Revolutionary Marketing and Sales Strategies

The Intersection

Unfortunately, many sales people don’t understand, or are unable to find, the point as which their solution offering(s) intersect with key executive issues. Maximum sales productivity will only occur after that intersection is identified and executed upon. The collective sales team must be able to relate to the problems and issues that affect those executives on a personal and professional level, rather than talking about product features and benefits. They must also understand what that executives daily responsibilities are and how they are measured in their position.

Prospect People Not Organizations - Part 2 of 6

Every networking event I've attended recently (TAG Marketing, TAG CRM, CRMA, BMA, TechLINKS, Atlanta Interactive Marketing Alliance, Atlanta IT Alliance, etc.) and every marketing/sales publication I read is pointing toward validation of the statement in Part 1 of this series that stated:

“Executives buy, not because they understand, but because they feel understood."

Selling Power magazine recently published a panel discussion where, in summary, the panel members talked about CRM "hitting its stride" and then, "what's next.” Clearly, product/service differentiation can take an organization a long way. The next evolution, however, is to create competitive differentiation in the relationships your organization has with your client's/prospect's senior-level executives. If your organization has a legitimate chance of winning the deal, then relationship differentiation with top-level executives trumps any other type of differentiation. To develop this relationship differentiation we must have targeted alignment between the Sales & Marketing organizations where they are all focused on solving vertical-specific, role-specific challenges your client's senior executives are currently facing. The challenge, however, is accomplishing this in an efficient manner.

Mutual Respect to My Readers

I haven't been clear enough on this.

Bob has allowed me to offer his new book, "Mutual Respect: The art and practice of the Quid Pro Quo selling approach", to my readership at a reduced cost versus buying it commercially ... $17.50 versus $25.00.  I'm not making a penny on book sales.  This is simply a great approach that leads to bigger, faster, more predictable revenue generation.

Additionally, and this is where I do get involved financially ... We, at Sales Builders, have just launched the first and only offering of its kind to help sales people sell more. It's called Executive Link and it's not a CRM tool, it's not a business intelligence tool like Hoovers, OneSource, Reference USA, etc..  Executive Link is a tool that gives a sales team insights into vertical-specific, role-specific intelligence.

Follow this link to see a sample if you were selling to the CFO in the Healthcare vertical:  Healthcare CFO Example

For those who order the book, I am willing to give you a free trial period to test drive Executive Link.  We'll determine length of trial period and seats after we speak in greater detail.  Just give me a call (770-497-8572  x26) or shoot me an email at [email protected] and we'll discuss how best to proceed.

Prospect People Not Organizations - Part 1 of 6

“Executives buy, not because they understand, but because they feel understood."

-- Bob Beck, CEO, Sales Builders, Inc. and author of "Mutual Respect: The art and practice of the Quid Pro Quo selling approach"

Have Your Prospecting Methods Gone Stale?

All of us have gotten stuck in the proverbial prospecting rut.  Brian Carroll is the CEO of InTouch, Inc..  InTouch provides Lead generation for the complex sale.

Brian developed this Lead Generation Modality Map to keep various prospecting modes fresh in our minds.  I'd recommend printing this out and/or asking Brian for a soft copy and continually look for new approaches.

Relational, Consultative Selling - Part 3 of 3

The level of criticality in the ability to relate is “off-the-charts” when we are dealing with larger, strategic accounts. The Sales Manager must ensure that her team is properly relating to all of the relevant decision-makers and influencers within the prospect’s organization. Are we:

• Adequately qualifying the prospect?
• Talking to all of the people impacted by the issue we are addressing for the client?
• Relating to each decision-maker/influencer in a way that resonates with them, individually?
• Communicating our value proposition to each of these roles, as opposed, to having a single talk track for all (regurgitating our marketing literature)
• Assessing & understanding the political & competitive environment?

If not, our probability of success is minimal. On these large opportunities all the “i’s must be dotted and "t’s" crossed” as these opportunities come along rarely and there is huge cross-organizational costs associated with the pursuit. Plus, it’s a great coaching opportunity.

Relational, Consultative Selling - Part 2 of 3

What do we need to do to adapt? First, we must be able to relate to the executives we interact with, almost on a personal level. In order to gain the much coveted title of “Personal Strategic Resource” or “Trusted Advisor” we must actually become one (now, there is a novel concept) by understanding:

• Their roles and responsibilities
• Criteria & performance metrics they are measured on
• Industry-specific trends and issues
• How those issues impact their specific role – what is keeping them awake at night?
• Others within the organization impacted by these issues and how
• Industry specific language/jargon

Then, and only then, when we reach this level of true consultative selling competency will we have earned the privilege of the “Trusted Advisor” title (yes … this is a privilege & it must be earned). At that point we’ll be able to understand and communicate how our offering(s) intersects, or in some cases, does not intersect, with the Executive's priorities. “Executives buy, not because they understand, but because they feel understood.”

Relational, Consultative Selling - Part 1 of 3

The ability to manage a client relationship first requires that you have a relationship to manage, which first requires the ability to RELATE to a client or prospect.

The above concept is more relevant in today’s business environment than at any other time in history. From the senior-level executive perspective it is evident that the way business is conducted has taken a dramatic shift. Our executive counterparts:

• are busier and more accountable than ever
• have fewer internal resources
• have less time & patience and will NOT grant time to those they perceive as quota-carrying sales people
• WILL grant time to people they view as a “personal strategic resource”
• don’t need a lunch or golf buddy … they want someone who, they perceive, can help them solve their problems

If we, as sales professionals, hope to survive we must adapt to these changing market realities … and adapt quickly. If we don’t, our competitors will and we’ll be left scratching our heads wondering what went wrong.

Intelligent Consultative Selling Input Needed

Before you leave this website your input would be appreciated through participation in the poll in the top right hand side bar.  Thanks.

Tom Peters Rocks

There's not much I can add to this from Tom Peters.  If you don't find at least 50 valuable, insightful nuggets in here you need to read it more reflectively.

Tom's Insights

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