.
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Improving sales revenue growth in today’s business climate is critical to your success. Implementing a sales scorecard strategy is a proven tactic used by top performers to improve sales revenue growth.  This simple strategy described in this article will help you achieve your sales revenue growth goals, increase profits and improve your business performance.

Understanding the Sales Scorecard Concept by Paul Dimodica.

In a world where increased revenue has become an executive mantra, turning business plan strategy into actionable steps that create revenue has become, for some, an albatross.

The key to success is to continually increase internal funding capabilities and help reduce dependence on third-party funding resources. For companies to continually grow, business units must quickly produce tangible sales results. One methodology to accomplish this is through a Sales Scorecard

Like other scorecard concepts, the success of the Sales Scorecard is driving fundamental business changes. By creating identifiable tactical measures for each of your sales team members and contributing departments, you can transform silo performance into group performance and create a pattern for integrated sales team performance.

Sales Scorecards are sub-segments of the original scorecard concept currently used by approximately 60% of Fortune 1000 companies. The original premise of the scorecard is based on linking, intersecting, and managing four distinct business  perspectives. The scorecard process is presently used as a centralized business implementation and strategy tool. The success  behind the scorecard methodology is based on its ability to transcend executive philosophies and help departments become more productive as a team from the boardroom to the mailroom.

Unlike other management philosophies, the sales scorecard is not a static business concept. Instead, it is a continuously changing management tool that allows companies to adapt to market conditions as they develop. Unlike Management By Objective (MBO) theorems where corporations are focused on changing behavior by studying yesterday’s performance to bring about modification for today, the scorecard model focuses on today and tomorrow and those elements that can turn present strategy into future action.

Through the utilization of the Sales Scorecard, businesses can manage sales team’s performance based on today’s information and
react to tomorrow’s market changes and sales success needs.

The scorecard is not just a static list of metrics or isolated Key Performance Indicators (KPIs). Instead, it is a graphical framework for implementing and aligning sales tactics and managing strategy for companies seeking to become successful.

Businesses must manage their capital capabilities to succeed.

Today, most companies can break down their corporate assets into three specific areas, which include:

1. Human capital (employees)

2. Operational capital (product and service development and delivery)

3. Financial capital (business funding, revenue, monthly burn rate, valuation, corporate revenue, A/R, line of credit)

With these capital elements always at risk for companies, it becomes crucial for management to develop a strategic blueprint for all employees to work together. The Sales Scorecard is such a program, but it integrates five areas rather than four. Through its implementation, line and staff associates interact weekly as a packaged team to help drive performance and create revenue as a group instead of traditional department silos.

Five sales management pillars to track are:

1. Sales

2. Marketing

3. Strategy

4. Product Development/Operations

5. Strategic Partners/Alliances

It is important to understand that revenue generation in companies is a cause-and-effect process. Revenue will be short without a market-driven product, services to sell, or appropriate positioning support. Success will be minimized if the focus is placed on the sales department as the primary driver for revenue shortfall rather than identifying and fixing the primary problem. The Sales Scorecard is a visual measurement device used to view the integrated variables of revenue generation from all salespeople.

Additionally, by identifying all sales tactics needed to sell and/or non-contributions as they happen, you can make adjustments to your sales team’s current behavior before it is too late and identify help from other departments that may be needed.

Until next time  . . .

Think Big and Take Action !

Dennis Sommer

Dennis Sommer is the CEO of Executive Business Advisers . Dennis is a highly sought after business growth expert with over 25 years experience.  His specialty is helping companies quickly improve business performance and sales revenue growth.

If improving business performance and sales revenue growth is a priority of yours this year, contact us today to see how Executive Business Advisers can help.  Call 330-676-1876 or email us at sales@ebaac.com

Copyright © 2012 Dennis Sommer All rights reserved.

How to Analyze Lost Sales to Increase Sales Revenue Growth March 1, 2012

Posted by dennissommer in Sales, Strategic Planning.
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Improving sales revenue growth in today’s business climate is not always easy. However, analyzing lost sales is a simple and proven tactic used by top performers to improve sales revenue growth.  This simple strategy described in this article will help you achieve your sales revenue growth goals.

Lost Sales Analysis For Greater Sales Management Success
by Paul DiModica

One of the best sales tools available to CEO’s, VP’s of Sales and sales managers when evaluating salespeople and sales performance is the use of a lost sales analysis metrics program. The lost sales analysis is more effective than percent of quota attainment as a measurement tool, because it measures not just the sales success of an account manager against some predetermined sales quota, but it also measures their success against competitors based on lost sales.

By calculating the total dollar value of lost deals and measuring that against the value of business opportunity inside the geography region, you can more accurately evaluate a salesperson’s performance.

When a sale is lost, it also means that the potential client’s recurring revenue stream is lost for three to five years (i.e., service contracts, training contracts, maintenance, repairs).

So, if a salesperson loses a deal in their territory, it is not just the immediate revenue that is lost, but generally all of the recurring revenue as well.

To focus on sales sold as a percentage of quota as the only measurement of success underestimates the firm’s potential revenue within a territory and overstates a salesperson’s success.

From an integrated business development approach, we do not want to focus only on individual sales successes, but instead look at revenue from a territory potential as a measurement for individuals and companies.

What has occurred is that executives have arbitrarily set up standards of measurement for salespeople that are based on elements that have nothing to do with sales potential.

Lost Sales Analysis Calculation

Here is how the model works:

  1. Determine the potential dollar size for one year of sales within the market segment or geography in which your salespeople are assigned.
  2. When this number is calculated in dollars, divide it by the actual sales quota in dollars to determine the territory efficiencies as a percentage.
  3. Then take the total percentage of the person’s closing ratio for proposals submitted and add it to your territory
    effectiveness percentage.

Example:

Let’s say our territory potential for the first year is $10,000,000 and a rep’s quota for the first year is $1,500,000. By dividing his quota by his territory potential, you will see that his market effectiveness is 15%.

$1,500,000 divided by $10,000,000 = 15% market effectiveness

Next, let’s say our rep has a closing ratio of 25% from proposals submitted. If the rep hits his quota of $1,500,000, that means he has submitted $6,000,000 in proposals and has generated $1,500,000 in sales, leaving 40% of the market available.

25% + 15% = 40% territory effectiveness

So, is the rep that hits 100% of his quota successful?

By this equation, they are only 40% effective and in fact they may have sold $1,500,000 but they LOST $8,500,000 that year in their territory.

If the lost clients had a cumulative effect of recurring lifetime value of 35% per year through additional sales, support, add-ons and upgrades, then that 100% of quota salesperson has actually cost your firm $20,000,000 or more in lost revenue over three years.

Yet, under most sales quota systems, the rep would be deemed successful and the senior management would just try to improve their sales closing ratio as the only mechanism to increase corporate revenue.

This method of back door analysis helps management understand the relationships between sales, quota, salesmanship, territories, and lost sales opportunities. It allows executives to adjust compensation to better reflect those reps that
are “territory” productive and those reps who are “quota” productive.

Generally, shooting for a territory effectiveness of 60% or better is an optimal goal to seek. This way, sales reps must increase their closing ratio and their territory penetration simultaneously to meet their corporate sales goals.

The key to successful sales forecasting is understanding where the sales numbers are, where they need to be, and where they came from.

Until next time  . . .

Think Big and Take Action !

Dennis Sommer

Dennis Sommer is the CEO of Executive Business Advisers . Dennis is a highly sought after business growth expert with over 25 years experience.  His specialty is helping companies quickly improve business performance and sales revenue growth.

If improving business performance and sales revenue growth is a priority of yours this year, contact us today to see how Executive Business Advisers can help.  Call 330-676-1876 or email us at sales@ebaac.com

Copyright © 2012 Dennis Sommer All rights reserved.

Do You Walk Away from New Business and Sales Revenue ? May 27, 2011

Posted by dennissommer in Sales, Strategic Planning.
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Should you walk away from new business and sales revenue in this economy? Absolutely! If you have not walked away from new business a handful of times over the last 12 months, you may have internal issues limiting your sales revenue growth and profitability.

When times are tough, it’s very easy to say yes to all new business so you can achieve sales revenue numbers. However, not all business is good business.

We have found in our research that many sales teams (including the sales VP) will knowingly close sales at all costs to meet their sales quota, even when there is a known negative financial impact to the company.

Even when sales quotas were met, the negative financial impact to the organization ranged from lower margins and profits, higher cost of sales and operations, and uncontrollable staffing issues.

The most common reasons why they take on bad business (at a loss) were:

1.  To reach their individual or team sales goal.

2.  To sign up a new client or customer.

3.  To get in the door, with a promise of future sales.

In reality, when you monitor these situations over the long term relationship, the only winner is the customer.  They receive a high value product or service at a very low price.

These deals have a negative financial impact on your business, a negative impact on your reputation and makes it very difficult for you to get the same customer to pay top dollar for your product or service in the future.

Walking away from business is a simple and proven tactic used by top performers to improve sales revenue growth and profitability.

You should walk away from new business when:

* The sale does not meet your documented minimum profit and margin expectations.

* The customer demands concessions that are not reasonable.

* You need to discount your product or service more than 10%.

* You are required to complete an RFP from a new prospect you have not met before.

* The staff hourly costs required to complete the sale exceed your maximum expectations.

* You are asked to provide free services or products before the sale is done.

The above list contains a few reason to think about when deciding to walk away from business.  As the CEO or executive team member, you need to make sure you have policies in place for your sales team to help them be successful, while at the same time help you grow your sales revenue and profitability.

Remember, not all business is good business.

Until next time  . . .

Think Big and Take Action !

Dennis Sommer

Dennis Sommer is the CEO of Executive Business Advisers . Dennis is a highly sought after business growth expert with over 25 years experience.  His specialty is helping companies quickly improve business performance and sales revenue growth.

If improving business performance and sales revenue growth is a priority of yours this year, contact us today to see how Executive Business Advisers can help.  Call 330-676-1876 or email us at sales@ebaac.com

Copyright © 2012 Dennis Sommer All rights reserved.

6 Reasons Why Successful Companies Use Outside Business Advisers May 6, 2011

Posted by dennissommer in Leadership.
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Have you ever wondered why successful companies use outside business advisers, consultants and coaches ?

Successfully building a profitable business, year after year, has been compared to balancing an egg on your head, while standing barefoot on sharp knives. It’s not easy to do and a wrong decision can be a disaster.

Regardless of whether a business is privately held, family run, large or small, business owners need a truly independent third-party adviser who can coach and guide them through the appropriate decisions they need to make in all business areas to exceed their personal and professional goals.

Often, business owners rely on their own circle of influence for professional guidance using employees, investors, business associates, family and friends to help them strategically decide and tactically implement business objectives. However, this circle of influence approach for business guidance frequently creates decisions that impede business improvement and growth.

For the best business improvement results, business owners need an outsiders perspective to help them make tough decisions and integrate the 6 key areas of business improvement (strategy, sales, marketing, finance, operations and staff) to dramatically improve business performance and growth.

Having worked with hundreds of successful companies, we have identified six reasons why successful companies use outside business advisers to help them reach and exceed their business goals.

6 Reasons why successful companies use outside business advisers:

Reason 1 – Outside business advisers are not emotionally attached to your business like you and your staff are.

Reason 2 – Outside business advisers are not financially attached to your business decisions like your family, employees and investors are.

Reason 3 – Outside business advisers bring industry best practices based on a broad range of experience and thought leadership.

Reason 4 – Outside business advisers provide senior management a high return on investment compared to internal staff.

Reason 5 – Outside business advisers help you find the gaps in your business model even when your company is growing because money and success can hide mistakes.

Reason 6 – Outside business advisers help companies keep focused on the big picture and action steps required to exceed corporate goals without being distracted by day to day operations and issues.

Successful world class companies and athletes use outside business advisers.

Why don’t you ?

Think Big and Take Action !
Dennis Sommer

Dennis Sommer is the CEO of Executive Business Advisers . Dennis is a highly sought after sales, marketing and business growth expert.  His specialty is helping CEO’s and executive teams improve their business performance and growth.

If improving business growth, sale or marketing performance is a priority of yours this year, contact us today to see how Executive Business Advisers can help.  Call 800-627-6512 or email us at sales@ebaac.com

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