Mar 27, 2013 | Branding, Customers, Marketing, Sales, Small business, Social Media
Things move on petty quickly.
It is just a few years ago that even ordinary websites had a reasonable chance of being noticed, and communicate something worthwhile. Not now, a site that just offers static information is as relevant as last weeks chip wrapper.
“Content” suddenly became the next big thing, useful information in graphic and video formats, links to other sites, and research reports to the wazoo, all offered in the interests of “engagement” of the reader. Still pretty useful, but the production of content has become so easy, that most of it around is just crap, and it takes effort to sort through it. Research comes from unknown, unqualified sources, video is largely of the result of a kid with a mobile, there is simply so much of it, that no longer does it easily fit the bill.
Social media of various types now fills the role of information, and engagement. Websites are rapidly becoming the business end of the sales process, and as such must be transactional, their relevance as purveyors of information, is rapidly eroding to that of relevance only in the sence of confirming terms of trade.
A website without a capacity to transact is like a fancy car without an engine, nice for enthusiasts to look at, but no good for getting the shopping.
Mar 15, 2013 | Sales, Social Media
A mate recently picked up an great new account, on he had been trying to “crack” for a long time, through a piece of good luck, or good management depending on your perspective. All his product and market knowledge, sales skills and persistence had failed to get him past the gate-keeper and his allies.
He noticed on a social media feed that the autocratic old gate-keeper who had the “repel all boarders” attitude was retiring. A little digging led him to the likely replacement, someone who associated with a groomsman at his brothers wedding.
A few phone calls, and an introduction and he was in a position to discuss delivering a solution to the long wanted customer, and it went from there.
All this from a sales person monitoring and leveraging the power of social media, looking for an opportunity to engage, that in this case emerged from a disruption of the status quo amongst his target companies.
He has consistently said over the past few years that this approach “beats the hell out of cold calling” which was the manner in which the job was structured, and how he was expected to operate.
Seems to me that the old adage of” its not what you know but who you know that counts” has been expanded substantially by social media to “its not what you know, but who you know who knows you both” that counts.
The sales function has been radically socialised by the new tools of the web.
Feb 26, 2013 | Change, Management, Sales
Sales, or as I prefer to call it, “Revenue generation” is the core of every business. No sales, no business. However, the thinking around performance assessment and management of sales is generally pretty superficial.
The demarcation of sales and marketing has also changed enormously with the collaboration and automation marketing tools that have emerged over the last few years. Cold calling is dead, replaced by an array of digital tools and techniques which are generally managed by marketing personnel.
Sales performance is under the microscope, and rightly so as it consumes significant resources, and provides the cash upon which survival depends. Why is it then that the measurement of sales has not evolved to the level of sophistication displayed in other functions.?
My thesis is that the obvious measures have been pretty effective to date, and are simple to use, so little thought has gone into it.
However, for the future, the old tools are not enough, so here is a shot at a framework with 3 axes that seek to acknowledge the huge changes that have occurred in the last 10 years
1. Management of the sales pipeline. There are three basic measures of the pipeline,
- The number and type of opportunities
- Value of those opportunities
- Progress through the pipeline, including the drop-out/re-introduction rates, velocity, closure times, resource consumption rates, and most importantly, conversion rates.
2. Where do the dollars go, and what are the returns. The granularity of the management here is simply a function of where the value is. In large businesses with a widely spread sales force, the detail can be extraordinarily useful as a management and motivational tool of both the way people spend their time, and what they spend their time doing.
3. Sales force optimisation. have the right people doing the right things, in priority order. Pretty simple, except that:
- we are dealing with people, and each one should be managed individually. I have never seen a salesforce that is not a mix of personality and work styles, matching the job to be done to the person is an art that comes only with experience.
- Ensuring execution of strategy at the coal face, where the fancy words, clichés and metaphors hold no water, and what counts are the real personal interactions that occur.
Feb 6, 2013 | Customers, Marketing, Sales
Modern life gives us an array of opportunities to go somewhere, physically or digitally, and have presented to us a huge range of choice in any category of interest we may have.
There is a paradox here.
Concentration of anything, attracts those who may be interested in purchasing to the location, whilst creating the hurdle for those hoping to make a sale of differentiating their offer from everyone else in the concentration.
This morning I was waiting for a meeting in a café in a local shopping strip that is little more than a concentration of cafes, bistros, and dining of all sorts. I was struck by the breadth of choice, and the resulting challenge of differentiation for the operators.
The café I was in is one of about 7 or 8 within 150 meters, all selling good coffee, a range of simple, tasty menu items, but all pretty much the same to a casual visitor. I wonder what would happen if one of them started roasting their own coffee, creating that intoxicating smell, and the opportunity to tell a story about the beans, why the tastes varied, where they came from, and how the skills of the barista influenced the outcome. They may also make a bit of extra margin.
The provision of a cup of coffee is pretty commoditised, buying roasted beans from one of the roaster/distributors is a transaction where the individual café has little leverage in the price negotiation, but there appears to be plenty of margin in the roasting business. Seems pretty obvious to me.
Jan 3, 2013 | Customers, Management, Sales
Some informal research I completed recently amongst businesses in my “patch” turned up a surprising result.
One the questions I asked was “what is the most important job in your business?
The surprise was that so few respondents nominated “sales” at all, let alone in the top three.
When you think about it, without sales to pay for the apparently more important functions like, HR, Marketing, OH&S management, engineering, NPD&C, and all the rest that got a mention, all those more fashionable functions will not be around.
Has “Sales” become its own metaphor?
Sales is often an entry level role personified by the keen young bloke (or gal) with the brief-case, glib tongue, and “crash or crash through” attitude to human relations, and as a result is being left behind in the corporate furr-ball. Do well in sales, and you might be promoted to marketing.
Perhaps we should rename sales “Revenue Generation”. Call it what it is, focus more on those carring the direct responsability to conduct conversations with those who write the orders, and perhaps that might focus the mind a bit better?
Dec 17, 2012 | Communication, Marketing, Sales
Everybody, well almost everybody, uses Powerpoint. Some use it well, many use it poorly, and some are just appalling.
We have all sat through that presentation by somebody we thought had something to say, and they said it all on packed, almost illegible slides, which they then read to us!
Sigh!
So here are three simple, practical steps to take to make a boring presentation engaging, assuming of course that what is to be said has merit in the first place. No way to make a silk purse…………
- Use big fonts, the bigger the better. You therefore cannot get much on a slide, so need to distill the information down to the idea you are trying to convey. If you cannot distill the verbiage down to a few words that is the core of the message, work on your message, not the presentation.
- Use photos, drawings and graphics that convey a message, one per slide. As above, plus it gives you a visual hook onto which to hang a story. There are millions of images on the net, there will be many that convey the core message in a memorable way, you just have to find it.
- Do things in threes. For some reason my psychological friends can probably recite, our brains work in threes, we can remember three, and sequences of three, using this innate ability helps to organise your thoughts and presentation, and creates a flow for the audience.
If Powerpoint no longer does it for you at all, eventually the world does move on, then something like Prezi evolves, and simply makes the old stuff look, well, old.
