The Center for Sales Strategy Blog

Going viral.

It's what a lot of people online want to do. They want a piece of their content to hit the right notes with the right people, propelling them, even for a minute, to internet fame status.

But what if you could go viral inside your key accounts?

The result would be even better than getting a million hits on a cat video. It would connect you with the people your key accounts trust and value, which would, in turn, increase the number of key accounts.

Which would increase your sales.

Lead generation and inbound marketing are two (of the many) hot topics in the marketing industry right now. But to make lead generation a smart strategy instead of just another marketing buzzword, it is critical to understand its role in the marketing process.

We used to live in a purely “push” world, where sales organizations would shove their product information and sales presentations toward the customer. Now, we’ve moved into an era where “pull” is just as important as push. Your company no longer controls access to the information about a product or service; that information is readily available online (from your company, from a competitor, or from some third party). The customer has the power, the will, and the skill to find that information on their own. Lead generation could be thought of simply as your company’s effort to be the prospect’s chosen information source and resource.

What a great week! There are some great gems from our writers here, and wonderful news from around the web. Read on!

The Center for Sales Strategy Weekly Wrap-Up

• Monday, Mike Anderson asked if you were really in love, or just fooling around... with customer-focused selling, that is.

• Tuesday, Steve Marx reminded us just how painful belly flops are, and how to prevent them in sales.

For as long as I can remember, clients of The Center for Sales Strategy have been saying that one of the great benefits they derive from working with us is a sales culture, a culture that provides the foundation for success in their organization. We love hearing that compliment, but just what does it mean? What is a company culture, anyway? And why is it important?

According to Wikipedia, “Organizational culture is the behavior of humans within an organization and the meaning that people attach to those behaviors.” Author F. John Reh says it in fewer words: “Company culture is the shared values and practices of the company's employees.” It’s not complex or difficult to understand. The culture of a company or a department is simply what most employees do most of the time. While the people help form the culture by their behavior, it’s equally true—and ultimately, more important—that the culture communicates values and sets expectations that determine how people behave.

Belly flop. The phrase itself conjures painful memories. You start off with the best intentions... and somehow, along the way, something derails you. Instead of a dive with a tiny splash, you end up landing flat, with a huge splash, and welts on your belly.

Belly flops aren't just for swimming holes. Think of the last really great idea you had. Now, was the execution flawless? Maybe. But if not, you need some guidance. Even if your manager focused more on empathy than accountability, you need to make sure your next great idea doesn't flop. Below is the critical path document that helps big ideas become polished products.

“There is no disguise which can hide love for long where it exists, or simulate it where it does not.”

-Francois de La Rochefoucauld

I sincerely believe that most of the salespeople we work with aspire to be truly customer-needs-focused in everything they do with or for clients and prospects. Recognizing the Key Account potential of a given prospect, they realize the relationship should be taken very seriously, and every move should be thought-through well before taking action. Just as with an authentic romance, they realize that instead of talking about themselves (or their company, products, and services), they should get the other party to talk about their interests, aspirations, and needs.

But temptation can be very strong. When another quick sale might help the seller get to budget, or when they’re being pressured to bring in one more deal to help the sales department meet a quota… it can be very easy to allow one’s focus to shift toward the immediate transaction rather than the long-term relationship they started out looking for.

This week, we discussed medicine, stealing, wasting time, and personality tests. Oddly, they all go together. Read on to see how.

The Center for Sales Strategy Weekly Wrap-Up

• Monday, John Henley gave us a dose of good medicine for healthy sales.

• Tuesday, Mike Anderson reminded us that there are people trying to steal our business, and offered several tips on how to prevent that theft.

I began my sales career in August 2001. I was young and neon green (kind of like Howie!) with visions of six-figure commission checks dancing through my head. After being on the job for six months or so and closing a few deals, I felt as if I was a master of sales and deserved an established account list that would get me closer to my six-figure goal. I would vent to my friends and family about how everyone else had all the good accounts and how unfair it was that one of the managers carried a list. Hindsight is 20/20; I almost cringe thinking about the impression I left on the many prospects I stalked to land meetings—only to push the latest sales package and talk excessively about how great my organization was and why they should buy its products. Candidly, it wasn’t until I went through a formal sales training program that I understood why I wasn’t being handed a six-figure account list. Although I was closing deals, I wasn’t getting any renewal business. I was selling like the stereotypical used-car salesman.

You’ve seen those pill-box organizers right? When I was visiting my parents this summer, I noticed my dad was using one of these organizers so he wouldn’t forget which medicine to take when. We are all thankful for advanced medicine and the quality of life it affords, but it won't do you any good if you forget to take it.

Imagine if salespeople had a sales-box organizer to help them remember to serve their customers well every day. You can immediately think of the potential in this idea. One of the toughest parts of being in sales is making daily decisions about how to spend your time. You could spend 100% of your time each day handling transactional details and service requests on current accounts, along with moving your best prospects through the sales funnel.

What a great week! There are some great gems from our writers here, and wonderful news from around the web. Read on!

The Center for Sales Strategy Weekly Wrap-Up

• Monday, Steve Marx told us about the trap in focusing on a slow-selling line. It's always, always, always about their needs, not your products.

• Tuesday, Kimberly Alexandre talked about Starbucks, and how they're letting ideas drive campaigns. Notice the trend this week?