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By Art Sobczak

Greetings!

After getting off a call with a software sales rep, for something I genuinely have some interest in, but perhaps not enough to buy now, I realized I had done it.

I didn't do it on purpose, but prospects and customers use them every day, some intentionally to get sales reps off the phone, others, like me, because they aren't sold enough right now to make a decision, so they do it too.

I threw out a "fuzzy phrase." He accepted it, and got off the phone.

I said, "I'll give it some consideration and we can talk again."

Fuzzy Phrases are one of my many pet peeves, both on sales calls and off. A fuzzy phrase is something that really says nothing.

You feel like you might have heard something of substance, but after analysis (usually after the call is over) you realize they just said nothing.

Examples are when someone says,

"We'll have to talk about that sometime," or,

"At some point, we'll need to get together and discuss...," or,

"Let's get together sometime and go over...,"

When I hear any of those, if it's something that needs to be done or discussed, and if I want to do it, I'll always say, "OK, let's do it now."

Otherwise--you probably have experienced this, too--nothing happens.

The Fuzzy Phrase strikes again.

How to Combat Fuzzy Phrases When you hear a statement that is vague or wishy-washy, ask for clarification.

Fuzzy Phrase: "Let's stay in touch."

Response: "Great idea. So you eventually plan to move forward with this? When?"

Fuzzy Phrase: "I'll look it over and we'll go from there."

Response: "Upon what criteria will you base your decision?"

Fuzzy Phrase: "I'll bounce the idea around."

Response: "Good. Does that mean you personally are sold on it?"

And what could have the sales rep said in response to my Fuzzy Phrase? Any of the following would have gotten me talking more, and moving the sales process further. Again, I didn't have a real objection at this point, I just didn't see any urgency in talking further, and he wasn't helping me.

Fuzzy Phrase: "I'll give it some consideration."

Response: "Great! Which aspects will you weigh most heavily?"

Response: "That's good to hear. What are you going to be looking at?"

Response: "Super. Where do you stand right now regarding moving forward with it?"

Again, any one of these would have elicited an answer of substance, as opposed to ending the call without him knowing where we stood and specifically what the next step should be.

And don't even try to think that these questions are pushy. They are definite. They get answers. Even if you find that the person is not a prospect, that's better than determining it later after wasting more time on further calls.

Go and have your best week ever!

By Chris Lytle, CSP, Author of The Accidental Salesperson

Smile more and you'll sell more.

But forget about the forced smile that Arthur Miller must have envisioned when he wrote about Willy Loman in Death of a Salesman: "He's a man way out there in the blue, riding on a smile and a shoeshine. And when they start not smiling back--that's an earthquake."

Sure, it takes a lot more than a smile and a shoeshine to succeed in sales today. Still, a shoeshine and a smile are good places to start. How are yours?

Let me tell you a story about smiling. I sell speeches. Not long ago, I participated in a Speaker's Showcase in Philadelphia. That's an event put on by a speaker's bureau. I paid the bureau $750 to participate. They invited meeting planners to see me and other speakers speak. Each of us got 15 minutes on the platform with a five-minute break between speakers. This went on for 5 hours. It's like a battle of the bands. One speaker after another tries to wow the audience and get booked at someone's next meeting or convention.

After my fifteen minutes on stage, I ran into one of the other speakers in the hallway. "Wow, you really looked like you were having fun up there," he said.

"Listen," I told him, "if I'm going to pay $750 to speak for 15 minutes, I'm going to have a blast!"

"I'm too nervous in front of an audience to have fun," he told me. He was a college professor who felt comfortable in front of his students, but not in front of the corporate market. "I wish I felt the same way about speaking that you do."

Here's the point: People can tell when you're enjoying what you do. They can tell when you're scared. They can tell when you're unprepared. How does your audience (your customer) experience you?

The three vibes that you must give off when you're with a prospect or customer are these:

I'm glad to be here.

I know what I'm talking about.

I love what I'm doing.

Work is not God's punishment for not being born rich. It is critical that you find the joy in your sales job. Elbert Hubbard put it this way: "Get happiness out of your work or you may never know what happiness is." When you're glad to be there, your customer is much more likely to be glad you're there too.

If you don't have any passion for what you're selling, the prospect won't either.

When you smile and share your enthusiasm, you will find that the meeting has a different dynamic.

Completing these five sentences will discover more of the passion and give you reasons to smile when you are face-to-face with a customer.

1. One of the most exciting things we're doing at our company today is ...
2. I get a great deal of job satisfaction when ...
3. The best thing a customer ever told me about our company is ...
4. I took this job because ...
5. The reason I'm doing this--besides the money--is that it offers me the opportunity to ...

Whether you make the sale or not, one of the impressions you want to leave with a person is this: "Boy, that salesperson really loves what he (or she) is doing."

If you're not getting great satisfaction from your work, customers will know it. It's the vibe. They will wonder why you're not enjoying your job. They will wonder if maybe your product is inferior. They will wonder if your company is undergoing a tremendous upheaval. They will wonder if they'd be better off with your competitor's products and services.

So start smiling.

By Lindsey Novak

Q: I am in a job I like, and I do it well. In fact, my boss made a point of telling me she hired me because my experience in marketing was so impressive. But within about four months of my start date, my boss became weird. It was weird because her behavior did not make sense to me. Sheryl (not her real name) would be complimentary and overly nice to me. An hour later, she would ambush me with criticisms.

My work is unquestionably impeccable. She would comment on it, and then, as if my competence upset her, she would criticize me for not getting some other project done. When I would tell her she had not given me the assignment, she'd tell me she told me to do it last week. At first, I thought she had memory blackouts, but she is not stupid, old or a drinker. Her comments have been progressively more abusive, and I am continually defending myself. I have also noticed that she acts overly friendly to the men in the company, so I wonder if she has issues dealing with women. I don't want to leave a job I have just started and like, but I don't know how to respond to her craziness.

A: First, know that her bullying you is not personal. It is her personality problem. Unfortunately, you are not going to change those personality types. Instead, you must learn how to recognize them, so you can treat them appropriately. In "Bullying Bosses: A Survivor's Guide" (Mueller 2006), author and lawyer Robert Mueller, who has represented thousands of victims of bullying in the workplace, explains that bullies are not fools; they are "calculating predators." They size up the strengths and weaknesses of their targets before deciding to attack.

Mueller has discovered three general types of harassment acts: isolating, official and twisting. Isolating acts include humiliating, degrading, gossiping about, glaring at, smearing and many other negative behaviors intended to personally and professionally damage the victim. Official acts include disciplining, removing or changing one's role, writing negative performance reviews and more. Some twisting acts include unrealistic work demands, micromanaging, providing false information or withholding critical information and toying with raises, vacations and other benefits.

Drs. Gary and Ruth Namie found that 84 percent of targets are women, 82 percent of targets ultimately lost their jobs, 81 percent of bullies are managers, bullies are split 50/50 between men and women and 98 percent of bullying is witnessed.

Mueller suggests targets take seriously all complaints and comments; look beyond the immediate events for patterned behaviors over time; and keep a watchful eye on people who are charming without sincerity, and who dispel negativity of any kind. Once you examine the type of bullying boss you have, you will be better able to decide how to proceed in your job.

اين مقاله به نگرش و فنون برخورد با مشتري مي‌پردازد و نكات سودمندي براي كسب و كارهاي كوچك ارائه مي‌كند .

 By Zig Ziglar


IT'S NOT WHAT HAPPENS TO YOU

In 1985, one of the true symbols of success was a new, four-door Cadillac sedan. His success enabled Jim Winner Jr., to beam with pride at his new Cadillac with all the "extras" -- deluxe leather interior, state-of-the-art sound system and the top-of-the-line anti-theft system. He felt secure that this car would be with him for years. However, one evening, much to his chagrin and horror, he discovered his new car had been stolen. Later, he recalled that while serving in the Army, he prevented fellow GIs from driving off in his Jeep by winding a thick, metal chain through his steering wheel to the brake. This thought, combined with a degree of anger and frustration, served as the inspiration for a rod of hard steel painted bright red. Today, we see it advertised in magazines, newspapers, on television and radio. They call it "The Club," and it has turned the car theft into a wonderful success story. It is still true that it's not what happens to you but how you handle what happens to you that makes the difference.

Mamie McCullough, a friend, fellow speaker and author, worked with us for several years and became known as "The I CAN Lady" for introducing the "I CAN" course to the public schools. One of her favorite expressions is "Things that happen in your life can either make you better or make you bitter. You can either let your past beat you or teach you." Mamie likes to tell people that every time they look at their thumb they should remember, "You are thumb-body." She also says, "It's not where you start, it's where you go that counts." She's given many of us something to smile about.

WHAT ARE YOU WAITING FOR?

Psychologist William Moulton Marsten surveyed 3,000 people and asked them, "What have you to live for?" Ninety-four percent were simply enduring the present and waiting for "something" to happen -- their children to grow up, next year, until they could afford a trip, someone to die. Most of them were waiting for tomorrow, forgetting that all one ever has is today, since yesterday is gone and "tomorrow" never comes.

The sad thing about this survey is spelled out in one word -- "waste." What an incredible waste of time, talent, ability and potential! I wonder what it would take to inspire these people to do something with the today, which they have? Unfortunately, the survey did not reveal what walk(s) of life the 3,000 people came from. As a group, they had little or no hope and did not feel they had the ability to make things happen instead of waiting for things to happen.

One of those immutable laws says that a body at rest will tend to remain at rest until and unless it is acted upon by some force. That force can be internal or external. If we wait for the external, it might never happen. That's the reason we need to "take the bull by the horns," seize the moment, develop a plan of action, decide what we want out of life and pursue that plan until something of a positive nature happens.

Interestingly enough, even if we fail to accomplish the objectives we set, we will be infinitely better off in the seeking than we can possibly be in the waiting.

I encourage you to break the "waiting" habit, if you have one, and I'll see you at the top!

 By Cliff Ennico


MAKING YOUR NONCOMPETE AGREEMENTS STICK

"I run a small home heating oil business. For years, I have had a wonderful employee who schedules oil deliveries, furnace cleanings, and air conditioning repair jobs for our customers. She has gotten to know pretty much all of our customers over the years, and they all adore her. Last week she announced her engagement to a man who is employed by a competing business. While I have no reason to distrust this employee, I'm concerned that her 'change in life situation' will tempt her to divert customers to her fiance's business or, worse, leave our company to join up with the competition. Should I get her to sign a noncompete agreement? I've been told that they're pretty worthless as the courts don't like to enforce them."

It's true that noncompetes are tough to enforce. If your agreement isn't very carefully drafted (and most of the ones I see aren't), a judge will look at it as an attempt to deny someone the right to earn a living, and she will find a way to strike it down. Having said that, your agreement should be enforceable as long as it is reasonable and not overly broad. Warning: Noncompete agreements are very tricky to draft properly. Make sure your attorney does the job, and DO NOT under any circumstances use a "boilerplate" agreement you find in a book or on the Internet.

The first step in drafting a noncompete that may actually withstand litigation is to identify the specific behavior you do not want your employee to engage in, as narrowly as possible. In this case, you should be primarily concerned that:

-- Your employee does not make copies of your customer lists and other "trade secrets" and hand them over to her fiance; and

-- Your employee does not solicit or encourage your customers to call her fiance's business for services that compete with yours.

While an agreement prohibiting her from working for any oil service business in the United States after she leaves your employment would almost certainly be stricken down as overly broad, courts are much more likely to enforce "trade secrets" and "nonsolicitation" agreements like these, especially if they prohibit only the disclosure of information (such as a customer list) that any reasonable business would consider sensitive and confidential.

If you still want to make your employee sign a "noncompete" -- an agreement that prohibits her from working in the oil service business for a period of time after she leaves your company -- you will have to think carefully about the "scope" of the noncompete. By "scope" I mean the time period and the geographic area within which your employee will not be allowed to work in your industry. A five-year time period is probably too long, and six months would probably not give you enough time to engage in "damage control" -- hiring a new employee, training him or her, and notifying your customers of the change -- if your employee just up and quits. I would settle on one to two years maximum.

As for the geographic area, the agreement should cover only her fiance's business and any other oil service company within the area your company services. Look through your list of customers and make a list of the ZIP codes where they reside. Since your real objective here is not to lose customers, limiting the "noncompete" to just those ZIP codes will make it hard for your employee to argue that she is being denied the right to earn a living.

Finally, once you and your attorney have agreed on the precise wording of the noncompete, you should:

-- Be sure to meet with this employee privately and discuss the situation with her informally before handing her any sort of legal document;

-- Reorganize her job duties so that customers hear other employees' voices when they request service calls;

-- Offer her something she isn't already entitled to (such as a year-end bonus or an additional week's severance pay upon termination) in exchange for signing the noncompete; and

-- Require that all employees having contact with customers sign the noncompete (in exchange for the same extra compensation) -- that way she will not feel "singled out" (or possibly discriminated against) because of her marriage plans.

         *   Ordinary Shares

Most investors are interested in the 'Ordinary' shares of a company. These are the ones that people talk about when they refer to a company's share price. Ownership of an ordinary share gives you:

• a share in the company's dividend which is declared once or twice a year
• a stake in the company's assets
• a right to receive notice of, and attend, the company's Annual General Meeting
• the right to vote on issues affecting the company (e.g. appointment of directors and auditors, rights issues, employee share schemes, takeover bids)
• the right to receive the Report and Accounts of the company (if your ownership is registered in a nominee account you may be able to obtain these through the nominee company)
• shareholders' perks

Sometimes companies issuing new shares will issue them as 'partly paid' rather than 'fully paid'. This is a device to make them more attractive to investors. All it means is that investors pay for the shares in two instalments.

*  Preference shares

Preference shares differ from ordinary shares in having a fixed dividend. The company has to pay dividends on preference shares before ordinary shares, and if the company goes into insolvency, preference shareholders are ahead of ordinary shareholders in the queue.

In exchange for the greater security, preference shares usually have reduced, or no, voting rights, and provide lower yields, at least over the long term.

Convertible preference shares give the holders the additional right to convert the preference shares into ordinary shares.