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How to increase sales volume is something that just about every business owner, sales manager, and sales professional cares deeply about. And while it might seem that sometimes you have to be more lucky than good for everything to work, the reality is that there are clear things that can be done to improve sales volume.

Clearly Identify the Target Prospect

One step that often does not get enough attention in developing a sales strategy or even during execution is spending a decent amount of time on identifying what your target and ideal prospect look like. While you can likely sell your products to a large audience and many different types of prospects, in order to get your sales strategy and execution in hyper-drive, stop to think about the prospects that fit best and then have a laser focus on that segment.

When trying to identify the ideal prospect to go after, consider characteristics like industry, size, geography, title, attitude, income, current processes and systems, etc. Once have these characteristics mapped out, try to maximize your time with prospects that match up well with these.

Increase Interactions with Prospects

One of the most important ways to improve how to increase sales volume is to increase interactions and communications with prospects. At the end of the day, you can have the best product at the best price and if the prospects do not know about you, you cannot expect any revenue to come from them.

Increasing interactions with prospects can be driven by your sales and marketing strategies. From the sales perspective, proactive tactics like cold calling and professional networking are effective strategies to increase interactions and scheduling appointments with prospects. On the marketing side, tactics like search engine optimization and use of social media can increase the inbound flow of leads and help to impact how to increase sales volume.

Effectively Qualify Prospects

Time is one of your most valuable resources and you must protect this resource by only spending time with prospects that have a high probability of purchasing when working on how to increase sales volume. Just as prospects will be looking at you to determine how good you fit with them, you should spend time qualifying them to see how well they fit with you.

When working to qualify prospects, ask them questions about their needs, their ability to purchase, and their decision making authority to measure how much of a probability exists that they are going to purchase from you. If their questions are not what you want to hear, you may need to either move on or make the decision to not spend a tremendous amount of time trying sell to them.

Find Pain

At then end of the day, prospects mainly make changes and purchases to resolve a pain. If there is no pain, there is not a great need to change and this can make selling to them difficult. You still can sell to a prospect that does not have pain but these are the types of prospect that can stand to sit on the fence and disappear when it is time to pull the trigger.

To improve revenue, focus on trying to find pain that the prospect is experiencing in the areas where your products and services impact and focus on this throughout the sales cycle. If there is no pain, there may be a decision to move on to improve how to increase sales volume.

Sales jokes are many and varied and by including one or two in a meeting you will have a much more positive response to your presentation. A sales meeting joke should not be offensive to anyone attending – rather it should be a generic sales training joke that all participants can relate to. Making it relevant to the topic being discussed and the audience is an advantage.

For example if you are training new recruits to a sales role then sales jokes concerning the success of a sales trainee in their new job will be positively received and release any nervous tension that might have built up in anticipation of the first sales meeting. Adult sales jokes can be used but obviously they need to be appropriate and inoffensive and unless people in the meeting know each other very well it is best to avoid any sexist connotations in your jokes about sales.

All indications are that the telling of a good sales meeting joke will make for a less confrontational meeting particularly if the sales team is struggling to meet targets and are expecting a tense meeting. This will alleviated without necessarily diminishing the seriousness of the meeting and its objectives. Rather it makes staff realise that management can keep things in perspective and cultivate an environment where humour is valued.

Research indicates that where humour is embraced in the work environment or where a sales training joke is used in a training session then the response and productivity of those involved improves significantly. Sales jokes and other jokes can create a much happier work environment and as a result surveys show that staff members are much more happier in completing tasks because the sharing of a sales meeting joke for example brings the team together.

Presenters of sales training that include a few jokes about sales in their sessions will have a much better response and feedback for attendees than if they focus only on delivery the tools needed to succeed in sales. The sales meeting joke is not at the expense of the important sales skills that need to be imparted but rather simply add to the overall enjoyment and engagement of the attendees.

If you are thinking of retaining the services of a sales trainer check out their websites to see what there approach to training sessions involves. It is important when speaking with them that you ascertain whether they do include the some sales jokes or other funny one-liners in their presentation because you can be sure if they do that the benefits of the training will be much greater and the retention level in relation to sales tools and skills they were imparted during the training session will also be higher than if the presentation was stricter a sober affair.

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Do you run a sales team? Have you ever noticed that sales people are brilliant at coming up with excuses for why their promised sales didn’t eventuate. I use a simple strategy on my sales team that stopped the excuses and doubled the sales.

A couple of years ago I read a very interesting piece of research. The business school of a major university was conducting an international study into sales management. One of the amazing things they discovered was that sales people who reported to a sales manager, on average produced less than sales people who did not have a sales manager.

The reason for this was that the sales managers tended to be critical of the shortcomings of their team members and this made the sales people nervous. They became so preoccupied with having to face the music at the sales meeting that their focus was on failure rather than success. If your focus is on failure then failure is what you will get.

This is all very interesting but there is still the practical matter that most sales people are performing well below their potential. So how does a sales manager get his or her team performing without creating the problem of failure focus?

When I first started managing a sales team I discovered that sales people had an incredible talent for coming up with excuses. They seemed to be able to justify any lost sales by giving you a plausible reason why it was not possible to get the sale. While I admired their creativity I also realized that in most cases the sale was getable. The problem I had was how to get the sales person away from the excuse habit and onto the success habit.

I also remembered when I first entered the sales world, and how my sales manager had harassed myself and the other sales people at each sales meeting. I used to dread going to those meetings.

I ended up creating a solution that got rid of excuse behavior, avoided the harassing situation and led to a doubling of my sales team’s output. I made a rule that the only excuse that a salesperson was allowed to offer was an excuse that was so good that if they wrote it on a piece of paper and took it to the manager of the local supermarket that the manager would be happy to give them a week’s groceries in exchange for the excuse.

Here’s how I used the “grocery excuse” strategy. I first explained the rule to each of my sales people. Then if during a sales meeting a sales person started to offer any form of excuse I would interrupt and say “excuse me Bob, can I buy a week’s groceries with this excuse that you’re starting on?” They would say no, and then I would say “then let’s focus on a real way that we can get this sale across the line.”

This crazy “grocery rule” worked like a charm. Within a few meetings it totally eliminated excuse behavior and turned the whole focus of the meetings into positive, success oriented thinking. The result was that the teams sales figures improved dramatically and my sales team didn’t fear the meeting.

If you are having problems with excuse focused sales staff then why not give my crazy motto a try.