Neither Al Gore nor Gore Vidal would recognize the New Green Movement.
The mantra of the New Green Movement is "Uh...how much GREEN is this going to set me back?"
For the vast majority of people, it's only when we feel completely safe and secure that we take action and help others or, in GoreSpeak, save the planet. That's sounds like a slightly dark view of human nature. Unfortunately, it's an inconvenient truth.
The majority of Americans aren't feeling so ducky about tomorrow, educating Junior or Madison/Emma* or the 10 day forecast on what their retirement is looking like. So when the "Green" alternative costs more green, Jane Q. Public tends to stomp her Carbon Footprint.
(* Federal Law requires all female babies born after 1999 to be named Madison or Emma).
Some might think it's different when the buyer is a corporate purchasing agent or a manager considering buying some capital equipment. Hardly. If you need your job and part of your job is to buy stuff, the margin for error for screw-ups of any sort has been reduced exponentially.
You know that old sales maxim you used to hear from mostly senior salesreps...the one that sounded like: "I don't work hard, I work smart". You might want to do both there, Chucky.
Tuesday, April 27, 2010
Tuesday, March 30, 2010
Honk Honk
Jerry Seinfeld told the story of a male motorist attempting to obtain the attention and affection of an attractive woman walking in stride with his slow-moving car.
He simply laid on his horn! Beep Beep.
That guy, in Jerry's words, "is out of ideas"
It's 2010, and THE VAST MAJORITY of companies who hire new business development salespeople tell them they MUST make between 50-150 cold call telemarketing calls a day. These companies, like that poor SOB honking on his horn, ARE OUT OF IDEAS.
I got a cold call from the bank I do my business banking with yesterday. I won't reveal the name of the bank though it rhymes with Blitizens Tank. Anyway, the gentleman had a clear speaking voice and enunciated well. In a mere couple of seconds, he came off as pleasant and intelligent. He then began, without stopping to breathe or anything else, reading from a ultra-cheesy, salesy script. I politely tried to stop him...twice...to no avail. I'm a career sales and marketing person but I still had to hang up on the guy. He wouldn't stop reading that damn script.
Blitizens Tank Senior Sales Management....THEY ARE OUT OF IDEAS.
I get on this subject once in a while because I'm utterly astonished that companies still do this. The number of ways to economically reach new potential customers and markets has exponentially increased. Of course, most companies take these NEW remarkable communication vehicles and apply OLD mass media marketing techniques and methodologies. (Look at us!!! Listen to us!!...We're the best!!..We're incredible!!..Buy our stuff NOW!!!)
These companies, via the technological wizardry created by brilliant minds, were handed the coveted "new ideas" in the form of Web 2.0 as well as the many talented people behind its creation and delivery.
It didn't take long- even after being handed the Keys to the Kingdom- to "run out of ideas" on how to reach their desired markets.
He simply laid on his horn! Beep Beep.
That guy, in Jerry's words, "is out of ideas"
It's 2010, and THE VAST MAJORITY of companies who hire new business development salespeople tell them they MUST make between 50-150 cold call telemarketing calls a day. These companies, like that poor SOB honking on his horn, ARE OUT OF IDEAS.
I got a cold call from the bank I do my business banking with yesterday. I won't reveal the name of the bank though it rhymes with Blitizens Tank. Anyway, the gentleman had a clear speaking voice and enunciated well. In a mere couple of seconds, he came off as pleasant and intelligent. He then began, without stopping to breathe or anything else, reading from a ultra-cheesy, salesy script. I politely tried to stop him...twice...to no avail. I'm a career sales and marketing person but I still had to hang up on the guy. He wouldn't stop reading that damn script.
Blitizens Tank Senior Sales Management....THEY ARE OUT OF IDEAS.
I get on this subject once in a while because I'm utterly astonished that companies still do this. The number of ways to economically reach new potential customers and markets has exponentially increased. Of course, most companies take these NEW remarkable communication vehicles and apply OLD mass media marketing techniques and methodologies. (Look at us!!! Listen to us!!...We're the best!!..We're incredible!!..Buy our stuff NOW!!!)
These companies, via the technological wizardry created by brilliant minds, were handed the coveted "new ideas" in the form of Web 2.0 as well as the many talented people behind its creation and delivery.
It didn't take long- even after being handed the Keys to the Kingdom- to "run out of ideas" on how to reach their desired markets.
Friday, March 19, 2010
The Truth...It Hurts
Jack Nicholson's Colonel Jessup, up on the witness stand, uttered one of the most famous lines in cinema history on the subject of Truth in the film A Few Good Men.
(I'll spare ya...you know the line...somebody always feels compelled to bark it out and act as though their delivery and timing was impeccable. Alcohol is often involved)
I'll insert, relatively speaking, how this plays in the world of professional selling.
The Forecast Meeting. Manager and rep, one on one. One by one they go through "The Deals". I don't care who the organization is, "The Truth" is swaddled like a newborn. The truth on most of the deals, including the ones that are "far along" is the rep- and now the manager- have no idea what's going to happen. Oh, sure, the rep certainly acts in a manner consistent with someone who knows what's going to happen (if they want to stay employed, that is). Then there's the Manager-whether their style is more consistent with a Marine Corp Drill Instructor or Oprah after two glasses of Chardonnay...doesn't matter. Remember, that Manager ALSO has a manager and, if "The Truth" is real ugly, it's better to put perfume on that pig...until every last option out of this mess is exhausted.
It's the consummate "CYA" move and it is hardy limited to people who sell for a living. It's everywhere in society. How do you know if something is "the truth"? Here's how: it hurts. Much more often than not, it hurts. And I must admit, somebody once asked me "..what's the alternative?.", and I didn't have a great answer.
-Do I look "frumpy" in this dress?
-Does it look like I'm losing some hair up top?
-Tell me...PLEASE TELL ME that Lehman Brothers is going to be o'kay!?!?
In fairness, the salesrep at times is not to blame. Why? Because buyers tell them what the buyer needs to tell them to serve their agenda...and, believe me, the buyer ALWAYS has agenda. It's funny, for centuries it's been the salespeople who have been tagged as the ones not shooting straight.
So what kind of landscape would we have in professional selling if rank and file and management ALWAYS came clean about forecast, pipeline etc,. Personally, I think it would bring sanity, cleanse unequivocally and possibly turn on its head a system that has been nothing more than educated guesswork for time immemorial.
And up next we could tackle the truth-impaired world of professional politicians!
I'll close with another pop culture reference. Aerosmith released a song in 1973 that was and is still immensely popular...probably their most iconic song. It rhymes with "Cream Dawn"
(I'll spare ya...you know the line...somebody always feels compelled to bark it out and act as though their delivery and timing was impeccable. Alcohol is often involved)
I'll insert, relatively speaking, how this plays in the world of professional selling.
The Forecast Meeting. Manager and rep, one on one. One by one they go through "The Deals". I don't care who the organization is, "The Truth" is swaddled like a newborn. The truth on most of the deals, including the ones that are "far along" is the rep- and now the manager- have no idea what's going to happen. Oh, sure, the rep certainly acts in a manner consistent with someone who knows what's going to happen (if they want to stay employed, that is). Then there's the Manager-whether their style is more consistent with a Marine Corp Drill Instructor or Oprah after two glasses of Chardonnay...doesn't matter. Remember, that Manager ALSO has a manager and, if "The Truth" is real ugly, it's better to put perfume on that pig...until every last option out of this mess is exhausted.
It's the consummate "CYA" move and it is hardy limited to people who sell for a living. It's everywhere in society. How do you know if something is "the truth"? Here's how: it hurts. Much more often than not, it hurts. And I must admit, somebody once asked me "..what's the alternative?.", and I didn't have a great answer.
-Do I look "frumpy" in this dress?
-Does it look like I'm losing some hair up top?
-Tell me...PLEASE TELL ME that Lehman Brothers is going to be o'kay!?!?
In fairness, the salesrep at times is not to blame. Why? Because buyers tell them what the buyer needs to tell them to serve their agenda...and, believe me, the buyer ALWAYS has agenda. It's funny, for centuries it's been the salespeople who have been tagged as the ones not shooting straight.
So what kind of landscape would we have in professional selling if rank and file and management ALWAYS came clean about forecast, pipeline etc,. Personally, I think it would bring sanity, cleanse unequivocally and possibly turn on its head a system that has been nothing more than educated guesswork for time immemorial.
And up next we could tackle the truth-impaired world of professional politicians!
I'll close with another pop culture reference. Aerosmith released a song in 1973 that was and is still immensely popular...probably their most iconic song. It rhymes with "Cream Dawn"
Thursday, February 18, 2010
What Part of No
A handful of years ago, an employer of mine had mandatory sales training.
Neither myself nor many of my colleagues were too excited. I felt sales training-all sales training- attempted to do the impossible. There is no blueprint for human behavior, unless you have 6 billion + sets of individualized blueprints. There is an infinite amount of variables when it comes to business and deal-making. I was hard headed but I kept my mind open.
The late David Sandler built what is now known as The Sandler Sales Institute. The program is tremendous, in part because it doesn't profess to know how ANYTHING is going to go down. Much of what they talk about and teach flies directly in the face of conventional wisdom on how to be a good salesperson. What follows is a very brief example of this and why it is so effective.
Sandler tells salespeople to " Go for the 'NO!' ". What does this mean? What it means is salespeople spend an INCREDIBLE amount of time with customers and prospects unable or unwilling to make a decision, including the decision not to move forward (No!).
If the answer is "no", do you want to know that now or after months of fruitless work?
Naturally, every business situation is different so this practice isn't meant to be a literal plug-in and needs to be on a case-by-case basis. Be especially prudent with people who know you and have already done business with you. But by all means, if you think someone is waffling, is shopping you or just doesn't have the heart to tell you the "painful truth", tell them that "no" is OK.
Or as Sandler also likes to profess, you'd rather hear 'no' than 'maybe'. At least you know where you stand and can divert your energies elsewhere.
Neither myself nor many of my colleagues were too excited. I felt sales training-all sales training- attempted to do the impossible. There is no blueprint for human behavior, unless you have 6 billion + sets of individualized blueprints. There is an infinite amount of variables when it comes to business and deal-making. I was hard headed but I kept my mind open.
The late David Sandler built what is now known as The Sandler Sales Institute. The program is tremendous, in part because it doesn't profess to know how ANYTHING is going to go down. Much of what they talk about and teach flies directly in the face of conventional wisdom on how to be a good salesperson. What follows is a very brief example of this and why it is so effective.
Sandler tells salespeople to " Go for the 'NO!' ". What does this mean? What it means is salespeople spend an INCREDIBLE amount of time with customers and prospects unable or unwilling to make a decision, including the decision not to move forward (No!).
If the answer is "no", do you want to know that now or after months of fruitless work?
Naturally, every business situation is different so this practice isn't meant to be a literal plug-in and needs to be on a case-by-case basis. Be especially prudent with people who know you and have already done business with you. But by all means, if you think someone is waffling, is shopping you or just doesn't have the heart to tell you the "painful truth", tell them that "no" is OK.
Or as Sandler also likes to profess, you'd rather hear 'no' than 'maybe'. At least you know where you stand and can divert your energies elsewhere.
Friday, February 5, 2010
Vito Corleone
The idea of top-down selling has been around forever.
Selling to the Very Important Top Officer was re-energized and popularized again about 10 years ago with the business book "Selling to VITO". The book did a good job of explaining just how difficult it will be for you if you attempt to sell/market into an organization at a middle or lower level.
I've read too many business and sales-oriented books...I'm not proud of it and I very rarely read books of that genre now. For every good one, there's 20 bad ones. Let's face it folks, there's nothing new under the sun. And that goes double in the world of human behavior...especially in relation to the world of business. I purposely didn't read all of "Selling to Vito" because: 1.) I had already been doing it for some time and 2.)much of it was recycled rehash. The parts I read and enjoyed served simply to sharpen my saw a little bit.
So briefly, here's why if you're not approaching VITO first, your odds of success are reduced exponentially.
Every item of importance on a corporate agenda rolls up....it NEVER rolls down. And these items don't necessarily need to be time-sensitive and/or of critical importance in order for the CEO to be aware (e.g. operating capital, the price of their stock, short and long term strategy, capital budgets, research and development etc..). They have to think about other stuff too.
So, for example, if you sell software that improves the efficiency of a companies supply chain and logistics, go to the Boss. Go to VITO first.
That doesn't mean that, last night, The Board of Directors and the CEO were about to jump off The Sears Tower because of real or perceived IT-based shortcomings in their supply chain. What it means is what you represent is important ENOUGH to a CEO or a very senior manager that- if your timing is good- they MIGHT engage you OR delegate you down to one of their lieutenants. And not only does your timing need to be good, your approach needs to be impeccable.
Companies of several hundred or more employees, the CEO is the final decision-maker on only things of the utmost important. That's what their other senior managers are for. But don't think they aren't aware of a large number of other important issues. That's why they're in charge.
Chew on this: How different is the dynamic between you and the prospective senior manager buyer if you were introduced by the person who runs the company as opposed to, say, ANYONE ELSE?
Selling to the Very Important Top Officer was re-energized and popularized again about 10 years ago with the business book "Selling to VITO". The book did a good job of explaining just how difficult it will be for you if you attempt to sell/market into an organization at a middle or lower level.
I've read too many business and sales-oriented books...I'm not proud of it and I very rarely read books of that genre now. For every good one, there's 20 bad ones. Let's face it folks, there's nothing new under the sun. And that goes double in the world of human behavior...especially in relation to the world of business. I purposely didn't read all of "Selling to Vito" because: 1.) I had already been doing it for some time and 2.)much of it was recycled rehash. The parts I read and enjoyed served simply to sharpen my saw a little bit.
So briefly, here's why if you're not approaching VITO first, your odds of success are reduced exponentially.
Every item of importance on a corporate agenda rolls up....it NEVER rolls down. And these items don't necessarily need to be time-sensitive and/or of critical importance in order for the CEO to be aware (e.g. operating capital, the price of their stock, short and long term strategy, capital budgets, research and development etc..). They have to think about other stuff too.
So, for example, if you sell software that improves the efficiency of a companies supply chain and logistics, go to the Boss. Go to VITO first.
That doesn't mean that, last night, The Board of Directors and the CEO were about to jump off The Sears Tower because of real or perceived IT-based shortcomings in their supply chain. What it means is what you represent is important ENOUGH to a CEO or a very senior manager that- if your timing is good- they MIGHT engage you OR delegate you down to one of their lieutenants. And not only does your timing need to be good, your approach needs to be impeccable.
Companies of several hundred or more employees, the CEO is the final decision-maker on only things of the utmost important. That's what their other senior managers are for. But don't think they aren't aware of a large number of other important issues. That's why they're in charge.
Chew on this: How different is the dynamic between you and the prospective senior manager buyer if you were introduced by the person who runs the company as opposed to, say, ANYONE ELSE?
Thursday, January 28, 2010
May I Have Your Attention, Please.
Stop talking, stop living in your endless, swirling thoughts and listen for a change. It's hard to do.
Let's pop ourselves into the Wayback Machine. Not to worry, we're not going to a time where there was no indoor plumbing or Crackberrys....so you'll be fine. We're only going back about 5-7 years. Your only concern should be your painfully dated vernacular with teenage kids (or, specifically, YOUR teenage kids)which, even 5 years ago, was a complete mess.
I've got a business idea..ready? Movie Rentals. What's that you say?...terrible play? WAY, WAY too saturated here in the glorious year of 2004. (Wonder how the Red Sox will do this year? Maybe 2004 is FINALLY the year. Naaaaah. Pipedream.)
But I'm not done...as a delivery mechanism, I am primarily going to use the USPS. Nope, not the Internet...the freakin' mailman! What's that? You want me to pee in a cup it's such a bad idea?
When I heard of Netflix five or so years ago, I thought it might be the worst idea I had ever heard of. For all of the above reasons and about ten more. And I fancy myself as someone with fairly decent insight and instinct when it comes to such things.
We're heading back to 2010, Marty McFly...strap yourself in.
I am as addicted to Netflix as you are to your Crackberry....and I'm just one of their tens of millions of devoted customers. I get mega-value for my entertainment dollar. More than half of what I watch are the numerous high-quality television programs produced by HBO and delivered to me, multiple episodes at a time. I watch them in rapid-fire succession at a time that is convenient for me.
Somebody listened back then, they listened to an idea that I'm sure didn't sound so hot 90 seconds into it. I'm glad it wasn't me they were pitching.
Let's pop ourselves into the Wayback Machine. Not to worry, we're not going to a time where there was no indoor plumbing or Crackberrys....so you'll be fine. We're only going back about 5-7 years. Your only concern should be your painfully dated vernacular with teenage kids (or, specifically, YOUR teenage kids)which, even 5 years ago, was a complete mess.
I've got a business idea..ready? Movie Rentals. What's that you say?...terrible play? WAY, WAY too saturated here in the glorious year of 2004. (Wonder how the Red Sox will do this year? Maybe 2004 is FINALLY the year. Naaaaah. Pipedream.)
But I'm not done...as a delivery mechanism, I am primarily going to use the USPS. Nope, not the Internet...the freakin' mailman! What's that? You want me to pee in a cup it's such a bad idea?
When I heard of Netflix five or so years ago, I thought it might be the worst idea I had ever heard of. For all of the above reasons and about ten more. And I fancy myself as someone with fairly decent insight and instinct when it comes to such things.
We're heading back to 2010, Marty McFly...strap yourself in.
I am as addicted to Netflix as you are to your Crackberry....and I'm just one of their tens of millions of devoted customers. I get mega-value for my entertainment dollar. More than half of what I watch are the numerous high-quality television programs produced by HBO and delivered to me, multiple episodes at a time. I watch them in rapid-fire succession at a time that is convenient for me.
Somebody listened back then, they listened to an idea that I'm sure didn't sound so hot 90 seconds into it. I'm glad it wasn't me they were pitching.
Wednesday, January 13, 2010
The Exxon Account
A friend of mine whose accomplishments and opinion I highly value used to tell the following parable. It's lesson in business, specifically a lesson in sales concerning "are you sure you're talking to the right guy?"
In the below dialog, a very senior sales management type engages a rep who was trying to land the gigantic Exxon account. It was a big enough story that the Sr VP knew about it and he bumped into the rep getting coffee.
SrVP: Hey!!...Jones!!...How the hell are ya, Jones?
Smith: It's 'Smith' sir, I'm great..thanks for asking.
SrVP: Sorry about that, Smith..anyway..great job in getting some traction in Exxon.
Smith: Thanks...
SrVP: So how's that going??...where are we with those guys?
Smith (nervously): Umm..ah..not where we had hoped. It appears to be dead.
SrVP: Sorry to hear that, Smith. Anything I can do? I know some people at Exxon.
Smith: Gee...I don't know. Thanks for offering. It doesn't look good.
SrVP: I hear ya...that's too bad. Who you talking to over there?
Smith: I got "a guy" over there..he's the one who told me it's dead.
SrVP: O'kay. Who's "your guy"? I still might be able to help.
Smith: "Eddie"...My guy is Eddie. Do you know Eddie?
SrVP: Hmmm...I don't. What's he do over there?
Smith: You know...Eddie..Corner of Main St and Pleasant. At the filling station.
SrVP: The filling station? What is this??...Mayberry RFD??? The guy who pumps gas??
Smith: Yeah,,well..ummm..he wasn't my "in" at Exxon...but he knows things.
SrVP: Who's your supervisor, Smith?
Please allow for the creative license....but we all get it. And we've all been guilty before of thinking we knew who was really pulling the strings when we didn't.
Usually it's our own fault but not always. People in buying organizations will fib or even flat-out lie to us about their role and responsibilities. Happens all the time.
If their job title isn't "Cxx" or Senior VP, never assume ANYONE has full decision-making power including the instances where they tell you they do. (Note: Even Chief Financial Officers often need CEO approval for the big stuff. Same with SrVP's).Be courteous, be super tactful, use all of your people skills but get to the truth about who has the juice to get the deal done.
And if you don't know, don't tell your bosses bosses boss that you do.
In the below dialog, a very senior sales management type engages a rep who was trying to land the gigantic Exxon account. It was a big enough story that the Sr VP knew about it and he bumped into the rep getting coffee.
SrVP: Hey!!...Jones!!...How the hell are ya, Jones?
Smith: It's 'Smith' sir, I'm great..thanks for asking.
SrVP: Sorry about that, Smith..anyway..great job in getting some traction in Exxon.
Smith: Thanks...
SrVP: So how's that going??...where are we with those guys?
Smith (nervously): Umm..ah..not where we had hoped. It appears to be dead.
SrVP: Sorry to hear that, Smith. Anything I can do? I know some people at Exxon.
Smith: Gee...I don't know. Thanks for offering. It doesn't look good.
SrVP: I hear ya...that's too bad. Who you talking to over there?
Smith: I got "a guy" over there..he's the one who told me it's dead.
SrVP: O'kay. Who's "your guy"? I still might be able to help.
Smith: "Eddie"...My guy is Eddie. Do you know Eddie?
SrVP: Hmmm...I don't. What's he do over there?
Smith: You know...Eddie..Corner of Main St and Pleasant. At the filling station.
SrVP: The filling station? What is this??...Mayberry RFD??? The guy who pumps gas??
Smith: Yeah,,well..ummm..he wasn't my "in" at Exxon...but he knows things.
SrVP: Who's your supervisor, Smith?
Please allow for the creative license....but we all get it. And we've all been guilty before of thinking we knew who was really pulling the strings when we didn't.
Usually it's our own fault but not always. People in buying organizations will fib or even flat-out lie to us about their role and responsibilities. Happens all the time.
If their job title isn't "Cxx" or Senior VP, never assume ANYONE has full decision-making power including the instances where they tell you they do. (Note: Even Chief Financial Officers often need CEO approval for the big stuff. Same with SrVP's).Be courteous, be super tactful, use all of your people skills but get to the truth about who has the juice to get the deal done.
And if you don't know, don't tell your bosses bosses boss that you do.
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