The Center for Sales Strategy Blog

“Facts are stubborn things, but statistics are more pliable,” Mark Twain. An interesting quote I chose to reinforce the importance of metrics and accountability. It made me laugh because of some of the funny math I have seen sales managers use over the years. You know what I’m talking about!  Facts are stubborn and that’s a good thing for all of us. As you look ahead to the coming year, be sure you are clear on what is most important to measure and then avoid the practice of funny math. 

Cleaning out the proverbial attic, recently, I came across a box of childhood memories that my mother had gathered over the years. There were diplomas, ribbons from a few track-and-field events, and a number of professional citations for excellence in my work.

Among the least of these:  A button celebrating my perfect attendance during the school year.

Really?

Seriously. They gave me a pin… for showing up.

A few years ago when I was teaching a program for managers one of the participants came up afterward to share a point of view. Don had spent a number of years as a manager in a well-known, Fortune 500 company whose name I will not mention here. We had just finished a discussion about the important role powerful relationships play between managers and their direct reports. 

A Real Story

Don said, “You know, Jim at X Company we always believed that any interaction between a manager and a subordinate should be net gain to the manager.”  What an interesting comment. I was so taken aback I had to confirm that I had heard him correctly. “So, Don, you are telling me that every time I interact with you as my manager, you gain and I lose?” In essence, he said yes. 

I bet you’re pretty busy right now. Seems like everyone I am talking to is slammed. You have pressing things to do to wrap-up 2013 and at the same time do what is necessary to get 2014 off to a great start.

When you think of SEO (search engine optimization) do you think of keyword stuffing, poorly written content, or irrelevant links? If you do, then you’re not alone, and that’s because many people out there have tried (and failed) at trying to trick the search engines into giving them credit in search rankings that they don’t necessarily deserve. And if there’s anything search engines have taught us with their constant upgrades and revised algorithms, it’s that they don’t like being tricked, and for good reason. 

Search engines such as Google want to deliver the best, most useful content to their users. They want to answer our questions quickly and efficiently, and they have a variety of ways they determine exactly how to do that. I won’t get into those details today, but I do want to share with you how, when used correctly, keywords can help you not only get found in search engines but even more importantly… help you create content that humans (and specifically your target persona) want to read, and ideally share with their friends and colleagues. 

If your marketing plan includes a content strategy focused on publishing useful, informative, shareable content (which it should!) then unethical SEO practices simply go against everything you’re striving for. However, this doesn’t mean SEO should be viewed as a dirty word.

Research has shown that 70-80% of online shoppers are abandoning their purchases in their shopping cart. This started me thinking about how many salespeople are also being left in the shopping cart as their prospects decide to “think it over” and ultimately never buy.  

The Marketing Mind Blog did an excellent job of covering the retail marketing implications of this trend. The research cited that a consumer can have many reasons to wait to complete an order including shopping anxiety, comparison shopping, and wanting to read reviews. Looking at some of the reasons consumers are hesitating can help you understand why your prospects may not be completing the sale. 

Here are a few lessons that can be applied to B2B salespeople in closing the sale:

How does “FIT” enter into your decision making when hiring salespeople?

Does this sound familiar? “This is a GREAT candidate!  He has wonderful experience in the industry and he has so much in common with me and with my current sales staff!”

You liked them!

You both grew up in Southern California!

You both love College Football!

You enjoy the same music!

You both traveled to Italy this year!

Your kids are in the same soccer program!     

We all enjoy spending time with others who share our interests and/or our lifestyle. It is easy to fall into the trap of allowing familiarity to dictate how a potential candidate seems to FIT with you and with your organization. 

As a Talent Analyst for The Center for Sales Strategy, my job is to measure the talent of candidates for our clients. Our Talent services help you as an employer select people with the best innate sales and management related talents, using very measured and scientific methods.  While we can help you to frame your needs, the responsibility for sizing up the FIT of a potential employee falls to the sales management within your organization. 

The point you press, the importance of thorough organization, is felt, and appreciated by our friends everywhere. And yet it involves so much more of the dry, and irksome labor, that most of them shrink from it... from a September 1, 1860 Letter to Henry Wilson.

I love the way Lincoln spoke. He is clearly acknowledging the importance of organization and yet laments that many will not have the resolve to do it. This principle of course holds true in many areas beyond organization. Deficiency of execution will more often cause you trouble, not the deficiency of knowledge. Planning for the coming year and having the discipline to take a look at your sales structure and process are good examples of things that are easy to talk about, but take some resolve to actually do.

Planning for Next Year

This is the second in a series of four blogs designed to help you work on your planning for the coming year. The concept I introduced in the first blog was our Performance Prism.

You will see things more clearly in your sales department if you break down the components or disciplines that lead to strong sales performance—in the same way that a prism breaks a light beam into its various colors. There is great value in looking at each area separately.  

The four components of the Performance Prism are: 

That was exactly what I thought and then did after reading an email I received from a salesperson trying to sell me something. In fact, just to add perspective… here is what the email said:

Demrie,

Just wanted to reconnect with you. The organization is experiencing very exciting growth and I would like to update you. Would you be open to chatting tomorrow?

When I opened this email I immediately thought about a conversation I recently had with a client about how his salespeople seem to ‘just check-in’ with their prospects. He told me they don’t call them with a valid business reason nor do they offer any real value… or in other words, a compelling reason for the prospect to believe that having a conversation with them would actually help their business. He said his salespeople tend to call prospects and say something like: “Hi, I just wanted to check in with you to see how things are going? Is there anything new going on that I can help you with?”

If you want your prospects to take time out of their schedule to meet with you or talk with you, you must make them believe you can add value to their business.  

When I first started selling media, I had a sales manager whose mantra was to always get new business. So one of his expectations was that each week, each seller would make 20 new business calls.  Even as a new seller, I knew this was not the best use of my time, so I asked how he would determine these calls would be completed. His solution was that we deliver a business card. Simple enough.