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When you are getting ready to launch your new product timing can play an important part. In this article I am going to discuss the implications of timing your product launch to increase the number of sales.

The first thing to consider is where you are going to launch your product. This is important because depending on the platform that you use to launch a product, will depend what time you decide to launch it.

For example, if you decide to launch your product using a particular website platform such as a forum then your launch will be dependent on when the most people are most active on that forum. You will want to make sure that your launch reaches the biggest audience you can.

If you are using your own website to launch your product and you have a blog for example, then you would need to consider when your blog audience is most active and reading your blog. This might be dependent on if you send out a blog update to a subscriber list.

For example, if you send out your blog update every Saturday and that is when people visit your blog then it would make sense to launch your product on a Saturday because people are already expecting to receive your blog update.

If you are launching your product to your email subscriber list then you need to analyze when the most popular time is that people on your list tend to open your emails. You will probably find that on certain days the open rate of your email is less than on other days. Try to launch your product on the days that get the most email opens.

One of the great things about using an email campaign to launch your product is because you can get people ready for the launch. For example, you can build up a certain amount of anticipation about your product launch so that people are expecting it and looking out for it. This is especially effective if you offer a special discount to people who purchase very quickly.

Giving the timing of your product launch consideration is really about deciding when the most people will see your launch. It goes without saying that the more people who have visibility to your launch the more sales you will make. However, it is important to clarify that this is only the case if you know that your product is going to solve the particular problems that people who will see your launch want solved.

I will soon conclude a 3-year term as president of a 125-year-old private membership organization whose mission is social. I’ve been a member for 15 years and a Board member for 10 years. I’ve found the experience to be tremendously rewarding. I’ve made friends. I’ve further developed and refined my leadership skills.

I’ve been fortunate to preside over a Board that is comprised of top-drawer members who are committed to the organization and who’ve work diligently to develop strategies and plans that will sustain the group over the short- and long-term. I’m proud to say that throughout my presidency, I encouraged Board and Committee members to do their best work and then I got out of the way and let them do it.

To become an organization leader is to become its public face and unifying symbol to the members. Public speaking is part of the job. It is often necessary to offer words of inspiration and encouragement and verbally demonstrate that you as the leader embody the vision, mission and values of the organization. There will be impromptu speaking “opportunities” that arise and surprise! Someone asks you to say a few words.

Likewise, in the professional sector, one will be asked to speak ex tempore about business products and services. These speaking obligations may be unscheduled, but they are not completely unexpected, since one attends certain events with the desire to meet and greet peers and prospects and talk business. Still, how does one successfully make an unrehearsed speech and manage to sound reasonably informed and eloquent?

Finally, there are scheduled speaking opportunities, when one steps up to the podium and formally addresses an audience.Three types of speaking opportunities: how can you stand and deliver?

I. Let’s start with the easiest, the business meet and greet. This is where your elevator speech is delivered. You must decide which version to roll out. Are you being introduced to someone and asked what you do? Then your elevator speech will be conversational and limited to what the business provides, your role or title and the name of the organization. Give a general description of the outcomes or benefits of the service you provide or products you sell. Formulate a sentence that describes the business function and your role, with a focus on benefits and outcomes. Provide more information only if the person seeks more information. Make the encounter a dialogue by asking questions of your own, to determine whether this individual has a need for your products and services, or if you can refer this person to another of your colleagues and create a new relationship as you do.

2. I’ve unexpectedly been invited to address my organization members and I’ve done a good job. How did I do it? Primarily, I was fortunate to have a very good set-up introduction and beforehand, I was smart enough to listen and make note of key phrases on which I could launch a quick little speech. I’ve recognized good tag lines and themes that I could spin into a three-minute talk. The moral of the story is, a leader must anticipate public speaking obligations. Keep your antennae tuned for anecdotes or observations made by members or others that can be used as the basis of a quick talk.

3. Regarding scheduled presentations, I pass along to you my interpretation of a Power Point presentation template developed by Bahar Martonosi of Princeton University. You may find this template useful when auditioning for a prospective client or delivering a report of findings during a consulting assignment:

• Your name and the business name (1 slide)
• Project outline: work that the prospect would like performed (1 slide)
• Rationale: why is the project or problem important to the organization ( 1 – 2 slides)
• History: what has been done before (1- 2 slides)
• Method: your firm’s approach to the project or problem (1 – 3 slides)
• Results: the body of the talk. Present the key results and findings. Do not present all results or findings. (2 – 6 slides)
• Summary: (1 – 2 slides)
• Back-up: prepare slides that answer expected questions (1 – 3 slides)

Keep things simple and focus on a few important points. Repeat the key insights. Know your audience and adjust the presentation as needed. The post-presentation informal Q & A is very important.

Make eye contact, be approachable and it’s OK to smile (but this is business, not social, so know your role). Make your audience want to learn more.

Thanks for reading,

Kim

One of the things that makes selling gratifying is that it’s fairly easy to keep score of our wins and losses.

At the same time, what makes it unusually difficult is the fact that when we fail, we don’t get high-quality, corrective feedback that tells us what to do, differently in our sales negotiations.

This means we’re likely to repeat our errors, and that’s not only frustrating, it’s costly.

If you are a band of one, working by or for yourself, you can’t possibly give yourself honest and truthful feedback, for the simple reason that we can’t DO and CRITICIZE at the same time.

If you’re in an organization, getting quality feedback is not much easier.

You’d think a sales manager or a peer could provide it, but how often do they actually monitor your negotiations? Moreover, they have their own goals and perceptions that distort your strengths and weaknesses.

To get honest feedback on your sales negotiations, to discern where, exactly, you came up, short, is essential if you want to improve. Where is that information to be found?

The good news is that it exists. The bad news is that the person that rejected you is the only one that has it. If you want to know why you didn’t earn a sale, to discover exactly what the prospect did after relations with you ended, you have to ASK.

Why would I urge you onto a mission of fact-finding from non-buyers?

If you believe the misanthropic adage, “Buyers Are Liars,” you can never expect to hear the truth from them, especially from those that didn’t purchase from you at all; that either recoiled and did nothing, or that went to one of your competitors for what you offer.

Surely, they have to feel defensive, figuring you’re going to pester them about something that is a done deal. Plus, if they dropped off the radar, which is typically how our failures register, they don’t explicitly say NO very much anymore; can we really expect them to suddenly emerge from the shadows and shed light on our shortcomings?

And you might not want to solicit feedback, especially from them, now that they seem to have ZERO POTENTIAL. I grant you, getting mired in the past, even if it is recent, can keep you from facing today’s challenges and today’s prospects, those with continuing capacity to buy.

But if you start from the premise that: (1) You’re likely to repeat your errors without quality feedback; (2) Non-buyers are the ideal sources for corrective information; and (3) Those that didn’t buy are not crazy; that they are typical of prospects at large, then you must agree learning from them can very valuable.

Plus, there’s satisfaction in ending the mystery of your misses.

I’ve done this with great success. In one case, sending a note, asking for feedback, because in addition to being a fill-in-the-blank, “I’m also a marketer who needs to keep learning and improving.”

In one case, what I thought was a dead horse sprang to life, awarding me with a blue-ribbon, nationwide consulting contract.

Recently, a more modest inquiry revealed exactly WHO he bought from and WHEN; HOW MUCH he paid for the service, and the RESULTS obtained.

I learned what pricing will be competitive, and how a specific competitor operates, someone I’ll encounter again and again.

This leaves me with a choice, as an entrepreneur. Do I want to earn this type of business in the future, or would I prefer to pass?

I have to admit I didn’t value the prospect very highly. I perceived him as an amateur at buying the service in question, without a clear idea of his budget.

And without pertinent background, I believed he would buy based on price, not appreciating the quality I represented; and he did exactly that.

At the same time, his feedback told me I need to offer various “grades” of service in this area, if I am going to compete.

Based on the fact that this fellow answered quickly, and responded specifically to all of my emailed questions, suggests he was telling the truth.

There is no question I know, now, exactly what to do to “win” deals of this type.

Now, isn’t that worth the 15 minutes it took me to compose that note?

Negotiating isn’t always about haggling over prices and terms. Sometimes it involves getting quality feedback that may not revive a missed deal, but will position you to springboard to greater success in your sales negotiations in the future.