The Center for Sales Strategy Blog

Every sales organization has a product or a service—or an entire product line or category—whose revenue they’re not quite happy with. Management then proceeds to focus on it, to direct extra effort to increasing revenue related to that relatively weak item or category. Make sure you mention those widgets to every client and prospect, they’ll advise. Be certain at least one frammus is a part of every proposal, they’ll demand. Tweet to everyone you know about our skyhook service, they’ll request. Management will, of course, start closely measuring all activity and results related to sales of this particular product, publishing and distributing those metrics widely and frequently throughout the organization.

They’ll move the needle. Revenue will tick up, but usually by less than what they hoped, less than what they projected. Reasons for the disappointment are often plenty, but one will remain undiagnosed, and thus it will be repeated again and again.

What a great week in the blog world! 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, Mindy Murphy asked if it was possible to have too much work intensity, and gave us reasons why she thinks it is.

• Tuesday, John Henley gave us a great lesson in perspective by writing about outhouses, of all places.

What a great week for reading! From dealing with the lone wolf salesperson to landing bigger deals, we have some great reads for you this week.

The Center for Sales Strategy Weekly Wrap-Up

• Monday, Dana Bojcic taught us how to work with the opposite of the warm and fuzzy salesperson.

• Tuesday, John Henley gave us the key to selling bigger deals.

I wonder if the following scenario sounds familiar:

You call on several hot prospects and leave voice mail after voice mail, and yet... nobody returns your call. Was it a wrong number? Is everyone really that busy that nobody can find time to call you back?

But you know the answer. They're probably not that busy (not any more than everyone is always busy all the time), they just don't want their time wasted, and something you said on your voice mail indicated that talking to you might just be a waste of their time. Don't worry -- we can help you fix that.

There is a pattern I have seen repeated over the nearly 20 years I have been involved in trying to help sales organizations improve their performance. A new product or service is launched, lots of product training is created to support the launch, and sales people are given incentives to sell the new offering. In most cases, sales start to happen, but after several months, overall sales are not reaching the lofty goals that have been set. This is often where I get involved and what I typically see is that a lot of sales have been made (often as many as the organization had projected), but the average sale is much smaller than they had hoped.

At this point, I look at the proposals behind the sales that were made. In nearly 100% of these proposals, the seller has done a good job of pitching the new product or service (good enough that they made the sale). But rarely is the proposal tailored to a need. Even great needs-based sellers tend to forget about this proven approach when they’re asked to sell the hot, shiny, new product.

Happy September! We're fully embracing back-to-school season by brushing up on our sales skills! If you missed any of our great sales strategy posts this week, this wrap-up is for you.

The Center for Sales Strategy Weekly Wrap-Up

• Monday, John Henley told us not to obsess about the decision maker in sales, and what to focus on instead.

• Tuesday, Kurt Sima told sales managers to ask themselves five tough questions when one of their salespeople is underperforming.

I just read this headline in a book I am reading:

"Obsess about the Decision Making Process, not the Decision Maker."

It stopped me in my tracks. 

The book is called Predictable Revenue, by Aaron Ross and Marylou Tyler. I thoroughly enjoyed the book, and would recommend it to managers. The book highlights the sales process that Salesforce.com uses.

In the book, the authors suggest you lead with questions like: 

• How have you evaluated similar products or services?
• How will the decision be made?
• Who is involved in the decision-making process?

The basic point the authors make is that when you are first approaching a prospect it’s more important to understand the decision-making process than it is to get an audience with the actual decision-maker. Part of the reason this is true is that there are often many people who can influence the decision—people the decision-maker invites into the process. You want to find out who these people are and what role they play. Often you will be more effective with the decision-maker if you have first invested time with the various decision-influencers.

We have been teaching for years about the role and importance of decision-influencers (in a piece called The Decision Maker and Decision Influencers), but this book brought the concept to life in new ways for me. The point that connects to what we have taught for years is the idea that there are many decision-influencers.  While these influencers may not be able to give the big Yes the salesperson is seeking, they can and do vote No—and the decision-maker in the corner office rarely overrules them.

The air is starting to cool, or at least we think it might soon, the leaves are changing, it's football season, and the kids are back to school. That's right, it's the unofficial start of fall! We talked about what to track, how to add tracking to stories, and the second round of how to spot sales talent without asking questions.

The Center for Sales Strategy Weekly Wrap-Up

• On Tuesday, Matt Sunshine told us that if we only had to track four metrics for our salespeople, these are the four he suggests.

This week, we talked about talent trumping desire, how to increase referrals, how winning is everything, and what's changed (and what hasn't!) in sales this century.

The Center for Sales Strategy Weekly Wrap-Up

• On Monday, Kurt Sima taught us how to build a referral machine in five steps.

• Tuesday, Dana Bojcic told a story about taking up tennis with her husband, and how she learned that talent trumps desire, every time.

Approaching new prospects with a customer-needs focus used to be the smartest thing you could do. No longer. 

Today it’s the only thing you can do, the only way to win an appointment with a decision influencer. 

Rewind back to the 1990s. It was that recently that prospects needed to meet with a salesperson to learn about the products and services that company was offering. Yes, there were brochures, and sometimes a company would make a brochure available by mail to prospects, but to get questions answered and to learn about specific applications, buyers knew they needed salespeople.

Today, that notion is downright quaint. Product information, answers to most questions, insights into specific applications via case studies, and user reviews/raves/rants are all found online. Prospects learn almost everything they need to know faster, and with more accuracy and reliability, on the web than they do from salespeople.

They can make a buying decision quicker, easier, and with less annoyance without a salesperson than with one!

As a result, it’s pretty rare these days that a salesperson can get an audience with a buyer to talk about what he or she is selling. What used to be the path to a weak deal at a dirtball price—talking about what you’re selling—is now even worse: It just gets your email, your voicemail, and you deleted.