Revolutionary Marketing and Sales Strategies

Sales Statistics

Read these sales statistics.  If they are true, some of us should be very afraid, while others of us should be full of hope ... depends on your perspective.  Here's the link:

Culpepper Sales Factoids

When Meeting Customer Needs is Not Enough - Part B

Article contributed by Barry Rosen, President of The Pursuit Group
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When it comes to “meeting customer needs,” top performers implement a structured and consistent program for identifying customer needs, then use this insight to generate solutions.   We call such a program Solutioneering.

Please note:  Solutioneering is not market research, where marketplace intelligence is gathered to identify new products and services for development.  Rather, Solutioneering is the organized practice of understanding an individual customer’s business issues – including those issues that don’t directly relate to your product or service – and aggregating a set of solutions that will make a difference for that customer and others with like needs.

 

An example:  ABC, Inc. has a network of service locations and couriers across the country.  Its insurance carrier provides an array of driver safety training that can reduce ABC’s accident rate and lower its insurance cost.  But, ABC is challenged to communicate the details, and manage compliance, for this training among its widely dispersed staff.  Through its Solutioneering effort, XYZ Insurance offers to create and administer a simple follow-up and testing program to ABC’s drivers that will increase compliance and identify additional training needs.  XYZ also creates a reporting form that it will review monthly with ABC to document progress.

In this example, Solutioneering works for XYZ on several levels.  For one, it demonstrates a clear understanding of the customer’s needs.  Secondly, it creates a meaningful differentiation between XYZ and other providers, even when the product – insurance in this case – is exactly the same.  And thirdly, it changes the comparative value proposition, forcing the buyer to evaluate purchase options on value received, rather than on price paid.

Starting an effective Solutioneering program at your organization will require a multi-discipline team that can think creatively about the customer’s needs and the solutions you could provide.  And, if your focus has traditionally been more “pushing product” than truly “meeting customer needs” you’ll need to address that first.   But it’s worth the effort.  Not only can it lead to a more loyal and profitable customer base, but effective Solutioneering may be the closest you can get to a sustainable competitive selling advantage. 

When Meeting Customer Needs is Not Enough - Part A

Article contributed by Barry Rosen, President of The Pursuit Group
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Using Solutioneering to Improve Sales Performance

Today’s sales managers typically agree that “meeting customer needs” is one of their team’s highest priorities. (In case they don’t agree, use this:  In a recent poll conducted by Revolutionary Marketing and Sales Strategies, 82% of top-level executives cited “Ability to demonstrate they understand my issues” as the number one reason for sales success.)

But what does “meeting customer needs” really mean?  And how can we do it better?

In our work with business-to-business sales organizations, we come across a wide range of perspectives for “meeting customer needs”.  Unfortunately, these perspectives are often observed in practice as “persuading customers that our product will meet their needs”. 

Highly successful sales organizations are clearly different ....

Find out how in Part B of this article which will be released on October 19th, 2005.

Close Technology Deals Faster! - Part 4 of 4

How to Get CEOs to Love You, Your Technology and Get Your Contracts Signed Faster!
Article Contributed by Oreste "Rusty" D'Aversa, President SELL More Technology NOW! www.SELLMoreTechnologyNOW.com

Know, Like and Trust
Know, like and trust are the three most important characteristics senior management people like to see in sales professional when doing business with your organization.  Though these are “soft” quality they are extremely important.  People buy emotionally and justify intellectually.  If you do not strike the right cords with the senior management team chances are very good they will not sign your contract.  These characteristics can be achieved by any number of ways.  Know – perform a needs analysis consultation, by doing so you are spending time with your prospect. Like – when talking to senior management and ask them about their professional needs, wants and desires. Trust – keep your word on everything – say what you mean and mean what you say!

Consultative Seller
Another very important characteristic of a technology-based sales executive is to be a strong consultative seller.  When meeting with senior management learn about their business and what the real problems are with their technology operations.  Many times you are told what the “symptoms” are of the problem and are not being told the true cause.  Do your best to get to the core or root of the problem.  By doing so you may even find a larger deal than you anticipated.   Also, be an active listener when speaking with senior members of the management.  Many senior management team members tell me that too many sales people come in and really do not “hear” what is being said but rather are just interested in getting their deal signed and their solution installed as quickly as possible.

Persistent but Professional
Senior management people are extremely busy with running the affairs of their companies.  Your technology contract may not be the number one priority on their mind.  Fear not if it is on their list they will get back to you.  What to do in the mean time?  Be persistent and professional.  When calling always ask for a time that is good for your prospect.  Morning, noon or night, be accessible for senior management to call you.  Make it is easy to buy from you.  Leave your office number, cell phone number and email address so you can be contacted immediately.  If you are working a hot opportunity and your deal is in the contract phase, you’re getting ready to close.  So how often should to contact senior management?  While there is no rule written in stone, I would suggest no more that three times within a given week.  A tip is to call before or after business hours as these are the times when there is no one in the office and you may get a senior member of the management team to pick up the phone.

What you have learned in this article have been real life – battle tested techniques that are currently being used in the field to get members of the senior management team to like you, your technology based products and services and to get your contracts signed faster.  While no one technique is absolute and works every time like having a “Swiss Army Knife” (different techniques for different circumstances) approach will greatly increase your probability of closing more technology based deals. 

Oreste "Rusty" D'Aversa has more than 20 years experience in technology-based sales. He is a speaker, consultant, author, university lecturer and advisor to senior management providing strategic sales planning, consulting and training services to technology based: corporations, small to medium sized businesses, entrepreneurs, sales people and consultants.  He is author of the book, SELL More Technology NOW! Proven Sales Methods and Established Practices that Deliver Results. He can be reached at 201-727-9368 or email Rusty@SELLMoreTechnologyNOW.com Visit www.SELLMoreTechnologyNOW.com for more information.

David Nour on Relationship Economics

Do NOT miss this week's Boosting Executive Level Relationships Across Verticals webcast.  As most of you know, this Thursday, 10/13, from 2pm to 3pm Eastern time, we are going to have as our special guest, David Nour, Managing Partner of The Nour Group.  David is THE authority on the subject of Relationship Economics.  Read the flyer on this event and RSVP if interested in attending:

Read the event flyer on Boosting Executive Level Relationships Across Verticals webcast (141.8K)

See you there !!!

 

Close Technology Deals Faster! - Part 3 of 4

How to Get CEOs to Love You, Your Technology and Get Your Contracts Signed Faster!
Article Contributed by Oreste "Rusty" D'Aversa, President SELL More Technology NOW! www.SELLMoreTechnologyNOW.com

Don’t Lower Your Price
When deals don’t close with your necessary time frame don’t be quick to lower your price rather increase the value of your offering to your prospect.  When your prospect is dragging their heels to sign your contract build more value in your deal to get them to move forward faster.  The value may be in the form of extended services contract, 24 x 7 support or any other product or service that does not cost you much but delivers much value in the eyes of your prospect.  Also if you give something, you must receive something, so when you give additional value, put a price on that value and a date as to when the additional value will expire.  By doing so there is an incentive to your prospect to sign your contract to get the extra value added “goodies”!

The Company You Keep
Another tactic to get your contract signed faster is to supply client references to your prospect - with a different twist.  References are extremely important especially if you’re selling technology based services.  The twist is - having your references call your prospect as opposed to your prospect calling your client.   Ask one of your current clients with which you have a very strong relationship to call your prospect on your behalf.  You will be pleasantly surprised as to your prospect willingness to talk to your client, especially if your client is a CEO/President or a senior member of the management team.  This technique also known as “Executive Bridging” and has closed many a stalled deal. I have spoken about what the CEO is looking for from your technology based solution now what is the CEO looking for in the sales professional who is working the opportunity.

Oreste "Rusty" D'Aversa has more than 20 years experience in technology-based sales. He is a speaker, consultant, author, university lecturer and advisor to senior management providing strategic sales planning, consulting and training services to technology based: corporations, small to medium sized businesses, entrepreneurs, sales people and consultants.  He is author of the book, SELL More Technology NOW! Proven Sales Methods and Established Practices that Deliver Results. He can be reached at 201-727-9368 or email Rusty@SELLMoreTechnologyNOW.com Visit www.SELLMoreTechnologyNOW.com for more information.

Close Technology Deals Faster! - Part 2 of 4

How to Get CEOs to Love You, Your Technology and Get Your Contracts Signed Faster!
Article Contributed by Oreste "Rusty" D'Aversa, President SELL More Technology NOW! www.SELLMoreTechnologyNOW.com

Business Issues versus Technical Issues
Having asked the question to CEOs/Presidents, “What are the most important issues when making an investment in technology based products and services?”  Their answers had nothing to do with the technology itself but rather the business problems they solve.  People who run companies are concerned with how your technology based product or service can: save them money, make them money, increase company productivity, do things quicker – faster – smarter, is user friendly so that the employees will use it and if there is a problem know they can get their problem solved in a quick, efficient and courteous manner.

Very few senior management individuals will not know the difference between a firewall and a “hole on the wall” nor are they paid to do so.  Senior executives are concerned with Profit and Loss type business issues.  When a technology based sales person meets with a prospective company and starts discussing how “128 bit WEP Security needs to be used in your WAN” you might as well be speaking a foreign language.  While this is an important Technical Issue it is not a business issue that most senior management will understand.  Now take that same statement and say “the importance of using 128 bit WEP Security in your Wide Area Network it protects your company from financial exposure and liability from hackers and other bad people.” Now senior management clearly understands that if they do not deploy this type of technology the company is at risk.  Senior management is in the business of Risk Management – how can they manage or mitigate business risk to their organization.

It is critical when speaking to senior management that you talk in terms of Business Issues and discuss only Technical Issues when and if warranted.  You will find that Technical Issues tend to be discussed with department or divisional management and Business Issues tend to be discussed with senior management.  While this may not always be the case is it true more times than not.

Understanding the difference between Business Issues and Technical Issues will give you the advantage over your competition.  Many a deal has been lost because the sales person was focusing more on the technical issues rather than the business issues.  Technology is a business tool for companies to work more efficiently and effectively, it must reduce costs and increase productivity or it is not a good investment.  Simply put, companies are in business to make money.  Your technology based product or service must have answers to these issues.

Oreste "Rusty" D'Aversa has more than 20 years experience in technology-based sales. He is a speaker, consultant, author, university lecturer and advisor to senior management providing strategic sales planning, consulting and training services to technology based: corporations, small to medium sized businesses, entrepreneurs, sales people and consultants.  He is author of the book, SELL More Technology NOW! Proven Sales Methods and Established Practices that Deliver Results. He can be reached at 201-727-9368 or email Rusty@SELLMoreTechnologyNOW.com Visit www.SELLMoreTechnologyNOW.com for more information.

New, High-Powered Guest Authors

I am proud and honored to announce four incredible new guest authors to the Revolutionary Marketing and Sales Strategies weblog.  We're all looking forward to current, relevant and actionable content from these folks.  Enjoy, learn and grow:

Keith Eades - Chairman of Sales Performance International and author of two recently published books, "The New Solution Selling" and "The Solution Selling Fieldbook" 

Naras Eechambadi - CEO of Quaero, author of the soon to be released book, High Performance Marketing and on the Board of Advisors at CRMguru.com.

Renee Walkup - CEO of Salespeak and author of Selling to Anyone Over the Phone

Oreste "Rusty" D'Aversa - CEO and author of Sell More Technology NOW

Always trying to add value to my marketing and sales sisters and brethren :)

Close Technology Deals Faster! - Part 1 of 4

How to Get CEOs to Love You, Your Technology and Get Your Contracts Signed Faster!
Article Contributed by Oreste "Rusty" D'Aversa, President SELL More Technology NOW! www.SELLMoreTechnologyNOW.com

Having personally sold millions of dollars of technology based products and services, I know the challenges encountered to get your deal closed and your contract signed in a timely manner, especially when you have quotas to achieve, sales forecasts to complete and a management team who are seeking answers as to when you will be picking up a signed contract. At times it may seem easier to perform the events of a modern day reality show of walking through fire or playing in a cave full of snakes than to get time with a CEO or senior member of the management team to find out when you can get their signature.

You are a sales professional, on top of your game, working your deal.  You qualify your prospect, do your need analysis, do your presentation and supply your references.  You work your sales process (and if you don’t have a sales process to close technology deals you better get one immediately!), the deal is going well, moving at a good pace, you go in for the close, they like what they see…you are the “Black Belt” of technology salespeople!  You submit your contract - then the deal goes into the “black hole” of “it needs to be signed by the President”. Then you ask - When will it come out? When will my contract be signed? What do I tell MY management team about when the deal will come in?

To get your contracts signed faster you need to know what is important to the CEO or the Contract Signer.  The contract signer, depending on the size of your technology deal and the size of the company you are selling to, is sometimes the President or someone in senior management.  You need to find out what is keeping these people up at night!  Since some of my clients are CEOs and Presidents of small to medium sized businesses and being in the position of “Trusted Advisor” they confide in me as to the concerns they have regarding the business issues in operating their organizations.

Oreste "Rusty" D'Aversa has more than 20 years experience in technology-based sales. He is a speaker, consultant, author, university lecturer and advisor to senior management providing strategic sales planning, consulting and training services to technology based: corporations, small to medium sized businesses, entrepreneurs, sales people and consultants.  He is author of the book, SELL More Technology NOW! Proven Sales Methods and Established Practices that Deliver Results. He can be reached at 201-727-9368 or email Rusty@SELLMoreTechnologyNOW.com Visit www.SELLMoreTechnologyNOW.com for more information.

 

Planning your 2006 Marketing Strategy

Article contributed by: Laurie Hood, VP of Marketing @ KnowledgeStorm

As the summer ends - while many of us are still figuring out how to fill sales pipelines for Q4 - technology marketers are beginning their planning cycles for 2006. Even if your company does not do any "official" planning or budgeting, now is a great time to reflect on your 2005 programs, benchmark your performance against others in your market, educate yourself on new tactics and techniques as well as revisit the basics to begin thinking about how you will spend your time and money next year. One way to benchmark your performance is by taking a look at MarketingSherpa's IT Marketing Executive Outlook: Key Tactics to Improve Your Marketing Results Webcast to learn how other IT marketers are planning to spend their budgets in 2006. Based on what I am reading and hearing I wanted to point out some key trends in the market that you might want to consider as you start your planning.

Increase in online spend - for public relations, lead generation, branding, search engine marketing and search engine optimization. A lot of dollars are moving online with the biggest complaint being that is it hard to stand-out above all of the noise. Online marketing has grown into a multi-faceted discipline requiring a lot of specific skill sets. It is important to choose your partners wisely, leverage all of the capabilities that online brings (such as immediate feedback and access to extensive data) and view online marketing as an equal to the more traditional marketing tactics. Online is about having the reach to be where the buyers are going and deploying programs to put the right information in front of them when they get there.

Web events become as prevalent (if not more) than in-person events. Companies are leveraging the cost effectiveness of Web events. More importantly, a Web event does not have to be a one time thing. Once conducted and recorded, they can continue to be used as a lead generation vehicle and as a standard part of an organization's marketing materials.

Lead management continues to be the battleground between sales and marketing. Regardless of where you stand, all indications show marketing taking more responsibility of how leads are managed and nurtured within the sales pipeline. KnowledgeStorm has had the opportunity to do some research in this area, and we have the following resources for companies focusing on improving their lead management process: KnowledgeNote: The Fine Art of Lead Follow-Up, The Fine Art of Lead Qualification: Best Practices for Lead Responsiveness white paper and Best Practices in Lead Development, a Webcast presented by SiriusDecisions.

Key success factors will include:

• An understood and accepted definition of lead levels across the organization.
• A team (in-house, outsourced, wherever you can find the resources) to do some type of lead screening or qualification after the lead is generated and before it is passed to sales.
• Solid processes and reporting that help you identify and understand problem areas and provide you ideas with ways to fix them.
• Lead nurturing programs that support your investment in developing a lead until that company is ready to buy.
• Working as a team with sales to address this issue.

Lead generation and management is critical to your success as a company and it will take both organizations working together to make it an effective process. Networking with peers is one way to better understand what other groups are doing in this area and how you might be able to apply some of their processes within your organization. There is also a lot of research available in this area. In the end you will need to make the decisions that fit your organization the best. This is a difficult and iterative process, but one that is essential to an organization.

While there are many other challenges that marketers face, I wanted to call out a few of them and offer some suggestions on how to begin to address them.