Traffic and Conversions: Doubled In 90 Days with Neil Patel

Traffic and ConversionsTraffic and Conversions: Neil Patel is an expert on these topics. He's also one of the legit and truly giving people in the SEO world. And yes, SEO remains relevant for getting you traffic. In today's Quicksprout entry, Neil is giving away two great resources...and a challenge for you.

No sales plan is complete without traffic. And whether you're getting that traffic from making prospecting calls, referrals or inbound online leads, you should be building your traffic levels. Neil is sharing just how to do that with two guides.

Two FREE Guides for Doubling Your Traffic AND Conversions

These resource guides are usually $79, but they're free here today.

First, download Double Your Traffic In 30 Days.

Second, download Double Your Conversions In 30 Days. Wow! What a pair of powerful toolkits!

Neil's Traffic and Conversions Challenge to You

Third, the challenge. Neil is challenging you to Double Your Traffic in 90 Days. 90! That's 3X as long as the guide titles say it'll take--and challenges motivate you to take action. In fact, Neil wants you to publicly commit to this very achievable goal by going here.

There's a kind of mini-forum for discussing how to reach your traffic goal with other people doing the same thing.

Here's your challenge, and an example of what you're going to write down:

"Between X Date and Y Date,
I will bring 2500 unique visitors to MySite.com"

Obviously you will fill in the dates and # of visitors relevant to you and your site.

Interview with Neil Patel On Traffic and Conversions

In a previous post, I shared another download from Neil. Also included was my interview with Neil that included some suprising data on the effectiveness of infographics. For my interview with Neil, click here.

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Why Reinforcement Is Necessary for Sales Success

Why Reinforcement Is NecessaryWhy Reinforcement Is Necessary for Sales Success is a subject discussed by other serious sales trainers. It's not just me. You hear me say, "Ongoing reinforcement is needed for getting results in selling." That a one-time seminar or lecture won't get you results.

Why is that?

Let's deal first with the lecturing. Why doesn't hearing a sales technique once at a seminar work? The answer is because actual learning did not occur. The salesperson goes into congnitive overload. They become defensive. The message is tuned out.

"I already do that."

"This guy isn't telling me anything new."

"I'm already a great salesperson."

Even if the salesperson does accept the new idea, after a couple of weeks they'll forget it. Back to their old comfort zone. Back to their old techniques.

Why Reinforcement Is Necessary: How It Overcomes Inertia

But the sales manager/trainer/leader has to have a playbook. The playbook can be a consistent sales process. It can be objections and rebuttals. It can be an equation to be applied to the customer's business--can we reduce their costs or increase their revenues? What is inside the playbook doesn't matter as much as having one.

Without the playbook, you don't have a target to aim at. If you don't have a target, will you have consistency? If you don't have consistency, can you manage your results?

The Three Learning Phases Showing Why Reinforcement Is Necessary

The plain truth is the way we learn is why reinforcement is necessary for sales success. Some approaches are based on studies of adult learning. Effective coaching simply bolsters that adult learning process. So how do we do it?

First, we perceive. We assess a situation and perceive which variables are critical to our success.

Second, we decide. Which course of action should we take? Thank goodness we have that playbook handy!

Third, we act. We practice, we roleplay, we rehearse--but most of all we use the new technique in real life.

The salesperson can practice. The coach gives ongoing feedback. That feedback can come in the form of ridealongs and a debriefing chat right after the prospect visit. It can come in the form of simulations. And it can be in the form of team coaching, where peers work with one another.

But the common key is that you need to see the new technique over and over again...interacting with real life. That's how it will stick. You must first perceive the need for it. Then decide to use the techique. And then really use it, taking action with the new technique in live selling situations.

Sounds simple? Doing this consciously is not nearly as easy as talking about it. That's why having a coach who will keep showing you why reinforcement is necessary helps so much.

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Your Sales Numbers: Do You Know Them?

Your Sales Numbers - David BrockYour sales numbers--do you know them? Let's start with that. Many small business owners I speak with don't have a revenue target at all, and so have no idea how they'd get there.

In larger companies we usually have a more "hired gun" sales management style. They are focused on sales quotas. Meeting the quota every quarter is the focus.

Having a target is good. But, as Partners In EXCELLENCE president David Brock points out, focusing entirely on monthly, quarterly and annual quotas alone is a bad idea.

Why Quotas Alone Bad for Managing Your Sales Numbers

Why? Because quotas are a lagging measure. They're driving by looking in your rear view mirror.

If, as Brock shares, you have a 90 day sales cycle, it is going to take a very long time to:

  • find what the problem in your sales process is
  • make adjustments
  • see the results of those adjustments.

Too long.

What we want instead is a leading measure. Leading metrics allow you to make changes in time to see results in your major lagging measures.

What Are Some Leading Measures to Track Your Sales Numbers?

What are we doing today, this week, this month? And how do those activities tie in to our larger business measures? Dials and customer meetings, for instance, are leading measures. We can make changes to them today.

However, as David Brock tells us, we can't just increase the number of dials and expect good results if our techniques are lousy. Having more bad conversations with prospects is not going to help.

Brock suggests we can track strategic initiatives and organizational performance numbers.

Strategic initiatives include customer retention, new customer acquisition, product mix, win/loss, and channel performance.

Organizational performance numbers include Reps making Quota, Cost Per Order Dollar (CPOD), and expenses.

Start with individual performance tracking, and then build up to your organization-wide numbers. You don't need a supercomputer to figure these out: Excel will do just fine. Then you'll understand your sales numbers, and be able to do something about them.

Read David Brock's article. It's well worth your time. And I highly recommend subscribing to his blog. He's put out three really great entries in the past couple weeks.

>> Jason Kanigan is a sales force developer. Did you find this info helpful? Please Like, Share or Comment to let others know! <<