8 Ways To Get Your Front-line To Sell!

In such a tight economy it is critical now more than ever to polish the skills of your front-line employees, and others to get everyone in your organization

1 – Make sure everyone that deals with customers knows what your up-selling line is (i.e.” Would you like fries with your order?”).

2 – Train your front-line completely on the full line of products or services they deal with. Disney trains their “ticket takers” for weeks before putting them on the front-line. If a “guest” asks anything about Disney, they know the correct information to tell them!

3 -Train all employees on the basics of the products that they don’t directly deal with, so they can at least refer a sale to the appropriate person or department.

4 – Teach your front-line what specific “customer clues” to listen for when connecting customers and potential customers to additional products or services. Learn to listen for the “opportunities.” 

5 -  Make sure product training includes the “features” and “benefits” of each product or service, so they can learn to listen for the “customer need” to be satisfied. 

6 – Check out  www.heberttraining.com/sales  “Customer-Focused Sales” to see how you can easily transform your customer service team to more actively engage in making referrals to sell more products and services!

7 – Invest 1 day in your professional development and your teams by registering for “Customer-Focused Sales: “Fries With Your Order?” public workshop in Albany or Syracuse, New York (on-site custom programs are also available).

 

8 - Check out  www.heberttraining.com/sales_present for HPT’s new “Exceptional Sales Presentation Skills” program, if you make sales presentations and could use some polishing and extra techniques.

Please feel free to reproduce or publish this article
with contact information.

Drop me an email to let me know at jhebert3@twcny.rr.com

Visit  www.heberttraining.com  for additional performance related articles

Maximizing Your Training Dollar$: Preparing the Learner

Training employees is not only a necessity for organizational growth, but it is also a major investment. What is the average cost for one employee to attend training, including their pay, benefits, loss of time from their job, trainer costs, student materials, and travel and expenses? If you think that is staggering, calculate the cost to have a manager attend training.

Realizing these costs, why is it that some organizations do not prepare trainees to get the maximum out of the training experience? Often times trainees do not know why they are attending training, or what they should get out of it. Another concern is not reinforcing and guiding the new behaviors once the training is completed. Employees participate in training sessions, yet supervisors often fail to give them the proper tools and feedback to enable them to use the new behaviors on the job.

Have your trainers heard any of the following from trainees?

¨       “I just heard about the class this morning.”

¨       “I’m taking someone else’s place, what’s this about anyhow?”

¨       “I’m only going to be here for half the class, will I miss anything?” 

Well in advance of the training session trainees should receive: the name of the training program, a program summary, the training dates, times and location, as well as the trainers name. Trainees should have a discussion with their supervisor regarding what they are expected to learn, why they are going to training, and the performance benefits they will gain. Supervisors should also let trainees know that all supervisors will be attending a managerial session of the program to prepare them to support and coach them.

T.I.P.S. (Training Is Performance Savvy)

Training is a Partnership

Successful training consists of a partnership between the trainer and the supervisor. There are basically two parts 1) the training portion in the classroom, and 2) what follows the training back on the job. The first part gives trainees the opportunity to learn new material, behaviors, skills, and demonstrate their use. The second, and equally important, is coaching and feedback for reinforcement and further development. This portion helps transition the classroom work to the "real world."

Coaching Skills May Be Lacking

* Studies show that 85% of what is learned in training is lost
within 30 days of the training, unless it is reinforced. *

Employee performance is based on three facets of the Performance Triangle:

1.       Do they know how to do?

2.       Can they do it?

3.       Will they do it?

The trainer addresses "do they know how to do it?" in teaching them the subject matter, while using exercises, and other methods to answer " can they do it?" The all important "will they do it?" is dependent on the coaching and reinforcement they receive back on the job. Although not always possible, trainers often observe trainees on the job and provide feedback following the formal training session. To maximize your training efforts, it is critical to have the supervisor continue this role of trainer and coach. Are your supervisors giving ongoing feedback, both constructive, and most importantly positive feedback? It is often said, "what is recognized and rewarded is repeated."

Training Too Far In Advance

One way that training efforts are lost is training employees too far in advance of when they will be required to use the new skills and behaviors. Training people in January, when the new job responsibilities or computer system will not be in place until June, is probably wasted time since most of the training will not be retained. Studies show that the sooner you are able to use the new skills, the more likely they will be used correctly.

Lack of Supervisory Training

With this role for supervisors of trainer and coach, the assumption must be made that the supervisor has attended a managerial version of the employee program. I have personally witnessed this lack of training to be one of the biggest downfalls of training efforts. The employees know their supervisor has not had the training, therefore, the employees do not feel it is really that important to change their behavior. The problem is compounded when lack of training for supervisors is coupled with the lack of feedback and coaching for employees.

Please feel free to reproduce or publish this article with contact information.

Drop me an email to let me know at jhebert3@twcny.rr.com

Visit  www.heberttraining.com

for additional performance related articles

                

11 Tips for E-X-C-E-P-T-I-O-N-A-L Presentations!

Expect to energize the room - then do it!

Your energy is contagious. If you talk in a monotone, look bored with the topic, or look like you really don’t want to be there, the group will feel it. Show energy through your expertise, passion, and excitement for the topic.

eXpect questions- welcome them! If they don’t ask questions, they probably aren’t hearing the message. Questions help solidify the key points, issues, and create a connection with the audience.    

Customize the material for THAT audience.

There is no such thing as an effective “off the shelf” presentation. All presentations need to be customized to fit the specific needs of the group - their knowledge level, expectations, current situation, challenges, and objectives.  

Early birds get the worm.

Arrive early to arrange the room, test equipment, locate fire exits and restrooms, as well as adjust lighting and heat. Take care of any surrounding noise or distractions, and items that pose safety risks. The attendees expect everything to be ready for them, and will hold you accountable if it isn’t.

Participants need to participate.

Remember adults have many experiences to share and often have comments pertaining to them. Ask questions, get their input and ideas. Get them involved with the group and in the conversation. Don’t make a presentation a one-way monologue. It‘s easy to use overhead questions to get their input, and the feel of the group.   

Take time to greet people as they enter the room.

Standing near the entrance and greeting people, or visiting around the room and introducing yourself is a good way to “warm up” the group. Small talk goes a long way in getting them to relax, and for you to get a feel for them.

It’s about the audience, not you.

Connect with them at their level, in their terms, in a way that they can understand the message. You aren’t there to impress or intimidate with your expertise, but to convey information, educate, or motivate.    

Open the floor to questions.

Whether you take questions during the presentation or at the end, questions are critical. Taking questions, within reason, during a presentation are often easiest for the audience, but usually best managed by an experienced presenter.

No cell phones, beepers or other technology should be allowed during the presentation.

Not only do such interruptions cause the presenter to lose their train of thought, but make it hard for others to concentrate. 

Avoid Powerpoint unless the group size warrants it.

Powerpoint is an overused tool, which takes away the thunder of the presenter, gets them watching the screen versus the presenter, and can be so lengthy it overwhelms the audience.  

Learn your content. Know your stuff!  

There is nothing more important than a presenter knowing their material. Know the facts, know the potential audience concerns, and the potential questions they may ask. Stay up all night if you have to, but know your material inside and out.

                                                       _____________________

If you present internally, for clients, for government, train others,
make sales presentations, are a CEO, an entrepreneur, or just want to improve your skills … register today for  

“Exceptional Presentation & Training Skills”

www.heberttraining.com/trainer_skills

 ________________

Please feel free to reproduce or publish this article with contact information.

Drop me an email to let me know at jhebert3@twcny.rr.com

Visit  www.heberttraining.com

for additional performance related articles

10 Phrases Your Customers Should NEVER Hear!

              The following phrases, unfortunately, are commonly heard during an average business day in many organizations. Phrases such as those listed below, not only turn off customers, they actually offend their intelligence.  Negative phrases used by employees represent an attitude of disrespect for customers, a lack of appreciation towards them, and reflect an organization that allows such behavior. An organization may have the best service or product imaginable, yet their treatment of customers on a daily basis will dramatically impact their overall reputation, resulting in business success or failure.   

              I was recently at a doctor’s office and was appalled at the treatment received by several patients from the receptionist.  Not only did I witness this, but the entire waiting room did!  I guarantee I wasn’t the only one that mentioned this scene to their doctor. 

              When poor behavior isn’t addressed appropriately by a manager, it can spread rapidly, as it is now viewed by other employees as acceptable behavior. Leaders have a responsibility to not only recognize poor behavior, but take action so that a positive customer-focused environment is  maintained.

         

1 -  “ Who told you THAT?” 

2-  “I just explained that to you.”

3 – “Like I said, it’s our policy.”

4 – “You’ll HAVE to …”

5 – “There’s nothing I can do about…”

6 -  (The customer has just explained a problem scenario) “That’s impossible…”

7 – “Didn’t we already give you that information?”

8 – “I’m busy right now,  you’ll just have to wait.” 

9 – Anything said in a rude, demeaning, abrupt, or condescending tone.

10 – “I’m new here.”
        
         “I didn’t create this problem.”

          “I just got back from vacation, and I’m not sure what’s going on.”

Visit www.heberttraining.com/cs1_ to make sure customers
aren’t getting the wrong message!

See these other popular “customer service” articles –

·         15 Ways To Win Customers For Life www.heberttraining.com/15_ways_win_customers_for_life

·         4 Ways To Develop S.T.A.R. Performers www.heberttraining.com/four_ways_to_develop_s_t_a__r__performers

·         Try Being Your Own Customerwww.heberttraining.com/try_being_your_own_customer

·         12 Powerful Customer Service Questions: A Organizational Viewwww.heberttraining.com/customer_service_

 Call Joan at 315 303-4750  for a free consultation!

Do You Have the Disney Magic?

Being a fan and student of the Disney philosophy, I found the Disney Institute Seminars I attended to be energizing, informative and presented with all the Disney magic! The three topics presented in the seminar included: Leadership Disney Style, Managing For Creativity Disney Style, and Loyalty Disney Style. All the sessions were very insightful, yet in this article I will focus on Loyalty Disney Style. Each year I receive calls from many organizations looking for ways to build a customer-focused culture, and develop their team to support that culture.

The Disney philosophy stresses that prior to building loyal customers, we must begin by developing loyal employees (internal” customers). By treating employees (known as “cast members”) well, it demonstrates how they in turn should treat the “guests” of the park. Disney also recognizes and emphasizes that the front-line employee has the greatest impact on the customer!

Does your organization train, reward and recognize front-line employees for the major part they play in creating the “image” the customer sees most often? Although they may not be paid the most in the organization, front-line employees are more critical to the customer than the supervisors, managers, CEO’s and everyone in between! 

Disney maintains high standards and strict hiring requirements, and is ultimately rewarded with outstanding customer loyalty statistics which include: 

¨      70% of their “guests” are repeat visitors

¨      90% hotel occupancy rate (industry average is 40-50%)

¨      less than a 20% employee turnover rate

According to Disney, the “Loyalty Relationships Model” includes three components: the brand, the customer experience, and the relationship with customers.

1-      The BRAND appropriately aligns with guests when people believe in the brand, feel a sense of ownership of the brand, and use the brand as a form of self-expression. Disney’s brand promise is the creation of “happiness” for their guests.

2-      A guest’s EXPERIENCE delivers superior value when the details of the offering are user-friendly, the brand promise is delivered effectively at each point of contact, and problems are resolved quickly. A “point of contact” is defined as any representation of the company that a person comes in contact with, such as brochures, billboards, advertisements, web-site, the lobby, the parking lot, as well as one-on-one contact. The Disney experience provides the “finest in entertainment.”

3-      RELATIONSHIPS are built when people want to associate with your employees, and customers and employees interact positively with each other. Disney builds relationships with “people of all ages, everywhere.” 

Disney stresses that identifying an organization’s “core customers” and “core strengths” helps focus and correlate “guest” needs and wants, with the “best” that the organization has to offer. Organizations should consciously create experiences that accentuate their “core strengths,” in satisfying “core customers.”   

“CORE CUSTOMERS” can be identified by asking:

¨       What customers are the most profitable and loyal?

¨       What customers place the greatest value on what you offer?

¨       What customers are worth more to you than to your competitors?

After answering these questions, Disney recommends categorizing clients into “high-fit” and “low-fit” customers. By doing this you can become more focused on addressing the opportunities and needs of “high-fit” customers. 

“CORE STRENGTHS” can be identified by listing:

¨       Things your organization does well.

¨       What individuals expect from your organization.

¨       The items that give your organization a competitive advantage.

                                      “There’s really no secret about our approach.

We keep moving forward –  opening up new doors  and doing new things –

because we’re curious. And curiosity keeps leading us down new paths.

We’re always exploring and experimenting.” - Walt Disney

        

Please feel free to reproduce or publish this article with full contact information.

Drop me an email to let me know at jhebert3@twcny.rr.com                                   

Rate your organization by completing the"Loyalty Disney Style” Worksheet  at http://www.heberttraining.com/

10 Powerful Customer Service Questions: An Organizational View

Most companies realize the ultimate value in providing exceptional customer service, yet many fail to recognize the necessary organizational components needed to achieve these results. Following are a list of questions to help assess your organization's current culture.

1. Is the topic of customer service frequently discussed within your organization? Are customers frequently the topic in meetings, recognition programs, newsletters, and "openly" discussed as a way of daily life?

2. Does the environment within your organization convey customer-focused leadership? Do leaders “walk the talk?" Do policies make your organization “easy to do business with?”

3. Are there customer service "standards" that specify performance levels which address what the customer sees, hears and experiences?  

4. How are customer complaints resolved? Are employees adequately empowered to solve customer problems? 

5. Does a customer-focused recognition program exist? Does the program include satisfying "external" and  "internal" customers?

6. Does your organization have an ongoing method for "listening" to front-line employees? Are there open discussions with employees to gather their suggestions, customer comments, and ideas for improvement?

7. What methods are used to gather "feedback" from customers? Is the customer feedback regularly shared with employees or kept hidden in the corporate office? Do you know what customers "value," versus what you think they value?

8. Do supervisors give performance feedback on a daily basis? Is there significant positive feedback, or do you tend to miss the "99 things done right" and catch the "one thing done wrong?"

9. Do employees know how to create a customer-focused experience? Do they know how to take ownership and make customer contacts memorable, positive, and professional?   

10. Does your leadership send a clear message of where we've been and  where we're going? Is there ongoing communication during organizational changes, or are new organizational structures, processes and goals simply directives from management?   

Please feel free to reproduce or publish this article with contact information.

Drop me an email to let me know at jhebert3@twcny.rr.com

Visit  http://www.heberttraining.com/ for additional performance related articles

8 Ways To Get Your Front-Line to Sell!

In such a tight economy it is critical now more than ever to polish the skills of your front-line employees, and others to get everyone in your organization

1 – Make sure everyone that deals with customers knows what your up-selling line is (i.e.” Would you like fries with your order?”).

2 – Train your front-line completely on the full line of products or services they deal with. Disney trains their “ticket takers” for weeks before putting them on the front-line. If a “guest” asks anything about Disney, they know the correct information to tell them!

3 -Train all employees on the basics of the products that they don’t directly deal with, so they can at least refer a sale to the appropriate person or department.

4 – Teach your front-line what specific “customer clues” to listen for when connecting customers and potential customers to additional products or services. Learn to listen for the “opportunities.” 

5 -  Make sure product training includes the “features” and “benefits” of each product or service, so they can learn to listen for the “customer need” to be satisfied. 

6 – Check out  www.heberttraining.com/sales  “Customer-Focused Sales” to see how you can easily transform your customer service team to more actively engage in making referrals to sell more products and services!

7 – Invest 1 day in your professional development and your teams by registering for “Customer-Focused Sales: “Fries With Your Order?” public workshop in Albany or Syracuse, New York (on-site custom programs are also available).

 

8 - Check out  www.heberttraining.com/sales_present for HPT’s new “Exceptional Sales Presentation Skills” program, if you make sales presentations and could use some polishing and extra techniques.

Please feel free to reproduce or publish this article
with contact information.

Drop me an email to let me know at jhebert3@twcny.rr.com

Visit  www.heberttraining.com

for additional performance related articles