Sunday, July 05, 2009

[CEOFlow] A Visual Intention For CEOFlow And More Sketches

While my Sales Machine blog deals mostly with the technical and process parts of selling, my big picture/CEO-level thoughts are part of CEOFlow. This post is a reprint of the original: A Visual Intention For CEOFlow And More Sketches

A Visual Intention For CEOFlow

Do I even need to write anything to describe my intention here, in how CEOs and their people should feel about how the culture and company work? (Seriously – comment below if I do need to explain further!)

CEOFlow Triangle to Circle sketch

Where Outrageous Growth Comes From

It’s not from having a great product. Or perfect sales and marketing. Those, for sustained success, are necessary…but what really creates lasting, outrageous growth is customer trust, success and love: that is, customers who love your service and can’t wait to tell others about it! This is the basis for the massive success of companies like Google, Zappos, Facebook and Salesforce.com.

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CEO Sweet Spot

This should be self-evident :)

ceoflow-sweet-spot

CEO as the Pebble In The Pond

Everything begins with the CEO. Are they centered, or stressed? The thoughts, feelings and actions of the CEO (whether trusting or fearful) will ripple out through their employees and to the market…and will come back around either as increased or reduced growth:

IMG_1265b

Problem Multiplication

In command-and-control organizations that have trained employees to require approval from all managers, issues and problems multiply because so many people must touch them. The companies train people to not make decisions by requiring upper approval for everything.

In a self-managing organization, in which employees are encouraged to make (and live with) their own decisions, the problems are dealt with at the source before they ripple up the organization.

IMG_1268

What the text says:

  • Command & Control: Every problem escated / Decsisions pushed up
  • CEOFlow: Problems solved at source / Decisions pushed down

===============

Friday, June 05, 2009

Why Stalled Deals Happen

Recently I attended a webinar by Tom Batchelder of Perficency, the author of "Barking Up A Dead Horse" (isn't that a great title!?) on why stalled deals happen. Tom did an excellent and clear job in laying out the causes and in giving people some suggestions on what they can,or can't, do about it. While the slides here speak for themselves, I would pay special attention to slides 5 and 10-14. If the slide viewer is small, notice the "Full Screen" button in the titlebar.

Incidentally, I respect and agree with Perficency's intention for salespeople: "Get real! Be yourself to sell more". Amen! People love connecting with people, and the more authentic and open you can be about who you are, the easier you make it for the right clients to resonate with you and see they want what you have to offer, so there's no need to 'sell' anything. This especially resonates with me - my own purpose is to help people find their unique genius, their life purpose translated into meaningful and profitable work, through PebbleStorm.

Tom, thank you for sharing this with me to post. I hope this sends some excellent people you're way who need your help :)


Tom Batchelder: Why Stalled Deals Happen -

About Tom Batchelder & Perficency

Tom is the founding partner of Perficency, a national sales coaching organization with satellite offices in Indianapolis, San Francisco, San Diego and New York. Perficency specializes in helping $5-50 million technology & professional services organizations grow revenue and profitability. Blending sales strategy with an expertise in interpersonal psychology, they focus on creating healthy, scalable, sales cultures.

Tom is the author of the book, Barking Up a Dead Horse: Avoiding the wasted time and effort in business to business sales. Tom is most passionate about changing the way a new generation of professionals looks at sales.

Friday, May 01, 2009

5 Questions with Aaron Ross: How to Make $ and the Most Out of Life! (Genius.com post)

I just did a blog post for Genius.com touching on making money through enjoyment, leadgen and "Seeds, Nets & Spears", ColdCalling2.com, and more...

Today I ask five questions of Aaron Ross. Aaron is an original and was one of the original sales guys at salesforce.com. While at salesforce.com, he invented
Cold Calling 2.0 for his inside sales team that sourced $100 million in recurring revenue. Aaron Ross founded PebbleStorm to help people and CEOs “make money through enjoyment.” Prior to founding PebbleStorm, Aaron Ross was an EIR (Entrepreneur-in-Residence) at Alloy Ventures, a venture capital firm with over $1 billion under management. He is an Ironman triathlete, graduate of the Boulder Outdoor Survival School, and volunteer mentor at SCORE, “Counselors to America’s Small Business.”

As usual, Aaron has his hands in a lot of things.

PT: Aaron, you’re a busy guy with a lot of eclectic interests. What’s holding your attention these days?

AR: Great question! I can see how it appears to be an eclectic mix of projects and interests: sketching/art, CEO flow, having fun with work, travel, sales consulting / creating predictable revenue, self-managing teams, the 4-hour work week… However, everything I do and even how I live is ALL a part of PebbleStorm and helping people “make money through enjoyment”.
Work doesn’t have to be hard – we just make it hard on ourselves for no good reason. My mission is to help people and organizations unlock their “Unique Genius” and help them make work fun, more profitable and deeply gratifying (an example note I received when I launched said “Thanks for making the world more of the place I want to live”.)

With the economic turmoil, you’re seeing people finally waking up after being asleep in their careers for years or decades. Many have been plodding along making money and, meanwhile, forgetting their dreams. You can stand it while you thought it’d bring security…but that ended up being illusory. I recently wrote a blog post (“Using the Economic Trouble to Your Advantage”) on how the recession will be good for us in the long-term, because it’s forcing our economy to detox of bad habits and is getting people, many of whom have been asleep at the wheel of their work lives, to finally take a hard look at what they want to do with their lives.

So what the heck does all this have to do with my work in sales and creating predictable revenue? Well, “Make money through enjoyment” includes the phrase ‘make money’, and it’s hard to enjoy what you do if your revenue or income isn’t very predictable!

PT: You have an interesting way of categorizing types of leads: “Seeds”, “Nets” and “Spears”. Can you tell us more about these differences and why these are important?

...continue on for the full post on Genius.com: 5 Questions with Aaron Ross: How to Make $ and the Most Out of Life!

==========

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Thursday, April 02, 2009

Create Predictable Pipeline By Moving Prospects Through an "Assembly Line"

You can't predictably create revenue without predictable pipeline, and that requires ways to measure and track how pipeline gets created. Here's how you can do that with your sales development reps / new business people.

An effective, easy-to-use sales automation or CRM system makes it convenient now to use a simple idea, the assembly line, as a model to "manufacture new pipeline", implying a sales organization that can measurably, consistently and predictably produce new sales opportunities.

Besides a marketable product, effective message, a sales automation system, and other tidbits necessary for selling, a key piece of creating an assembly line is the "stages" or "statuses".

These stages are used by sales development reps or sales reps to organize their cold & dead accounts where they don't have current sales opportunities. They are separate and complementary to your sales process stages, because they precede the creation of a new sales opportunity.

Below is a sample of some assembly line stages you can use to track how you're moving prospects through your prospecting process. They are meant to be used in the "Accounts" tab of your SFA/CRM system, but could be adapted to your Leads tab too.

Consider this an example, and realize that you might have to customize all this for how your own particular business works:





Bin: Cold
This should be pretty self-evident, but it's accounts where you have no activity, and no real insight into whether they're a fit or not. Often this bucket consists of data you've imported from someplace like Jigsaw and unresponsive accounts.

Bin: Working
This bucket includes all the prospects that a rep is actively touching and researching. A rep has some kind of conversation going on at this account, either by email or phone. They may not be sure if the company is a good prospect yet, if there's interest, or even who the right influencers are.

The goal of a rep with an account in the "Working" status is NOT to generate a sales opportunity by any means necessary - the goal is to figure out the 'truth' of whether there is, or is not, an opportunity at this account in the next several weeks or months. If there isn't...it's better to move on than to generate a poor opportunity that will distract sales reps from 'real' ones.

"Output Bins"
Once a rep has determined whether or not there's an opportunity, they know where to file it in one of these output bins...

Nurture Bin: Active Opportunity
When a rep generates a new sales opportunity and that opportunity is still alive, use this status to remove that account from the assembly line. For sales development reps, it makes it easy to check on the accounts and opportunities they've passed to their sales rep partners, to make sure no batons got dropped (which happens more than you'd like).

Nurture Bin: Check Back Quarterly
I like status names that speak for themselves :) There's no current opportunity here, but there should be someday.

Nurture Bin: Dead Opportunity
Accounts with a dead sales opportunity are special, and deserve their own category, because they are highly likely to become customers in the future.

Avoid Bin: Current Client
Small companies may not 'get' this, but trust me - as your customer base gets bigger and the data in your SFA/CRM system gets messier, it's almost impossible to keep your sales development reps from calling on current customers. You want to make sure the team prospecting into cold accounts avoids current customers, and this is a way to help them do that.

Avoid Bin: Bad Fit
No business fit, or perhaps they're out of business. It's a waste of time to ever talk to this company.

Avoid Bin: Duplicate Account
Sometimes you don't want to delete an account or lead. By marking it duplicate, you can make sure you avoid it in the future.

Friday, March 13, 2009

Bessemer's Top 10 Laws for Being "SaaS-y"

Bessemer Ventures collected a great set of learnings around what it takes to build a successful SaaS ("Software-as-a-Service") company: Bessemer's Top 10 Laws for Being "SaaS-y". It's excellent!

  1. Your key monthly business metrics are: CMRR (Committed Monthly Recurring Revenue), Churn, and Cash flow - “Bookings” is for suckers

  2. Customer Acquisition Cost (CAC) and Customer LifeTime Value (CLTV) are the best indicators of long term value creation

  3. Tune before you scale: the Sales Learning Curve is even more critical for SaaS and it takes at least $300k MRR to climb it. Stop at three sales reps until at least two of them are making $100K MRR quotas

  4. Separate your “hunters” and “farmers” and pay them all on CMRR growth [My blog post about it]

  5. SaaS is a whole new ecosystem where traditional IT channels don’t work – Focus your business development efforts on business services channels, but you will need to sell directly for a long time as these new set of partners are not easy to ramp-up

  6. By definition, your sales prospects are online - Savvy online marketing is a core competence (sometimes the only one) of every successful SaaS business

  7. Stay local - Prove your business in North America first. Only after reaching $1M in CMRR should you consider hiring European sales and services execs behind customer demand. Save Asia for post-IPO

  8. Single instance, multi-tenant, single datacenter - Have only one version of the code in production. Really. “Just say no” to on-premise deployments

  9. The most important part of Software-as-a-Service isn’t “Software” it’s “Service”!

  10. Be prepared to cross the desert - SaaS requires R&D and sales expense up front for a multi-year stream of revenue, so it demands enough investment capital to fund 4+ years of runway. Load up for the long trip and pace your consumption of calories!

Thank you Bessemer!

Monday, March 09, 2009

DataSalad: "Fresh B2B Marketing Data"

Last year, Brian Mackley of Tech Advocacy and I started a business called DataSalad, to offer marketing lists based around the user and customer lists of vendors (such as lists of salesforce.com or NetSuite customers).

DataSalad: Fresh B2B Marketing Data header salad image

We created DataSalad because we were sick of all the "junky" lists and data sources out there. DataSalad creates databases of contacts and companies through primary data-gathering and research, and guarantees them. Like organic food, which costs a little more but is worth it, we build quality lists, not quantity lists, that deliver more bang for your buck.

So many companies now want to sell add-ons to platforms (again, like salesforce.com or NetSuite), but can't find decent customer lists. DataSalad helps solve that issue: want a list of salesforce.com customers? SAP customers? NetSuite? Yep, DataSalad can help. We also have a list of best sellers.

Where the lists and data come from

The lists are generated through crawling through/integrating to 36+ different sources of online information and databases, such as job boards and discussion groups. The data is constantly being cleaned, refreshed, renewed. Different means are used to verify the integrity of both the algorithms and data.

Guarantee

Of course no data service can be perfect - typically the contacts are 80-85% percent accurate. However, we offer a 100% guarantee with all contacts and replace any bounced emails within 30 days. We either correct the email of add a new contact and email. Over the last two years the highest bounce rate we have ever seen was once a 27% bounce rate.

Where to find out more

Find out more at DataSalad or just Contact DataSalad


Monday, March 02, 2009

[CEOFlow] CEO meeting in westside Los Angeles (Santa Monica), March 13th

Eric Golden (CEO of Equipois) & I (Aaron Ross bio) are organizing a formal, facilitated CEO group here on the westside that will meet monthly. The group will help CEOs support each other in navigating through and prospering from the economic turmoil, focusing on topics such as creating predictable revenue, and working with investors and customers in the new climate.

The CEO group is afilliated with Nitro.la and CEOFlow:
Nitro.la, in partnership with USC, UCLA and Caltech, is a non-profit mentoring network created to help develop LA’s entrepreneurial community by “getting more companies funded in greater Los Angeles”. Nitro has extremely close ties to USC & UCLA’s business schools. CEOFlow helps CEOs understand how to create predictable revenue, through guidance, groups and consulting.

Who this is for:
This is for CEOs of companies that have either raised $1m+ in capital or have $1m+ in revenues. We intend the group to be mostly CEOs of B2B companies and companies with some direct sales...continue for full post

Monday, February 16, 2009

[CEOFlow] New sketch: "Revenue, Space & Enjoyment"

As I wrote about in My original notes on frustrations with the way work, uh, works, PebbleStorm: CEOFlow is like "advanced PebbleStorm". I've been playing with my CEOFlow circles for awhile, and finally this morning they really clicked:

img_2826c

My sales advisory/consulting service: www.CEOFlow.com/services

Subscribe to CEOFlow by Email

Sunday, February 01, 2009

Phone Works 2008 Inside Sales Compensation Report

Ah, fun with compensation :) PhoneWorks just published another sales comp report worth checking out. Here's their introduction and a link to the full online report:

A question on everyone’s mind these days is, “How is the slow economy affecting sales compensation and quotas?”. We set out to answer this question. As we do every year in the fourth quarter, Phone Works conducted an online compensation survey of inside sales professionals working in business-to-business technology companies. The majority of these businesses are based in the San Francisco Bay Area.

...Read full Phone Works 2008 Inside Sales Compensation Report

Friday, January 09, 2009

Marketo interview: "Sales Lead Management: Thought Leadership with Aaron Ross"

I've always really liked the team over at Marketo, which offers lead management software for email marketing, lead nurturing, lead scoring, sales lead insight, and closed-loop reporting. Jon Miller has a popular and excellent blog, "Modern B2B Marketing".

They just published an interview with me...

The next interview in the B2B Marketing thought leader interview series is with Aaron Ross, formerly with salesforce.com and founder of PebbleStorm:CEOFlow. I've long been a fan of his blog Build a Sales Machine and I learn something new every time we interact.

1. Tell us a little bit about how you got into marketing, and what you like most about it.

Getting into lead generation was an accident. Back in 1999-2001, I was CEO of an internet company. I had more ego than understanding about lead generation and professional selling. After that experience, I decided I needed to learn how to build and manage a killer sales organization. Where better to learn that than doing sales at salesforce.com? I had no professional sales experience (raising venture capital doesn't count), and the only opening they had for me at the time was answering the 800#. So, I started literally at the bottom, responding to inbound website and 800# leads. That started my journey into lead generation, marketing & sales. It's funny how life takes you places you never expected to go!...

Full interview "Sales Lead Management: Thought Leadership with Aaron Ross"

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My new monthly sales advisory service to help CEOs and organizations create predictable revenue: www.CEOFlow.com/services

Tuesday, December 23, 2008

[CEOFlow] Use "Layers of the Onion" to sell for you

layers-of-the-onion

Spend any time with me talking about lead generation or sales, and the term "layers of the onion" or "onion layers" will come up - a lot. I've found that this concept is a great analogy to help teams think through laying out their products and offers. The goal is to make it easier for prospects to "choose their own adventure" in how they get to know a company and its products, step-by-step...

Continued on www.CEOFlow.com: Use "Layers of the Onion" to sell for you

Monday, December 08, 2008

The Fatal Mistake Boards & VP Sales Will Make In 2009 Planning

Note: I first published this post exactly one year ago. Unfortunately it bears reposting again before 2009. I have a feeling this same post will be relevant for another few years until the conventional wisdom evolves. Also, I've published an overview of my new Sales Advisory Program at www.CEOFlow.com/services.

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For companies selling products worth less than $100,000-$250,000, the old school strategy of hiring more feet-on-the-street to drive revenue growth is failing more often. Or just fails.

Let's take companies in fast-growth periods who are focused mainly on adding new customers (rather than more mature companies who drive much of their growth through their customer base).

The problem: the old bedrock sales principles that usually worked now doesn't..."if I need to double revenue growth, I need to double my sales force to drive it."

Wrong.

Salespeople do not cause customer acquisition growth, they fulfill it.

Before you rush on to the next section, really consider that. It's a HUGE shift in traditional sales thinking. I'm talking about root cause drivers, not correlations. Of course you need more salespeople if you're getting bigger, but they aren't what is causing new customer growth.

Lead generation causes new customer acquisition
and sales fulfills it. I see a future in which sales is more and more like account management, and the focus of new customer acquisition responsibility growth falls more squarely on lead generation executives (VP Demandgen/Leadgen and VP Sales Development).

OK, the Sales 1.0 thinkers out there are saying "You're crazy. I'm hiring salespeople and they're adding new revenue. And it's worked for me for 15 years. Without great salespeople, we wouldn't be closing these customers. Our 9-stage sales process is really cool too."

Right. That did work in the past. Things change.

Here's another way to think about it by comparing two competitors.

Competitor A:
* Trying to double from $10m in revenue to $20m.
* 10 salespeople today, growing to 20 in '08.
* Generating $3m per month in new pipeline through proven campaigns in leadgen and marketing (40% of pipeline), a cold calling 2.0 team (40% of pipeline), partners (20% of pipeline).
* Their salesperson ramp-time is 4 months (because they create pipeline for the rep to walk into).

Competitor B:
* Trying to double from $10m in revenue to $20m.
* 10 salespeople today, growing to 20 in '08.
* Competitor B spends money on marketing, and salespeople cold call, but no one really tracks pipeline metrics. But the VP Sales and the salespeople have had a knack for hitting their numbers each month so far with some scrambling.
* They think their new salesperson ramp-time is 6 months (but really will end up at 9-15 months...if their salespeople ramp at all).

Who would you bet on?

Here's the '09 scenario I personally see playing out for too many companies:
1. Board/CEO sets an aggressive 2009 revenue target (mostly based from new customer acquisition)
2. VP Sales/CEO divides revenue goal by expected quota to determine the number of salespeople needed to hit the target
3. Sales reps miss targets after ramping MUCH more slowly than planned
4. Everyone has an extra helping of pain and a side of stress for Thanksgiving next year (if the VP Sales is still around)

Here is the root assumption that causes 'VP Sales roadkill' (although the board and CEO are equally responsible): Their false assumption that salespeople will find new business on their own.

No they won't. Not enough to feed themselves.

(Ok, SOMETIMES, SOME salespeople can. Some people win the lottery too.)

Here's why:
1. Salespeople are terrible at prospecting
2. Salespeople hate to prospect
3. Even if a salesperson does do some prospecting successfully, as soon as they generate some pipeline, they become too busy to prospect. It's not sustainable.

Unless all I'm selling is big deals (>$250k), or in industries that truly are relationship-based (like the ad agency world)...there's no way in hell I'm rolling the dice on my company based on this assumption.

How boards & CEOs exacerbate the problem
As soon as a product is ready for market and there's some initial customer traction, the board and CEO tend to rush to set 100%+ growth targets. They arbitrarily pick goals (since there's no data to base predictions on!) and turn the screws on the VP Sales. The VP Sales sucks it up (especially when he had no voice in the goals) and gets busy hiring salespeople...who miss plan. Company misses targets. Executive team is refreshed.

Why is it easier for people and companies to do more of what doesn't work than to take some time to figure out what does?
By Q2, when the sales people aren't making their 2009 numbers, there will be the push (from the board, CEO or VP Sales themselves) to hire more! "We're behind on our goals, we need to hire more salespeople!" How does that make sense?!

I think people, when under too much pressure or stress, tend to retreat to the safe place of what they know rather than taking the risk of trying new things. It's safe, it's less scary than what's unknown. It doesn't make logical sense; it must come from the reptile part of the brain.

Some answers, kind of

Unfortunately, there aren't any quick fixes to this lead generation problem today. In fact, if you don't have any repeatable leadgen programs yet, you're already behind in getting ready for '08. Despite your investors' demands, it takes 12-18 months to get leadgen cranking. What can work is a mix of, for example:

  1. Trial-and-error in lead generation (requires patience, experimentation, money)
  2. Patience in building great word-of-mouth (the highest value leadgen source, but hardest to influence)
  3. Cold Calling 2.0 (by far the most predictable source of pipeline, but it takes time and focus)
  4. Building an excited partner ecosystem (very high value, very long time-to-results)
  5. PR (great if you're great at getting it!)
Start with more awareness on how much pipeline you're generating
Not sure what works today, or where to start? Begin with awareness.
* Does your executive team and board know how much new pipeline the company needs to generate per month?
* Is that tracked at the board level? (At least while customer acquisition is a primary focus.)

Email me with your rants
, or comment here
Are you skeptical of this? I could use some good email or comment threads to flesh out the ideas and issues around this. Email me at aaron at pebblestorm dot com.

Friday, October 10, 2008

ConnectAndSell: 100x ROI in generating pipeline!?

Very rarely am I blown away by a new sales or marketing product - and ConnectAndSell blew me away, both with the product itself and the fact that customers have been able to generate $100 in pipeline per $1 invested in ConnectAndSell. I was excited enough to personally invest in the company and join their advisory board.

Their pitch:

"Call a prospect, and what do you get? Voicemail, most of the time. Email a customer to schedule an appointment, and you end up playing tag before agreeing on a time to talk.

The Connector is a tool that makes a sales rep 8x more productive in getting decision makers on the phone – so they talk to as many decision makers in one hour as they would reach in an entire day of manual dialing."

What? That sounds impossible. How can do they do that?

"The way it works is simple: Your rep sets aside a one-hour time period to call prospects, signs into ConnectAndSell, uploads the call list to use, and tells the system "I'm ready." A group of ConnectAndSell reps immediately starts making calls. Within two-tenths of a second from the time the first one reaches a live person on the list, the call is transferred to your rep. The contact information for the person being called pops up simultaneously on the rep's PC, and the dialogue can start immediately."

"How it works"


ConnectAndSell - How It Works - Get more Business Documents


What about that telling 'click'? Or is there a delay? Don't the prospects know that your rep isn't the one dialing the number?

"The transfer is so quick (and with no click!) that the prospect the rep is calling -- well, the prospect who was called for the rep -- had no idea that your rep wasn't the one who initiated the call.
"

[Aaron: I can personally vouch for this. As part of a test, they called me with their system. I had no idea I was part of a longer list that was called this way. It was amazingly seamless.]

Can you share some examples of how customers actually use it?

1) Your ridiculously long list of follow-ups: Spend an hour each week on ConnectAndSell working through your followups. At 10 connects per hour, you'll work through the list in very little time.

2) Inside Sales – Growing Lead Volumes or Trade Show Responses
: Instead of hiring additional Market Response Sales Reps to work through growing lead volumes or spikes in leads, invest in ConnectAndSell and make your best reps more productive.

3) Networking
: Put all of your Outlook Contacts into the ConnectAndSell system and spend 1-2 hours one morning each week reconnecting with people in your network.

How does ConnectAndSell charge? What about the ROI?


We charge $275 per hour of usage. The ROI is straightforward. A typical rep can only reach a limited number of decision makers on the phone per week. The rep won't be able to increase that number simply because they don't have time to get more people on the phone and keep up with the rest of their work. However, ConnectAndSell's technology changes that equation. One hour on the Connector is the equivalent of an entire day of manual dialing. So the Connector can double the number of decision makers a sales rep speaks to at only 10%-20% of the cost of the rep.

Here are two recent documented examples:

Airwave Wireless -
- In about 35 hours of usage they achieved an average of 10 connects per hour per sales person
- 9% of the connects became opportunities
- An investment of under $10,000 resulted in over $1,000,000 in pipeline. So $1 invested in ConnectAndSell generated $100 in pipeline.

SendMail
- 22 hours of ConnectAndSell generated 275 connects - more than 10 connects per hour
- 15% of connects resulted in qualified opportunities
- $6,000 investment yielded over $1,000,000 in pipeline. So $1 invested in ConnectAndSell generated $165 in pipeline.


How can people learn more or contact you?

Please visit http://connectandsell.com/contact or contact sales@connectandsell.com

Final Note...

If you have any questions you'd like to ask me, post them in the comments here or email me at aaron (at) pebblestorm (dot) com.

Saturday, September 27, 2008

How to Generate a Steady Flow of Inbound Sales Leads

Aaron recently wrote a great post comparing the differences between inbound leads and outbound leads and how they should be treated differently during the sales process. In summary, he states that inbound leads:

  • close at a higher percentage
  • close quicker
  • close without as much sales effort

I linked to the post from an article I wrote on the HubSpot blog because I thought it was great. Then, a client of mine, Trish Bertuzzi (Inside Sales Blog), followed the link and plugged HubSpot in Aaron’s comments.

Also, I am not sure I agree with your premise of not being able to predict inbound activity. And, let me say that up until recently, I would have agreed with you. But, we now have proven internet marketing methodologies and technologies available to us that do create repeatable and scalable results. I highly recommend http://www.hubspot.com to anyone interested in learning more and btw, ask for Pete Caputa.

Fortunately, Aaron was familiar with us enough to know the plug was unprompted but accurate. So, he invited me to write a guest post for his blog about how to predictably generate a steady flow of inbound leads.

Although I agree with Aaron’s statement about how inbound leads close at a higher percentage, quicker and with less effort, all inbound leads are not created equally. They don’t all close at the same rate.

I also agree with Trish, that inbound marketing can produce a steady flow of inbound leads.

As a sales person at Hubspot, I have contacted several thousand “inbound leads” since I joined HubSpot. As an experienced internet marketer, blogger and social media junkie, I’ve also contributed to our SEO efforts, blogging and social media marketing activity - helping to generate leads for the company and myself.

At HubSpot, we help companies attract more traffic and convert more site visitors into leads by providing the training and tools that are needed.
We provide tools and training so that in-house marketing professionals and small business owners can leverage SEO, PPC advertising, blogging, the blogosphere and the social mediasphere to attract more traffic.

We’re our best customer and we don’t share clients’ data (unless we have permission). So it’s best if I talk about how we’ve been able
to generate a steady flow of leads for our business. Here’s a screen capture of our traffic and lead stats in the last few months.

Our inbound lead generation correlates closely to our internet marketing efforts. It’s pretty predictable. Mike Volpe, our marketing VP has levers that enable us to control how many leads we generate how quickly, as well as the quality of those leads. We can control quantity much more easily than we can control quality. However, we’re getting much better at doing “targeted” inbound marketing which enables us to attract highly qualified prospects to our sites.

The First Step is Measurement. Measure. Measure. Measure. Measure ROI. ROI. ROI. ROI.
Our marketing analytics enables us to do closed loop marketing, where we can identify exactly what keywords, referrers and marketing campaigns help generate leads and new clients. By analyzing our analytics we can see exactly how customers first arrived at our website. We can also see what marketing activities helped nurture a lead along the process. We build a website interaction profile of leads after their first conversion. We can see what forms a prospect has completed, what pages they’ve visited, how frequently they visit, which blog posts they read and comment on and a few other metrics, which help us determine how engaged a prospect is, as well as their interests and needs. This lead intelligence helps us prioritize who to call first, as well as how to initiate a conversation. For example, If I see that a prospect has read a bunch of posts about SEO, visited the description of our keyword research and link tracking tools, I’d peak at their site to see if they’ve done any SEO and probably start the conversation with a question like, “It looks like you’re trying to refine your SEO strategy?”

Based on all of this data and my anecdotal experience, I can safely say that all inbound leads are not created equal. They don’t all close at a higher rate, quicker and with less effort than outbound leads. I’ve had several inbound leads that closed 3-6 months later, even though the investment required for our services is only $3,500 for the year. On the flip side, I’ve also had some close after a 15 minute conversation, since they already self-diagnosed their problems, knew that we could help them and knew that they wanted our help - all because our marketing team nurtured the lead effectively. No matter what the leads, I still have to do the work required to establish my prospects’ needs, urgency and timing.

Regardless, as someone who has had to [literally] knock on doors to prospect when I started my first business, I know that logging into Salesforce.com and having a bunch of warm leads to call is much more efficient than cold calling and much less expensive than traditional marketing and advertising. Inbound marketing sets any salesperson up for a higher success rate. And sets marketing up to establish a true ROI for their time and dollars spent.

What Inbound Marketing Methods Work?

In order of its ability to generate more easily close-able leads, I’d rank each activity in the following order.

  1. Referrals & Brand Searches
  2. Free Tools/Free Trials
  3. Organic Search Engine Optimization
  4. Blogging
  5. Email Newsletters
  6. Webinars
  7. PPC
  8. Sponsorships
  9. Social Media

However, it’s also hard to separate any of these activities from each other. Collectively, they create a comprehensive inbound internet marketing strategy. Also, pretty much everyone of these methods is responsible for doing two important things in inbound marketing.

  1. They attract new prospects.
  2. They help nurture existing leads.

Traditional marketing can do the former. But, prospects generated from traditional interruptive marketing do not lend themselves as well to lead nurturing.

Here’s some experiences from each of these methods. If I were a marketing or sales VP or a small business owner starting inbound marketing, I wouldn’t leave any of these out. But, here’s the areas where I’d focus first. This stuff doesn’t happen overnight. Most of these techniques require a time investment, but little financial investment. Many of these things support each other. So, it’s important to do things in the proper order and to prioritize.

Referrals & Brand Searches - Your best marketing is happy customers. In my previous company, after a few years of working at it, 100% of my business came from referrals. Customers have the ability to sell your services for you because they have little to no selfish interest in you bringing on new clients. So, when they recommend your product or service to a peer, they’re not only establishing that you’re credible, but trustworthy. The trust implicit in their relationship with the prospect they’re referring is transferred to you.

There’s an old saying that says it’s hard to predict referrals. It’s also expensive to build a brand (although fairly easy to measure brand awareness). However, I’d argue that if you’re doing the right things for your clients and you’re truly a stand for their success, it will happen. On the web, you can accelerate the pace by entering the conversation, setting the precedent for receiving referrals by giving them and by generally making yourself available to speak with new people whether there’s an immediate direct connection between their need and your service or not. Practically speaking, I recommend starting a blog and reading these tips on using a blog to improve your sales process and how to use LinkedIn to drive traffic to your website.

Free Tools/Trials: Like many other companies, HubSpot has put the Freemium model to effective use. WebsiteGrader.com is a free SEO and website analysis tool that lets anyone analyze the effectiveness of their site and online marketing vs a handful of competitors. Almost 400k people have used it. We don’t call these people directly, but Website Grader refers about 15% of our traffic to HubSpot and is responsible for a disproportionately larger percentage of leads and sales that result from our inbound marketing. HubSpot recently launched Press Release Grader too which analyzes the online marketing effectiveness of press releases. Press Release Grader also helps us target marketing professionals more effectively, helping us target our inbound marketing to the right prospects for us.

Also, I recently learned of Landslide’s sales work management tool that helps organizations design a sales process for free. Constant Contact’s email marketing software free trial is a great example of effectively using a free trial. If there’s a way to take a part of your service that is useful by itself and make it free, this will generate more leads, good will and inbound links than you can imagine.

Organic Search Engine Optimization: This one takes the most patience, but if it is done right, it is simply a byproduct of doing everything else right. SEO requires thorough keyword research and search engine rank monitoring. If you do this well, blogging, PR and social media can support your SEO efforts without an expensive SEO consultant, and without a lot of work dedicated “just” to SEO. The name of the game is to pick keywords, optimize pages with those keywords (could be blog posts) and build links. At HubSpot and many of our other clients that follow the right internet marketing strategy, the effect of SEO on inbound lead generation is cumulative and compounding. In other words, month after month, as long as we keep creating great content and building smart links, the number of leads we generate from SEO goes up and and up and up.

Blogging: You must enter the conversation if you’re going to do inbound marketing. There are so many people who start a blog and think it’s just about saying smart things or about writing. It’s not. It’s about having a 2 way conversation. Any good salesperson knows that an effective prospecting call requires the prospect to be talking more than the salesperson. It’s the same way with a blog. It’s imperative to be a resource for people and to pro-actively network with your blog by reading other blogs, linking to other blogs and leaving comments on other blogs, if you want people to do the same thing for you. It’s not necessarily the law of reciprocity, but it’s the law of participation.

For the 6 or so years I’ve been blogging, I’ve followed “the build it one at a time” model where I try to make acquaintances with a new blogger each week. Now that I help companies start blogs, things are a bit more accelerated for me. I make a lot of new blogger friends each month. But, I counsel my clients to do the same thing. At some point in the lifetime of a blog, after a critical audience is built, things steamroll. Subscribers come out of nowhere, links come from nowhere, random people digg your blog posts and send a flood of traffic. After a while, you can just focus on creating great content and hosting a great conversation on your blog. But, I’d recommend always reaching out. Last week, I reached out to Guy Kawasaki and he launched sales.alltop.com with my blog on it! Just like I wouldn’t stop my consistent telephone prospecting activities, I’ll never stop reaching out to new bloggers.

Email: Permission Based direct email marketing is still a very important marketing technique. It’s critical to use industry standard opt-in methods to build your list. However, notice that I put it fairly low on this list. If this article was written just two years ago, I’d bet that email marketing would be much higher on the list. Of course, it’s one of the oldest forms of online marketing. Successful marketers were using email before the first blog post was written and back when search engine indexes were still built by humans. But, there’s a problem with email. People get too much of it. They are increasingly immune to stuff that doesn’t interest them right now. I’ve had people double opt-in to an email newsletter and then click “this is spam” two weeks later after receiving just two messages from me.

All that said, email is still an important part of the mix. At HubSpot, we send out one email newsletter per month promoting our webinar and a few recent blog posts. It drives significant traffic back to our site and drives attendance for our webinars, which is a great lead nurturing tool.
Solutions like Eloqua, Pardot and other marketing automation tools help with this at a different level. However, most businesses that I speak with don’t generate enough inbound leads to warrant an expensive email-based lead nurturing process. Most don’t have enough leads to nurture yet. I usually recommend Aweber and Constant Contact for most situations. They’re inexpensive, simple to setup and effective if used right. Also, since I’ve seen that blogging, free tools, and webinars can nurture leads just as effectively, all you need your email system to do is get them to come back to your site where you can track engagement.

Our sales team also uses one on one email to nurture leads inside Salesforce.com. Based on a prospect’s interaction with the site and the information they share when downloading white papers and registering for webinars, we can provide the information they need to decide whether they want a custom product demonstration or to decide whether they want us to help them diagnose their challenges and recommend a solution.

I’d also recommend reading Brian Carrol’s Start with a Lead Blog. His company, Intouch is an expert at using email and presales touches to qualify leads for Budget, Authority, Need and Timing (B.A.N.T) before moving a prospect along to a sales team.

Webinars: As I mentioned above when talking about our email marketing process, webinars are a great lead nurturing tool. People that have opted in to our email list are engaged at different levels. Webinars get them coming back and interacting with us. It also helps us establish credibility and communicate what we do in an educational and neutral setting. Mike Volpe has discovered that a series of webinars is much more effective. Normally, many people tell their contacts internally and externally about a webinar in a series, assuming they’ve attended one they got value out of previously. I recently had 50 influencers from one company attend a webinar. We usually also have a bunch of bloggers post the link to our marketing webinars page; Webinars create a great word of mouth opportunity.

PPC - In a good inbound marketing mix, you can’t ignore Pay Per Click Advertising. Many b2b companies of any size seem to be doing exclusively PPC as their sole online marketing activity. In my experience, leads that come from PPC are a bit less likely to convert. They aren’t engaged with your brand as they usually arrive at a landing page and leave right afterwards, and they rarely seem to come back. Of course, I haven’t done a scientific analysis. But, there have been studies conducted that show that less educated people click on ppc ads, while more educated people click on organic search results. Unless your selling to dummies, you’ll be better served with SEO and blogging. However, we have used PPC ads in certain cases successfully, when other methods will not work in the time frame that we want. We’ve used it to test new landing pages to ensure that they convert. We’ve also used it when we needed a larger amount of leads for our salespoeple to work; Every other month, we hire a few new sales people. We spend a bit more on PPC ads in those months.

PPC is an easily controlled lever. You want 25 leads today, give me $1,000 bucks and I’ll make it happen.

Sponsorships - If you’re at a phase of maturity in your marketing where you know what the ideal profile of a prospect is, it’s usually pretty easy to identify publications (ie forums, blogs, trade magazines, email lists, vertical search engines) that can target your prospect. I wouldn’t recommend buying lists. However, if you can place an offer on a targeted site or an email newsletter, the results can be very effective. Most inbound marketing activities don’t make it easy for you to target a demographic profile. Sponsorship does. Of course, these people aren’t going to be as engaged with your brand. But, sponsorship is certainly a good part of a solid inbound marketing mix. Sponsorships can be expensive, so be careful committing to a long term engagement with an unproven media outlet.

Social Media - Ironically, I give seminars all the time about sales lead generation via online networking and social media. Yet, I put this one last. I haven’t really figured out how to “scale” my online networking activities by itself. Online networking, social media and social bookmarking sites are great tools to support blog readership growth and to support search engine rankings. But, I’ve found that the ROI from social media isn’t cumulative or compounding used in isolation - unless you’re already pretty famous like Seth Godin or Guy Kawasaki. I do think it’s a very important part of an inbound marketing mix as it adds a human face to your company. However, it does not drive a lot of direct traffic that converts into leads.

It can also be extremely powerful if a sales and marketing team coordinates some social media marketing activities and leverages the distributed team’s personal networks to launch a product, get feedback and raise awareness about a campaign. Sites like LinkedIn and Twitter also make it a bit easier to initially connect with a prospect or lead who seems immune to voicemails and emails. But, I’d never recommend skipping right to social media without a comprehensive SEO and blogging strategy first.

Summary: In conclusion, I’d refute Aaron’s original assumption that inbound marketing is unpredictable. With the right internet marketing tools in place, and the right internet marketing training, we’ve demonstrated over and over again that it can be predictable. I’m hopeful that the experiences and lessons I’ve shared above can help you start implementing an inbound marketing strategy for your business that produces a steady flow of inbound sales leads. I think the world would be a lot better place if we were all interrupted less often by poorly timed marketing messages and sales pitches - and if we could find what we were looking for more easily when we want it.

And I wouldn’t be practicing what I preach if I didn’t say… I’m here to help if you need me. If there’s anything I can help you with, please connect with me on LinkedIn.

About the Guest Author: Peter Caputa IV is an Internet Marketing Advisor (ie sales) at HubSpot, an inbound internet marketing platform. HubSpot provides the tools and training which enables businesses to take control of their website and online marketing - making their website a lead generation and profit producing asset for the business. Peter also operates several projects of his own, including his own blog and website about sales lead generation where he advises and supports his clients online marketing efforts, and an online business rating and networking website, Hive411. He also contributes to the HubSpot group internet marketing blog.

Tuesday, September 23, 2008

CNN Money & Fortune articles..."Why to be wary of commission-only sales staff"

CNN Money/Fortune interviewed me a few months ago, and some quotes turned up in a couple of their articles worth sharing:

1) Fortune Small Business article: "Why to be wary of commission-only sales staff"

"Hiring a salesperson on commission sounds like a cost-saver, but investing in your staff usually pays off in the long run. "

2) CNN Money article on "Hire picture-perfect employees"

"We answer three questions about how to find and keep your company's most important asset: its workers. Plus: Advice on how to conduct a solid interview"

(I know it says "Aaron Ross of BlackBox Revenue"...the BlackBox sales productivity/consulting work was folded into CEOFlow)

Thursday, September 11, 2008

9 Principles of Building a Sales Machine

I love getting and answering questions, as it helps shape my thoughts into useful forms to share. Here's a recent answer I posted on ExpertCEO (a private online community for CEOs), to a question that was along the lines of...

"Do you have any advice for a company with a strong services practice that has sold mostly through partners in the past, but who is now looking to build their own Sales Machine? Any advice would much appreciated."


That's a pretty broad question, so here's a broad answer. principles I feel would help anyone get going in the right direction:

1) Be PATIENT. Developing a sales engine that predictably generates revenue can take 12-24+ months, depending on the state of your company. Even any one new program in b2b sales can take 3-6 months to be defined, show measured progress, and become integrated & habitual (i.e. machine-like).

2) Experiment. With everything. Constantly.

3) No one-offs! (Unless it's an experiment to learn something for the future). It's not worth doing if it's not repeatable. One-off efforts, even for a quick payoff, are a distraction from focusing your energy on sustainable efforts.

4) If it doesn't exist in your CRM system, it doesn't exist. (Sales)people must be comp'd only off data in the CRM system. Reports must be run totally in salesforce.com/CRM, whenever possible. Etc. [Update: thank you Ken Rudin of for the comment below, I agree the data just needs to be in a system and accessible. I should have said here that reports must not be in Excel whenever possible!]

5) Can you sketch out how things work on a flow chart? Even simply, on paper or a whiteboard? If not, that's a problem. What's the desired outcome, and process that leads to that outcome? Is it being done ad-hoc today? Sketching it out is the first step to bringing some order to the process...and thus outcome.

6) Focus on results rather than activity (ex: number of qualified opportunities created per month is much more meaningful than number of sales calls made)

7) Track fewer, more important metrics. It's easy to go way overboard in building reports and dashboards. Work with your team to prioritize metrics. Think in handfuls, not dozens.

8) Special attention on batons that cross functions. Whenever a process crosses teams (marketing to sales, or sales to professional services, or...), a baton is passed, and you have all the ripest conditions for problems.

9) Babysteps!
Consistently try lots of little improvements. If you keep at them, they'll add up to big changes over time. (Remember the patience part?)

Additional posts
A few other blog posts that help illustrate the kind of thinking it takes to build a sales machine:

Saturday, September 06, 2008

The Problems with "Lumping"; Separate the Four Core Sales Functions

This post builds off a prior one, “We have a different sales structure here, the sales people just sell!”

Building a highly productive, modern sales organization requires increasing specialization - and frankly, it's a big reason salesforce.com has such an amazing sales organization. Though they take it to the extremes - you wouldn't believe the number of different kinds of sales groups, inside and out, that salesforce.com has :)

One of the biggest sources of lost productivity is the practice of lumping a mix of different responsibilities (such as raw web lead qualification, cold prospecting, closing, account management...) into one general "sales" role.

Issues contributed to by lumping

  • Lack of focus: Salespeople juggle too many responsibilities, reducing their ability to get things done. Salespeople have a reputation for being ADD - how does adding more responsibilities help that? For example, qualifying web leads is a much lower value distraction for salespeople from managing current clients. And managing a large current client base is a distraction from closing new clients!
  • Talent development: It's challenging to bring in raw talent and develop them with a progressive career path. This is unfortunate, because homegrown talent usually ends up being the best! (also see "Where do I hire great salespeople?")
  • Metrics: It's harder to break out and keep track key metrics (inbound leads, qualification and conversion rates, customer success rates...)
  • Problem-solving: When things aren't working, lumped responsibilities obscure what's happening and make it more difficult to isolate and fix issues with accountable follow through.

The four core functions / themes

Here are four basic themes (I say 'theme' because even each of these functions can be sub-divided even further as your organization gets bigger):

  1. "Inbound" Lead Qualification: Commonly called Market Response Reps, they qualify marketing leads coming inbound through the website or 800#. The sources of these leads are either marketing programs/SEO or organic word-of-mouth. Presentation: Inbound Lead Management Best Practices

  2. "Outbound" Prospecting/Cold Calling 2.0: Commonly called Sales Development Reps or New Business Development Reps, they prospect into lists of target accounts to develop incremental new sales opportunities that don't already exist, that require a lot of proactive work. These outbound reps qualify their new sales opportunities and then pass them to Account Executives to close. Presentation: Introduction to Cold Calling 2.0

  3. Account Executives: Quota-carrying closers, either inside or in the field. As a best practice, even when a company has an Account Management/Customer Success function, Account Executives should stay engaged with a new customer past the close and until they are deployed/launched. Also see "Sell To Success (The All-Natural Close)"

  4. Account Management / Customer Success: client deployment and success, ongoing client management and renewals. In today's world of frictionless karma, someone needs to be dedicated to making customers successful - and that is NOT the salesperson!

When to specialize?

I frequently hear "we're too small to specialize yet". Every company is so different, it's tough to generalize. One rule of thumb is: "sooner than you think"...even if you just have a handful of Account Executives. A second rule of thumb I like is the 80/20 rule - when your reps, as a group, are spending more than 20% of their time on a non-core function (web lead qualification, cold account prospecting, account management), break out that function into a new role. Yes, I said 20%!

Here are a couple examples. Regardless of how many Account Executives (AEs) you have, if you're getting a couple of hundred inbound leads per month you should have or planning to have an inside Market Response Rep qualifying them for the AEs. Or if you already have 3-4 AEs, rather than making your next hire another AE, consider an outbound Sales Development rep who can spend 100% of their time working to feed the AEs.

Questions? I'll answer in the comments

This is really just a first introduction to the topic - we could drill ad naseum into the mechanics, metrics, comp, career paths... (as I said, nauseum) of the different groups and how the relate to each other. If you have specific questions, post them in the comments and I'll do my best to answer them.

Puzzle pieces

Finally, as with every other idea in this blog... take this with a grain of salt. You'll have to pick and choose which puzzle pieces here are right for you, and how they fit into your business. My rule of thumb from experience is the 80/20 rule: 80% of the puzzle pieces here can should be plugged into your business, and 20% shouldn't or should be heavily customized.

Wednesday, August 13, 2008

“We have a different sales structure here, the sales people just sell!”

Over the past few months, I've spent quite a bit of time in Los Angeles at Leads360 (CEO's blog) helping them get their frontline sales teams set up (inbound lead qualification and outbound prospecting) and redoing their sales process (part of which is openly published on their site).

Onna Young is one of their newer salespeople, and had a funny, and telling, way of observing one of the benefits of separating out the frontline steps of the sales process from the actual selling. Here's a dramatic re-enactment of a typical conversation she has with other sales friends!

“We have a different sales structure, here. It’s wild and subversive. [Aaron - you can sense a little sarcasm here :) ] Call us wacky, but the sales people just sell.

"Yeah, it is different - they don’t spend time randomly prospecting or cold calling lists. They just spend their time selling. We have two teams of people who pass warm leads to sales: inbound and outbound. The inbound, or "Market Response" reps, respond to incoming calls and website leads, and outbound, or "Sales Development" reps, do the prospecting into cold accounts. Both teams pre-qualify the leads before passing them to the quota-carrying sales people.

"Even better, the sales people can focus on developing their own new business by spending more time with current clients, making both the sales people and clients happier.

"Our overall goal is to make sure that we’re maximizing everyone’s time, so that the sales people are always working with relevant companies who need what we have to offer, and they aren't spending time with prospects that aren't a good fit!”



Monday, June 16, 2008

Guy Kawasaki's "Sales.Alltop.com" Launched


I met Guy Kawasaki on the streets of Palo Alto a couple of months ago, just before he launched sales.alltop.com. There are some great sales blogs on there - it's worth checking out.

Here's how he describes Alltop:

We help you explore your passions by collecting stories from “all the top” sites on the web. We’ve grouped these collections — “aggregations” — into individual Alltop sites based on topics such as environment, photography, science, Muslim, celebrity gossip, military, fashion, gaming, sports, politics, automobiles, and Macintosh. At each Alltop site, we display the headlines of the latest stories from dozens of sites and blogs.

You can think of an Alltop site as a “digital magazine rack” of the Internet. To be clear, Alltop sites are starting points—they are not destinations per se. The bottom line is that we are trying to enhance your online reading by both displaying stories from the sites that you’re already visiting and helping you discover sites that you didn’t know existed. In other words, our goal is the “cessation of Internet stagnation” by providing “aggregation without aggravation.”

Monday, June 09, 2008

Fun with Comparing "Inbound" and "Outbound" Leads

The term "lead generation" is so broad that it creates all kinds of confusion! One important concept is "inbound" versus "outbound" (and yes, in leadgen there are few black and white cases, even here, but this differentiation helps). While speaking with Laura Merling today at Mashery, I started sketching out some ideas on how to compare leads that come to you versus leads that you have to go fetch.

(Side note: does anyone have better terms than 'inbound v outbound'? Even these can be misleading.)

Inbound leads are, as it implies, leads that come to your company and into your website or 800#: usually through word-of-mouth and referrals, public relations, search engines or perhaps through marketing campaigns. Usually, a "Market Response" inside sales team reviews, qualifies and routes the leads to the correct salespeople. Excluding the educational inquiries (such as webinar registrations), these leads generally are already interested in what you have to offer, and are about to start a buying cycle.

Outbound leads are lead that you had to go dig up, whether through market development campaigns or a Cold Calling 2.0 or other "proactive" methods to let prospects who aren't already interested know who you are, what you do and why it should matter to them.

I realize I ain't no Picaso and I know the text is hard to read. You can figure the important points out... (also click it to expand it)


Why is this important?

Here are a couple of things that should help clear some of the mistakes and confusion up in execution:

1) Differentiated sales leadgen roles: you need different roles for qualifying inbound leads ("Market Response") than Sales Development (sales prospecting). Inbound leads have an hours/days rhythm; outbound leads have a weeks/months rhythm. It's almost impossible for reps to juggle both functions well because of the different demands of the job. It's similar to asking quota-based salespeople to close both small business and enterprise deals.

2) Planning is very different for each, so plan them separately. The high-quality portion of inbound leads (word-of-mouth, referrals, some search engine leads) are mostly organic. Usually their pace leads grows steadily, bit by bit, and any big jumps or dips aren't sustainable. When they come in they come in quickly, with high close rates, but it's hard, or impossible, to grow the amount of them faster.

Outbound leads that close are like finding needles in haystacks - they're there, but they take a lot more effort, sales cycles are longer and close rates are lower. But - though this can take quite awhile - once you build your "needle finding machine" that can repeatably find the needles...generating outbound leads can be very predictable.
That was fun
Don't be surprised if you start seeing more stick figure sketches in future posts!

Tuesday, April 22, 2008

Inbound Lead Management Best Practices [Updated]

This is an updated version of the "Never Waste A Lead" post from September. Back then my partner and I presented at a BMA (Business Marketing Association) event. Here was the event description:

Your marketing programs are generating plenty of leads, especially from your emarketing campaigns, but are they getting followed up on? How effective is your sales organization at contacting your leads? How many never get called, or get only a token effort? Lost or ignored leads is one of the most common bottlenecks of marketing executives trying to maximize revenue from marketing-geneated leads. Instead of getting frustrated with sales, learn best practices of how to work with them to make sure no lead is left behind and wasted.

What you'll be able to take away from this RoundTable:

    • Why salespeople don't follow up on leads
    • Learn the best practices of aligning with sales to eliminate pipeline leakage
    • The most useful key metrics
    • Relevant CRM best practices

Three Common Mistakes

These are the most common mistakes that companies (especially young ones) make in managing their inbound leads:

1. Diluted ownership of the "marketing-to-sales baton pass."

Who has clear ownership of the "qualified pipeline generated" metric? It tends to end up as a stepchild, falling in between marketing (focused on quantity of leads) and sales (focused on closed revenue). Yet 'qualified pipeline generated this month' is the most important metric/driver of predictable revenue! There needs to be a clear owner.

2. Under-investment in Sales Development (salespeople dedicated to either qualifying inbound leads or doing outbound prospecting.)
Sales Development is a lot less sexy than marketing budget or quota-carrying salespeople, so it doesn't get the investment it deserves, but it vital! If your company receives more than about 200-300 inbound leads per month, you should have at least one inside salesperson dedicated just to qualifying those leads. Having salespeople qualify raw, unfiltered inbound leads in addition to closing deals is highly unproductive. You're having your most expensive sales resources doing much lower-value work. "Insource" it to a junior inside rep, and make sure that rep only passes qualified opportunities to the salespeople.

3. Tasking the same reps to both qualify inbound leads and attempt outbound prospecting.
The qualifying inbound leads role should be distinct from the outbound prospecting role. When reps try to do both, their productivity drops like a rock! We experimented with both models at salesforce.com, and the 'mixed model' of reps doing both inbound qualification and outbound prospecting was a disaster - I'll explain why in a future post.

Thursday, March 06, 2008

"The Ultimate Guide to Sales Force Automation: 100-Plus Links and Resources"

InsideCRM posted a handy-dandy list of 100 link to various kinds of resources that could be useful to evaluating or getting better use out of SFA systems:

"The Ultimate Guide to Sales Force Automation: 100-Plus Links and Resources"
http://www.insidecrm.com/features/ultimate-sfa-guide-030408/


A nice example of effective selling (or is it marketing?)
On a side note, I'd like to point out the effective way InsideCRM alerted me to this article and encouraged me to publish a note about it. Two things:

  • Effective communication: They sent me a SIMPLE, SHORT note (posted below) that was in plain english, wasn't pushy or salesy, and spoke for itself. It didn't turn me off. If they'd put in a bunch of marketingy/salesy content, I frankly would have just deleted it as more noise.
  • Useful offer/service: I checked out their article, and it's actually something people can get value from. It was worth passing on to my readers with love :)

Here's the email I received:

"Hi Aaron,


We just posted an article "
The Ultimate Guide to Sales Force Automation: 100-Plus Links and Resources
" (http://www.insidecrm.com/features/ultimate-sfa-guide-030408/). I thought I'd bring it to your attention just in case you think your readers would find it interesting.

Either way, thanks for your time!


Amy"


Nice work Amy & InsideCRM!


PS: some bloggers don't like this approach...
http://brucefryer.blogs.com/weblog/2008/03/insidecrm-is-sp.html

Wednesday, March 05, 2008

"Why cost-per-lead budgets fail and fewer leads are better"

Brian Carroll put up a post that aligns perfectly with my own thinking on why "cost per lead" marketing goals and budgets can be misleading at their best, and downright dangerous at their worst.

In case you think I'm implying that calculating the cost per lead isn't helpful - no, tracking cost per lead metrics can be useful as just one of many useful metrics. The problem is when cost per lead influences budgeting or purchasing behavior too strongly; then it becomes damaging. Simplistic cost per lead goals incent marketing teams to buy mass quantities of lower quality leads with lower close rates, rather than investing in sources that might generate fewer leads over more time but with higher close rates.

In addition to cost per lead, lead sources should be evaluated for quality metrics:
* lead-to-opportunity conversion rates / "cost per opportunity", and
* opportunity-to-close conversion rates / "cost per dollar of bookings"

Brian's post:


"A reader asked me to explain why fewer leads are better and why “cost-per-lead” budgets fail. These are two great questions that have the same fundamental answer: quality first then quantity.

The truth is that sales people care very little about the cost of the leads we generate. What they really care about is how many of those leads will actually become viable sales opportunities.

For this reason, I think cost-per-lead measurements are irrelevant unless we can answer another fundamental question first, “What is our rate of lead acceptance (a.k.a. sales pursuit) into the sales pipeline” and then “What is the cost per opportunity?”

Sadly, I find that a lot of marketers tend focus on cost-per-lead because they really don’t know what happens to their leads after they hand them off to their sales team..."

Read on: http://blog.startwithalead.com/weblog/2008/03/why-cost-per-le.html

Tuesday, February 12, 2008

Stop Obsessing Over "The Decision Maker"

...and start obsessing over the decision-making process.

One of the changes in B2B selling is that, instead of decision makers making their own, often arbitrary decisions, purchase decisions today are made through a collaborative process involving multiple people and teams. This has always been a part of B2B sales, but now it's dominant. The 'decision making process' is now more important than 'the decision maker'.

Instead of this question or its variations:
"Who is the decision maker?"
"Who signs the check?"

Use questions like this:
"Who is involved in making the decision?"
"How will the decision be made?"
"What is the decision making process?"

Yes, there usually are the same old players like a main functional decision maker and the guy who signs the check. However, in the past, when decision makers would defer sales people to their subordinates, it was to blow the sales people off. Sales people were rightly trained to fight to get around this objection and obtain the decision makers' time.

Today, because executives are busier than ever, getting referred to their "get it done" contacts, the influencers, is usually the right way to begin selling into an account. Win over your internal champions and coaches first, and then you'll be perfectly positioned to win over the decision makers.

Should you ignore decision makers early? No!

Is the importance of reaching the ultimate decision makers any less important? No!

But the emphasis in the initial stages of a sales cycle should change. The focus of salespeople early in the sales cycle...
Past: 80% decision makers / 20% influencers
Future: 20% decision makers / 80% influencers

You do want to build a relationship with the decision makers early, but don't "sell" them until you've begun winning over the influencers, or at least until they've begun to agree with the value of your business case. You'll just look weak if you're pitching a business case to the decision maker that their influencers disagree with.

Related post: "Sell To Success" The All-Natural Close.

Friday, December 21, 2007

Phone Works' Q4 2007 VP Sales Comp Report

Phone Works offers some useful compensation benchmarking data every year.

The report: Q4 2007 VP Sales Compensation Report

"Every year in the fourth quarter, Phone Works conducts a compensation survey of “Chief Sales Officers” of business-to-business technology companies. The majority of these businesses are based in the San Francisco Bay Area. Survey respondents include employees of both private and public companies. The size of the participating organizations varies greatly, with annual revenues ranging from the $1-10M range to over $1 billion. The average total number of employees is 972 and ranges from 11 – 19,000 and 11% of the respondents are from public companies.

This compensation survey is provided as a complimentary service by Phone Works, Inc., the San Francisco Bay Area’s leading sales consulting firm. Phone Works helps technology firms achieve rapid, sustainable revenue growth and implement successful, repeatable sales models while shortening the sales cycle. The industry’s largest technology companies and newest start-ups turn to Phone Works for lead-generation, lead-qualification, telesales and sales-productivity programs. You can reach Phone Works at (510) 749-9073.

They also have a page with past VP Sales and inside sales compensation reports.

Have fun :)

Saturday, December 08, 2007

The Fatal Mistake Boards & VP Sales Will Make In 2008 Planning

I apologize in advance if this post, even if it isn't that long, touches a variety of topics in one shot. I'm venting frustrations about a mistake I see made over and over again.

For companies selling products worth less than $100,000-$250,000, the old school strategy of hiring more feet-on-the-street to drive revenue growth is failing more often. Or just fails.

Let's take companies in fast-growth periods who are focused mainly on adding new customers (rather than more mature companies who drive much of their growth through their customer base).

The problem: the old bedrock sales principles that usually worked now doesn't..."if I need to double revenue growth, I need to double my sales force to drive it."

Wrong.

Salespeople do not cause customer acquisition growth, they fulfill it.

Before you rush on to the next section, really consider that. It's a HUGE shift in traditional sales thinking. I'm talking about root cause drivers, not correlations. Of course you need more salespeople if you're getting bigger, but they aren't what is causing new customer growth.

Lead generation causes new customer acquisition
and sales fulfills it. I see a future in which sales is more and more like account management, and the focus of new customer acquisition responsibility growth falls more squarely on lead generation executives (VP Demandgen/Leadgen and VP Sales Development).

OK, the Sales 1.0 thinkers out there are saying "You're crazy. I'm hiring salespeople and they're adding new revenue. And it's worked for me for 15 years. Without great salespeople, we wouldn't be closing these customers. Our 9-stage sales process is really cool too."

Right. That did work in the past. Things change.

Here's another way to think about it by comparing two competitors.

Competitor A:
* Trying to double from $10m in revenue to $20m.
* 10 salespeople today, growing to 20 in '08.
* Generating $3m per month in new pipeline through proven campaigns in leadgen and marketing (40% of pipeline), a cold calling 2.0 team (40% of pipeline), partners (20% of pipeline).
* Their salesperson ramp-time is 4 months (because they create pipeline for the rep to walk into).

Competitor B:
* Trying to double from $10m in revenue to $20m.
* 10 salespeople today, growing to 20 in '08.
* Competitor B spends money on marketing, and salespeople cold call, but no one really tracks pipeline metrics. But the VP Sales and the salespeople have had a knack for hitting their numbers each month so far with some scrambling.
* They think their new salesperson ramp-time is 6 months (but really will end up at 9-15 months...if their salespeople ramp at all).

Who would you bet on?

Here's the '08 scenario I personally see playing out for too many companies:
1. Board/CEO sets an aggressive 2008 revenue target (mostly based from new customer acquisition)
2. VP Sales/CEO divides revenue goal by expected quota to determine the number of salespeople needed to hit the target
3. Sales reps miss targets after ramping MUCH more slowly than planned
4. Everyone has an extra helping of pain and a side of stress for Thanksgiving next year (if the VP Sales is still around)

Here is the root assumption that causes 'VP Sales roadkill' (although the board and CEO are equally responsible): Their false assumption that salespeople will find new business on their own.

No they won't. Not enough to feed themselves.

(Ok, SOMETIMES, SOME salespeople can. Some people win the lottery too.)

Here's why:
1. Salespeople are terrible at prospecting
2. Salespeople hate to prospect
3. Even if a salesperson does do some prospecting successfully, as soon as they generate some pipeline, they become too busy to prospect. It's not sustainable.

Unless all I'm selling is big deals (>$250k), or in industries that truly are relationship-based (like the ad agency world)...there's no way in hell I'm rolling the dice on my company based on this assumption.

How boards & CEOs exacerbate the problem
As soon as a product is ready for market and there's some initial customer traction, the board and CEO tend to rush to set 100%+ growth targets. They arbitrarily pick goals (since there's no data to base predictions on!) and turn the screws on the VP Sales. The VP Sales sucks it up (especially when he had no voice in the goals) and gets busy hiring salespeople...who miss plan. Company misses targets. Executive team is refreshed.

Why is it easier for people and companies to do more of what doesn't work than to take some time to figure out what does?
By Q2, when the sales people aren't making their 2008 numbers, there will be the push (from the board, CEO or VP Sales themselves) to hire more! "We're behind on our goals, we need to hire more salespeople!" How does that make sense?!

I think people, when under too much pressure or stress, tend to retreat to the safe place of what they know rather than taking the risk of trying new things. It's safe, it's less scary than what's unknown. It doesn't make logical sense; it must come from the reptile part of the brain.

Some answers, kind of

Unfortunately, there aren't any quick fixes to this lead generation problem today. In fact, if you don't have any repeatable leadgen programs yet, you're already behind in getting ready for '08. Despite your investors' demands, it takes 12-18 months to get leadgen cranking. What can work is a mix of, for example:

  1. Trial-and-error in lead generation (requires patience, experimentation, money)
  2. Patience in building great word-of-mouth (the highest value leadgen source, but hardest to influence)
  3. Cold Calling 2.0 (by far the most predictable source of pipeline, but it takes time and focus)
  4. Building an excited partner ecosystem (very high value, very long time-to-results)
  5. PR (great if you're great at getting it!)
Start with more awareness on how much pipeline you're generating
Not sure what works today, or where to start? Begin with awareness.
* Does your executive team and board know how much new pipeline the company needs to generate per month?
* Is that tracked at the board level? (At least while customer acquisition is a primary focus.)


Email me with your rants

Are you skeptical of this? I could use some good email or comment threads to flesh out the ideas and issues around this. Email me at aaron at alloyventures (you know the rest).

Friday, November 30, 2007

"Sell To Success" (The All-Natural Close)

People from the Sales 1.0 mindset live by "Always Be Closing!". They destructively compete with coworkers. They close wrong-fit customers. They sell to get paid, and that's the only reason they stay in the job. This isn't the future of selling, especially not in a Sales Machine world.

The future of high-value selling, the Sales Machine way, is "Sell To Success". It's salespeople who believe in their company's vision and value. It's salespeople helping new prospects appreciate that vision, and then seeing these new customers succeed. They don't close customers that aren't a good long-term fit. It's working with a team of other great salespeople, all working together to help each other improve and learn. Money isn't the primary motivation for selling, it's a byproduct of their success.

What Makes Closing So Artificial
Sales people get paid to close deals, and they tend to be pressured, I mean managed, by fear. Fear is the classic sales management tool of choice, especially in technology.

Ever seen the Glen Gary Glen Ross "Always Be Closing!" sales motivation speech? It's extreme, but there are grains of truth in there.

When anyone gets 1) paid to do something, and 2) has managers breathing down their neck, it distorts behavior. Empathy with prospects is lost in the push to "just close the deal!" Strong 'trustmanagers' can help protect their sales people from these effects to focus on doing the right thing; fearmanagers exacerbate it.

The result: powerful incentives to sell high-value services like a late night cable TV guy. "Buy now and get a month-end discount!" (By the way, to prospects getting time pressured: you can get the same discount next month, whatever the salesperson's telling you today).

An Ancient Non-Secret
Customers don't care at all whether you close the deal or not. They care about improving their business.

Ok, yes, you know that. But you or your team is not selling this way.

This idea is constantly driven out of sales people's heads by commissions, quotas and pressure. It requires constant reinforcement (at least until the issues around commissions, quotas and pressure are fixed...more on that in the future).

"Sell To Success"
Sell 'through the close', to the prospect's success. Success is defined by the customer (usually with your help). Success is not when your service is launched; it's when your service is successfully impacting the customer's business, such as when CRM is adopted (not deployed).

Push Selling vs. Pull Selling: Another benefit of selling this way is to begin to pull prospects through a buying cycle, rather than pushing them through a sales cycle. Not only is it a pain in the ass to push a prospect through a sales cycle...it tends to be a lot less productive, and you end up with more customers that aren't a great long-term fit for the company.

Selling to success helps pull a prospect through a buying cycle by helping tie their goals and desires to your company's ability to help achieve them.

There's A Catch

One of the tricks in selling to success is not caring about the close. Caring too much about the close will cause you to give off subconscious signals to the customer that you really don't care about their success, you care more about getting paid or getting your fearmanager off your back. That's the irony of caring too much about closing: it reduces the likelihood of achieving it.

The Close Becomes A Natural Step In Achieving The Vision

If you and the customer create a joint vision around how your company will make them successful, and they believe you, then the close becomes just a logical step in the progression to achieve that dream. You can remove the artificiality of 'closing', and make it feel natural.



Tuesday, November 20, 2007

Having Trouble Getting Salespeople To Do ____?

Does every sales executive and manager gets frustrated with salespeople not doing as they're told? "They don't use the CRM system"..."they don't make enough calls"..."they don't sell to value"..."they don't understand their compensation plan"..."our training session attendance is poor"..."they don't forecast"...

Look, you can bang your head against the wall as much as you want to, but trying to force or coerce salespeople into doing things is a very painful and frustrating way to try to drive behavior. AND it doesn't even work very well today!

Why:
1) People hate to be told what to do, and thus coercion actually creates resistance
How do you feel when someone tells you to do something? Do you want to comply, or do you want to not do it just to show them they can't tell you what to do?

2) It's a quick fix, not a solution
Coercion is an attempt to find a shortcut around better user design. Great design is hard and takes time, and with our "urgency addicted" culture, we tend to think "How can we get this done now? How can we roll this out now?" Especially in sales!

3) You're going to lose the complexity battle
All the sales programs, tools, plans and rules only seem to get more complicated and grow over time. At some point, the complexity crosses an inflection point from "useful" to "hairball". It's challenging balancing the value of specificity and more programs with the often-opposing value of simplicity and usability. The best way to fight this battle is to improve the design of the product with regular feedback and help from your users.

If all the programs, tools and rules that you've created actually help salespeople sell more and they have been communicated effectively ...wouldn't salespeople be adopting more of them?



From the "Creating Passionate Users" blog:





















None of the salespeople I know are lazy, stubborn, or process-averse. In fact, they love intuitive processes and tools that help them sell more. And because salespeople are very busy, with all kinds of demands competing for their attention, they instinctively prioritize their time. Unless the tool or idea given to them is intuitive, they'll dismiss spending the mental time and energy to figure it out (aren't most of us the same way?) You need to learn how to earn their attention.

Instead of trying to push mandates or arbitrary programs onto salespeople, just try a different attitude.

Do you try to force your customers to do things? No - you try to design a product or service that 1) they appreciate, and 2) improves their business. You earn their business and attention.

Isn't that basically the same results you want from salespeople? Appreciation for the opportunity they have with your company, and more results?

What if you tried thinking of salespeople as customers or users, and your tools, sales environment and programs are the "products"? What would happen if you made your sales organization 'salesperson-centric'? (And since they're the ones actually working with customers and selling stuff, that can only be a good thing).

If you focused on usability and 'return on salespersons' invested time', how would you redesign your sales environment, organization and tools?

One way to consider where the bar is: whatever you want salespeople to spend time on should be at least as valuable to them as calling a prospect or customer.

What to do about it

I would start by asking the sales organization about how they want to have their voices included in the design of everything! What would they change first?

1) Include salespeople in planning and design of everything
Just as getting customer insight is important early in the product design process, you can save yourself a lot of frustration and get a much better 'sales product' by including salespeople early in the design process. You don't have to mandate feedback or ideas, just ask for volunteers (people don't necessarily want to contribute, but they do want to choice to be able to contribute). There will be a reasonable number of people who want to actively help, either by offering ideas or in actually driving the process...try letting them.

2) Beta test new programs
Draft your program or rule, and then submit it to groups for feedback. Beta test it. Catch bugs or design issues early, before it's released to everyone. Yes, this means you'll need to plan next years' territories and comp plans BEFORE the end of this year (heavens!)

3) Survey satisfaction
How satisfied are your salespeople with your products and environment? What tools or parts of the environment most need to be changed? You can do this by walking the halls, posing the question in sales meetings, using www.surveymonkey.com...etc.


A fantastic (though inactive) blog to read for more insight:
Creating Passionate Users

Last Note

It takes more work, but involving the sales force in the design of its own products will raise morale and engagement, and improve their sales tools...both of which lead to more results!


P.S. (the real last note)
I struggled with coming up with a title for this post, thanks to Erythean Martin for some ideas!
"Selling to sales"
"Closing a salesperson"
"The hardest hard sell"
"Internal attrition"
"The attritstocrats"


Thursday, November 15, 2007

"Build A Sales Machine" To Be Included In Top 500 Blogs

Vicky Zhou is putting together a new book, to be out late in 2008. Here's a note from her:

"Build A Sales Machine To Be Included In Top 500 Blogs

Back in the day, if you didn't know HTML, or code, you couldn't publish content on the web. Well, nowadays with tools such as Wordpress, and services like Blogspot, and Xanga, anyone.. yes anyone can tell the whole world what is on their mind through blogging.

But, there really isn't a robust way to search for the best blogs on any specific topic. Sure, there's Technorati, but what else? Besides, much of the world wide web is full of splogs, spam, and made-for-adsense blogs. And how many times have you read the same exact post over and over in different blogs?

That is why a project, listing the top blogs by general categories would prove useful. The book, titled "The Top 500 Blogs" is being written by Vicky Zhou of GotACrush.com. From topics ranging from dating to technology, lifestyle, sports, music, health and fashion, the books aims to be a comprehensive list of the top 500 blogs on the world wide web.

The Top 500 Blogs will be out in bookstores in Q4 of 2008. Build A Sales Machine will be included in the category of "Business", so keep an eye out for that!"

Most Influential Books On "Build A Sales Machine"

In 2002, I went to salesforce to get my 'MBA in building a sales organization'. Although I'd managed a VP Sales previously, I'd actually never done sales myself. Of course, I read all kinds of sales books while at salesforce.com. However, although each book had a few useful ideas, I didn't get much out of any one book. I felt the authors usually took a few good , simple ideas (about 10-20 pages worth), and then hid those ideas among 300 other pages and cruft in order to make the book big and expensive enough.

So - I threw away all the books and started from scratch. Being very experimental, I tried things on my own and learned from experience. I'm fascinated by process improvement, organizational design, and how to maximize the morale and potential of teams of people. I'm drawn to books that get you to think different...because if you think like everyone else, you'll end up like everyone else.

And now the list:

"Wooden", John Wooden
Wooden is the ultimate management genius. "Neutron Jack" might have worked in the past, but Wooden is the future.

"The Toyota Way", Jeffrey Liker Toyota has created an amazing ever-improving organization.

"What Is Lean Six Sigma", Michael George I love this book. Short, sweet, amazingly powerful...if you take the principles to heart.

"The Goal", Eliyahu Goldratt An easy read, in story format, about how to think about process and business improvement.

"How To Become A Great Boss", Jeffrey Fox
A great, simple management playbook. I like his bite-sized chunks style.

"The Seven Day Weekend", Ricardo Semler This book is BRAIN FOOD, and my favorite book on organizational design. But it'll scare traditional managers and executives who feel that control over everything is the key to success (it's not).

"The Breakthrough Principle of 16x", Richard Koch
A great, easy read on the power of 80/20.

"Winners Never Cheat: Everyday Values We Learned as Children (But May Have Forgotten)", Jon Huntsman
Stay away from anyone who thinks lying helps you succeed in sales (or business). Whether you're a company or person, authenticity and honesty are always the best policies. In the internet age, when word of mouth spreads like lightning, your karma (good or bad), will catch up with you faster than ever.

Link to this list on Amazon:
Most influential books on the thinking behind "Build A Sales Machine"


Next Up
I just ordered "Punished By Rewards", by Alfie Kohn, which was recommended by Chris Kenton, CEO of MotiveLab (and who's now founding a new company in the social media space):

"Our basic strategy for raising children, teaching students, and managing workers can be summarized in six words: Do this and you'll get that. We dangle goodies (from candy bars to sales commissions) in front of people in much the same way that we train the family pet.

In this groundbreaking book, Alfie Kohn shows that while manipulating people with incentives seems to work in the short run, it is a strategy that ultimately fails and even does lasting harm. Our workplaces and classrooms will continue to decline, he argues, until we begin to question our reliance on a theory of motivation derived from laboratory animals.

Drawing from hundreds of studies, Kohn demonstrates that people actually do inferior work when they are enticed with money, grades, or other incentives. Programs that use rewards to change people's behavior are similarly ineffective over the long run. Promising goodies to children for good behavior can never produce anything more than temporary obedience. In fact, the more we use artificial inducements to motivate people, the more they lose interest in what we're bribing them to do. Rewards turn play into work, and work into drudgery.

Step by step, Kohn marshals research and logic to prove that pay-for-performance plans cannot work; the more an organization relies on incentives, the worse things get. Parents and teachers who care about helping students to learn, meanwhile, should be doing everything possible to help them forget that grades exist. Even praise can become a verbal bribe that gets kids hooked on our approval.

Rewards and punishments are just two sides of the same coin -- and the coin doesn't buy very much. What is needed, Kohn explains, is an alternative to both ways of controlling people. The final chapters offer a practical set of strategies for parents, teachers, and managers that move beyond the use of carrots or sticks.
Seasoned with humor and familiar examples, Punished by Rewards presents an argument that is unsettling to hear but impossible to dismiss."


Thursday, November 08, 2007

"Cold Calling 2.0" Presentation

Here are the slides to the presentation we gave to the Business Marketing Association in mid-October. You can also find the ebook & Success Kit at www.ColdCalling2.com.

Saturday, October 20, 2007

Stupid Closing Tricks

Last week I put up a post about "Baseball Farm Teams, the WSJ, and Sales Talent". I got a comment that made a GREAT point worth its own post.

From David Belden, Director of BusDev of HubPages:
"Your quote about 1995 calling and wanting their sales techniques back is hysterical! I've definitely had that same though when people have tried the classic 1980's "closing" techniques with me. My thought is that if you can help me understand and see why it's the right fit for us to do business, you won't even have to "close". I'll be excited to do the deal and get started. But if you need to use closing techniques like the proverbial car salesman, then you're trying to close too early and haven't gotten me to the point where I see the value and fit."

AMEN!! David my brother, you nailed it.

The more you try to sell to companies and buyers who aren't a great fit, or aren't ready...the more you need to depend on a sales process and closing tricks. In other words, a great sales process won't help much (or, I suppose you could say it becomes critical) if you're spending time on companies with a low chance of buying.

This might sound like common sense, but it unfortunately isn't very common for companies to drill into understanding why some prospects buy and others don't, and then force themselves to not waste time on the latter group. Why?

First, it takes a lot of time and effort, and people are so busy running around selling to the wrong people that they don't feel like they have time to figure out who the right people are. I'm not kidding, although I wish I was.

Second, there's an inherent bias across the board (management, salespeople, marketers, investors...) to want to be able to market and sell to more people and bigger markets. The inclination is to broaden the profile of a target buyer, not sharpen it! One result of this, besides low close rates and longer sales cycles, is that press releases of a company end up filled with gobbledygook language and words that tell buyers nothing, like "solution", "enterprise-size", "competitive weapon", and "infrastructure".

But -
A) The better you can identify the companies and people most likely to buy, and...
B) Understand the few key problems that cause them to buy (a very small subset of their total problems), and...
C) Communicate how your product can solve those problems and impact their business...
Then the more customers will come to you and the less the sales team will have to depend on cheesy closing tricks.

Some of the more irritating tricks:
* The tit-for-tat/now you owe me close: "I've bent over backwards for you so far. Can I depend on you to..."
* The assumptive close: "Would you rather wrap this up and get started on this Friday, or next Wednesday?"
* The don't-miss-out close: "I can get you a special discount, but only this month."
* The just-ask close: "Have we won your business?"
* Or one of the worst...''other than that, are there any other reasons why you would not want to place your order today?'

These scream "I don't care about you - I only want to get this sale closed". They might be perfect for used car salesmen or telemarketers, but not for intelligent b2b buyers who've heard this time and time again. These kinds of questions, actually, the intention behind them, reduces buyer trust.

So what to do? Even more important that focusing on the sales process is nailing your ideal target market and buyer profile, and making sure you can explain IN ENGLISH (not jargon) how you can help. Just make it simple (which is harder than explaining it in a complex way...which is why everyone makes it too complicated).

And, for salespeople, instead of pushing to close (which is all about you)...make it all about them. Focus your intentions on really helping the prospect understand if there is a fit or not, and if there is, when the best time for them (not you) would be to begin. This kind of intention and attitude helps builds the trust that will increase your close rates. If you can really fight your craving to push to close, and focus on truly helping the prospect, everyone will win.

OK, a last idea. As I see the trend, it will be much more effective and productive not to "push to close", but instead open yourself up to "receiving sales". More on this another time.


Here's a link to the post I originally referred to, where David posted the comment:
(http://salesmachine.blogspot.com/2007/10/baseball-farm-teams-wsj-and-sales.html)

Saturday, October 13, 2007

Baseball Farm Teams, the WSJ, and Sales Talent


I've written a couple of times on here about how the best source of finding sales talent is the talent you grow in-house, through a farm team system:
http://salesmachine.blogspot.com/2006/09/where-do-i-hire-great-salespeople.html

So here's something you may or may not care about: I have zero interest or attention for tracking sports (even though I like to play them).

However, I'm highly interested in systems that lead to sustainable success (try saying that three times fast!). I loved Michael Lewis' Moneyball.

Anyone that's worked with myself or Erythean Martin (
cofounder of the upcoming company "BlackBox Revenue") knows what sticklers we are on figuring out what actually makes a difference, rather than letting assumptions or myths guide us (like "dials per day matters in B2B sales"). Although of course, making wrong assumptions never happens in selling, as we know. Never.

So normally I'd ignore a newspaper article about baseball. Yawn. But last weekend, the Wall Street Journal published an article about how baseball teams who promote from within (versus those focused on writing huge checks for free agents), are winning in the post-season:
"This year, the majority of the teams thriving in the postseason are doing it largely with the help of homegrown players."

"Executives say promoting your own players makes sense not only because they are familiar, but because everyone in the organization knows how they've been trained. Instructors in the Phillies' farm system, for instance, follow a manual that describes the "Phillies' way" of doing everything from warming up a pitcher's arm to defending a bunt. Promoting from within is "a safer way to go," says the team's assistant general manager Mike Arbuckle."

"When a homegrown player does well, there's another benefit -- everyone from the scout who discovered him in high school to the trainer who nursed him through a hamstring injury feels a sense of accomplishment. "This is an organizational achievement," says Mark Shapiro, executive vice president and general manager of the Cleveland Indians, who developed many of their top players internally."

Interesting.

Link to the Article:
http://online.wsj.com/public/article/SB119214672076456705.html


PS: I'm not a fan (no pun intended) of sales-and-sports or sales-and-war analogies, because my feeling is that the nature of selling is changing. What works today is moving away from a highly competitive, often combative "ABC Always Be Closing!" energy, and more to a receptive, "Are We A Match or Not?" energy.

Especially having been in sales, whenever someone tries to "close" me or uses a sales process that is obivously forced or inauthentic, I always feel like telling them "Wait, John - I'm getting a phone call. Hey, it's 1995 calling, they want their sales technique back."


Wednesday, October 03, 2007

Fear-based Motivation

This post could also be titled "When Metrics Attack!" although, in this case, the metrics aren't really the root issue, they are just a symptom of dysfunctional management. Read below to see how to create an environment with a 75% turnover rate....

"Aaron,

Unfortunately we don't have anyone who is in charge of sales productivity. We don't even have a half-way decent management structure. It's the sales manager, a dozen regional account managers and a few inside sales reps.

Our manager's idea of being productive is being at work and on the phone 10-12 hours day without any focus on what's actually being accomplished. His idea of motivation is pissing everyone off and sending a thousand emails a day like:
"Who's got an order?"
"Talk to me?"
"Get on phones...orders please"
"Way too quiet!"
"CLOSE AN ORDER NOW!"
"Lunch is over...go get an order."

A few of us are trying to change the sales culture that's plagued this company for years. You know...I can go on and on, but...well...I have to be ON THE PHONE GETTING AN ORDER!!

I understand it's sales. I understand that you must be in contact with the customer. But the philosophy here is...ready for this....READY, FIRE, AIM and a little bit of SPRAY-AND-PRAY sales. That may work with telemarketing magazine subscriptions, but it sure has hell doesn't work with selling high-value products to manufacturing plants all over the country.

And we're supposed to measure EVERYTHING...phone time, number of quotes per day, sales month-to-day, calendar year-to-day, fiscal year-to-date, product line comparisons for the last several years...I mean EVERYTHING. We spend so much time looking at numbers from every conceivable angle our heads spin. "Don't be in denial! You can't focus on the past!" Then why do we keep looking at it every hour of every day?! And why does it take four months to work on a business plan?!

ARGH!!! LOL...

To answer you last email..go right ahead. If you need examples of how NOT to run a sales group, just ask me!

I have to keep my sense of humor in order to survive this environment. We all do...those who don't, fail here. That's why we have a 75% turn around rate here."


Two Takeaways

1) Focus on a few, core metrics
You can overdo it with metrics, especially now that systems like salesforce.com make it so easy to track more of them. What are the few core metrics that matter most and actually give you real insight into what drives the business? If you track too many metrics, you can end up with "metric clutter"...in which the irrelevant metrics distract you from the core ones. This quality-over-quantity issue with metrics will always be an ongoing balancing act.

2) Fear-based motivation always costs more over the long run

How effective is a salesperson in selling for a company or boss they can't stand? That negativity will bleed out into their interactions with customers. And fear might create a short-term spike in results in a day, week or month...but over the long term it will costs you much more money in lost morale and turnover.

What are you doing to truly help your people succeed? Clearer goals, better tools and coaching are better investments over the long-term to increase sales productivity than short-term fear-based motivation.

Thursday, September 27, 2007

Cold Calling 2.0

I'm working on some content and materials around "Cold Calling 2.0"...which should never include a cold call! [Update: see www.ColdCalling2.com]

Cold Call: "A telephone call to someone who is not expecting contact"

Synonyms: flailing, wasting time, phone-spam, frustration, money-down-the-drain...

If anyone on my team at salesforce.com ever made a cold call ...my process had failed. Just to be clear, "Cold Calling 2.0" is still about salespeople proactively developing cold accounts to increase incremental revenue with calls and emails...but with different strategies and processes than 'cold calling'.

The sales prospecting mentalities and methods of 5-10 years ago are practically, or really, a waste of time. We discovered this at salesforce.com in 2002, after another 'cold calling' effort failed. We then spent an entire year testing and designing new methodologies, and proving the ROI on the investment, before we began building a team focused on targeting cold accounts to generate truly incremental revenue. (This team generated the new qualified opportunities and passed them off to the field salesforce to close).

Here is a sample of the growth of the revenue closed from the pipeline sourced by this 'cold calling 2.0' / outbound prospecting team. I've left the revenue amounts off for now, but we ended up growing new business enterprise bookings by 37%:

Closed Bookings By Month (Apr '04 - Jan '05)












(Why January '05 instead of December '04? Salesforce.com has a January fiscal year end)


If you're interested in learning more / collaborating / contributing to whatever happens here, email me at aaron at alloyventures dot com.

I'll probably post the next chunk of real content and slides here around mid-October.
[UPDATE]: Link to Cold Calling 2.0 presentation:
http://salesmachine.blogspot.com/2007/11/cold-calling-20-presentation.html

Wednesday, September 26, 2007

How NOT To Treat Customers

This is just ugly. Please treat your customers better than this...and they'll be happy to renew their services with you rather than looking for any excuse to cancel:

http://consumerist.com/consumer/leaks/5-confessions-of-a-comcast-customer-service-rep-304368.php

Monday, September 17, 2007

Inbound Lead Management Best Practices [Updated]

This is an updated version of the "Never Waste A Lead" post from September. Back then my partner and I presented at a BMA (Business Marketing Association) event. Here was the event description:

Your marketing programs are generating plenty of leads, especially from your emarketing campaigns, but are they getting followed up on? How effective is your sales organization at contacting your leads? How many never get called, or get only a token effort? Lost or ignored leads is one of the most common bottlenecks of marketing executives trying to maximize revenue from marketing-geneated leads. Instead of getting frustrated with sales, learn best practices of how to work with them to make sure no lead is left behind and wasted.

What you'll be able to take away from this RoundTable:

    • Why salespeople don't follow up on leads
    • Learn the best practices of aligning with sales to eliminate pipeline leakage
    • The most useful key metrics
    • Relevant CRM best practices

Three Best Practices / Hilites

There are the most common mistakes that companies frequently make in managing their leads:

1. Diluted ownership of the "marketing-to-sales baton pass."

Who has clear ownership of the "qualified pipeline generated" metric? It tends to end up as a stepchild, falling in between marketing (focused on quantity of leads) and sales (focused on closed revenue). Yet it is the most important metric driver of predictable revenue! This should be measured monthly.

2. Under-investment in Sales Development (salespeople dedicated to either qualifying inbound leads or doing outbound prospecting.)
Sales Development is a lot less sexy than marketing budget or quota-carrying salespeople, so it doesn't get the investment it deserves, but it vital! If your company receives more than about 200-300 inbound leads per month, you should have at least one inside salesperson dedicated just to qualifying those leads. Having salespeople qualify raw, unfiltered inbound leads in addition to closing deals is highly unproductive. You're having your most expensive sales resources doing much lower-value work. "Insource" it to a junior inside rep, and make sure that rep only passes qualified opportunities to the salespeople.

3. Tasking the same reps to both qualify inbound leads and attempt outbound prospecting.
The qualifying inbound leads role should be distinct from the outbound prospecting role. When reps try to do both, their productivity drops like a rock! We experimented with both models at salesforce.com, and the 'mixed model' of reps doing both inbound qualification and outbound prospecting was a disaster - I'll explain why in a future post.


Want the Slides?
You used to be able to download them directly from the window here (maybe you still can, if you click through to go to the scribd website, but feel free to email me at aross383 (at) gmail (dot) com, or through the link in my blogger profile.

Saturday, September 15, 2007

Waterfall Metrics

Example "waterfall" metrics. What are your conversion rates along each step of your lead generation and sales process? What do you want them to be?

It's easier and more cost-effective to first increase conversion rates along the chain before trying to increase the number of people coming into the top of the funnel. Also, if your conversion rates are too low, spending more money to increase the number of suspects entering the front of the funnel is like trying to scoop more water with a colander - most of your effort is wasted.

Monday, September 03, 2007

My Two Favorite Sales Diagnosis Questions

When I initially dig into understanding a company's sales model and bottlenecks, I have two favorite questions of everyone I get to meet:

1) To understand how things work:
"What's a day in your life look like?"

2) To get a sense of what doesn't work or is the biggest time-sink:
"What's the biggest waste of your time and energy during your day?"

However you phrase it, the second question ALWAYS elicits useful insight into what's not working smoothly in a company or process. Ask it of a cross-section of people and teams and I guarantee you'll find some common root issues that are causing problems. And, as often as not, the issues aren't hard-to-fix ones such as pricing or product strategy...but simple-to-fix issues around poor processes (especially between teams), incomplete communication, technical issues with a system, or a lack of management attention in an area.

Try it out with some of your own people and let me know how it works for you!

Friday, August 24, 2007

If You Sell To Sales Executives...


If you sell to sales executives....change your fiscal year to January or February.

Why make life unnecessarily harder on yourself by trying to close deals with the very people that are trying to close their own deals at the same time?

And by the way, Salesforce.com, a company that knows something about selling to sales executives, ends their fiscal year January 31st.

Friday, August 17, 2007

Self-Managing Teams & Organizations

I love this company Semco, and the book "The Seven Day Weekend". I'm a complete believer in working to design teams and organizations that are as self-managing as possible. Not only because you get a better culture and results, but it also frees you up to focus on proactively investing your team, versus reactively managing issues.

If you connect with this summary, the book is completely worth reading (link is below).

"Semco has no official structure. It has no organizational chart. There's no business plan or company strategy, no twoyear or five-year plan, no goal or mission statement, no longterm budget. The company often does not have a fixed CEO. There are no vice presidents or chief officers for information technology or operations. There are no standards or practices. There's no human resources department. There are no career plans, no job descriptions or employee contracts. No one approves reports or expense accounts. Supervision or monitoring of workers is rare indeed.

Most important, success is not measured only in profit and growth.

Strange, eh? My summary may make Semco sound like a company with an offbeat management style that wouldn't succeed anywhere else. Nevertheless, hundreds of corporate leaders from around the world have visited Sao Paulo to find out what makes us tick. The visitors are curious about Semco because they want what we have--huge growth in spite of a fluctuating economy, unique market niches, rising profits, highly motivated employees, low turnover, diverse products, and service areas.

Our visitors want to understand how Semco has increased its annual revenue between 1994 and 2003 from $35 million a year to $212 million when I--the company's largest shareholder-- rarely attend meetings and almost never make decisions. They want to know how my employees, with a show of hands, can veto new product ideas or scrap whole business ventures."

Tuesday, July 17, 2007

Interesting Q&A with Jeffrey Pfeffer

Guy Kawasaki published a great post (http://blog.guykawasaki.com/2007/07/ten-questions-w.html) "Ten Questions with Jeffrey Pfeffer", author of What Were They Thinking?: Unconventional Wisdom About Management

Here are a few excerpts that I thought were most relevant to building a sales machine. Red hi-lites are my own emphases:


* Question: What are the characteristics of a good incentive plan?

Answer:
Incentives should be large enough to provide an occasion for celebrating success but not so large as to distort behavior. And incentives can include recognition and things other than money. Companies get themselves into trouble all the time by being too clever with their incentives.

Stock options did reward leaders for getting the price of the stock up—it’s just that it was often for a short period, and was accomplished by distorting earnings. Be careful what you pay for—you might just get it.


* Question: What are the characteristics of a good work week and vacation policy?

Answer: We live in a world where ideas and innovation are paramount. But people can’t be creative if they are exhausted. And when people work when they are tired, they make mistakes. If we have learned anything from the quality movement, it is that the cost of finding and fixing mistakes is greater than the cost of preventing them. So, give people time off. And, by the way, the younger generations want a life as well as work. Work-life balance is a great way to attract—and retain—great people.


* Question: What is the proper role for a CEO?

Answer: To develop others and their talents and to create an environment in which people can do their best and want to. It is not to make all the decisions or, like some kind of “sun king,” absorb all the light and the attention.

In fact, sometimes, as the Grammy-award winning Orpheus Chamber orchestra shows, the best leadership is less leadership. No seed can grow if it is dug up and examined every week, and for people to innovate and get things done, sometimes they need some time and space and resources.


Question:
I think I know what you will say, but what’s more important: CRM software or recruiting and training?

Answer: Before you can manage customer relationships through some software product, you first need to build those relationships. And relationships are still largely built through people. That’s why the most important three feet of real estate in retail—or in many industries—is the distance between the customer and the sales associate or individual who is serving that customer. Hiring the best people who are likely to stay, and investing in their training, will build relationships that CRM can manage. Without taking the first steps, there is nothing there.



Sunday, July 15, 2007

New Thread: Fear, Corporate Culture, Potential

As much as better processes, such as sales processes, can help an organization improve short-term results, the best strategy for systemic long-term growth depends entirely upon your people and management philosophies. For example - do you reward risks and failure, or punish them? (You might say you reward risks, but what have your actions communicated to your organization? What did you do to the last person who tried something new and failed?)

In addition to simple sales improvement ideas, I believe cultural and organizational ideas can set the stage for even more fundamental, long-term success of a team or company. However, from my personal experience, I know people (like yourself) will fall into one of three categories:

a) Believer. "Yes!" You get it and connect with these new ideas. You see how they can benefit your organization and are willing to try some out,
b) Skeptic. "No way Jose." You think these ideas are impractical because "this isn't how things work in the real world," or you're
c) Agnostic. "Where's the proof?" You aren't sure about all this yet, but it's intriguing enough to keep reading about it, perhaps even try something at some point if it really seems relevant to a particular situation you're facing and there is some proof of success.

Classic corporate culture is, at its root, based on fear and insecurity (I'm speaking in generalizations here, so yes I realize there are exceptions). This fear shows up symptomatically in ways such as:
*Insecurity (I'm afraid of what people or my boss will think of the truth, so I have to massage it)
*Secrecy (I'm afraid that if this something is known, either to coworkers or other companies, it might hurt me)
*Parent-child relationships (I'm afraid to let you do something different than what I want. I say "no" a lot)
*Control (I'm uncomfortable without control)
*Denial (Failure cannot happen; failure is unacceptable)
* Mistrust (I don't trust my boss, reports or coworkers)

Just as someone who's individual personality is fearful, paranoid and in denial can't live up to their full potential, these same values in a corporation holds back the entire organization's potential and growth.

What unlocks growth? Trust, integrity, corporate self-confidence and transparency...more to come on ways and examples of how to actually put this into practice.

If this first post strikes a chord, send me a note (you can do that through the email link in my Blogger profile)

Wednesday, June 20, 2007

The Three Ways To Increase Revenue

There are only three core ways a business can increase revenue:

  1. You can acquire more new customers (assume this includes new types of customers too)
  2. You can increase the revenue per customer (new and existing)
  3. Increase the renewal rates of customers
When businesses get into heavy-duty customer acquisition mode, they often lose sight of their current customers and their needs. Sales gets headcount, but account management and support does not. Renewal rates aren't measured. Customers get taken for granted more than they should.

It's a lot cheaper to keep (and then upsell) a current customer than to acquire a new one. Don't drop the ball with your current customers.

Thursday, June 14, 2007

10 Ways To Improve CRM Adoption (updated)

Salesforce.com is a great tool, but like any tool it's only as valuable as proficiently as its used. As easy to use as salesforce.com is, many companies still struggle to increase adoption rates. Here are some tips. This post is a little wordy for now, but at some point I'll simplify and repost it. Someday :)

I believe that tools can shape behavior more than just ideas. I would love to hear from anyone who's created useful adoption tools.

Finally, note that almost every idea here applies to any system...not just salesforce.com.



Adoption Core Values

1) Executives must lead by example

Adoption starts with the CEO and executive team. As a rule of thumb, users will only adopt as far as their managers do, and managers will adopt only as far as the executives do.

2) Better design = better adoption

* The easier you make it for people to adopt (cleaner interface, training, initial handholding), the more they will.

3) Peer pressure and collaboration work
* Starting with the executive team, everyone needs to expect salesforce.com will be used. Ask 'why isn't this in salesforce?' until you're even sick of yourself. Bring meetings to a halt until salesforce.com is updated in real-time.


Adoption Methods
1) Set up a CEO/executive team dashboard
2) Reduce salesforce.com clutter (improves usability)
3) Make compensation depend on salesforce.com
4)
Customize a new "Sales" role for specific sales needs (after interviewing sales reps)
5) Clearly communicate why salesforce.com adoption matters
6) Start training and creating expectations Day 1 with new hires (create the expectation that everything lives in salesforce.com)
7) Make it a part of sales culture & peer pressure; center conversations around salesforce.com
8) Take an online, pre-recorded salesforce.com training class
9) Hire an experienced salesforce.com user to do short 1-1 training sessions
10) Evaluate AppExchange Mobile


Set up a useful CEO/executive team dashboard
* What metrics are currently tracked in weekly executive meetings? Translate these out of excel and into a salesforce.com dashboard (where possible), using the dashboard as the basis of that part of the meeting. No exceptions. This will create a top-down effect that will greatly help in inspiring adoption!
* Start simple, with a single first dashboard and only the top 8-10 metrics the team cares about
- Examples: closed sales QTD, open deals slated to close this quarter, # leads qualified this month, pipeline created this month, results per vertical, etc.

Reduce salesforce.com clutter
* The easier salesforce.com is to use, the more people will use it. Get rid of the clutter.
* Hide unused tabs
* Hide or remove unused data fields
* Use simple, common sense names for custom fields

Compensation depends on salesforce.com
* Sales reps don't get paid if the opportunity isn't in salesforce.com, and if it's not filled out to pre-defined standards. You'll be amazed at how quickly opportunities move into salesforce.com!

Clearly communicate why salesforce.com adoption matters
* Without data in salesforce.com, the executive team either has to navigate blindly or extract data manually from people, hurting the sales team in either case.
* Sales will waste time as teammates (pre-sales, inside sales) struggle or make mistakes because of inaccurate or incomplete views of accounts and their status,
* Customers will be more likely to receive poor service, as customer support won't have a clear picture of what's going on with the account.

Customize a new "Sales" role for specific sales needs (after interviewing sales reps)
* Find out what sales reps need from salesforce.com, and how they could benefit - then configure a specific salesforce "Sales" role for them that excludes anything irrelevant to them.

Start training and creating expectations Day 1 with new hires
* Make a first impression and reinforce the idea that everything should and does live in salesforce.com.

Make it a part of sales culture & peer pressure (make every conversation use salesforce.com
* "If it's not in salesforce.com, it doesn't exist"
* Example: on a pipeline call, if a rep hasn't entered or updated a deal, make the team wait while they update it in real-time (assuming they're at a computer).

Take an online, pre-recorded salesforce.com training class
There are different kinds of classes for every role - sales, marketing, support, administrator...
* Log into salesforce.com, then click on "Help & Training", click on the "Training" tab

Hire a salesforce.com user to do short 1-1 training sessions
* I've personally found that many users of salesforce.com are just intimidated by it, and sitting down with them for a couple of half hour sessions, to show them just a few useful tips, is enough to get them going.

Evaluate AppExchange Mobile
* Would salesforce.com on people's blackberries make it more accessible?
* This is not a first step, because it would cost money and add complexity.
* Also, going Mobile is a waste of time and money until after salesforce.com is properly configured for sales people. Otherwise you're just giving users mobile access to a poorly designed application.

Wednesday, May 30, 2007

Tangible Credibility

Below is a paraphrased excerpt from a Guerilla Consulting post:
http://guerrillaconsulting.typepad.com/guerrilla_marketing_for_c/2006/08/is_this_compell.html


Here is a comparison between advertisements between two different consulting firms, as an example of the power of credibility:

Consulting Ad #1:

"Experience has shown us that if we define measurable objectives and set realistic schedules together, build joint teams, and above all, anticipate and mitigate risks together, we can improve our chances."

Consulting Ad #2:

"Accenture and Dell conceived and implemented an approach that allows Dell to operate on no more than two hours of inventory at a time. Now in place at Dell's plants around the world, the program paid for itself five times over during the first 12 months of operation."

Being specific, naming the client and providing numbers makes the second claim much more powerful. Give a prospect real reasons to believe what you're claiming you can do.

Sunday, May 27, 2007

Do You Believe In Theory X or Theory Y?

Douglas McGregor developed a philosophical view of humankind with his Theory X and Theory Y in 1960. These are two opposing perceptions about how people view human behavior at work and organizational life.

THEORY X
With Theory X assumptions, management's role is to coerce and control employees.
* People have an inherent dislike for work and will avoid it whenever possible.
* People must be coerced, controlled, directed, or threatened with punishment in order to get them to achieve the organizational objectives.
* People prefer to be directed, do not want responsibility, and have little or no ambition.
* People seek security above all else.

THEORY Y
With Theory Y assumptions, management's role is to develop the potential in employees and help them to release that potential towards common goals.
* Work is as natural as play and rest.
* People will exercise self-direction if they are committed to the objectives (they are NOT lazy).
* Commitment to objectives is a function of the rewards associated with their achievement.
* People learn to accept and seek responsibility.
* Creativity, ingenuity, and imagination are widely distributed among the population. People are capable of using these abilities to solve an organizational problem.
* People have potential.

Which theory do you subscribe to? Although I'm personally 100% "Y", I don't think there is an absolute right or wrong answer...as long as you are open about the kind of environment you expect build and hire and manage appropriately (and consistently).

My Experience at salesforce.com The tele-prospecting team's enduring success at salesforce.com is due in large part to its "Y culture", which rewarded contribution and ingenuity. The reward was usually in recognition, praise and encouragement by the team, not dollars. The culture helped make the team self-sustainable, because it didn't depend on any one person. When I was promoted out of sales and into corporate development, the team didn't miss a beat! And some might say it became even more productive :)

Douglas McGregor's book, "The Human Side of Enterprise"
http://www.codysbooks.com/product/info.jsp?isbn=0071462228

Friday, May 18, 2007

"Manufacturing" New Business

An effective, easy-to-use sales automation or CRM system makes it convenient now to use a simple idea, the assembly line, as an initial model to "manufacture new business", which implies a sales organization that can measurably, consistently and predictably produce revenue.

Salesforce.com's outbound teleprospecting team calls into F2000 companies to generate new sales opportunities for the field salespeople. The team uses a methodical, "assembly line" approach to produce consistent results.

Below are the assembly line stages used to organize prospective companies and move them through the prospecting process. These stages track the status of any targeted company, and are separate but complementary to your sales process stages. Sales process stages only apply to companies in the "5 - Active Opportunity" stage.

I'll find a way to publish a graphic illustrating the flow, but here's the assembly line:

"Queued Up"
1 - Cold (The universe of untouched, inactive accounts)
2 - Targeted (The next small batch of top-ranked accounts ready to be processed)

"Actively Working" (Moving Along Assembly Line)
3 - Researching (Is there a busines fit? Who are the decision makers?)
4 - Qualifying (Qualify decision maker interest, pain, timeframe, etc.)
5 - Active Opportunity (The field salesperson is now point person on the account)
6 - Current Customer

"Reject Bins"

7 - Developing Opportunity (Probable opportunity in 3-12 months, revisit later)
8 - No Current Opportunity (No opportunity in next 12 months)
9 - Bad Business Fit (Waste of time)

Stages 1-2:
These are simply buckets to hold accounts waiting to be worked on.

Stages 3-6:
As a salesperson makes defined progress with an account, they move the account through simple, measurable stages. I can run reports on their "Work In Progress" to see if each sales representative has enough companies in their pipeline to make their targets.

For example, an outbound sales development rep should have, at any one time:
"Cold + AE Targeted" Accounts: 300-500
"Prospecting" Accounts: 40-50
"Qualifying" Accounts: 10-15

Output per month:
This process generates 8-10 new opportunities per month for quota-carrying account executives. A high performing sales rep can generate 15 new opportunities, and one actually generated almost 30! (Which wasn't a fluke - he did it three months in a row). I'll do a future post on how.

Stages 7-9:
These are "holding bins" for "defective parts" that fell off the assembly line during processing. Periodically they are 'fixed' and put back on the line for re-processing.

Tuesday, May 15, 2007

CEOs: 4 Inside Sales Fundamentals

A predictable inside sales machine depends heavily on process, metrics and common sense across four main areas.

1) A STRATEGY THAT MAKES SENSE
This point applies most to new companies just figuring out their initial revenue strategy, as well as field sales-driven companies considering selling a new product with an inside sales arm. Does the company have a product that buyers need (not want), in a specific market? Does the packaging/pricing work for the new market? Don't invest in a big sales team until your product is ready to be sold, and the pricing/packaging is tested! Beta test your product, market and inside sales process before investing heavily.

2) A CREDIBLE LEAD GENERATION PLAN
This is not a marketing plan, even if the plan is created by marketing. It can include information on how partners and salespeople will help generate leads, but the CEO needs to know how and who is going to fill the pipeline of the salespeople? Hope is not a strategy. Out of these four areas, in most companies this is the most likely place that people will just make crap up. Credibility means there is proof of results or at least initial test data. Show me the leads!

3) SALES ECONOMICS THAT WORK
Can a sales team bring in 3-10x more revenue than it eats in costs, month after month?
a) first make the process repeatable and understandable, then b) focus on making it more profitable or faster-growing. It's hard to improve something you don't understand.

4) DESIRED INVESTMENT IN CUSTOMER HAPPINESS
How much investment does it take to keep your customers happy? (To support and retain customers). How happy do we want them? Can you afford it? Word to the wise: word-of-mouth marketing is far and away the most effective, so think two or seven times before you wait to expand customer support as you grow. If you have the money and are on a predictable growth path, customer support/success should lead growth, not follow it.

Friday, May 11, 2007

Sales Reps Can't Talk To Infinite Accounts

If a sales rep can only touch 20 new (early stage prospect) accounts this month, or 5 new accounts this week, or 1 per day...how do you help them understand and prioritize the highest-potential accounts to spend their time on? Salespeople have a limited number of accounts they can touch each day / week / month.

It doesn't matter how many accounts a rep can call on if they're calling on the wrong types. Or, if they spend 30% of their time on the wrong kinds of accounts (not uncommon), your company [with $10m revenue, 20% cost of sales, 30% of revenue from new business] could be missing out on 10% of absolute operating margin!

Sales reps are often just reacting to what's in front of them. Help the team create a method of prioritizing, each day, the best few accounts they should spend their precious time on. This could apply in, for example, three common categories:
a) Early stage prospects, with to-be-determined potential
b) Pipeline accounts with high potential, but unclear decision/budget timing
c) Accounts with active sales cycles

Here's one way to help force a ranking method:
1) Assume that reps organize their day into four chunks for
- New prospects
- Pipeline accounts
- Active accounts
- Planning (which had better be part of their day)
2) Assume an extreme case: that a rep can only talk with three accounts in a day, one of each type (excluding the planning chunk, of course).
3) How should a rep prioritize, per type. that single highest potential/probability account most worth their time attention?

AFTER you create a more effective way to filter the highest potential/probability accounts for each stage...
THEN focus on getting reps to call on more accounts and to be more efficient with their time.

Tuesday, May 01, 2007

The Joy Of Weekly Pipeline Metrics

Besides closed sales, do you know weekly how well you're tracking towards making the month or quarter? What kind of predictive progress metrics do you track? Will it be a total surprise at the end of the quarter if you hit a wall and miss your number?

I'm a fan of tracking weekly or monthly pipeline progress metrics (how much was created, how much do we have, what is the quality of it?) If you understand your sales model metrics, you can tell weekly whether or not you're likely to make or break the quarter.

Example
let's say you're a $30 million company that's growing quickly. You have 50 quota-carrying sales reps. It's January 2nd, with 12 weeks to go in the quarter that ends March 31. Your sales goal is $12 million, which is $2 million higher than you've ever hit before. You hope you can do it - but want to replace "'hope" with metrics and progress reports so that you know immediately if you get off track and can course-correct quickly.

Here's an example of calculating a meaningful weekly progress metric:
1) If the sales goal is $10 million in sales bookings this quarter...
2) And your close rate is 33% of open pipeline [assume this is blended between new customers acquired and upsell bookings of existing customers]...
3) Thus you need $30 million in pipeline about a 'sales cycle length' prior to the closing period. For simplicity, let's assume your cycle is 30 days (don't we all wish!) so we need $36 million in pipeline by March 1...
4) Another assumption: today, as of January 2nd, you have $28 million in pipeline...
5) Which means that to have a total of $36 million in pipeline, your team needs another $8 million over 8 weeks (by March 1st, 30 days before the quarter close)...
6) Which is $1 million per week...
7) Divided across 50 sales reps, is $40,000 in new pipeline per week per sales rep. As long as the sales cycles are similar, it doesn't matter whether it comes from marketing, inside sales teammates, channel partners or the moon.

Resulting Weekly Progress Metric
Now you have weekly visibility into your progress towards the quarter. If the company doesn't add $1 million in new pipeline per week overall, or each rep doesn't get $40,000, alarm bells should start going off.

"Progress Metrics" vs. "Activity Metrics"
Pipeline created per week is just one example. You might need to measure pipeline upgraded past a certain stage, or only new customer pipeline, or...whatever is most relevant to your model. I would pay attention to activity metrics as well (number of 'call-connects', appointments, quotes...), but those kinds of metrics don't tell you whether or not you are making progress to your goal this quarter. They can complement, but do not replace, progress metrics.

Increasing Visibility Even Further
The better you understand the cause-and-effects of your model and progress metrics, the earlier you can begin to forecast and deal with issues. For example, let's say you know that 20 new inbound leads in one week reliably leads to 4 opportunities worth a total of $100,000 each in the following week, and then two closed opportunities 30 days later for a total of $50,000.

Now assume the leads drop by 50% one week. You should see only half as much pipeline ($50,000) the following week as you would normally get, and half as much in sales 30 days later ($25,000 instead of $50,000).

Of course, people aren't static, and if leads drop one week then salespeople will try to find a way to make up the difference, but you understand my point. The further in advance you can forecast and identify blips in your growth, the more time you get to try to deal with them before the end of the quarter or year.

Sunday, April 15, 2007

Ease New Prospecting Reps Into The Role

When any company hires a tele-prospecting rep, of course the company is in a hurry to get them to generate new business, and wants them on the phone ASAP! But it ends up being a better investment of time to ease the new hire into things, first training them on the business, then having them call into existing leads, and finally contacting cold prospects.

Think about it - the person who has to be able to have a productive conversation with someone who's never heard about their company has to be very smart about how to probe for issues and present the solution. Throwing a new hire onto the phones will just waste their, your and any prospects' time. Make them smart about your company before you have them reach out to cold prospects.

And by the way - I believe EVERY new hire should be put on the front lines (customer support, or sales 800#'s) for a time to learn the business, CEO on down.

Monday, April 09, 2007

Build An Advisory Board

If you're a young company trying to raise money (i.e. sell venture capitalists on yourselves), or land the first set of customers, one of the first things to put together is an advisory board. It adds credibility to your story, extends your sales effort (now you have more champions of your cause), and increases the attention you'll get from the right people.

Who To Target
- Who has revenue- or funding-related contacts in your target markets, whether for business development, sales or VC opportunities?
- Where are you weak in experience? Who would be valuable for ongoing management, technical, product design, legal, sales, marketing, startup...etc, advice?

Manage Your Expectations
At any given time, 20% of your advisors will provide 80% of the value. Don't expect all of them to always be contributing. They're there for the infrequent but very important times you need something.

Be Proactive
And when you put an advisory board together, it's up to you to proactively make use of them. They aren't employees, and have lives of their own. As with investors, proactively keep them appraised of how the business is doing, what it needs, and how they can help you.

Equity and Agreements
The equity is typically anywhere from 0.1% for a well-funded company to 0.5%+ for a very early company. It's well worth it...for the right person.

Normally, but not always, the company has an actualy advisor agreement as well, which covers the equity/compensation, NDA, etc. Your lawyer should be able to lay their hands on something useful.

Great Post On Building A List

If you're thinking about putting a marketing list together:

"On building the Lists for B2B Lead Generation Programs"
http://blog.startwithalead.com/weblog/2007/03/would_you_buy_t.html#more

Wednesday, April 04, 2007

Pricing Complexity Must Be Less Than Sales Cycle Complexity

[Sparked by a call from Erik Charles from the UC Irvine Business School]

Pricing is almost always a pain to decide on.

Among many issues, one important one is striking a balance between:
- Simplicity, which reduces sales cycle transaction costs such as time spent on pricing education and negotiation, and
- Complexity, which enables you to maximize revenue per contract.

This leads me, and hopefully you, to a simple conclusion:
Pricing complexity should never be greater than the sales cycle complexity.

If you sell a complex product, you can afford to make pricing complex - price negotiation is an acceptable transaction cost of a larger deal. But for a simple solution, the transaction cost of having to negotiate complex pricing for each customer outweighs any the benefit of maximizing revenue per customer. Pricing becomes a bottleneck.

Does the transaction cost of your pricing complexity outweight any additional revenue it might be able to bring in? Would simplifying your pricing reduce sales cycle costs and increase deal speed?

A Final Sales Rep Interview Challenge

[After a conversation with Yogesh Sharma, the CEO of Personiva]

Here's an exercise idea you can use as a "Final Challenge" in the sales rep interviewing process. Note that it's not a good exercise for sales executive.

This is especially relevant to young companies, or mature companies beginning to sell a young product, where the sales playbook isn't clearly defined yet. When the sales tools, messages and process keep changing, testing for what works, companies need sales people that can ask smart business questions, create their own tools on the fly and solve problems in whatever situation they're thrown in.

Example Situation
You have one or more sales candidates in which there is serious mutual interest. However, you've never worked with the candidates, and would like a way to take them for a dry-run to get a real sense of their talent. To add some pressure, one candidate has a competitive offer than explodes shortly.

The Set Up
On Friday, you present them with the final test: on Monday, they have an appointment with you...except you're playing the role of potential customer, and they're playing the role of salesperson. If you've interviewed them a couple of times, they should have enough of a sense of the target customer, problem and value proposition to put something decent together.

Replay A Past Customer Scenario
Come up with a story outline from one of your actual prior sales calls. For example: assume this salesperson (who works at your marketing services company), has a meeting with a new prospect, a VP of Marketing at Coke (you). The two of you have already had one 30 minute qualification call, and You're interested. And you tell the salesperson: "Come in and show me what you've got".

Give them a little time and information, but not too much. If they are good, they will work for it and earn it, even calling other employees in the company. They'll dig for business problems, and be creative in getting information.

You could include someone else in the company as a second role, and the salesperson might have to connect with that person as well to really get the scoop on the business issues.

Play along as best you can. but try to be realistic - how much information or time on the phone would they get from a real executive to prepare for a meeting? 30 minutes? Or a couple of email responses? They need to be able to take bits and pieces of tools and information, and weave it into an effective story.

After the pitch:

* Did they take the initiative to go the extra mile? Were you impressed?

* Did they work to understand and try to help solve your problem, or did they try to sell you product?

* Did you trust and respect them?


How Should I Organize My Salesforce?

What Kind of Inside Sales Team Do I Want?
Most b2b direct sales teams can improve their productivity by segmenting into four major types of roles:

1) Inside sales reacting to inbound leads (high-volume, simple leadgen process)
2) Inside sales proactively prospecting into specific target markets (low-volume, complex leadgen process)
3) Inside quota-carrying sales (high-volume, simple closing process)
4) Outside quota-carrying sales (low-volume, complex closing process)

Here's some more reasoning behind why this works so well.

Sales Productivity Increases With Comparative Advantage
One of the simplest, but most important, ways to build an effective sales machine is to organize into distinct groups that have simple, focused missions at which they can become expert. In economics the principle is "Comparative Advantage" - it's better to have countries (teams) focus exclusively on what they can produce at the highest efficiencies/lowest cost (either create leads OR close business), than have each team try to do everything on their own.

Specialization Increases Need For Clarity Of Purpose
More specialization can lead to dramatically more productivity...IF the mission and roles are clearly and simply defined for each group. Specialization increases the standard for clarity in the sales organization - any fuzziness or uncertainty about roles, territories or responsibilities will lead to wasted time and energy as people step on each others toes.

"Eat What You Kill" Is Outdated
Historically, most companies have been good at prospecting and complex outside field sales (think about the hundreds of books on these topics). Usually the two roles were done by the same person - a field salesperson who was supposed to generate and close their own leads and customers.

Things have changed, and that generic model, without specialization, now breaks down. For example, the best field salespeople are terrible at doing any amount of cold, or even warm, prospecting (working prior relationships is a different story for a different posting). Plus, the only way to find a more-expensive way to generate leads than having a $300,000/year person making cold calls, which don't work in any case, is to have your CEO do it. "Eat what you kill" is a legacy attitude that makes no sense today. The bar has gone up for success. Field salespeople (and even many inside salespeople) should not be responsible for doing their own prospecting. They should be responsible for qualifying and closing, and leave the lead generation to those teams that are expert at it. People and teams have to specialize, because it takes real expertise to proactively generate leads in this "attention deficit economy", just as it takes a certain expertise to be a great field salesperson.

When Do You Begin To Specialize?
When you think about designing your sales organization, think about comparative advantage, specialization and expertise. Here's a good rule of thumb: when your quota-carrying salespeople are spending 20%+ of their time on either account management or lead qualification, consider adding someone to take on those tasks to free the salespeople up to acquire new customers.

Monday, April 02, 2007

Define A Clear Target Customer Profile; Who Is Your Match?

Sales and marketing teams are most effective when they have a crystal-clear picture of who they're targeting and how their offering can help that target. Any fuzziness in the definitions of the target industry or prospect will slow down the marketing cycle.

If your Chief Spousal Officer told you to meet them at a Starbucks in New York, but couldn't tell you what street it was on, you'd waste a lot of time in the wrong neighborhoods. And likewise, if your CEO tells you to close "Fortune 1000" customers or "companies with money", but can't tell you exactly what kinds will buy when, you'll waste time working the wrong deals!

So - assuming you know what you're selling and its value proposition (a dangerous assumption), map out as clear a picture as possible of who will buy from your company. Get a cross-functional team together and sort your customers into a handful of groups or buckets, sort of like customer personality profiles.

* Each customer profile needs to be easily identified by the sales team, and must be distinct from the other profiles.

* Each profile should have a consistent buying process and set of needs...which in other words, means the sales team can use a consistent set of messages and sales process to close them.

Example attributes are: type of industry, champion title, economic buyer, problems faced, attitude, size of company, type of company or organization, previous experiences...

Greg Galle (who's scary smart) of www.c2llc.com also described it this way: if your company was on match.com, what kind of person would be your match?

Friday, March 30, 2007

Different Inside Sales Roles: Qualifying & Closing

One important aspect of inside sales is usually breaking out into separate jobs the functions of...

1) "Sales development" - sales reps who are dedicated to qualifying inbound leads or generating new opportunities, from

2) Quota-carrying reps that close deals.

This is important to making it profitable to work small orders (perhaps down to $1000). The "closing" reps can focus purely on working sales cycles with viable prospects (even small ones), and without wasting time disqualifying or chasing obviously poor small deals.

Tuesday, March 27, 2007

Should Inside Lead Reps Report To Marketing Or Sales? [UPDATED]

They should report to sales. And while we're on the topic, perhaps even more importantly, they should be compensated on a mix of "qualified leads" and revenue sourced from the leads. (Of course, this means the organization needs to agree on a definition for a "qualified" lead, and must have a way to track them!)

An exception:
If no one in sales has the capacity or interest to nurture the inside lead qualification / prospecting (non-quota carrying) sales reps, have the reps report to the person most able to give them management attention...as a stopgap for while you hire or develop a sales manager to own the team.

Really, companies need a "sales development" manager or executive, who can own the inbound and outbound lead generation reps, to bridge the divide between sales and marketing.


By the way, Forrester seems to disagree, but they are entitled to their opinion:
http://blogs.forrester.com/marketing/2007/01/does_inside_sal.html

Anyone who agrees with Forrester, I will happily have a conversation around this to explain why you're wrong.

Sunday, March 25, 2007

Example Prospecting Stages

This is a simpler version of the process steps outlined in the "Manufacturing New Business" post, for a company just getting started in building a prospecting process.

This simpler version of the prospecting stages could be used by quota-carrying sales reps who also need to do some prospecting.


Sunday, March 11, 2007

Improve Call Effectiveness Without Scripts

Call scripts have been a classic tool in telemarketing and sales, but executives and business people have become much more tuned to canned questions. We use two simple but much more effective tools to plan and execute calls: AAA Call Planning and Call Flows.

"AAA Call Planning"
Even if a sales person take just five minutes, they can quickly generate a list of objectives for their call:

  1. What Answers do you want to learn in the call?
  2. What Attitudes do you wish the prospect to feel?
  3. What Actions should occur after the call?

"Call Flow"
The order of questions (how the conversation flows) makes a dramatic difference in the ease and productivity of calls. First, we reverse the classic cold call method that teaches salespeople to use the first 30 seconds to spark a prospect's interest. We teach sales people a nonthreatening, research-oriented approach that uses the beginning of the call to learn about the propect's business and needs. The sales person positions our service and value at the end of the call, after they've just uncovered the prospect's needs, meaning they position the solution to the specific needs of the prospect distracting, irrelevant information.

Below is a typical "flow" for a research call. The sales person has previously set up the appointment:
1. Opening
2. Discuss prospect's current business situation (open ended questions)
3. Probe for prospect's needs (and confirm understanding of the needs)
4. Position solution
5. Handle objections
6. Next steps
7. Follow up

Thursday, March 08, 2007

The Most Common Sales Bottleneck: Lead Management

The most common bottleneck I've seen in companies is lead management, or crossing the chasm between marketing and sales by establishing efficient methods for capturing, filtering, routing and qualifying leads before they're passed to the salesforce. It's one of the easiest areas to improve, and can return a fast ROI for the time invested. The low hanging fruit is to increase revenue from the leads you're already getting.

Example Issues
* Website is confusing to prospects trying to find specific information, and doesn't clearly route prospects to relevant content or offers
* Registration forms are too long, ask the wrong questions
* No lead management application, or it is not used (making it impossible to measure where the best leads are coming from)
* Inconsistent qualification criteria
* (If relevant) No inside sales team focused on lead qualification
* Not enough follow up on leads - it can several several tries to contact even a very interested, inbound lead
* Lack of ability to measure key metrics such as lead volume, conversion rates by lead source, and revenue by lead source

There are four main components to consider when breaking down how you manage leads.

1) Website design
The website gives visitors simple, clear and prominent ways to sign up for 'offers' (demos, trials, etc). Also, the website content and flows can help prospects pre-qualify themselves or disqualify themselves, reducing the work on your sales team.

* Who is coming to your site?
* What do they want to accomplish?
* Does the site clearly help them navigate and find relevant material?

2) Website offers and registration forms
The sign up forms for the offers balance fewer steps and fields to make them easy to complete with a few extra, relevant fields to gather qualifying information. Also, the form is tailored to the offer - a shorter form for a very introductory offer like a flash demo, and a longer form for a more-serious offer such as a free trial. If it's a good lead, a sales person can always ask further qualification questions later.

* Do your sales offers relevant to your prospects?
* Are you keeping the forms as simple as necessary, with just a few key qualification questions? 'Question-creep' is dangerous.

3) Lead management application
Saleforce.com is the perfect application to manage your leads, but there has to be a database of some kind, not emails or email forms, ready to receive, route and track leads. Without a database or saleforce.com, you can't track key questions like:

* How do you track how many leads you get?
* Where do they come from?
* What happens to them once they arrive - do they all get followed up on?
* How many get qualified vs. disqualified, and why?

4) Lead management and qualification process
More companies with direct sales models are moving to a "2-tier" sales system, in which a more-junior inside team exists that focuses 100% on lead generation, rather than routing leads to field sales without any kind of qualification. This system lets the quota-carrying salespeople focus on higher-value work like closing business or growing current customers, rather than lower-value qualification.

The clearer the qualification criteria and faster imperfect leads can be qualified out, the less time sales will waste on them.

* Who is responsible for following up on inbound leads?
* Do they have clear qualification criteria?

* How many times do they follow up with a lead before giving up on it? (Hint: most sales reps do not follow up enough and give up too early)


For companies with channel sales:
Ask these same kinds of questi0ns of your partners - how are they managing and following up on the leads you share with them? What are their bottlenecks, and is there something you can do to help them?


Tuesday, March 06, 2007

Can Outsourcing Lead Generation Make Sense For Your Business?

There are innumerable companies, domestic and overseas, who promise to help your company generate more leads and appointments. For all the noise, it's by no means a certain or cost-effective way to improve your sales or leadgen productivity. In fact, most companies have had little success in trying to outsource major lead generation activities. Also, Gartner recently published a report showing "Outsourcing costs more than in-house", with a particularly important quote that ""If all you are trying to do is save money, you are not going to be successful."

Here are the important angles to consider when and how outsourcing could work or not.

What Are The High- And Low-Value Activities Of Your Team?
Every team has high value activities (ex: qualification calls, demos) and low value activities (ex: data entry, researching contacts, gathering basic research). Unless you have an extremely good reason and can truly trust the partner, never outsource your high-value activities, only low-value activities.

Is Quality Or Quantity More Important?
Do you want a lot of early contacts and leads, or a small amount of high quality researched information? Different companies are set up to deliver either quality or quantity, and it's unrealistic (or very expensive) to expect both from the same company. Furthermore, if you're looking for high quality results, make sure you can trust the results of the vendor with practiecs such as: pilot the project, include extra quality-control processes, or maintain constant, close working contact. For many projects this kind of overhead will outweigh any benefits!

Do The Financials Make Sense?
If you buy leads from a company, but can't measure revenue generated from those leads, how can you tell if it's a profitable relationship? If you purchase appointments at $700 each, and it requires 10 appointments to close a new customer, are you really willing to pay an effective $7000 per customer? Actually, that might be cheap if your average selling price is, say, $700,000+, but what if it's $70,000?

Are There Hidden Costs
?
How much management time will overseeing the relationship require? Will you need backup resources or services in case the service doesn't perform as expected? What about the investment in time and money (training time, travel, distraction from other projects) to make it successful?

How Complex Is The Program To Execute?
Really think through everything required to make outsourcing successful. How much training will the vendor require? How will you exchange data and results? How long will they work on it? When they return it in 4 weeks, what do you have to do to re-import the data into your sales system? How will you quality-check their results? How much cleaning or de-duplication will it require? What can you, and can't you, measure?

Pilot It!
If you are determined to outsource something, ALWAYS do a pilot. Make the focus of the pilot to learn as much as you can about your project, rather than just a "go/no go" test:
* Are there process kinks we didn't consider?
* Were we able to train the vendor's people effectively?
* What was the vendor's quality of service?
* Are the financial results reasonably within our estimates?
* What were the delivery timeframes?
* Can we measure results?
* Do we really want to proceed with a full scale project?

Monday, February 19, 2007

Best Prospecting Practices of Salesforce.com

Sales prospecting is now a core competency of salesforce.com. I haven't yet come across a company that has a more effective system, and I've looked hard, since I am always looking for better, more productive methods.

If prospecting is important to your team, and especially if you have people dedicated to it, it's worth taking a look at a couple of presentations salesforce.com has posted from past Dreamforces:

Dreamforce 2005 Prospecting Session
I'd focus on the last 2/3 of this one. The Breeze version has audio, and you can easily skip around topics (I'm the second speaker).

Dreamforce 2006 "Top 10 Prospecting Tools" Session
Especially take a look at the first section by Ryan Martin, of salesforce.com.

These presentations don't share all the secrets, but do have a variety of useful insights and metrics.

Two Insights
If I can share just two insights into making outbound sales or marketing work, it would be these two:
1) Focus: the more specific and smarter you are about who your target industries and customers are, the more effective your outbound efforts will be.
2) Process: prospecting (or any kind of outbound lead generation) will only be effective if it is process-driven. Prospecting is not about cold calls and quick hits - it's about patiently persistent, consistent follow through.

Saturday, February 10, 2007

Stop Measuring Calls Per Day

Perhaps the most classic sales manager question, to another, is "How many calls a day do your people make?"

Back when you couldn't measure anything else easily, this was useful. But compared to measuring:
- "Call connects" per day (conversations with prospects)
- Scheduled appointments set per day
- Quotes or new opportunities per week
- $ of pipeline generated per week

...or other 'results' metrics that are leading indicators to revenue, calls per day just isn't useful, and actually can be hurtful as a distraction from more relevant progress metrics.

Tuesday, January 30, 2007

Your Team: Salespeople Or Business People?

Many companies today want to move from selling products at a manager level to selling value at the executive level. It's easier said than done, but part of that transition is a mental one from "selling" to "helping"/"problem solving".

* Can your sales people help improve the businesses of their prospects and customers?
* Can you develop your reps to refocus in this positive direction?
* Will prospects learn something from your sales people?

Wednesday, January 17, 2007

Clarity = Sales Success

A very big part of helping your sales reps succeed is just creating simple rules and expectations. Anything confusing will lead to wasted time and energy by the rep.

Some examples of what should be crystal clear:

* A clear territory (& ownership rules)
* A clear compensation plan & goals
* A clear profile of the target customer(s)
* A clear process to generate opportunities at these targets
* A clear sales process to work and close opportunities
* Clear sales support processes (booking an order, finding & sending collateral, etc)
* Clear visibility into their 'business' (CRM dashboards)
* For new reps: A clear idea of where to begin

And for comp and territories, can you PLEASE make sure they're done before the quarter begins? Nothing will happen until those two pieces are locked down with certainty for the rep.

Get the idea? The more clarity they have, the better they will perform.

Friday, December 22, 2006

Best Practices: Online Demonstrations

Here are the best practices and sample questions to make sure your online demonstration goes smoothly.

1. The Demo Is NOT About Your Product:
* Prospects don't care about you or your product. They care about their business - can you demonstrate how you can create value for them?
* If you ask a prospect ahead of time about how their business works and what they need, they will tell you.
* Make it interactive and conversational rather than a 1-way presentation.

2. Preparation:

* Test Run: Do a quick practice run ahead of time with a coworker.
* The Screen Killer: What happens if your screen size is different than your prospect's, messing up their view?
* No Clutter: Reduce all screen and browser clutter. Hide toolbars, plug-ins, browser customizations or anything else that could be distracting to your prospect.
* No Interruptions: Sign out or shut down anything that could interrupt you with an alert or pop-up, such as instant messenger.

3. Set Expectations
* What do you want the prospect to get out of the demo?
* What do you want to get from the prospect?
* Do you need to set any expectations about demonstrating the product online?

4. Present
* Minimize Movement: Online demo's are usually jerky. Slow down or reduce all your scrolling, mouse movements.
* Talk, Don't Drill Into Product: Again, be very careful how much you navigate through the product. The prospect doesn't have your context and can get lost easily.
* Interaction: Keep the demo conversational. Ask questions and confirm understanding.

5. Learn
* What parts of your product and company are valuable to your prospect?
* What isn't of value?
* What else do they want to see that they haven't yet?

6. Confirm Value
* Could our company and service be of value to your business? If not, why not? What else do you need to see?

7. Next Steps
* What next step should be taken in the process? Do they have their calendars handy?

Sunday, November 26, 2006

Prospecting Mistakes: Top 5 in “Response Handling”

Salespeople constantly receive email replies from prospects, and there are some too-common mistakes made in handling them efficiently. I found that by reviewing how salespeople handled email responses from prospects, in just 5-10 minutes I could get a sense of if the salesperson was stuck on a part of the prospecting process. It was one of the most insightful and efficient coaching methods I used.

These mistakes are especially applicable to inside salespeople, though they can apply to all kinds of salespeople across roles and functions.

1) Letting prospect's emails/voicemails drop through the cracks
Salespeople are busy! Without a system to ensure every prospect's email or phone call will be followed up on, busy salespeople can easily (much more easily that you think) lose track and not follow up at all on some emails. Various studies have shown that not getting called back is a far too common sales complaints.

One excuse for this: if you ever hear "if they are interested, they'll call me back"...forget it! Who's selling to whom??

2) Not responding to a prospect's email with an immediate call
When a salesperson gets an email response from a prospect, they should call them right back rather than waiting or responding via email. There are three reasons to call them back immediately:
1. The prospect is either at their desk and accessible or is at least already thinking about your company!
2. It's always much more effective and efficient to have a phone conversation with a prospect than an email thread.
3. Putting a callback on the to-do list or responding via email loses the momentum, and increases the chances the follow-up action will be lost in the cracks.

3) Giving up on a prospect before connecting with the decision maker
A salesperson will usually correspond with a few people at a target company before connecting with the target decision maker. Salespeople often give up after getting their first emailed "no" response from someone at the company - big mistake! Before moving on, what is their role? How relevant are they? Don't give up too soon - if the prospect fits the target profile, it's a mistake to give up before connecting with the real decision maker.

4) Wasting time on the wrong accounts
Salespeople want to stay busy and show activity, which can lead them to spend too much time on accounts that mismatch their target customer profile, especially if the company itself isn't clear enough on profiling their target customers! Oftentimes they'll get into an email conversation or get a response from a company that just does not fit the right target profile...and just because it's there they begin to work on it, wasting time.

If your top customers come from business-to-business companies in software, financial services and business services, then don't target Wal-Mart, even if it is the biggest company on earth.

5) Erratic CRM updates
There is no excuse why any salesperson can't pull up prioritized accounts and opportunity lists with a click of a button. Used effectively, a CRM system is perfect for keeping a salesperson's accounts and pipeline prioritized and organized, minimizing wasted time and energy. If a salesperson doesn't keep track of their activities or update their opportunities in their CRM system, they will waste time in the future either trying to organize their priorities, looking up their old notes, or explaining to their team or manager the status of their accounts.


Thursday, October 26, 2006

Every Action Needs an Objective: Calls

Don't confuse rep (or your) activity with results. Unfortunately, people get into routines and stop thinking before doing. In sales, everyone especially needs to make it a habit to define the desired outcome of sending an email, making a call or joining a meeting.

Example: calls
Do your reps know beforehand what outcomes they want from each call they make? A plain cold call can have a variety of different objectives, such as (in order of value):
"Set up a future phone call to learn about their current situation"
"Learn about their business to determine if an appointment is worthwhile (or not)"
"Get an appointment to meet in person"

And that's just cold calls.

No-nonsense call planning tool: "AAA"
Forget those complicated call planners that are so complex they become worthless. This can be simple stuff. Take 5 minutes to consider:
* What anwers do I want from this call?
* What attitudes do I want the other party to have about myself and my company/product?
* What actions should we have after the call to move the ball forward?

This is a quick and easy way to take a little time to shape your desired outcomes before jumping on the phone.

Wednesday, October 25, 2006

How Do I Build a List of Target Companies and Contacts?

* How do I build a list of targeted prospect names?
* Do I buy contact lists and cold call into targeted accounts?
- If so, who and what level do I call into? Where do I start?
* What other outbound techniques actually work?

Wait!! What's Your Lead Generation Strategy and Plan?
By planning a real strategy around preparation, execution and follow-through of your lead generation plans, you can avoid wasting big chunks of time, money and opportunity. There is a cost in clutter, distraction and time if you build a big list of unorganized and untargeted contacts. And especially in b2b, quality is better than quantity!

WHAT (do I want to accomplish?)
What is the list for? For example, are you making a long-term investment in your database, and can afford to spend more time and money really getting it right? Or do you have a one-shot need to get something out the door, and may not use your list again? This will change your process, which could affect the list you want to build and how much energy you should, or shouldn't, put into building it.

HOW (should my process flow?)
What's my lead generation process that is driving the need of this list? List-building is just a small piece of your sales or marketing process. How does that process puzzle piece fit with the others?

Example: a lead generation process around a conference:
http://salesmachine.blogspot.com/2006/09/how-to-generate-real-leads-from.html

Example: inside sales lead generation process:
http://salesmachine.blogspot.com/2005/09/manufacturing-new-business.html

Do I only use mass-market programs, or would inside telesales be valuable? This depends on the complexity or simplicity of your offering, and its economics. How clear is the value to the customer, and how much revenue is there per customer? Is there enough value or complexity that I should use inside telesales to generate leads and pipeline?

WHO (am I targeting?)
1) What is the profile of a "perfect customer" company? Industry?

- Just as important: what industries / kinds of companies are a waste of time to target, and would just clutter your list?
- For example, for an on-demand company, IT services could be a target industry, but you might exclude paranoid Aerospace/Defense IT firms in that industry as a waste of time.
2) Who is the typical decisionmaker?
3) Who is the typical recommender / influencer? If the decisionmaker is high level, many will refer you to someone on their team to vet new ideas. This person often is the best to get us in the door to meet with the decisionmaker.

WHEN (do I start? do things happen?)
How long will the steps in your process take? Start with your goals and work backwards, then add extra time, to make sure you don't get behind. Things will take longer than you expect.

OK - Some Example Vendors
There are probably about a million vendors offering list-building services, in a variety of markets. Here are a few. There are a lot of vendors out there that will build a list for you from scratch.

Example B2B (some are better for targeted inside telesales, some for mass-market)
Onesource*
Hoovers
Spoke.com*
Jigsaw.com*
D&B / Zapdata.com
Salesgenie.com
DemandBase

B2C / Small Business
InfoUSA.com

Example Services Firms
iNetProfit.com
Rainmaker (www.rmkr.com)

(* integrated to salesforce.com as of March 2006)
If you run across any you particularly like, please email me.

AND TRY BEFORE YOU BUY
There can be enormous differences in the quality of data and service you get from any companies in these spaces. Run a test program, experiment, try before you buy. And I would be VERY careful if you begin considering any kind of outsourcing:
http://salesmachine.blogspot.com/2005/03/can-outsourcing-lead-generation-make.html

The Last Last Word - A Source of Other Good Ideas
The article (link below) has some good ideas, but is more relevant to companies selling to demographic segments, regions or specific industries, rather than b2b companies that sell to broad segments:
http://www.entrepreneur.com/article/0,4621,301022,00.html

Thursday, October 05, 2006

Conversational Sales Questions

Here are the best questions for conducting a "conversational" sales call - one that seems natural and that just 'flows'. Each question is powerful yet non-threatening, making it easy to both ask and answer.

About the first question: people have a natural inclination to say 'no' to questions, especially if they don't know the other person. If you phrase the question in a way that a 'no' answer is beneficial to you, you'll get better results.

• [For unscheduled calls] Did I catch you at a bad time?
• Would a quick discussion to find out if there is a potential business fit be a waste of time?
• May I ask how your team or department is organized?
• [Regarding a competitor] Yes, they're a great company. Are you interested in our points of difference?
• If you were me, how would you sell to your organization? Who else would you talk to?
• Do you have your calendar open?
• If the demo or presentation is successful, would anything prohibit us from moving forward?
• What else should I ask about? What have I missed?

Friday, September 15, 2006

A Sales Drumbeat

Do I set quotas annually, quarterly or monthly? This helps determine the pace of the sales drumbeat. There isn't necessarily a single answer per sales organization - it will vary by individual sales team and their target customers. One company, with different sales teams, can have multiple drumbeats.

Is the sales cycle several months? Quarterly quotas might work best. Is it 15-30 days? Go for monthly quotas with the ability to over-achieve every month, forgetting about annual quotas.

It's a mistake to assume what worked in the past (even five years ago) will work now, or what worked in a big company will work in a startup. It's much more effective to align the right quota drumbeat to a sales team based on the sales/buying cycles, rather than trying to force a the sales team and buying cycle to some arbitrary quota drumbeat!

Also, cost-effectively closing a new customer requires more and more tight collaboration across a company now, such as with sales engineering, sales operations and finance. When planning quotas and your drumbeat, consider the entire impact it has on across the company. Like a metronome guiding a group of musicians, a regular, aligned sales drumbeat can help the whole company work together smoothly, reliably and predictably.

Friday, September 01, 2006

How to Generate Real Leads from Tradeshows/Conferences

Conferences and tradeshows have a bad (ok, terrible) reputation for generating worthwhile leads. For good reason! However, it's not the tradeshows' fault - the responsibility for lead generation falls to the attendees, who have to carefully think through the whole lead generation process (including prior preparation and post-event follow through) on how to generate business from events. You need a process that emphasizes quality of leads over quantity of names.

The Team
- Who is the person responsible for lead generation for the specific event?
- Who is the "event sales team"? (Who are the sales reps/people doing the work?) It's best to have a consistent team of people for the entire process: preparation, execution at the conference, and follow through.
- How is success going to be measured? This is never about the number of names logged at an event. Is it qualified pipeline generated after 1-3 months? Closed business over the next 3-6 months?

Phase 1: Preparation
(1) Get list of the attendees or their companies. Preferably at least 2-3 weeks in advance.

(2) Review and really prioritize the list. Go far quality over quantity: it's better to target fewer, better-fit companies.

(3) Have the event sales team prospect in and make initial contact to research the targets: do they have a current competitive system? Who are the right decision makers to target? etc. They might even be able to set some appointments up at the actual event.

(4) Prepare a "Cheat Sheet" summarizing key points about the target companies at the event. This information makes it easy to start real conversations with target prospects ("I understand from John Davis that you use Siebel in your Institutional division...").

Phase 2: The Event
(1) Have some of the event sales team staff the event to proactively find the target prospects (cheat sheet in hand of course).

(2) Log every conversation as soon as possible in salesforce.com, to ensure the details don't get lost in the shuffle.

(3) DISQUALIFY people and avoid indiscriminately scanning every badge that comes by your booth! If you can actually determine if some people would be a waste of time as a prospect, it's better to reduce the clutter and keep them out of the leads list! There is a cost to them: 1) it makes it harder to find and focus on the good leads, and 2) sales reps will be wasting their time calling on that lead.

Phase 3: Follow Through
(1) Have the same event sales team continue to prioritize and work the list of target prospects, which should now be that much further along the prospecting cycle after all the contact made at the event.

(2) What can you do to make the next tradeshow even more successful? What worked or didn't?

Thursday, June 01, 2006

Build Success From The Ground Up

Don't Miss The Trees for The Forest
A high-achieving team is made up of successful individuals. If each of your individuals isn't successful, how will the team succeed as a whole? To maximize the potential of the team, you can't focus on managing just at the team level, you need to work closely with each individual on their needs and what will make them successful.

Who Works For Whom?
My team doesn't work for me; I work for my team. The team members don't need to make me successful; I need to make them successful.

This is something that insecure managers have a hard time grasping: the more you can make the people around you successful, the more successful it will make you.

Each Person Defines Success Differently
What does success mean for each individual? The #1 motivation for the best people is not money. What is it? Do they even know? This isn't a question you can answer at a team level, as it'll vary wildly by each person.

My favorite definition: True success is peace of mind which is a direct result of self-satisfaction in knowing you did your best to become the best that you are capable of becoming (Coach Wooden).

If you can help each individual define success to them, then you can understand how to align their goals with the team's goals, your goals and the company's goals much more effectively.

Thursday, April 13, 2006

"Where Do I Hire Great Salespeople?"

I'm asked this all the time. Of course it's always hard to find great people, whether in sales or any other function. The best long-term source of salespeople is to grow and develop your own.

Combine one part veteran with 2-3 parts young, smart and adaptable...and mix in a system that keeps challenging people to learn new things and stretching, step by step. The best salespeople are the ones that have grown up in your company, and know it, the people, and the customers inside and out.

Create A Farm Team System
Think about how you can create a career path for people, to continually develop and grow them. Each group can act as a feeder team to the next. Here's a startup / small sales team example:

=> Inside Sales (Lead Qualification)
=> Inside Sales Closing
=> Field Sales Closing


An example for a much larger and more specialized sales team:

=> Marketing intern or Sales Operations contractor
=> Inside Sales (Qualify Inbound Leads)
=> Inside Sales (Outbound Prospecting)
=> Inside Sales Closing - Small/Medium Businesses
=> Inside Sales Closing - Small Field Deals
=> Field Sales Closing - Mid-Market
=> Field Sales Closing - Enterprise

And this doesn't even include account management, sales engineers, customer support, and other customer-related teams that always benefit from moving people in and around them. The more kinds of different experiences your people are exposed to and develop an expertise in, the better equipped they are to become killer problem solvers for customers! And that's a great thing in ANY role in the company, customer-facing or not.

Timing
Depending on the role, you'll want to move people up the ladder (or rotate into another group) anywhere from 6-8 months on the very fast side early in the first stages of the system, to 1-3 years in the other stages. Any short-term transaction cost/effort in moving someone into a new role is really outweighed by the benefits of getting a more well-rounded, developed employee who has another learning curve to keep them energized!

Wednesday, March 01, 2006

Rare Find: Sales Book Worth Reading

I VERY rarely run across a sales book or methodology that's really worth reading, but here's one that Ken Rudin, CEO of Lucidera, turned me on to:

http://neuromarketing.blogs.com

The blog itself is worthless. Go straight to the book, which has some great insights. Despite the gimmicky packaging, it's definitely worth reading.

Discovery Questions


Example Discovery Questions For Larger Accounts:

1. Why are we talking to you today?
2. Can you tell me about your business? How are the relevant teams and/or divisions are organized?
3. Who is the decision maker? Who else is involved?
4. What is your current system/situation?
5. Pains: what do you need to do to improve your business?
6. What is a "Day in the Life" of someone affected by the project?
7. Evaluation criteria?
8. Competition: what other options are you looking at?
9. Timeframes: what are your goals to a) make a decision and b) complete the project?
10. What is your budget? Does it also have an approval process? Where does it come from? Division? Corporate?
11. Do other teams/divisions face similar challenges? Who else should I speak with?
12. What do you know about our company?
13. What is our best next step?

Example Qualification Questions For Small/Medium Sized Companies:
1. Territory-defining information (division or corporate HQ, size of company, etc.)
2. Size of potential opportunity?
3. Timeframes for both a decision and launch date?
4. Current situation? (What is in place today?)
5. Pain / business needs?
6. Decision maker(s)?
7. Competition / options?
8. Evaluation criteria/process...what steps will lead to a decision?
9. Next step?

Monday, May 23, 2005

6 Responsibilities Of A Manager

A no-nonsense management model:
1. Choose people carefully
2. Set expectations
3. Remove obstacles
4. Motivate your people
5. Develop your people
6. Improve it next time

Choose People Carefully
It often makes sense to hire for talent and adaptability than for experience. Over time, the best employees are ones that can adapt to changing circumstances and roles. A fast-learning, hungry hire can make up a reasonable lack of experience in 6-12 months, and then surpass more-experienced peers. My best performing sales person in 2004 had never held a sales role before he joined our team. If you have a great candidate but are concerned about their experience, consider creating a "started" role to test them in for 6 months.

Set Expectations
Don't define the role in terms of activities - define it in results as much as possible. If you lay out a too-inflexible process to achieve results, you 1) prevent individuals from being creative in improving the process, and 2) risk that the process won't connect with some individuals, and they'll underperform. Tell them where on the map they need to get to, give them advice and guidance, but then let them find their way.

Remove Obstacles
Managers also have to act like a professional sports commission that sets and enforces rules, defines the playing field, the referee system, etc., and then stands to let the teams play. If the playing field, rules or refereeing isn't clear and fair, games grind to a halt with uncertainty, arguments and confusion. Likewise in sales, if territories, holdouts and rules of engagement, comp plans and sales processes are undetermind or confusing, it creates pure "friction": wasted time and effort with zero benefit. To create a frictionless environment for your salespeople, set up and update (on time) clear territories, comp plans and holdout/transition rules.

Simplicity, clarity = productivity
Uncertainty, ambiguity = waste

Motivate your people
Motivation is not cheerleading. It's understanding what helps your team and its individuals find the energy to work hard to achieve their full potential. Compensation structure is part of it, but just as important are regular complements on good work, in both private and public. Opportunities for career advancement, the opportunity to learn or achieve particular goals, and many other factors can affect motivation (or lack thereof). Toyota has a valuable and logical perspective on how to manage motivation...a subject for a future posting.

"Pitbull" management personalities can unfortunately be glorified in media (ever seen Glengarry Glen Ross?) and in some aggressive organizations. These managers are terrible for long-term individual and company productivity. The good people who have options will just leave, leaving your company with all the people who can't get other jobs. Don't be a pushover either. Balance positive encouragement with discipline, or "kick ass and then hug them" (to paraphrase Jack Welch). Too much of one or the other is poor management.

Develop your people
How satisfied would you be in your job if there was no opportunity to learn, grow or be promoted? Does your own manager take the time to help develop you? Your people want the same things. Take time to proactively understand their individual life/career goals, then work to help them achieve those goals. Help each person find their right fit and path in the company rather than automatically getting them to the next rung on the promotion ladder.

Improve it next time
What would you do differently next time with any of the above 5 steps?

Sunday, May 01, 2005

The Very Best Salespeople...

Hire and promote carefully. The best salespeople are more like consultants or business people than salespeople:

  • Listen much more than they talk
  • Are problem-solvers
  • Understand their customers’ industry / business / needs (key to both building trust with customers as well as understanding how to help solve their problems)
  • Believe in their product and company
  • Demonstrate unquestionable integrity
  • Can get things done in their own company (via internal networks)

Saturday, March 05, 2005

Should You Consider Commission-Only Salespeople?

Each executive understands what's best for their unique market and business, but it's hard to imagine a situation in which I would hire commission-only salespeople. Creating an environment of success is critical to help your people succeed, and 'commission-only' doesn't demonstrate commitment by the sales leadership or the company that they're really there and incented to help their salespeople succeed.

Pros:
* "Reduced risk" in hiring (there are still time and opportunity costs)
* Salepeople are highly incented to close business

Cons:
* The company will attract inexperienced salespeople that can't get better jobs.
* Commission-only increases the motivation to "do wrong" to close a sale. You do not want desperate salespeople representing your company. They will increase your liability, decrease your customer success and satisfaction, and wreck your culture and morale.
* Erratic compensation and lack reliable income means your salespeople have more financial problems, ironically distracting them from work goals.

If you have a 'churn and burn' culture that sells commoditized product, perhaps commission-only sales is a way to go. If you want to build a solution-selling, high-value sales force, commit the team and company to invest in their success just as much as you expect them to invest in the company!

Wednesday, March 02, 2005

Internal Training Builds A Better Salesforce

Ongoing training can be the cheapest and easiest (yes, easiest) way to improve your team's peformance. It takes committment and focus, but is always a great investment of your time.

The Best & Cheapest Investment In Your People & Productivity
...
...is consistent, regular training and coaching (especially new hires). I see again and again what a difference regular training makes in improving sales skills and results, reducing ramp time and increasing promotability. Simple monitored practice exercises, with feedback, can make a dramatically noticeable difference in performance, whether in public speaking, objection handling, phone skills, demos or personal/career development.

Outside Trainers = Waste of Money
When you're training people on core skills, such as customer-handling or sales skills, it's unrealistic to believe hiring an outside trainer will make a long-term difference. A better investment than a simple, practical internal program. Why would you hire a sales trainer for your team when you have a sales manager? (Unless you have low confidence in the manager or their coaching abilities...and either concern is a big problem with a sales manager). It is extremely challenging to bring someone into an organization for training in a way that actual makes a difference, because new ideas or tools need lasting and constant reinforcement to stick.

There can be exceptions for special situations, such as when a company decides to rally the entire sales organization around a new sales process or program and does need outside consultants for a specific project. Having said that, the company should still implement a training program to constantly reinforce where the consultants left off.

What Works
* A program with an ongoing, regular format
* Includes exercises/role-playing and useful feedback
* Is worth reps' time
* Follow through on everything: maintain the schedule, check progress, keep it fresh and don't let things slip...

Another Word on the Importance of Follow-through
"One hit wonder" programs without follow through actually detract from performance: 1) any progress isn't lasting, 2) you've wasted the time and resources invested in the one hit wonder, and 3) your team will see that you or the organization isn't really committed to training...so why bother?

For an ongoing lasting benefit to your productivity, you MUST follow-through on each aspect of the program and demonstrate by your action management's commitment to it. If you aren't committed, your sales reps won't be committed.

Example: A New Hire Program & Sales Boot Camp
Does your company have any formal initial training for new sales people and hires? For example, a "Sales Bootcamp" ending with a certification exercise in the intial sales presentation and a demo certification? New hires should be initially ranked by performance for sales executives. Over time, salespeople should annually re-certify on product knowledge and competition, two examples of ever-changing areas.

Example: Embedding Training Into Career Paths
Use internal promotion paths for additional opportunities to train people. When a saleperson wants a promotion, put them through a mock sales situation depending on their level of experience. For example, the most junior people can go through a "first call customer pitch" presentation (the first in-person presentation to a prospect company) as their promotion interview. This both gives the interviewing sales executives a chance to assess potential, and incents salepeople to invest in developing the skills they need to get to the next sales level (public speaking, objection handling, etc.).

Weekly Training: "____ University"

A regular drumbeat of training is the best way to create lasting results. We run a weekly, self-organized training session modeled after the Toastmasters format, but customized for our specific business needs.

A Simple Format
There is a regular format, with a variety of roles that are rotated through the team. Each role is filled by a team member, and at the end of the meeting the next week's roles are re-assigned:

  1. Meeting Leader Opening (1min)
  2. Sales Skills 1 (10-20min)
  3. Quick Questions (10-15min)
  4. Sales Skills 2 (10-20min)
  5. New Best Practice (10min)
  6. Industry/Vertical Learning (15min)
  7. Meeting Leader Closing (5min)
The entire meeting averages about 1:15, and the meeting leader is responsible for keeping it on track. It's easy to update or swap in different kinds of training. For example, you could easily replace "Vertical Review" with product-centric training. Once in awhile we'll organize special sessions, such as a full-team demo practice exercise.

Because "Meeting Leader" is an assigned role, the manageronly participation is to share feedback with speakers. This a leadership/meeting management training component.

More Format Details
Note 'presentations' are called 'conversations' here. We never want speakers to get into a transmission mode - they should always try to make their speaking interactive.

1. Meeting Leader
Gets meeting started on time. Introduces first speaker. Keeps the meeting on track and on time.

2. Sales Skills #1
We usually use this block for public speaking/presentation practice, from simple first-time presentations up to a full "first call" sales role-play exercise, including a business scenario, pitch, objection handling and competition. Before moving on, Meeting Leader asks team to share immediate feedback.

Alternatives: role-play phone calls, practice demo, etc.

3. "Quick Questions"
A team member prepares 4-5 questions requiring 1-2 minute answers. Examples: objections, competitive questions, best practice/training questions. After each answer, other teammates quickly share feedback/better answers.

4. Sales Skills #2
Public speaking, role-play phone calls, demo practice, etc.

5. New Best Practice
The team member shares one of their own best practices or finds a coworker's worth sharing.

6. Industry/Vertical Learning
Each week we select a vertical for someone to research. They update the team with information that helps prospect and sell more effectively: terminology, business model fit (or lack thereof), targeted discovery questions, current reference customers, etc.

7. Meeting Leader
Closes the meeting by:
a) Finding out if any changes should be made to the SalesU format, and
b) Choose roles for next week. Once the next meeting leader is chosen, the baton is passed, and the new leader writes down the updated roles and is responsible for making following week's meeting successful.

With the meeting-to-meeting handoff of roles, and a feedback mechanism built in, SalesU becomes a self-perpetuating engine.

What Works For Your Team?
Have a great practice or idea? Please share with me: [firstname] @ [rossmail.net]

Tuesday, March 01, 2005

I'd Rather Be Persistent Than Lucky

I could not disagree more with the statement "I'd rather be lucky than smart." You can't replicate true luck (not to be confused with the 'made luck' that comes from diligent preparation and determination...such as an overnight success that was 10 years in the making).

Being smart isn't good enough either. Smart people are as likely to give up on objectives as often as anyone else... or perhaps they give up more often, since they expect things to more easily to them.

You can't rely on luck. You can rely on persistence.

'Nothing in this world can take the place of persistence. Talent will not; nothing is more common than unsuccessful men with talent. Genius will not; unrewarded genius is almost a proverb. Education will not; the world is full of educated derelicts. Persistence and determination alone are omnipotent. The slogan 'press on' has solved and always will solve the problems of the human race.' -- Calvin Coolidge

Monday, February 28, 2005

GREAT Tool For Gathering Survey Information

Whether you're running a small internal survey (even just your own team), or gathering customer research, SurveyMonkey is a phenomenal tool, both simple to and effective or even free limited use).

It definitely sets the standard for easy information gathering!
www.surveymonkey.com

Sunday, February 27, 2005

Retaining Star Employees

Your company's long-term success will always depend on maintaining and developing great people. Are you at risk of losing any star employees? Would you even know if you were at risk, or will you find out when they tell you of a new offer they just received?

There's a great way to measure the satisfaction of your key employees. Buckingham & Coffman's book, "First, Break All The Rules: What The World's Greatest Managers Do Differently", outlines 12 key measures for employees:

1) Do I know what is expected of me at work?
2) Do I have the materials and equipment I need to do my work right?
3) At work, do I have the opportunity to do what I do best every day?
4) In the last seven days, have I received recognition or praise for good work?
5) Does my supervisor, or someone at work, seem to care about me as a person?
6) Is there someone at work who encourages my development?
7) At work, do my opinions seem to count?
8) Does the mission/purpose of my company make me feel like my work is important?
9) Are my co-workers committed to doing quality work?
10) Do I have a best friend at work?
11) In the last six months, have I talked with someone about my progress?
12) At work, have I had the opportunities to learn and grow?"

Managers: focus first on the intial six questions. For example, it doesn't matter if you're helping develop your employees (question 12), if, for example, they don't know what's expected of them at work or don't have an opportunity to do what they do well (questions 1 & 3).

It's been awhile since I've read the book, and I might review it again to possibly add it to my "must read" list.

The Best Definition of Success

As a manager, I believe the best definition of success is the one Coach Wooden (www.coachwooden.com) defined success in 1934:

"Success is peace of mind that is the direct result of self-satisfaction in knowing you did your best to become the best that you are capable of becoming."

People don't change that much, so don't waste time trying to fix what's missing. Focus on the strengths they already have, and drawing out what they can naturally do well. That alone is hard enough without worrying about fixing them!

Tried everything and you're still stumped when trying to coach and help someone? Are you trying to fit a square peg into a round hole? It's better to help someone find the right fit in a company than automatically trying to promote them to the next rung on the wrong ladder.

Saturday, February 26, 2005

Books You Should Read

These books have real, interesting ideas to share, with a significant amount of interesting content. It's valuable to read non-sales books to broaden your horizons.

The Current List

1. Wooden (the ultimate way to look at life and success...thank you Jared Katzman for introducing me to this)
2. The Toyota Way (this is my all time favorite, though it's not for everyone)
3. How to Become CEO (Jeff Fox; an easy read packed with useful information, though he needs a new list of books to study...Webster's dictionary?)
4. How to Become a Great Boss (same as above)
5. Double Your Profits in 6 Months or Less (it's the psychology, not the 78 tips, that's invaluable)
6. The Leadership Challenge (Poisner & Kouzes; backed by research and metrics)
7. The Power of Simplicity (simplicity works, complexity doesn't)
8. Influence, the Psychology of Persuasion (very interesting...why do people buy?)
9. The Tipping Point (Malcolm's overrated, but I like that he thinks different)
10. Good to Great (because he's right about this stuff)

If I've missed some that should be on here, write me. This is a living list.

Great functional books with practical uses:
* Proactive Selling and ProActive Sales Management are straightforward and practical. Those are good books to start with as a new sales person or sales manager.
* POWER Hiring is a GREAT recruiting book. Buy it and use it.
* Lean Six Sigma for Service: fantastic way to think about improving your process efficiencies.

These books think different, even though their few pages of good ideas are buried in 400 pages of fluff:
* The Paradox of Choice (too much choice can be a bad thing)
* Critical Mass (interesting stuff, but i wish this was less academic and 1/10th the length)
* Neurolinguistic Programming - NLP (understanding how language structure can impact results. book is too academic and long though)
*Generations (generations actually have their own behavioral patterns and they cycle through four types. not very relevant to business, but it is 'out of the box' thinking).
* The 48 Laws of Power (not practical, just unique)

Books I want to read, but haven't gotten to yet:
* The Wisdom of Crowds

Friday, February 25, 2005

"Guru" Books as Paperweights

The clutter of sales process, sales prospecting and sales leadership books out there is overwhelming. Search Amazon for "sales training" books alone and you get 600 answers! They all seem to regurgitate the same old stuff. All the books I've read on prospecting (VITO, Prospecting for Dummies, Prospect Your Way To Sales Success, etc.) are a great read...to learn exactly what NOT to do and what is ineffective.

"Mr. vice-president prospect, my company can deliver an 86% ROI in 3 weeks to you with our buzzword-compliant solution, just ask my references at American Express, who we give the solution to for free and who I take to expensive dinners regularly! I await your call at 555-5555." Would you return that kind of voicemail or even email?

I believe most books have a high "fluff ratio" to make sure they can justify a $30 price for the 2-3 useful ideas wrapped in a pound of verbage (magazines often aren't much different). I've actually started an idea notebook into which I transfer the top 2-3 appealing ideas from a book or magazine. Frequently, out of a 300+ page book I'll have just 2-3 pages of notes (if that). There are some exceptions, like The Toyota Way and most of Jeffrey Fox's books, which I'll cover in more detail in the future.

Unfortunately, it seems human minds are organized to equate book and magazine value with weight, when in reality the opposite should be the case. Why does complexity cost me more, when I really want simplicity? I'd pay more for a shorter, sweeter, more concise book that's easy to digest.

I started this effort to help me capture and distill great (and useful) ideas as I come across them, whether from a book, magazine, colleague or my own efforts (as anyone on my team at saleforce.com will tell you, I love to experiment with new ideas).

Thursday, February 24, 2005

Why Stand Out From A Crowd? "Monkey Theory"

Back in the internet days, I worked with a brilliant firm called C2LLC. Here, only minimally mangled (hopefully), is a story they used to explain one of their core philosophies on getting noticed in a crowded environment.

Monkey Theory

"In the early stages of our evolution, many of humans' instincts and senses were tuned to hunting. For example, specifically, humans are extra sensitive to motion and contrast. See something move? Is there a brown path of fur mixed into the green leaves? It's a monkey! Throw a spear at it!

Bear with me here - what if monkeys actually WANTED you to hunt them? What if they wanted your attention, and jumped up and down screaming for it? What if your whole field of vision is filled with jumping, arm-waving vendors, whoops, I mean monkeys?

Question: If you're a one of those monkeys in a huge, screaming, arm-waving crowd, how do you get attention?

Answer: Contrast, which humans are extremely attuned to detect. A quiet, still monkey in a jungle of crazy ones will be the first one noticed just because it stands out as different. The rule of social proof (from "Psychology, The Influence of Persuasion")...people like to do what others are doing, because if they are doing it, it must be ok!

If everyone else is screaming, be quiet. If everyone is purple, be yellow. If everyone has the same set of slides (snore)...do something, anything to differentiate yourself and get noticed - in a positive way that reinforces your strengths.

Attention Is Just A First Step
Important: getting noticed only earns you the right to compete for a piece of business, the job, etc. You have to be able to follow through and deliver a quality product once your foot is in the door.

Last But Not Least
Keep in mind that worthless stunts just for the sake of pure attention are actually just...worthless.

 
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