As Cloud technologies continue to evolve, more and more software buyers are seriously evaluating software as a service (SaaS) solutions against on-premise offerings. While there are many factors that influence which deployment model is best for any particular business (e.g., ability to manage IT internally and speed of deployment) the cost of the system is often a key factor. But comparing the true cost of a Cloud-based system against an on-premise system can be time-consuming and is often a complex undertaking.

Are you icky when you negotiate? When negotiating, the icky factor is not only a turnoff, but it can also be the death knell of the negotiation.
With a U.S. Congressman being perceived as being icky, as the result of recently getting caught in a spectacle that was made worse by the manner in which he addressed the situation, the question becomes, what makes one appear to be icky?
If you wish to avoid the perception of being icky in your negotiations, observe the following four insights.

How Do You Manage a Salesperson Who Always Asks for Lower Pricing?

The Top Ranked Sales Experts suggest their solutions in real-time here http://salesarchitects.net/smchallenge/How-Do-You-Manage-A-Salesperson-Who-Always-Asks-For-Lower-Pricing

ERP or enterprise resource planning software is an essential enterprise tool for companies that want to create a centralized and collaborative interface for its departments stuck in silos. Today, enterprises can choose from on-premise as well as SaaS ERP solutions. But often the choice is not an easy one.

“Do not be embarrassed by your failures, learn from them and start again.”

-Richard Branson

He’s a high school dropout with two arrests and one night in jail under his belt. He’s also a billionaire. And he’s not afraid of failure. In fact, Richard Branson, Virgin Entrepreneur, holds the X Factor belief that failure is a good thing — and a necessary part of learning. He says, “You don't learn to walk by following rules. You learn by doing, and by falling over.” As one who has fallen often, Richard Branson sure has learned a lot, despite the dyslexia and poor math skills that led to his early departure from formal education.
What does this mean for you as a sales professional? It means you should embrace failure. As Branson says, see failure as an opportunity to learn. When you fall, don’t well on what you “shoulda, woulda, coulda” done. Just think about what you’ll do differently next time. When Branson found himself facing a potential legal record on suspicion of tax evasion, he didn’t wallow in all the mistakes he’d made and everything he didn’t know. He paid his fine and spent the next two years learning money management so that he wouldn’t make the mistake again.

This X Factor approach also means that embracing challenge is a good thing. I always tell sales leaders that their job isn’t to make their sales pros’ lives easier, but to make them better. That’s an X Factor belief too — not looking for external circumstances to improve, but finding a way to improve yourself. Branson tackled the airline business when it didn’t make sense based on all external factors. But Branson did it anyway. He just found a way. It wasn’t based on everything lining up perfectly. In fact, he says if he’d always waited for things to line up, he wouldn’t have gone into any of his businesses. Branson said, “I mean, if I relied on accountants to make decisions, I most certainly would have never gone into the airline business. I most certainly would not have gone into the space business, and I certainly wouldn’t have gone into most of the businesses that I’m in.” Hello risk taker! That’s the kind of brashness that comes with being unafraid of failure. And it often happens to precede success.

This article was published in SOLD Sales Executives Issue 3.

Gone are the days when managers wanting to motivate their staff simply had to call a team meeting in the office anytime and everyone would be there. As a result of remote working and flexible hours it is very rare for most of the team to be in one building at the same time, certainly not without several days’ warning. So managers have had to harness instant communication technology, using email and websites to explain the benefits and maintain the momentum for their staff motivation scheme. Technology moves on and more and more of us are accessing the internet and emails via mobile phones, rather than computers. So once again, managers must reconfigure their operations to adapt to “mobile motivation”.  
Of course mobile technology brings new forms of messaging into the equation. In addition to email, intranet, websites, and text messaging, Facebook, Twitter and other forms of social media provide a wealth of opportunities that should be considered.

Are you ready to be dangerous?
It’s a quality you wouldn’t expect to strengthen your relationships with your customers… but it will. In fact, they are likely to reward you for being “armed and dangerous.” Arm yourself with the content your customers seek and you build trust. Freely share that great content in social media and industry forums and you’ll build a solid network through association and participation. Like a rock star, you’ll be perceived as being dangerous, but having a presence your customers can’t resist.
SOLDLAB.com: the core of your network
One of the important takeaways from this month’s issue is that information drives successful networking… and SOLDLAB.COM is central to that success. You’ll learn more about networking and many other topics that are important to your sales effort. Plus, you just might find the one kernel of information that will help a customer move forward… and take you with him or her! SOLDLAB.com is always buzzing 24/7 with new ideas, the latest insights and powerful podcasts. Our Facebook page and Twitter feed are part of the SOLDLAB.com network and your first stop for updates.
What's inside March 2013:

You can give a salesperson all the sales skills training in the world. You can lay everything out and tell them exactly what to say and do in each and every situation and yet, if they have either of the two afflictions I’ll talk about here, no amount of sales or product training will help them. When a salesperson fails over the long haul, it is always a failure in activity, a failure to do the things necessary for success. Below are the two reasons salespeople ultimately fail to do the necessary work and, in the end, fail to sell, along with some ideas on what you can do about it.

Reason #1: They’re scared.

At the request of a business owner, I sat down with a salesperson to listen to her make some prospecting calls. He was concerned because she was really struggling to get leads and make sales. When she picked up the phone, she began to shake with fear. She then put down the phone and said, “I can’t, I just can’t do it! Not with you sitting here!” I offered to stand outside the door. When that didn’t work, I told her she could record the calls and I’d listen to them afterwards. She then got up, marched into the owner’s office and said, “This isn’t going to work! I quit!”
Whatever the fear, be it fear of rejection or the fear of being yelled at or hung up on, all fears lead to extraordinary effort to avoid doing the things necessary to be successful. They all leave the salesperson frozen and unable to consistently do what needs to be done.
Reason #2: They’re comfortable.

A business owner recently said to me, “When the clock hits five, Jim runs out of the office like a scalded cat!” After a couple of questions it became apparent as to why. Jim was fresh out of college with no student loans, he lived at home, his parents had bought him a new car and they were also paying all his bills. Jim’s base pay was $650 per week plus benefits. That was more money than Jim had seen in his life, probably more than his buddies were making, and ultimately it was more than enough beer money. The bottom line: Jim was comfortable and he had absolutely no motivation to take on the world and chase down business, that’s why he was running out at five and selling next to nothing.

The mobile service software built to improve productivity of field force carries robust features, which are designed to sync with the requirements of service-oriented companies. The tool helps companies to perform a host of functions by which companies can make sure to afford spotless services to customers.

One of the significant features of the tool lies in its ability to equip field agents with mobile reporting. Needless to say, mobile reporting goes a long way in enhancing the efficiency of the field force. Moreover, by generating analytics automatically, the tool helps a company to take critical decisions at the right time.
Apart from providing support to render top notch services, the tool is an able ally to conduct surveys to assess customer satisfaction. With such facilities, establishments can streamline their procedures to sharpen services to earn the trust of customers.

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