Revolutionary Marketing and Sales Strategies

Putting Technology In Perspective

Technology has certainly done wonders for all of us in the Sales and Marketing professions.  Personally I love technology and using the latest and greatest tools.  I use many of them and have extracted a ton of value from them.  In fact. I've written about the underutilization of great sales and marketing tools.

At some point though, we (including me) need to get back to a more balanced approach.  Balanced between people, process and technology ... almost on a 1/3 : 1/3 : 1/3 basis.

I was watching a 60 Minutes segment with Prince Charles this past Sunday and something he said struck a chord with me.  He made a statement along that lines that in many regards technology has destroyed our socialization skills, our sense of human-ness.  My thought was that technology didn't do this but the way in which we use, and rely upon, technology has.

In the people/process/technology triad, my experience is that the people part of that equation is the most important part AND it has been the first-to-go as we become more technology reliant.  This applies equally, if not more so, at the management level than at the individual contributor level. Additionally, people skills are the most difficult to master and improve upon.  Whenever I don't feel like trying to work on "people" guess what I do?  I play around with technology.  So much so that my 1/3:1/3:1/3 balance is tilted way too much toward technology.

The challenge is getting us back to a state of equilibrium.

A good friend of mine, Kevin Ashworth, sent this to me the other day.  It talks a little bit about how relationships and friends used to be such an integral part of our lives:
Download TO_ALL_THE_KIDS_WHO_SURVIVED.doc (24.5K)

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
------------------------------------------------------------------------------------------------------------------
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
------------------------------------------------------------------------------------------

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 [email protected] Visit www.SELLMoreTechnologyNOW.com for more information.