Regular sales and profits in sales: 8 tips [+ 4 times checklist]

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Sales determines the success of every business. Whether the financial year on 1. January or on the 1. July begins. Reflection and analysis of the completed period are a good basis to start professionally in an even more successful phase.

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Here writes for you:


Oliver Schumacher Oliver SchumacherOliver Schumacher is sales trainer and speaker.


From the author:





Before the turnover comes the inventory

All sellers want a strong new financial year. If the past was successful, one would think it would be enough just to keep going. Stop! No new beginning in the old rut!

Because in routine there is a great danger. Especially if everything goes well, mistakes or omissions are easily overlooked. A thorough analysis, on the other hand, provides comprehensive information. An inventory is not only useful in the warehouse, but also in the turnover history of the seller.

To make visible

The advantage of an inventory is not only the visibility of the current situation. The results of the inventory suggest that they investigate and question why and how these results came about.

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What was it for? In a positive as well as a negative case. And then conclusions are to be drawn from that. What do I learn from this? What can be made even better? If you take this into account, nothing stands in the way of a successful new sales period.

8 checklists and action areas for permanent sales

In the following, the most important eight fields of action for a permanently profitable turnover are shown:

1. Create sales customer ranking

Were there any sales relocations? Which customers have developed particularly well? A ranking helps to capture the strongest revenue customers. Once the leaders have been filtered out, the reasons must also be explored.

If, for example, your own product ideally meets the expectations of the buyer, then this synchronicity can possibly be adapted to other customers and additional sales can be generated easily.

2. Defining the main revenue earners

Which products or services were the main revenue drivers? A detailed sales analysis shows which offer brought the main sales and possibly additional sales.

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Clearly, the sales efforts must be focused on these success factors in the range. However, supplementary offers should not be left out of the picture. However, there are shopkeepers to be eliminated.

3. New customers do not fall from the sky

If new customers are to become the regular customers of tomorrow, the relationships with these newly acquired business partners must be maintained. The knowledge about them has a double meaning. On the one hand for further business expansion with them, on the other hand for the acquisition of future new customers. So:

  • Which customers have been added?
  • What convinced these customers?
  • What motivated you to buy?
  • What measures could be taken?

Customer routes should be traced. Who knows, on which way a new customer has found him, can tread this with the new customer acquisition again. If it was a gravel road, any stumbling blocks can still be eliminated.

4. Customers are no perennial favorite

There is no automatism. Once a customer does not necessarily mean customer again. Ask the following questions:

  • Did customers jump in the past year?
  • If yes why?
  • Lost customers should not simply be removed from the customer list. What was it for?
  • Did supply and demand not harmonize?
  • Did a competitor have the better solution?
  • Have they been neglected for reasons of timing?

Once the causes have been researched, repetition by other customers can be avoided.

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5. Returnees welcome

Are there “unfaithful” customers who are “too good” for the competition? What measures can they be used to reactivate?

The recovery of former customers can be quite lucrative. You already know each other. Nevertheless, it should be carefully considered who exactly you would like to list again in his customer list and interpret the measures individually.

6. Treat VIPs like VIPs

The top customers bring the lion's share of sales. A salesperson must be aware of this and have to think about the measures that he should take as long as possible Company binds. Compared to the acquisition of new customers, the effort to expand the business is relatively low here.

So do not leave anything to chance! Customer appointments should be planned strategically and systematically. Regular contact care with good preparation is essential. Who knows what services the customer expects, this can play as a trump card. It is well worthwhile to get involved with the best customers!

7. Keep an eye on the competitive situation

The competition is not sleeping.

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  • What can be deduced from the activities of the competitors?
  • What does the competitor do (better)?
  • How does he do it?
  • Were there any actions from competitors that are worthy of imitation or that require countermeasures?

To stay on the ball, the market situation must be constantly observed. New ideas are needed. And the courage to implement them purposefully.

8. Good planning is half the turnover

New sales target, new luck as a solution is not enough. It is better to help one's luck, that is the sales figures. Because more revenue does not come by itself. The prerequisites for this have to be strategically planned.

  • Which customers should be won?
  • What steps are being taken?
  • Which new customers deserve special attention?

But also the regular customers should not be neglected. Your satisfaction through reliable active care brings secure base turnover, which can usually be expanded with salesmanship.

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  1. Monika

    Very good text!

  2. Holger Prieske

    Let's face it, the entrepreneur would be a coal farmer in Dithmarschen and go through all these recommendations in this aspect.

    Then you will at least find that you should narrow the circle of companies that could make you happy with these findings.

    If you can not increase the quantities; why should you look for new customers?

    Risk diversification might be worth mentioning.
    If you have only one customer, you might want to consider whether 2-3 might not be a smaller customer than a big one.

    Terms like VIP and top customer are meaningless if you only have one customer.

    • Simone Janson

      Thank you for your comment, which we gladly forward to the authors.

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