I attended a great session last night put on by SMEI – Boston regarding “mobile” as part of marketing and sales planning. The discussion lead to understanding mobile as very useful in solving “pinpoint” problems not only in the B-to-C world, like point-of-sale solutions and health care management, but also in B-to-B world around supply chain management and inventory control. There were lots of great examples from small businesses to large pharmaceuticals and construction applications. My big takeaway, really, there IS an App for that … almost whatever you can imagine. But the formula for success is clear, as stated by Lori Cohen of Mobiquity, “focus on [the] user experience” as part of your mobile strategy. It also goes without saying, solve a specific problem that either drives efficiency or increases productivity, which will lead to driving other business goals such as customer satisfaction, and revenue growth.
Posts Tagged ‘Sales Methodology & Process’
March 7, 2013
Marketing and Sales Going Mobile
December 14, 2012
Get a Jump on 2013 Sales Planning
December is a bear. Not only is everyone immersed in the holidays, but as a sales or marketing executive, you and your team are driving yearend revenue.
And of course, there is next year’s sales strategy to plan, and a kick off meeting to organize.
By this time of year, you probably have a long list of organizational and process changes that you think will increase the effectiveness of your sales team – and drive more revenue. You know what worked well this year and what didn’t.
Some sales executives think that the kick off meeting is the perfect place to introduce change. But did that work last year?
There’s a Better Way
For 2013, why not launch a continuous improvement strategy that initiates at your sales meeting, but goes on throughout the year in a very delineated, effective way?
Your first step in this plan is give me a call. I’m offering a two-hour consultation – at no charge – on how to effectively introduce change into your 2013 sales plan. With a comprehensive exchange of ideas, you and I will review your sales plan, analyze changes in your buyers’ behaviors, and discuss how to expand the role of marketing. I will also introduce opportunities for closing sales faster, and discuss how to manage change throughout 2013 in a way that is most effective.
Here’s what your hands-on, one-on-one consultation for will cover:
- A Sales Plan Review: What strategies, tactics, and activities will you need in 2013 to succeed?
- Changes in Buyer Behavior: What changes are needed to provide the best buying experience for your prospects?
- Sales Stages: What activities are needed to keep moving opportunities to closure?
- Marketing & Sales Connect: What qualifying criteria constitutes a sales lead? Sales Management: How can you motivate your team to execute the plan?
- Change Management: What critical improvements are necessary for a successful execution of your sales plan?
This is normally a service that I would charge $1,250 for, but it’s yours free if you sign up by December 31, and schedule your meeting before March 29, 2013.
The Reserve Your Time button takes you to an easy scheduling service – you can see the times I’m available and can pick the one most convenient for you.
I want you to have a successful 2013, so let’s start it off right. Call me today and schedule your consultation. It may just be one of your best investments for 2013!
August 4, 2012
Managing Selling Activities Versus Revenue Results
I recently read “Cracking the Sales Management Code: The Secrets to Measuring and Managing Sales Performance” by Jason Jordan and Michelle Vazzana. The authors present a central premise that is so obvious but it’s one I see routinely ignored in sales management: You can’t manage to revenue results. Or, as one of the selling programs I use says, “Relying on revenue results to learn about sales problems helps you discover that you are too late to fix them.”
I believe sales leaders are conditioned this way because they are managed to revenue results. And that’s the way they then in turn manage down. A good example is when a sales manager pressures his or her staff people into committing to a public revenue number during monthly or quarterly sales meetings. The reality is, if sales cycles are four months or more, those results are already pretty much determined. So what’s the point?
In fact, most sales are won or lost in the first one or two calls, right at the very beginning of the sales cycle. So, shouldn’t management focus its efforts on making sure sales people are doing the right things early in the sales cycle? This is where sales people can best position themselves, your offerings, and your company with buyers in your target markets. Isn’t that what really should be shared with the rest of the sales team – the activities that lead to results?
Unfortunately, I think it’s easier to manage to results than dig down and understand any real correlation between activities and revenue results. I know firsthand working with clients that the myriad of pipeline reports, forecasts, and dashboards just adds to the frustration of identifying what’s really important to focus on for improved performance.
The authors of the book do a very good job of bringing order to the sometimes chaotic world of sales and business performance measurement. But more important is their straightforward framework for connecting sales activities to objectives and then to business results. The concept seems simple. The difficulty is the execution when you are under the gun to produce results. I recommend you read the book and think about what you can do in your own environment to bring focus to those activities that you can better manage to achieve breakthrough results.