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.
Thursday, February 18, 2010
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.
Wednesday, December 23, 2009
Give the People What They Want
Many eminent entrepreneurs and businesspeople, present and past, have answered the "how did you do it"? question verbatim from this postings Title: They simply gave the people what they wanted.
There are thousands of books published on the various "how to's" of effective sales and marketing. For the hell of it, I looked at the index section of several of the top sellers on Amazon this morning. People...they're all saying the same thing and it ISN'T necessary GIVE THE PEOPLE WHAT THEY WANT.
The hard part, of course, is these very people (consumers/B2B etc..)take action when they figure out what they want. Which means if your job is to find new business, you need to find them before they marry-up with somebody not named you.
Business networking,affiliate marketing, social media and all the other ways to find people who know what they want...I say "HorseBleep". Yes, we all have success stories from networking. Keep this important fact in mind, however: Your old and new network contacts...and all their "valuable" contacts- Unless you have something they want or need and your timing is impeccable, you're just another person who apparently is pitching them something while they sip their Sam Adams.
We're not talking about Account Management here....whole different animal. We're talking about finding new customers and, as much as you may try, you can't escape the numbers game element to it.
(If your phone rings because your organization cares about smart and effective marketing, you're in a great place. That represents considerably less than 1% of all jobs and companies that fall under the "New Business Development" umbrella )
Give the People What They Want...and ya gotta find them. I, personally, have a methodology different than anyone I've ever met and it VERY MUCH includes me the person. Beyond that, however, is the time and effort that I must put in.
I forget which famous deceased person said that "Success often presents itself disguised in overalls". Amen to that.
There are thousands of books published on the various "how to's" of effective sales and marketing. For the hell of it, I looked at the index section of several of the top sellers on Amazon this morning. People...they're all saying the same thing and it ISN'T necessary GIVE THE PEOPLE WHAT THEY WANT.
The hard part, of course, is these very people (consumers/B2B etc..)take action when they figure out what they want. Which means if your job is to find new business, you need to find them before they marry-up with somebody not named you.
Business networking,affiliate marketing, social media and all the other ways to find people who know what they want...I say "HorseBleep". Yes, we all have success stories from networking. Keep this important fact in mind, however: Your old and new network contacts...and all their "valuable" contacts- Unless you have something they want or need and your timing is impeccable, you're just another person who apparently is pitching them something while they sip their Sam Adams.
We're not talking about Account Management here....whole different animal. We're talking about finding new customers and, as much as you may try, you can't escape the numbers game element to it.
(If your phone rings because your organization cares about smart and effective marketing, you're in a great place. That represents considerably less than 1% of all jobs and companies that fall under the "New Business Development" umbrella )
Give the People What They Want...and ya gotta find them. I, personally, have a methodology different than anyone I've ever met and it VERY MUCH includes me the person. Beyond that, however, is the time and effort that I must put in.
I forget which famous deceased person said that "Success often presents itself disguised in overalls". Amen to that.
Friday, December 11, 2009
I'm Going In..
Pity the poor SOB whose job it is to call people at home and ask them to buy something. The only thing more extreme than the task at hand is how ill-prepared the people required to do the job are.
Let me emphasize that if your employer REQUIRES you to cold-call telemarket people, managers, executives in the middle of the work day, you are in a BRUTAL situation. But let's have a little fun here. In the past, I've been required to make thousands of these calls. I've also been required to physically knock on doors and I was very good at both. This is the WORST, most unprofessional way to find qualified buyers.
But let's get back to the task...and how it can be done effectively without wanting to dive off a skyscraper.
First of all, if you begin a cold call solicitation with- as I call it- "Name, Rank and Serial Number", you are utterly doomed. Name, rank and serial number being your first name, your last name and the organization you are calling from. DOOMED I tell you. Hospitals, Law Enforcement and telemarketers do that.
A couple of years ago, a cold call telemarketing person called me at home near dinner. I looked at the Caller ID...I thought it was someone else....I picked up. You're expecting a horror story of some script-reading carbon based automaton. WRONG.
It went something like this: (WUTM= WAY under-employed Telemarketer)
Craig: Yallo
WUTM: Craig?
Craig: Yeah..
WUTM: Hey Craig...I'm John..calling ya from the heartland..out here in Iowa (SILENCE)
Craig: Hey John...what's cooking? (I knew what was happening but his approach afforded him me not ending the call abruptly.)
WUTM: This and that...listen, you're probably not too far from the dinner table...just wanted to toss a 45 second infomercial at ya..It's good stuff, but timing will need to be on my side..you o'kay with that?
Craig: Yeah...o'kay...you got ONE MINUTE though...what is it?
WUTM: The siding on your house...how's that looking these days?
Craig: Not good...but I won't spend a dime on it until I absolutely have to.
WUTM: What are ya thinking??...two years??...one year...six months?
Craig: No way I've got two years left...I hope to God I've got one.
WUTM: O'kay...fair. If I may do this. It sounds like you'll be at least THINKING about it in six months...fair?
Craig: Yup..
WUTM: I'm going to put some glossy stuff, U.S. Mail, tonight and six months from now. The Company I work for is U.S. Fiber Cement Siding. Strong company, strong products...can we re-visit?
Craig: Yeah, John...we can. I got hideous vinyl on the side of my house. Very good....I'll look em' up. Now I do need to tend to my young son. Nice job, though. I'm not screwing around with you. I'm going to have a need in a year or sooner...you're on my short list.
WUTM: Craig...thank you...thanks for the window, here. I'll be in touch.
And that, my friends, is the difference between a professional and the rest of the poor souls out there required to cold call strangers.
Let me emphasize that if your employer REQUIRES you to cold-call telemarket people, managers, executives in the middle of the work day, you are in a BRUTAL situation. But let's have a little fun here. In the past, I've been required to make thousands of these calls. I've also been required to physically knock on doors and I was very good at both. This is the WORST, most unprofessional way to find qualified buyers.
But let's get back to the task...and how it can be done effectively without wanting to dive off a skyscraper.
First of all, if you begin a cold call solicitation with- as I call it- "Name, Rank and Serial Number", you are utterly doomed. Name, rank and serial number being your first name, your last name and the organization you are calling from. DOOMED I tell you. Hospitals, Law Enforcement and telemarketers do that.
A couple of years ago, a cold call telemarketing person called me at home near dinner. I looked at the Caller ID...I thought it was someone else....I picked up. You're expecting a horror story of some script-reading carbon based automaton. WRONG.
It went something like this: (WUTM= WAY under-employed Telemarketer)
Craig: Yallo
WUTM: Craig?
Craig: Yeah..
WUTM: Hey Craig...I'm John..calling ya from the heartland..out here in Iowa (SILENCE)
Craig: Hey John...what's cooking? (I knew what was happening but his approach afforded him me not ending the call abruptly.)
WUTM: This and that...listen, you're probably not too far from the dinner table...just wanted to toss a 45 second infomercial at ya..It's good stuff, but timing will need to be on my side..you o'kay with that?
Craig: Yeah...o'kay...you got ONE MINUTE though...what is it?
WUTM: The siding on your house...how's that looking these days?
Craig: Not good...but I won't spend a dime on it until I absolutely have to.
WUTM: What are ya thinking??...two years??...one year...six months?
Craig: No way I've got two years left...I hope to God I've got one.
WUTM: O'kay...fair. If I may do this. It sounds like you'll be at least THINKING about it in six months...fair?
Craig: Yup..
WUTM: I'm going to put some glossy stuff, U.S. Mail, tonight and six months from now. The Company I work for is U.S. Fiber Cement Siding. Strong company, strong products...can we re-visit?
Craig: Yeah, John...we can. I got hideous vinyl on the side of my house. Very good....I'll look em' up. Now I do need to tend to my young son. Nice job, though. I'm not screwing around with you. I'm going to have a need in a year or sooner...you're on my short list.
WUTM: Craig...thank you...thanks for the window, here. I'll be in touch.
And that, my friends, is the difference between a professional and the rest of the poor souls out there required to cold call strangers.
Thursday, November 19, 2009
Coffee is NOT for Closers
It's a bit tragic that so many young people in sales both glorify and are hypnotized by two fictional films in which the professional salesperson is chronicled:
1.) Glengarry Glen Ross
2.) Boiler Room
Both films are entertaining; the former a mega successful long-running play on Broadway. (The film version only managed to secure Kevin Spacey, Al Pacino, Ed Harris, Jack Lemmon, Alec Baldwin and Alan Arkin to tow the films line). Maybe the greatest ensemble cast ever assembled.
The problem with both films is they champion acts of brutal dishonestly and bullying. They hammer the importance of "closing" business or, more specifically, aggressively if not sadistically closing their clients. It's everything that everybody hates about salesman. And I'm telling you from A TON of personal experience, young people in sales eat it up. Thankfully, they practice none of it because it requires a maniacal personality and brashness they don't posses. That and it's insanely unprofessional and it doesn't work.
Professional buyers eat these people alive..the ones that are actually still alive, that is.
I don't know a single person in sales who comes close to conducting themselves in the manner above described. If they did, they would be crucified. Even introverted buyers will shut down any conversation that has even a whiff of these tactics.
Buyers close deals, not sellers.
1.) Glengarry Glen Ross
2.) Boiler Room
Both films are entertaining; the former a mega successful long-running play on Broadway. (The film version only managed to secure Kevin Spacey, Al Pacino, Ed Harris, Jack Lemmon, Alec Baldwin and Alan Arkin to tow the films line). Maybe the greatest ensemble cast ever assembled.
The problem with both films is they champion acts of brutal dishonestly and bullying. They hammer the importance of "closing" business or, more specifically, aggressively if not sadistically closing their clients. It's everything that everybody hates about salesman. And I'm telling you from A TON of personal experience, young people in sales eat it up. Thankfully, they practice none of it because it requires a maniacal personality and brashness they don't posses. That and it's insanely unprofessional and it doesn't work.
Professional buyers eat these people alive..the ones that are actually still alive, that is.
I don't know a single person in sales who comes close to conducting themselves in the manner above described. If they did, they would be crucified. Even introverted buyers will shut down any conversation that has even a whiff of these tactics.
Buyers close deals, not sellers.
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