Surprised to learn that per conference room companies invest over $250,000 per year in presentations? $80,000 per field sales rep and $12,500 per inside sales rep? Participate in the study through this 30sec survey and get a copy of the results: RoI of Presentations
In this video @iannarino and @gerhard20 discuss how great salespeople contribute to noble and meaningful causes. Listen to clips from amazing people like Bono, the Dalai Lama and Craig Kielburger. The messages is that we all can create more value for everybody and more meaning for ourselves in the process.
Think of your company as having a store in a mall. The mall is called Facebook or LinkedIn with your store being your corporate page within the mall. Your sales team is hanging around in the store waiting for buyers to come in, e.g. lead generation.
CEO Demands a Social Media Campaign
But leads are hard to come and the CEO tasks the marketing with a social media campaign. Marketing starts by hanging signs at strategic spots throughout the mall (banners-ads), based on how many people walk through (traffic), and they leave them no option but see your ads (impressions). Marketing even found a way to pay off the people at the central information desk to make sure they refer anyone your way (GoogleAds).
Six months. Great Stats. No Sales.
Your social media budget doubled and the stats look awesome, but sales remain flat. Whoooaaa! what went wrong? The CEO should have asked the sales team for a Social Selling Campaign!
Information technology has changed buying and selling. In this 14 min video we review a great clip from Mad Men where Don Draper pitches the Kodak Carousel. He says, "technology is a glittering lure..." as he uses the power of story that leaves a stronger impact on his audience than technology. In an ideal world, selling is a great marriage between art and science, yet many sales managers lean in one direction or another. Please share your insights, thoughts and feelings about this key question: Is Selling an Art, or is it a Science?
Salespeople need to do their homework. It takes a team these days to do the proper amount of research to sell to organizations these days. There are more complexities and people involved than ever before. Building strong relationships before we start to sell, along with research and many conversations to learn and understand are paramount.
Four sales and marketing experts share their best ideas for 1. Generating Sales Leads 2. Lead Nurturing 3. Improving leads with social and business intelligence 4. Qualifying leads and lead scoring 5. Lead distribution 6. Marketing automation Follow these thought leaders @erikluhrs , @fearlesscomp , @gerhard20 , @iannarino
Excellent information. I hope everyone has watched this. Thanks, Gerhard.
NEW VIDEO: HOW TO HIRE, TRAIN, COACH AND LEAD SALESPEOPLE.When you fail to reach your quarterly goal like Oracle did last month, don't throw your salespeople under the bus. Oracle explained the $16.4 billion loss in market cap saying, "we ran out or runway." Sales leaders need to assume responsibility for results of their team. In this video, @iannarino , @jebbrooks and @gerhard20 discuss how sales leaders can create a winning sales culture. How? They create a proven process to hire, onboard, train, coach and reward salespeople. In this 18 min video you learn:
How to hire great sales talent - what questions to ask, what behaviors to look for, what mistakes to avoid.
How to create an onboarding and training process
How to coach and lead salespeople
How to build a winning sales culture that leads to continuous improvement
Question: I would like to understand what apps are available that would facilitate the definition of geographic and named account territories. I have firmographic data and transactional data that the ideal app would use to suggest which accounts (in SFDC) would be assigned to which sales resources based on locations of the rep and account. I know it's complex but I've seen several booths at trade shows that imply they actually have this technology.
Looking forward to responses and I'll see some of you in San Francisco at the Sales 2.0 Conference on Monday.
Have you looked at www.terralign.com? I think that the new wave is lead assignment based on social proximity, check out www.reachable.com
You Decide if You Want the Appointment or Your Call Could Be the Most Important a Prospect Takes.
In working with a client this last week, it wasn't surprising to see how dispirited they were. It was an inside sales team of 20 people who had to make 125 calls a day (puuhleeese) and were finding it difficult to make appointments for their outside sales specialists. In fact when a customer said yes to them they would jump for joy. Not an easy job.
While teaching them new techniques (which I will delineate in a second) I told them two things that completely changed their perspective for the better:
1. Since they were selling enterprise voice solutions that leverage a prospect's strategic investments, taking an appointment with them could be the most important thing that prospect could do
2. Therefore, they should be confident and assertive when calling, not apologetic, shy or feel like they were bothering people, NO MATTER how many times they had to call, email, text, use smoke signals or carrier pigeons to get the appointment
So what did we discuss and change so they would get more appointments:
using our 3 stage process (credibility - benefits - close) we shortened each phone call from 3 minutes to 20-30 seconds.
we taught them how to leave a voicemail that was intriguing and would capture somebody's interest AND how to get out of voicemail to see if they could get them live
using the "no scroll rule" they can now send emails that are tight, succinct, relevant and easy to read and decide upon
we increased the number of attempts to get somebody using a mix and match of techniques that would increase the odds of getting to someone
how to use social media, blogs, LinkedIn, FB, Phinkit, Twitter, databases and more to get to people more easily
how to anticipate and handle objections more effectively to get more appointments
finally, their job was to get the appointment AND THEN DECIDE if it was a good one, or they should delay the meeting. Kind of like catching a fish and deciding if it was big enough to keep vs. begging the fish to go on the hook.
Before I got home or in less than 12 hours I received two emails saying how the techniques we discussed got people appointments they otherwise couldn't get.
Shortening a sales cycle could be the best way to increase productivity. Accelerate the Sales Process by Turning it Upside Down!
In working with a client in helping define their sales process for an enterprise solution, we went through the usual steps of what has to happen when and who has to do what.
We created a master list and then we chose the items they could apply to existing deals in order to shorten the sales cycle. This was extremely helpful in having them see what they could do.
Finally we turned the whole sales process upside down and started with the end in mind. So here is what we suggested:
In first meeting the client, tell them what your objective is which is to demonstrate a significant cost savings. In fact, the account they are speaking to was chosen from the few that met their criteria. If they didn't meet the criteria, they, the vendor wouldn't have reached out.
The vendor is so confident of their offer they will do real testing and modeling showing the prospect what their actual savings is (you may have to offer something else based on your company's capabilities).
Of course, the vendor needs to show them how it will be done and answer questions, but
After that is done they are asking the person they are meeting with to sponsor this project in the organization.
If the prospect doesn't know how to make this happen, the vendor will show them how it has been done in other organizations.
Of course in the real world there will be many prospects who will not respond to this and the vendor may have to go back to a more traditional model.
In addition, the vendor and salesperson has to avoid being too verbose or arrogant but present the offer in a way where the prospect can see the opportunity in front of them.
I hope you like this idea. Try it in some accounts to see how people react.
The most important thing you can do is to understand the SOE (sequence of events) that increases your close ratio.
Sales Time Line
Bring to mind a deal you are working on or have won in the past that you would like to repeat as often as possible. Do you recall what steps you took with the prospect during their buying process?
It is important to know that the more you can get a customer to do with you the more likely it is you will get the sale since they have committed a lot to you. They will want to recoup their investment of time, energy and sometimes even money.
Here are some ideas of things you can do during the sales process:
Have a reference call the prospect
Send some information or a white paper if you have one
Use Google Alerts or other source to keep track of what is happening with the client or their industry and use that to stay in touch
Have them visit your office or set up a time for entertainment
Use LinkedIn or others to see where you have common connections and let the person know
If you know their personal interests or hobbies, send info about these.
If you can identify the tactics that work best, you can put them into your process and just remind yourself with Outlook or some other tool to remind you what to send and when to send it. It will have the same impact as the more sophisticated solutions available in the market.
Hot off the "press" - a very comprehensive e-Book on the significant trends in business collaboration. Click on the image to download your free e-Book. There is no sign-up required; we don't track the response and no salesperson will call or email you as a result of the download.
Gerhard - WOW this is an INCREDIBLE document with very valuable insights! I shared it with my CEO (the good old way, printed-it and put it on his desk)
There is a lot of insight in this document and the stats are very telling at what speed/ and in which particular direction the mobile workforce is going.
THE SALES PERFORMANCE PUZZLE - How to Solve it. In this 9 minute video, Gerhard Gschwandtner and bestselling author John Doerr discuss why most sales training doesn't work and offer proven concepts that will help sales leaders create a highly effective sales organization. Collaborate online using #salearsopchat or hit "reply" below to share your insights. Download your PPT slides or a PDF to present this content in your company. This is a commercial free service for SalesOpShop members. Click on any image below to play the video.
In this 6-minute SalesOpShop Video - Gerhard Gschwandtner and Anthony Iannarino talk about the key trends in selling that impact all sales organizations. This video contains five insights designed to help you win. Collaborate with us online using this hashtag #Salesopchat, or hit "reply" to share your comments below. Want to share the key insights with your sales team? Download your PPT slides or a PDF now. This is strictly educational, no commercial messages included.
How do you create and sustain motivation in sales? Join the conversation with S. Anthony Iannarino, the top award winning sales blogger and keynote speaker. Click on any image below to start this 6 min video.
I lost over 90 pounds in 2012. I worked out between 4-7 days a week and checked-in to Life Time Fitness on Facebook almost every time. Facebook friends kept saying to me, "Mike, I wish I had your motivation."
Finally, I replied with something like, "No, you don't. My motivation sucks. I'm often tired after a long day, and I don't want to get up off the couch and go to the gym. You don't want my motivation. You want my commitment, and there's a difference."
Even when motivation lags, and it does from time to time, your commitment makes the difference. I wish we'd stop talking about motivating (especially other people), and start focusing on fostering commitment.
This is also more in line with Daniel Pink's(watch his incredible TED video) research in Drive... he cites the great "motivators" as purpose, autonomy, and mastery. If you hire the right people, guide them to a greater purpose, give them the trust and autonomy (not abdicating your role in their management, coaching and development, just giving them some breathing room and recognizing their brain and abilities), and create a culture of development and mastery, people will feel committed and seem "motivated." But I still think the better term is committed. Just like culture eats strategy for lunch (ala the Drucker quote), commitment eats motivation for breakfast. ;-)
I think you're right on the rejection thing, as well. You stop calling when you let yourself feel "rejected."
At the same time, I do believe sales reps, and everyone else, need to take a hard look at how they spend their time and where they are most likely to get a return for their investment. I would probably only employ the "they die, or I die" mantra, if I felt absolutely certain that both of us could benefit from the mutual relationship and doing business together... or, I would at least put that prospect on the slow-drip plan, with a less rigorous follow-up plan. And I would try to find ways to add value over time with ideas, articles, networking contacts, to keep the relationship fresh, without every contact being a prospecting attempt. That approach certainly has helped me gain a few "hard to obtain" clients in my day. But not at the expense of making other sales that had a higher likelihood to close or more compelling value prop. Just my opinion.
Keep the great stuff coming.
Replied 5 months ago
Thank you Mike for sharing. There is an amazing insight in Dan Pink's TED talk where he makes business people painfully aware of how business keeps ignoring the discoveries made by science. This video is a must see for sales leaders and comp management experts.
Join the conversation with S. Anthony Iannarino, the Gold Medal Winner of the Top Sales and Marketing Blog. In this five-minute video he talks about Sales Training and what B2B needs to learn from B2C sales
Thanks for including my question, guys! Here's some response/commentary from me.
I couldn't agree more with creating a culture of ongoing training and coaching. The quote Gerhard cites about doing what others won't today, to do what others can't tomorrow, is so insightful and true. When I started in sales, I was thrown to the wolves with little training and no coaching. So, I read and listened to everything I could get my hands on. Because of my background in music, I audio and video-recorded myself several times a week, practicing like crazy, rehearsing the things I read and heard. It made a world of difference. That year, I personally outsold an office of 5 other people. When I finally became a manager, I trained and coached constantly. Our office grew by over 600%, year over year. It works.
I do, however, understand why sales leaders hesitate to take reps away from sales activity to train and coach. Most sales training does NOT produce the desired results (see below for why), so just committing to do it more often, may not matter. In fact, it could make things worse, contributing to the false belief that "sales training doesn't work." Argh! That drives me nuts. Poor sales training doesn't work (or even good sales training poorly executed). Good sales training, done well, produces great results.
It needs to be the RIGHT training, preferably culled from top producers in that industry, company, using that product set, with their target customer-base. It has to produce results, if used in the real-world. If you pick even a great program off the shelf (without customizing) and implement it poorly, don't be disappointed when results don't improve.
The training needs to be well designed for learning to occur. It should separate knowledge and skill, and treat each appropriately. For skill, there must be PRACTICE (just like the quote) and FEEDBACK, with a chance to re-do, after feedback. (Role play, baby. It's what's for dinner. Stop whining and eat your spinach. ;-) Your comment about squeezing training in on another agenda or creating a massive content dump… so true. Neither of those is "good, well-designed training." Let's all get real with each other in 2013, and stop this insanity.
Management must understand what is being trained, and know how to diagnose how well it is being used and how to coach to close skill and performance gaps. Management must understand what is being trained, and know how to diagnose how well it is being used and how to coach to close skill and performance gaps. (Yes, I am aware that I wrote that twice ;-).
The behaviors must then be further reinforced and coached *over time*, so the rep adds the skills to their long-term tool belt, and use them appropriately.
So, having said all that, let's go back to my original question. I think sales training does need to change. If buyers are doing so much research on their own, engaging sales reps later and later in their decision-making process, and buying through growing leverls of consensus, reps had better be prepared with new mindsets, dialogue and diagnosis skills, engagement capability, value-creation behaviors, and be able present solutions in new ways rather (if I hear the word "pitch" one more time, I might scream). They need to understand how to create partnerships, at the appropriate levels (meaning with the appropriate roles/levels in the prospect organization and at the right depth, based on the match between the prospect organization and their own). If we think the same ol' set of sales behaviors of the past are going to differentiate us for the future, well, let's just say we're in for a rough ride in 2013 and beyond.
Lastly for today, I couldn't agree more with your take on Product vs. Sales Training. They must be combined. Product training is facts and figures. It's head stuff, and a little skill in talking about it. The real value lies in creating realistic scenarios, where the rep must USE what they learned in sales training and match and discuss products appropriately, solving problems in real-world, complex cases. Simulations. That's how you prepare people for the real-world, and hone the skills that matter to buyers.
Well, thanks again for the great content and for addressing part of my question. I have to run for now and hope this has added some value to the discussion. I look forward to future videos and any thoughts in return.
For me the points that stood out were: can B2B learn from B2C . At Hubspot's conference last year, their CEO Brian Halligan talked a lot about learning from Amazon.com, and having our websites recognize the viewer and provide them with the appropriate content. I think that's a part of the approach as well.
The trust triangle is interesting, as well. A big debate/discussion right now is how senior sales people need to lead with provocative ideas about how to improve a prospects business, but can you do that without a relationship and with trust. The emotional aspect of trust, and needing to obtain that emotional aspect first, is an interesting angle I hadn't thought of yet.
Replied 6 months ago
Great conversation gentlemen. We need more leaders looking at this partnership between sales and marketing like the two of you. Very refreshing and spot on.
David Laroche is the youngest motivational speaker in France. In this video he explains how we can use fear as a tool for success. David will be on stage at the Sales 2.0 Conference in Boston, July 15th. Don't miss his first on stage appearance in the U.S.
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