One thing is for certain: Cork Walgreen REALLY knew how to sell.
Walgreen's Drugstores figured out how you can sell alot more stuff and become among the top-performing stocks over the last 40 years in the process, defeating Intel, GE and Cisco! Their formula for success was simple: have the best, most convenient drugstores, with a high income per customer visit. An easy formula, no doubt and that's the formula for creating the single best company with regards to market return in the past 40 years.
What Walgreens did is the thing that you as the sales manager should do also. If you're to fully distinguish yourself from the competing firms exactly like Cork Walgreen, then you'll must think of what you can be the very best in the world at - then channel all of your energies into pursuing that particular thing. Know what's the one thing you do as good as anyone else and teach that particular thing to your sales reps over and over and over again.
The "figuring out" is the part is the toughest and the most difficult part.
So here's how you do this. Ask these questions:
What list of things does my service or product do better than the competition?
Out of those ideas, is there one feature in particular that just "beats the pant off" your competitor?
How much incrementally better is that certain feature of my service or product compared to the competition?
If so, what particular subset of customer would be most enthusiastic about that particular feature?
What advantage does it present to that particular subset of customers?
Is the real advantage given from the feature so simple that it can be easily articulated by possibly even your worst sales rep?
If you focus all my energy on that one particular sub-market of prospects, could it be numerous and financially rewarding enough for me and my sales team to get the sales objectives and goals we have set for ourselves?
Find out what you and your service or product can be "the best in the world at" and then align your own salespeople behind that singular message. If you are able to get all seven differentiators working in your benefit, then you've got a winner.
Walgreen's Drugstores figured out how you can sell alot more stuff and become among the top-performing stocks over the last 40 years in the process, defeating Intel, GE and Cisco! Their formula for success was simple: have the best, most convenient drugstores, with a high income per customer visit. An easy formula, no doubt and that's the formula for creating the single best company with regards to market return in the past 40 years.
What Walgreens did is the thing that you as the sales manager should do also. If you're to fully distinguish yourself from the competing firms exactly like Cork Walgreen, then you'll must think of what you can be the very best in the world at - then channel all of your energies into pursuing that particular thing. Know what's the one thing you do as good as anyone else and teach that particular thing to your sales reps over and over and over again.
The "figuring out" is the part is the toughest and the most difficult part.
So here's how you do this. Ask these questions:
What list of things does my service or product do better than the competition?
Out of those ideas, is there one feature in particular that just "beats the pant off" your competitor?
How much incrementally better is that certain feature of my service or product compared to the competition?
If so, what particular subset of customer would be most enthusiastic about that particular feature?
What advantage does it present to that particular subset of customers?
Is the real advantage given from the feature so simple that it can be easily articulated by possibly even your worst sales rep?
If you focus all my energy on that one particular sub-market of prospects, could it be numerous and financially rewarding enough for me and my sales team to get the sales objectives and goals we have set for ourselves?
Find out what you and your service or product can be "the best in the world at" and then align your own salespeople behind that singular message. If you are able to get all seven differentiators working in your benefit, then you've got a winner.
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