When it comes to planning and organizing a successful business event, there are a few best practices to follow. I'm not talking about the logistical and planning elements, but rather the actual show itself and what needs to be done onsite to generate a positive return on investment (ROI).
After two years of virtual events, we are gradually returning to face-to-face or hybrid trade shows and conferences.
But in the meantime, several factors and behaviors have evolved and you have to adapt to them in order to be successful at a commercial event.
In this article, I'll share some of the best ways to get a high return on investment at your next commercial event.
Every year during summer, many clients share with me the same comment: "July and August are not looking good, the pipeline is almost empty and there's no activity. It's a terrible quarter and it's going to take a long time to get going again in September".
This is often based on an assumption that sales managers and reps share: not much happens in the summer.
This is indeed the case if this period has not been well prepared in the spring.
What needs to be done to prepare for the summer season and maintain sales generating activities during July and August?
Great stories deserve to be told and shared!
Behind each of them, there are always people who wanted to make a difference or change a situation for the better and who met with people to help them achieve their goal..
Today, I am sharing with you the success story of Laurentide Controls and Prima Resource.
Our year 2021 was filled with readings that made us think, that pushed our ideologies in new directions and that opened our eyes to the hidden potential of the companies we work with.
We are sharing with you a concise list of our recommendations and we invite you to share your most important readings of the past year in the comments section!
If you know Prima Resource, you already know that commitment, openness, excellence and creativity are our corporate values. Reading plays an important role in the progression of each member of the team and the company.
One of the biggest criticisms directed at sales reps is their lack of listening and understanding. Knowing that only 13% of customers believe that a seller can really understand their needs, there is a lot of work to be done to address this problem. If you can't identify the problems and compelling reasons for your customers to buy, how can you hope to sell them a solution that will interest them?
Since I've integrated what I call "mindful selling" into my job, I find that the quality of my conversations with my customers has improved and my relationships are stronger. Today, I am revealing my secret to help you become a better B2B salesperson, one who listens!
Have you ever wondered what an airplane pilot does before flying their passengers from point A to point B? No matter how many years of experience they have, their routine will almost always remain the same. Before a flight, the pilot will always go through a complete and accurate checklist to make sure that everything they need is functional and available.
The usefulness of a CRM for sales people is very similar to the checklist that the pilot uses before departing. This is why it is important to have a good implementation of your CRM and to fill it out adequately with quality data. Do you think that a pilot could venture into the air with an incomplete and imprecise checklist to check before departure?
Is it easier to change a company's sales culture when sales are going well, or on the contrary, when they are going badly? Actually, this is not the right question, because working on the sales culture will never be easy, whatever the conditions of the company and the market.
The real question to ask is whether there is a more appropriate time to make a sales transformation, so that the company can gain the maximum benefit from it, both quantitatively and qualitatively.
We often talk about how to set good sales targets, when we should do it, how we can achieve them, etc. While this is an essential exercise for companies and sales teams who want to be successful, what about the personal goals of each individual within that larger whole?
In my opinion, we need to set personal goals beforehand in order to give meaning to our work and to be more motivated and perform better on a daily basis. In sales, this is especially true, because experience of the job is mainly acquired in the field. You must therefore give your 100% every day to continue to evolve. You may also have a large portion of variable salary, so your remuneration depends on your ability to give the best of yourself. Your motivation is therefore essential to your success.
By giving a reason for the money you earn or the activities you accomplish, I believe that the efforts you put in will seem a little easier to you in your work and in your personal life.
Let’s begin with an example. Suppose you are selling construction materials for a specific territory, which we will call Canada, in which you have a lot of success. Now that you are successful and you have made a market analysis, you believe you could expand your sales territory to the United States.
From there, you must consider the different elements you will need to approach, such as the differences of factors between the United States and Canada, and how you are going to approach those elements. That is what it looks like to build your strategy in a very specific sliver.
But, from now, I’ll look at the subject in a much more basic perspective.
I see many sales leaders struggling to establish reliable sales forecasts for the coming year. This is a very difficult exercise that leaves all managers and sales leaders with headaches.
However, you can improve the quality of your forecasts and avoid some very common mistakes.