A friend of mine runs a well known middle market media planning and buying service. This fellow has led companies in both media and technology, always makes sure he understands what he and his clients know and don't know and works hard to forge partnerships that serve his clients.
In his current field, the most serious threat to the continuance of the client relationship, is the appearance of a new marketing "head" at the client.
Now if a marketing executive reaches the CMO level, he's made a few friends along the way who service client marketing needs, and now that he's landed his new job, he "knows" just who can help him make his mark in his new position. Inevitably the contract termination provision is invoked after one or two polite conversations with the existing provider.
So one of my friend's top clients sends him the thirty day notice.
A good executive in a situation like this, gathers the troops and target new customer forays. "We must replace this income!"
My "bud," not a "good," but a Great Seller and Leader also gathered the troops. His message was different.
"You know,we have several really smart new initiatives in the pipeline and no other agency understands this client's opportunities better than we do. We can take their three month "severance" and focus only on new business, or we can earn the three month pay by fine tuning and presenting our ideas. They are making a mistake in terminating us and our hard work these next twelve weeks may help them avoid that mistake."
That's the approach they took and the fat lady never stopped singing.
Saturday, May 7, 2011
Wednesday, April 13, 2011
Great Sellers Know When to Leave Their Cell Phones Deactivated
Maybe that goes for parents and spouses as well, but I claim much less expertise in those areas.
If you've the good fortune of a client or potential client giving you a part of his business day because you've convinced him you that believe that you can and would like to help him, what's the message he receives when your cell rings or you check for new messages, across the desk from him. (If you are one of, sadly, the minority of folk out to dinner with the wife and kids and no cell phone in sight on your table, what's your reaction to the guy at the next table celling-away?)
You client deserves your complete and thoughtful attention. You are there intruding on his schedule for his benefit. You are his samurai--at his service--you exist for his well-being, at least for the hour he's given you.
Absent a personal crisis which you must be able to respond to quickly, everything else can and should wait.
Leaving your cell phone in the glove compartment may be harder than stopping smoking, but you can do it. I know you can!
Great Selling!
Love Your Work and Work Tirelessly
Communicate Honestly and Fearlessly
Serve, Don't Sell
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Teamwork
If you've the good fortune of a client or potential client giving you a part of his business day because you've convinced him you that believe that you can and would like to help him, what's the message he receives when your cell rings or you check for new messages, across the desk from him. (If you are one of, sadly, the minority of folk out to dinner with the wife and kids and no cell phone in sight on your table, what's your reaction to the guy at the next table celling-away?)
You client deserves your complete and thoughtful attention. You are there intruding on his schedule for his benefit. You are his samurai--at his service--you exist for his well-being, at least for the hour he's given you.
Absent a personal crisis which you must be able to respond to quickly, everything else can and should wait.
Leaving your cell phone in the glove compartment may be harder than stopping smoking, but you can do it. I know you can!
Great Selling!
Love Your Work and Work Tirelessly
Communicate Honestly and Fearlessly
Serve, Don't Sell
Collapse Time
Teamwork
Friday, April 1, 2011
I Believe I can Help You
That's a magical phrase, if you do the work to get there, and mean it!
I consult a handful of companies. This activity is one of the most pleasurable of my career. The reasons are different in each case. Diversity of challenges and needs in these varied, mostly start-ups, keeps tedium at bay. The tenacity, vision and brilliance of the entrepreneurs couldn't be more stimulating. And their willingness, perhaps in some cases acknowledged desire, to be mentored by the "been there and done that" guy is, I admit, affirming.
I have also turned down, graciously I hope, other opportunities to consult, and rarely because of time, or the economic constraints of the company. It's always been because I didn't think their particular needs suited what I bring to the table. And that brings us back to the title of this blog.
Don't take anything from anyone. Always give instead. Or at least always think you can, and then try, to give. And how will you know if you can? That is where the work comes in. Who is this potential client? What does he do? What product or service does he provide? What product or service do I provide? What are our respective competitive sets? What is his differentiation from his competitors? Does what I have to provide improve his differentiation, make him more desirable? Or do I at lease believe so; honestly believe so?
That's the work that hopefully gets you too "I believe I can help you"
When you get there: "Hi Mr. Jones, I've been doing considerable researching of your company efforts and I believe that I can help you." He of course responds "blah, blah, blah" none of which means "how quickly can you get over here?" To which you say, "Mr. Jones, the half hour you commit to me (choice close on days and times--call me if you don't know what that means--) may be of real importance to you. I'd like to help. Commit the half hour and if after five minutes you wished you hadn't, I won't be offended by your ending the meeting. Fair enough?"
He'll see you.
Now what if Mr. Jones isn't in your Rolodex? You don't need a Rolodex. Its value is highly overstated. Those with a humongous Rolodex have them populated with a significant percentage of people who hope that they never call. Let Google be your Rolodex. If you do your work, want and are skilled enough to help, you'll get the appointments--and new clients. I do it all the time--and so will you!
Great selling!
Happy to answer questions.
BTW (ask your kid). Have a story to tell or a selling philosophy? Email me and get famous:)
Love Your Work and Work Tirelessly
Communicate Honestly and Fearlessly
Serve, Don't Sell
Collapse Time
Teamwork
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I consult a handful of companies. This activity is one of the most pleasurable of my career. The reasons are different in each case. Diversity of challenges and needs in these varied, mostly start-ups, keeps tedium at bay. The tenacity, vision and brilliance of the entrepreneurs couldn't be more stimulating. And their willingness, perhaps in some cases acknowledged desire, to be mentored by the "been there and done that" guy is, I admit, affirming.
I have also turned down, graciously I hope, other opportunities to consult, and rarely because of time, or the economic constraints of the company. It's always been because I didn't think their particular needs suited what I bring to the table. And that brings us back to the title of this blog.
Don't take anything from anyone. Always give instead. Or at least always think you can, and then try, to give. And how will you know if you can? That is where the work comes in. Who is this potential client? What does he do? What product or service does he provide? What product or service do I provide? What are our respective competitive sets? What is his differentiation from his competitors? Does what I have to provide improve his differentiation, make him more desirable? Or do I at lease believe so; honestly believe so?
That's the work that hopefully gets you too "I believe I can help you"
When you get there: "Hi Mr. Jones, I've been doing considerable researching of your company efforts and I believe that I can help you." He of course responds "blah, blah, blah" none of which means "how quickly can you get over here?" To which you say, "Mr. Jones, the half hour you commit to me (choice close on days and times--call me if you don't know what that means--) may be of real importance to you. I'd like to help. Commit the half hour and if after five minutes you wished you hadn't, I won't be offended by your ending the meeting. Fair enough?"
He'll see you.
Now what if Mr. Jones isn't in your Rolodex? You don't need a Rolodex. Its value is highly overstated. Those with a humongous Rolodex have them populated with a significant percentage of people who hope that they never call. Let Google be your Rolodex. If you do your work, want and are skilled enough to help, you'll get the appointments--and new clients. I do it all the time--and so will you!
Great selling!
Happy to answer questions.
BTW (ask your kid). Have a story to tell or a selling philosophy? Email me and get famous:)
Love Your Work and Work Tirelessly
Communicate Honestly and Fearlessly
Serve, Don't Sell
Collapse Time
Teamwork
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Friday, March 18, 2011
Commoditization Your Problem?
Do you sell corn, or sweet Jersey corn? Do you sell potatoes or Idaho potatoes?
Has the commoditization of your product or service got you down or is your inability to differentiate it from the pretenders holding you down? A few days ago, WCBS-AM Newsradio in New York, aired a feature by Ray Hoffman of the Wall Street Journal. Mr. Hoffman was reporting the thoughts of the CEO of Priceline about the complaint of commoditization, and its painful effects on profits.
The answer offered...differentiation.
Look, you sell either a piece of meat or sirloin, a bushel of wheat or a bushel of super fine, no toxins Kansas wheat, cars or Cadillacs.
You hit and run, or you are there every step of the way with your client from order to renewal. You sell "as is" or "satisfaction guaranteed or your money back." You make a difference in his success potential or it's "every man for himself."
If your product or service is above the pack, and especially if you own that reputation and it's verifiable, you can't be commoditized. You're different, unique and uncommon and so "Please Mr. Jones, may we discuss the value to you that I bring to the table? Because I promise you, it's very different than those you are comparing me to--like apples and...."
Here's a letter that one of our well trained, genuine and talented managers received just this week from a client:
From: Dawn M Richardson
Sent: Monday, March 14, 2011 1:06 PM
To: 'Tim Miller'
Subject: RE: Tim Miller Calling
Tim, I must tell you that I do believe that you are on my side. I don’t believe that I’ve just begun working with you but I have made a friend too. I appreciate your sincerity and honesty. I look forward to a long working relationship with you...
My guess is that Tim's price will be discussed, but without reference to another guy's price, because the other guy is not Tim. He's different, not a commodity.
Great Selling!
Love Your Work and Work Tirelesly
Communicate Honestly and Fearlessly
Serve, Don't Sell
Collapse Time
Teamwork
Has the commoditization of your product or service got you down or is your inability to differentiate it from the pretenders holding you down? A few days ago, WCBS-AM Newsradio in New York, aired a feature by Ray Hoffman of the Wall Street Journal. Mr. Hoffman was reporting the thoughts of the CEO of Priceline about the complaint of commoditization, and its painful effects on profits.
The answer offered...differentiation.
Look, you sell either a piece of meat or sirloin, a bushel of wheat or a bushel of super fine, no toxins Kansas wheat, cars or Cadillacs.
You hit and run, or you are there every step of the way with your client from order to renewal. You sell "as is" or "satisfaction guaranteed or your money back." You make a difference in his success potential or it's "every man for himself."
If your product or service is above the pack, and especially if you own that reputation and it's verifiable, you can't be commoditized. You're different, unique and uncommon and so "Please Mr. Jones, may we discuss the value to you that I bring to the table? Because I promise you, it's very different than those you are comparing me to--like apples and...."
Here's a letter that one of our well trained, genuine and talented managers received just this week from a client:
From: Dawn M Richardson
Sent: Monday, March 14, 2011 1:06 PM
To: 'Tim Miller'
Subject: RE: Tim Miller Calling
Tim, I must tell you that I do believe that you are on my side. I don’t believe that I’ve just begun working with you but I have made a friend too. I appreciate your sincerity and honesty. I look forward to a long working relationship with you...
My guess is that Tim's price will be discussed, but without reference to another guy's price, because the other guy is not Tim. He's different, not a commodity.
Great Selling!
Love Your Work and Work Tirelesly
Communicate Honestly and Fearlessly
Serve, Don't Sell
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Teamwork
Tuesday, March 8, 2011
Great Sellers are Great Forecasters; Great Executives are Great Forecasters too!
So there you are Mr. Responsible for the P&L Executive at the beginning of March. You take a look at year-to-date 2/28 numbers and you are off your revenue budget. Several totally unpredictable events have cost you revenue. Maybe two sales executives resigned to start their own venture. Maybe a severe weather period slowed down industry activity in your area. Fortunately you are not so far off that the full year budget appears unachievable, but if truth be known, you think good luck will have to play a part. Too bad there aren't EVPs of good luck.
It might have to be luck because in preparing your revenue budget for the year you've identified every potential revenue stream and put a number against it. Let's see, core customer renewals and upgrades, new business targets, additional products and or services, etc. You are an experienced budgeter so your plan is probably all inclusive. Well, prayerfully, now that you're in the hole, you'll be able to think of something new.
And this is where your forecasting acumen comes in. You take a good look at the rest of the quarter's prospects and you pick an absolutely "can do" number. This number can be neither aspirational nor doomsday. Rather it must be borne of a deep look at your sales team's pipeline, one-on-one meetings with your sellers and a thoughtful and realistic review of the past forecasting performance of these sellers. You must apply a rational degree of confidence percentage to their forecasts.
How do you accomplish that? First, you challenge each account in the pipeline. "What have you proposed and to whom at this account? Was the decision maker a participant at the "close?" When did you see him last? Did he agree to the specific price level you are forecasting or did he say he would decide which plan and get back to you? When did he say he would act?...."
And then...the Great Executive Forecaster pulls out each individual sales reps' forecast history sheet (you have them, don't you?) to help gauage the seller's reliability.
You are now in a position to make a professional, informed forecast...and uh, oh.
It's mostly fear of the "uh, oh" that poisons accurate forecasts; fear on the part of average sellers and average managers alike. Here's what happens when that fear is converted to "can do, will do" by the Great Ones.
They come together and help each other get it done! "Joe, among the seven accounts you believe can close this month, two appear to carry the meaningful revenue load. Let's call/see them together ASAP to see if we can close the deal. With respect to client A, if we...do you think that could get him to move today?"
Now the session above does two things: First it gives the Great Ones the best shot at maximizing the short term results. But let's assume your researched, pro-active challenging and helping still leaves your now professional, and therefor probably near perfect forecasting, short for Q1. Now it is "What can we change, add, invent that will drive incremental revenue over the next nine months to cover our projected shortfall?" This is your new, probably top priority exercise. Do it well, and with a little additional luck, you'll crash through your budget.
Great Selling!
Happy to answer questions
Love Your Work and Work Tirelessy
Communicate Honestly and Fearlessly
Serve, Don't Sell
Collapse time
Teamwork
It might have to be luck because in preparing your revenue budget for the year you've identified every potential revenue stream and put a number against it. Let's see, core customer renewals and upgrades, new business targets, additional products and or services, etc. You are an experienced budgeter so your plan is probably all inclusive. Well, prayerfully, now that you're in the hole, you'll be able to think of something new.
And this is where your forecasting acumen comes in. You take a good look at the rest of the quarter's prospects and you pick an absolutely "can do" number. This number can be neither aspirational nor doomsday. Rather it must be borne of a deep look at your sales team's pipeline, one-on-one meetings with your sellers and a thoughtful and realistic review of the past forecasting performance of these sellers. You must apply a rational degree of confidence percentage to their forecasts.
How do you accomplish that? First, you challenge each account in the pipeline. "What have you proposed and to whom at this account? Was the decision maker a participant at the "close?" When did you see him last? Did he agree to the specific price level you are forecasting or did he say he would decide which plan and get back to you? When did he say he would act?...."
And then...the Great Executive Forecaster pulls out each individual sales reps' forecast history sheet (you have them, don't you?) to help gauage the seller's reliability.
You are now in a position to make a professional, informed forecast...and uh, oh.
It's mostly fear of the "uh, oh" that poisons accurate forecasts; fear on the part of average sellers and average managers alike. Here's what happens when that fear is converted to "can do, will do" by the Great Ones.
They come together and help each other get it done! "Joe, among the seven accounts you believe can close this month, two appear to carry the meaningful revenue load. Let's call/see them together ASAP to see if we can close the deal. With respect to client A, if we...do you think that could get him to move today?"
Now the session above does two things: First it gives the Great Ones the best shot at maximizing the short term results. But let's assume your researched, pro-active challenging and helping still leaves your now professional, and therefor probably near perfect forecasting, short for Q1. Now it is "What can we change, add, invent that will drive incremental revenue over the next nine months to cover our projected shortfall?" This is your new, probably top priority exercise. Do it well, and with a little additional luck, you'll crash through your budget.
Great Selling!
Happy to answer questions
Love Your Work and Work Tirelessy
Communicate Honestly and Fearlessly
Serve, Don't Sell
Collapse time
Teamwork
Monday, February 28, 2011
Great Sellers are Great Buyers As Well
If you've done exceptional work to convince a client that you are in his service and that his success is both your goal and your responsibility, you've gone a long way toward ensuring the success of this partnership. There are two more critical pieces to the mosaic that must be undertaken and monitored.
The first of course, is the implementation...the follow-through. Anything less delivered than as promised makes working with you a mistake, and makes you a liability. Needless to say, makes you NOT a great seller. The work really starts when the customer says "yes."
A Great Buyer holds your feet to the fire on your promise, your end of the deal. He metrics the progress against the promise, is involved in strategies and plans that require re-working because of unforseen but inevitable potholes. He paces and races with you from start to the finish line. A Great Buyer is a great partner.
A Great Seller must also "demand" the best from his client. He must monitor and metric the degree of effort that the Buyer expends to maximize the benefits, to the buyer, of the partnership. The Buyer's responsibility is more than to write the check when the invoice is delivered, just as the Seller's responsibility goes way beyond getting a signature on the contract.
"Mr. Jones, we need to...how can we?...what if we?...weren't you going to?...I thought we agreed that you would...etc." Wow, the Seller sounds just like a buyer. Only the great ones.
In an effective partnership, once the deal is made, Buyer and Seller are "in it together" and each hold each other's feet to the fire.
Great Selling!
Any Questions?
Love Your Work and Work Tirelessly
Communicate Honestly and Fearlessly
Serve, Don't Sell
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Teamwork
The first of course, is the implementation...the follow-through. Anything less delivered than as promised makes working with you a mistake, and makes you a liability. Needless to say, makes you NOT a great seller. The work really starts when the customer says "yes."
A Great Buyer holds your feet to the fire on your promise, your end of the deal. He metrics the progress against the promise, is involved in strategies and plans that require re-working because of unforseen but inevitable potholes. He paces and races with you from start to the finish line. A Great Buyer is a great partner.
A Great Seller must also "demand" the best from his client. He must monitor and metric the degree of effort that the Buyer expends to maximize the benefits, to the buyer, of the partnership. The Buyer's responsibility is more than to write the check when the invoice is delivered, just as the Seller's responsibility goes way beyond getting a signature on the contract.
"Mr. Jones, we need to...how can we?...what if we?...weren't you going to?...I thought we agreed that you would...etc." Wow, the Seller sounds just like a buyer. Only the great ones.
In an effective partnership, once the deal is made, Buyer and Seller are "in it together" and each hold each other's feet to the fire.
Great Selling!
Any Questions?
Love Your Work and Work Tirelessly
Communicate Honestly and Fearlessly
Serve, Don't Sell
Collapse Time
Teamwork
Monday, February 21, 2011
When Negotiating: Great Sellers Talk Value
He asks, "how much is it?"
Undergraduate sales trainers call this a "hot button" and say "it's time to close."
Great Post-Graduate Sellers know that the "sale" hasn't gotten to the "I must have it" stage yet and there's more work to do before it's time for the pricing conversation. "How much is it" is a knowing or unknowing expression on the part of the buyer which implies, "if this stuff is cheap enough, maybe I'll go for it."
The reality is, the presentation has gotten the buyer to "it's a nice doo dad, but I have seven already. If it's cheap, ok."
So you say, "let's make sure we've nailed down the proposition. The idea I've put together to jump start/grow/expand/make more profitable/get more customers for...your business, starts with the notion...makes sense right?"
If he responds, "right"...you follow with, "and then I and my support team will make sure that the implementation is perfect by ensuring...you get that right?"
If he is still enthusiastic in his responses, you offer "well I'm happy to tell you that the project is reasonably priced for both of us at________."
Then he says, "Great," right? Nah. He coughs and says, "that's way too much/unaffordable...how about _______?"
And you respond, "Mr. Jones the value you will receive as a result of this targeted plan and the effort that will be expended to grow your business is very fairly priced for both of us. That will make it a successful partnership."
Smile, shut up, and wait for his "Let's go."
Great Selling!
Love Your Work and Work Tirelessly
Communicate Honestly and Fearlessly
Serve, Don't Sell
Collapse Time
Teamwork
Undergraduate sales trainers call this a "hot button" and say "it's time to close."
Great Post-Graduate Sellers know that the "sale" hasn't gotten to the "I must have it" stage yet and there's more work to do before it's time for the pricing conversation. "How much is it" is a knowing or unknowing expression on the part of the buyer which implies, "if this stuff is cheap enough, maybe I'll go for it."
The reality is, the presentation has gotten the buyer to "it's a nice doo dad, but I have seven already. If it's cheap, ok."
So you say, "let's make sure we've nailed down the proposition. The idea I've put together to jump start/grow/expand/make more profitable/get more customers for...your business, starts with the notion...makes sense right?"
If he responds, "right"...you follow with, "and then I and my support team will make sure that the implementation is perfect by ensuring...you get that right?"
If he is still enthusiastic in his responses, you offer "well I'm happy to tell you that the project is reasonably priced for both of us at________."
Then he says, "Great," right? Nah. He coughs and says, "that's way too much/unaffordable...how about _______?"
And you respond, "Mr. Jones the value you will receive as a result of this targeted plan and the effort that will be expended to grow your business is very fairly priced for both of us. That will make it a successful partnership."
Smile, shut up, and wait for his "Let's go."
Great Selling!
Love Your Work and Work Tirelessly
Communicate Honestly and Fearlessly
Serve, Don't Sell
Collapse Time
Teamwork
Tuesday, February 15, 2011
Don't Guess, Ask!
There are two basic reasons in our business (and probably personal) lives that we don't ask others what's on their minds. First and foremost is that we likely don't want to hear the answer. We'd prefer to fantasize that the worst case scenario we fear, won't come to pass if we just stay passive/ignorant and don't push the issue.
The second reason is that we think, even though there's no evidence to support it, that we know what's on the other person's mind. In this case presuming to know that, we can strategize how best to make it work out our way. (Heck, you are way ahead of the game if you really know what's on your mind, much less mine--or a prospect's).
How's this for an idea? The next time you are unclear about the client's needs, reaction to your proposal, alternatives, view of the quality or pricing of your proposed service or product...ASK HIM!
The downside is that he might tell you the truth. Then you'd be in a position to write up the order, thank him for his time and consideration with no order and move on to the next client, address his concerns by explaining your proposal further, adjusting your proposal to better meet his needs in a way that's still acceptable to you...Or you could continue addressing whatever your fantasies are about his state of mind and likely as not, blow the opportunity. What's the downside to asking again?
Great sellers ask for as well as tell the truth!
Great Selling!
(Happy to answer your questions)
Love Your Work and Work Tirelessly
Communicate Honestly and Fearlessly
Serve, Don't Sell
Collapse Time
Teamwork
The second reason is that we think, even though there's no evidence to support it, that we know what's on the other person's mind. In this case presuming to know that, we can strategize how best to make it work out our way. (Heck, you are way ahead of the game if you really know what's on your mind, much less mine--or a prospect's).
How's this for an idea? The next time you are unclear about the client's needs, reaction to your proposal, alternatives, view of the quality or pricing of your proposed service or product...ASK HIM!
The downside is that he might tell you the truth. Then you'd be in a position to write up the order, thank him for his time and consideration with no order and move on to the next client, address his concerns by explaining your proposal further, adjusting your proposal to better meet his needs in a way that's still acceptable to you...Or you could continue addressing whatever your fantasies are about his state of mind and likely as not, blow the opportunity. What's the downside to asking again?
Great sellers ask for as well as tell the truth!
Great Selling!
(Happy to answer your questions)
Love Your Work and Work Tirelessly
Communicate Honestly and Fearlessly
Serve, Don't Sell
Collapse Time
Teamwork
Friday, February 4, 2011
Great Decision Makers Listen; To You and Their Influencers
Sales 101 reminds you to make sure that you are dealing with the decision maker to effect a partnership (start thinking and using the word "partnership" instead of "sale," so that you start behaving like a partner instead of a dime a dozen salesman).
I'm hoping that you are reading this because you are determined to "ace" Sales 201. This course requires you to understand that an effective decision maker will not only listen carefully to a "worth listening to" salesman, but also to those working for him that will be affected by his decision.
So for example, the 101 graduate gets himself a Venti Latte after a good job pitching a new marketing program to a CEO decision maker. "Hey, why not a Latte, and expense it at that, I got to the CEO"?
The CEO, in fact, was impressed. Enough so to send the proposal down to the CMO who unfortunately was not in the meeting (CMO? What CMO?), and who happened to have had a latte, and a raspberry scone, just the day before with our "undergraduate's" competitor who was pitching a similar program, that in this CMO's opinion, expressed intelligently and subsequenstly to the CEO, was the preferred solution.
And the CEO? "Hey, of the two guys telling me what to do here, only one of them has my complete trust (that's why he works for me) and after all, marketing is his area of responsibility. Good leadership requires me to take his sensibly expressed advice."
Here's the lesson folks. You must have the decision maker and his influencers in the loop to make it happen. How will you know who the influencers are?
"Mr. Jones. Thanks for the appointment. I know how busy you must be. Who else might have a stake in our discussion that I might invite with your permission?"
A good decision maker won't be offended by your question. He'll be impressed.
(With thanks to "S" for reminding me)
Great Selling!
Love Your Work and Work Tirelessly
Communicate Honestly and Fearlessly
Serve, Don't Sell
Collapse Time
Teamwork
Hey--why not share this with your Friends and Twitter followers--Thanks
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I'm hoping that you are reading this because you are determined to "ace" Sales 201. This course requires you to understand that an effective decision maker will not only listen carefully to a "worth listening to" salesman, but also to those working for him that will be affected by his decision.
So for example, the 101 graduate gets himself a Venti Latte after a good job pitching a new marketing program to a CEO decision maker. "Hey, why not a Latte, and expense it at that, I got to the CEO"?
The CEO, in fact, was impressed. Enough so to send the proposal down to the CMO who unfortunately was not in the meeting (CMO? What CMO?), and who happened to have had a latte, and a raspberry scone, just the day before with our "undergraduate's" competitor who was pitching a similar program, that in this CMO's opinion, expressed intelligently and subsequenstly to the CEO, was the preferred solution.
And the CEO? "Hey, of the two guys telling me what to do here, only one of them has my complete trust (that's why he works for me) and after all, marketing is his area of responsibility. Good leadership requires me to take his sensibly expressed advice."
Here's the lesson folks. You must have the decision maker and his influencers in the loop to make it happen. How will you know who the influencers are?
"Mr. Jones. Thanks for the appointment. I know how busy you must be. Who else might have a stake in our discussion that I might invite with your permission?"
A good decision maker won't be offended by your question. He'll be impressed.
(With thanks to "S" for reminding me)
Great Selling!
Love Your Work and Work Tirelessly
Communicate Honestly and Fearlessly
Serve, Don't Sell
Collapse Time
Teamwork
Hey--why not share this with your Friends and Twitter followers--Thanks
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Thursday, February 3, 2011
Give 'Em a Deal, or Give 'Em an Idea?
Early this week, a colleague ( an atypically good manager) was complaining that this blustery winter was wreaking havoc with his advertising supported business. The retailers that he relies on to purchase advertising, are finding their stores empty of customers and so they are tightening their belts, and cutting their ad spend.
"Well you've at identified your problem, now what?," I asked.
"I'm going to offer a great pricing package for an immediate long term commitment," was his response. His strategy to get customers who won't advertise because their customers won't shop for non-essentials during a tough snow fall, was to lower his prices. Here's the message that strategy sends to his advertisers: "My business is way off because your business is way off. So I'm going to cut my price to you so my business will get better."
Now if I'm a retailer approached with this proposal, I'm thinking, "Let's see, I'm getting killed because no one is coming in, but I can get less killed per ad if I take advantage of this seller's problem. "Hey, thanks but no thanks."
Make today the first day of the rest of your business life by telling yourself that every client you ever contact will immediately "get it" that it is him, first, last and always that you serve. Not you and not your boss. Him.
Snow? Everyone is holed up in their homes and no one is going out to buy a new suit, car, washing machine? What's the strategy to get them out and over to my haberdashery, dealership or appliance center?
"Mr. Jones, Automotive News, which no doubt you read, reports that 17% of Americans intend to get a new car this year. Clearly weather like we are experiencing today, will not bring them out to execute that intention.
But, what if you made an extraordinary offer good this snow week only and offered to pick folk up at their homes and drive them back--first come, first served (in your weather prepared vehicle) so they could see the new Altima? And what if while in your showroom they could register to win...etc. etc."
" Mr. Jones you will have an enormous share of voice, because every other dealer has cut his ad spending. Second, those responding to the offer will be Intenders and so you will have a more than fair shot at selling them. And finally, your share of sales to Intenders will improve in what otherwise would have been a nothing week."
What happened here? A conversation about the client's interest took place. He probably listened, and your stock with him went way up.
Great Selling!
Love Your Work and Work Tirelesly
Communicate Honestly and Fearlessly
SERVE, DON'T SELL
Collapse Time
Teamwork
"Well you've at identified your problem, now what?," I asked.
"I'm going to offer a great pricing package for an immediate long term commitment," was his response. His strategy to get customers who won't advertise because their customers won't shop for non-essentials during a tough snow fall, was to lower his prices. Here's the message that strategy sends to his advertisers: "My business is way off because your business is way off. So I'm going to cut my price to you so my business will get better."
Now if I'm a retailer approached with this proposal, I'm thinking, "Let's see, I'm getting killed because no one is coming in, but I can get less killed per ad if I take advantage of this seller's problem. "Hey, thanks but no thanks."
Make today the first day of the rest of your business life by telling yourself that every client you ever contact will immediately "get it" that it is him, first, last and always that you serve. Not you and not your boss. Him.
Snow? Everyone is holed up in their homes and no one is going out to buy a new suit, car, washing machine? What's the strategy to get them out and over to my haberdashery, dealership or appliance center?
"Mr. Jones, Automotive News, which no doubt you read, reports that 17% of Americans intend to get a new car this year. Clearly weather like we are experiencing today, will not bring them out to execute that intention.
But, what if you made an extraordinary offer good this snow week only and offered to pick folk up at their homes and drive them back--first come, first served (in your weather prepared vehicle) so they could see the new Altima? And what if while in your showroom they could register to win...etc. etc."
" Mr. Jones you will have an enormous share of voice, because every other dealer has cut his ad spending. Second, those responding to the offer will be Intenders and so you will have a more than fair shot at selling them. And finally, your share of sales to Intenders will improve in what otherwise would have been a nothing week."
What happened here? A conversation about the client's interest took place. He probably listened, and your stock with him went way up.
Great Selling!
Love Your Work and Work Tirelesly
Communicate Honestly and Fearlessly
SERVE, DON'T SELL
Collapse Time
Teamwork
Wednesday, December 29, 2010
Do it Now
To be clear: I am not suggesting that every crazy thought that pops into your head should be acted upon immediately. I am suggesting, quite strongly in fact, that every crazy, and not so crazy, thought that pops into your head be very quickly examined and then, if validated, acted upon immediately. That's what the exceptional ones do. They act. They act thoughtfully and immediately. They table neither thought and research nor action.
Picture the mother lioness on a hunt. She doesn't go roaring after the first gazelle she sees no matter the distance. She measures the distance, vs. relative speeds; hers and the gazelle's. Once calibrated she creeps silently to close the gap...and then...she pounces! She makes her move. She determinedly acts to achieve her objectives, to serve her cubs. What she doesn't do because it's dinner time and her job is to provide it, say to herself, "you know, this is going to be a toughie. That gazelle looks quick. Maybe I'll go get my nails sharpened first and go after the next one." An average lioness might do that, but not a great one.
There are four homes on our street. Two of the four got their mail yesterday. The two that didn't hadn't shoveled a path to their mailbox after the "blizzard." The other guy is a top go-getter executive.
There's nothing great sellers would rather do than help as many people further their goals as possible. Procrastination, distraction and a lack of serious intent are maladies they don't suffer. Idea > Action. Prospect > Action.
They Do it Now!
Great Selling!
Happy to answer questions.
Love Your Work and Work Tirelessly
Communicate Honestly and Fearlessly
COLLAPSE TIME
Serve, Don't Sell
Teamwork
Picture the mother lioness on a hunt. She doesn't go roaring after the first gazelle she sees no matter the distance. She measures the distance, vs. relative speeds; hers and the gazelle's. Once calibrated she creeps silently to close the gap...and then...she pounces! She makes her move. She determinedly acts to achieve her objectives, to serve her cubs. What she doesn't do because it's dinner time and her job is to provide it, say to herself, "you know, this is going to be a toughie. That gazelle looks quick. Maybe I'll go get my nails sharpened first and go after the next one." An average lioness might do that, but not a great one.
There are four homes on our street. Two of the four got their mail yesterday. The two that didn't hadn't shoveled a path to their mailbox after the "blizzard." The other guy is a top go-getter executive.
There's nothing great sellers would rather do than help as many people further their goals as possible. Procrastination, distraction and a lack of serious intent are maladies they don't suffer. Idea > Action. Prospect > Action.
They Do it Now!
Great Selling!
Happy to answer questions.
Love Your Work and Work Tirelessly
Communicate Honestly and Fearlessly
COLLAPSE TIME
Serve, Don't Sell
Teamwork
Thursday, December 2, 2010
Re-building a Bridge is Really Tough Work
So...great sellers don't burn any.
The more sales calls you make today, the more people will tick you off. It's math. If you make ten sales calls a day and on average three of the clients (or target clients) get your goat; were you to up the number of calls to fifteen, one point five more (or the owner and his receptionist, to whom you are forbidden to show this post) will get Billy. The "tell" of an average seller after an unpleasant sales call is his exit speech and or posture by way of which he believes he is retaining his dignity. "The failure is all yours Mr. Buyer," is the communication. "No skin off my back!"
"You certainly are right young man, I'm so sorry. Come back real soon," says the buyer to himself.
Not! As my kids say.
Alternatively, the great seller says to himself, even better to his buyer, "I wish I had been more effective at getting you to try and let me help you. I know I can. I'll give us both a chance to reflect and try it again soon. You have a great day." Now when this sales star tries again, the call for the appointment goes something like this:
"Mr. Jones, remember me, the guy that bored you to death two Thursdays ago when we talked about..blah, blah? Well, I think I know how I failed you by so poorly communicating how I may help you. Can you risk another ten minutes? I'll bring the coffee. Tomorrow at nine OK?"
"Nine's tough. Can you do 8:30? And forget the coffee. We always have a fresh pot going."
Hey you can keep crossing the bridges to greater and greater success, or burn them. Your call.
Great Selling!
Love your Work and Work Tirelessly
Communicate Honestly and Fearlessly
Serve, Don't Sell
Collapse Time
Teamwork
Let me know if you need help.
The more sales calls you make today, the more people will tick you off. It's math. If you make ten sales calls a day and on average three of the clients (or target clients) get your goat; were you to up the number of calls to fifteen, one point five more (or the owner and his receptionist, to whom you are forbidden to show this post) will get Billy. The "tell" of an average seller after an unpleasant sales call is his exit speech and or posture by way of which he believes he is retaining his dignity. "The failure is all yours Mr. Buyer," is the communication. "No skin off my back!"
"You certainly are right young man, I'm so sorry. Come back real soon," says the buyer to himself.
Not! As my kids say.
Alternatively, the great seller says to himself, even better to his buyer, "I wish I had been more effective at getting you to try and let me help you. I know I can. I'll give us both a chance to reflect and try it again soon. You have a great day." Now when this sales star tries again, the call for the appointment goes something like this:
"Mr. Jones, remember me, the guy that bored you to death two Thursdays ago when we talked about..blah, blah? Well, I think I know how I failed you by so poorly communicating how I may help you. Can you risk another ten minutes? I'll bring the coffee. Tomorrow at nine OK?"
"Nine's tough. Can you do 8:30? And forget the coffee. We always have a fresh pot going."
Hey you can keep crossing the bridges to greater and greater success, or burn them. Your call.
Great Selling!
Love your Work and Work Tirelessly
Communicate Honestly and Fearlessly
Serve, Don't Sell
Collapse Time
Teamwork
Let me know if you need help.
Monday, November 29, 2010
Great Sellers are Change Agents
The best sellers are constantly auditing their own and their clients' thinking. They continually search for ways to grow the clients' brands; to roadblock competitive incursions; to increase traffic, margins and consumer satisfaction. They know and motivate the clients to understand that they must continually grow, because it's an immutable law of nature that that which doesn't grow, dies. They urge their clients to join them in these examinations and forge continually aggressive action plans.
They promise the clients that an attitude that says, "business is great, let's not mess with it," portends potential disaster for their business. They war with complacency and encourage the client to be energetic, enthusiastic, yet wary, and always open to taking reasonable risk that has the opportunity for favorably disproportionate reward.
Great sellers never stand in place; never show up to "renew an order," never hide with fingers crossed during the term of an agreement.
Remember when the authority adults in your life advised you not to look for trouble? Uncommonly adept sellers are always looking for trouble because if not found early trouble can grow faster than the most dread disease.
"How's business Mr. Jones?"
"Awful? Then we better get right to work."
Or, "How's business Mr. Jones?"
"Great? Then we better get right to work."
Great sellers change business for the better...or for the better.
Great Selling!
Happy to answer any questions.
Love Your Work and Work Tirelessly
Communicate Honestly and Fearlessly
Serve, Don't Sell
Collapse Time
Teamwork
They promise the clients that an attitude that says, "business is great, let's not mess with it," portends potential disaster for their business. They war with complacency and encourage the client to be energetic, enthusiastic, yet wary, and always open to taking reasonable risk that has the opportunity for favorably disproportionate reward.
Great sellers never stand in place; never show up to "renew an order," never hide with fingers crossed during the term of an agreement.
Remember when the authority adults in your life advised you not to look for trouble? Uncommonly adept sellers are always looking for trouble because if not found early trouble can grow faster than the most dread disease.
"How's business Mr. Jones?"
"Awful? Then we better get right to work."
Or, "How's business Mr. Jones?"
"Great? Then we better get right to work."
Great sellers change business for the better...or for the better.
Great Selling!
Happy to answer any questions.
Love Your Work and Work Tirelessly
Communicate Honestly and Fearlessly
Serve, Don't Sell
Collapse Time
Teamwork
Saturday, November 27, 2010
Great Sellers Take the Longer View
Great sellers are not immune to lousy meetings. They sometimes miss a cue, get distracted, make decisions to abort the effort to soon, or too late. Sometimes they mis-target, short change the research effort or just come across a prospect who's there to win the session, which usually means to lose the opportunity.
So great sellers experience what the rest of us do as well, episodic failure. The difference between the remarkable sellers and the rest of the pack is that the exceptional performer doesn't judge himself by an unfortunate outcome. That is to say, he doesn't become that failed visit. That's just not who he is.
The great seller takes a much longer view. The bad call was an occurrence; an event, rather than an inevitable outcome in the absence of sheer luck. He sees it for what it is; a moment in time...a short moment over a long time period. So, he doesn't get down. His self image doesn't take a "hit." He either has an immediate take on what fell through or makes an artful analysis. If no answer satisfies in either case, he moves on, comfortable in the knowledge that, "hey stuff happens." It's not a defining moment. There are lots of folk out there to meet with and help. Tomorrow's another day, as is the day after.
Great sellers don't get down and lose time. They get challenged. They never stop learning and growing and trying to make life/business better for all with whom they come in contact.
They take a longer view.
Great Selling!
Happy to answer any questions.
Love your Work and Work Tirelessly
Communicate Honestly and Fearlessly
Serve, Don't Sell
Collapse Time
Teamwork
So great sellers experience what the rest of us do as well, episodic failure. The difference between the remarkable sellers and the rest of the pack is that the exceptional performer doesn't judge himself by an unfortunate outcome. That is to say, he doesn't become that failed visit. That's just not who he is.
The great seller takes a much longer view. The bad call was an occurrence; an event, rather than an inevitable outcome in the absence of sheer luck. He sees it for what it is; a moment in time...a short moment over a long time period. So, he doesn't get down. His self image doesn't take a "hit." He either has an immediate take on what fell through or makes an artful analysis. If no answer satisfies in either case, he moves on, comfortable in the knowledge that, "hey stuff happens." It's not a defining moment. There are lots of folk out there to meet with and help. Tomorrow's another day, as is the day after.
Great sellers don't get down and lose time. They get challenged. They never stop learning and growing and trying to make life/business better for all with whom they come in contact.
They take a longer view.
Great Selling!
Happy to answer any questions.
Love your Work and Work Tirelessly
Communicate Honestly and Fearlessly
Serve, Don't Sell
Collapse Time
Teamwork
Tuesday, November 23, 2010
Focus on the Denominator
Enough is never enough for the great seller!
If he/she opened up eight new accounts last month, why wasn't it twelve? If twelve, why not fourteen. If the closing ratio was 50% during the month of eight new accounts, he/she wonders why only 16 presentations were made. "Holy Myrtle, I made only 16 presentations in an entire month? Am I spending time on what I like to do, or on what I have to do? What's the flaw in my prospecting? Am I using the telephone too much, or too little? How did I get the first visits on the accounts that closed; on the telephone or via walk-in cold calls?"
Now the other few salesmen who also sold eight new accounts found themselves hoisting a few on the last Friday of the month. The only question on their minds was how soon the eagle would fly. The great seller might have joined in the party, but to help them celebrate their victory, not his.
Think of it this way. The great seller says to himself that for every account he sells in his marketing area there are dozens who would benefit from his product or service that haven't yet been seen.
You see, her sales are the numerator (yes, political rectitude), but she worries about the denominator, all those folks who could have been helped, but were never gotten to.
One day I'll get the book done. And when it sells one million copies, I'll go to the party but my smile will be forced because all I'll be thinking is "why didn't all those other people buy it?"
Nah, at one million I'll forget about the denominator. But not until then.
Great Selling!
Happy to answer your questions.
Love Your Work and Work Tirelessly
Communicate Honestly and Fearlessly
Serve, Don't Sell
Collapse Time
Teamwork
'
If he/she opened up eight new accounts last month, why wasn't it twelve? If twelve, why not fourteen. If the closing ratio was 50% during the month of eight new accounts, he/she wonders why only 16 presentations were made. "Holy Myrtle, I made only 16 presentations in an entire month? Am I spending time on what I like to do, or on what I have to do? What's the flaw in my prospecting? Am I using the telephone too much, or too little? How did I get the first visits on the accounts that closed; on the telephone or via walk-in cold calls?"
Now the other few salesmen who also sold eight new accounts found themselves hoisting a few on the last Friday of the month. The only question on their minds was how soon the eagle would fly. The great seller might have joined in the party, but to help them celebrate their victory, not his.
Think of it this way. The great seller says to himself that for every account he sells in his marketing area there are dozens who would benefit from his product or service that haven't yet been seen.
You see, her sales are the numerator (yes, political rectitude), but she worries about the denominator, all those folks who could have been helped, but were never gotten to.
One day I'll get the book done. And when it sells one million copies, I'll go to the party but my smile will be forced because all I'll be thinking is "why didn't all those other people buy it?"
Nah, at one million I'll forget about the denominator. But not until then.
Great Selling!
Happy to answer your questions.
Love Your Work and Work Tirelessly
Communicate Honestly and Fearlessly
Serve, Don't Sell
Collapse Time
Teamwork
'
Tuesday, November 16, 2010
Think Process Vs. Content in Client Meetings
If you have the best product and the lowest price and your boss will reward you for bringing in a lot of business trading on that, just make a ton of calls and a ton of money. Of course, when someone comes up with a better product, and he will, or another with a lower price, and he will, you'll have built zero equity with your customer base and probably a like amount of selling skill.
The true mark of a Samurai Seller, one who lives to serve others, is the patience, discipline and courage to forge a partnering relationship with the customer in which together they question every shibboleth with which the client is saddled. A great seller understands that his customer knows a great deal about his or her business, but not nearly as much as he or she doesn't know about it. (Look, the smartest person in the world knows a thimble full of what there is to know, all in).
So, you get the visit and you've been taught to start with the "tell me," and you do. The remarkable seller doesn't. He or she starts the meeting with, "Mr. Jones, as I mentioned when I asked for this meeting, my intitial research tells me that my company and I can help you. The purpose of this meeting is to work together to examine all of your learnings through your experience and what they suggest for growing your business. I want to set that table by promising you that I will likely challenge some of your assumptions; not to change your mind, but to persuade you to work with me to see what may be missing or improved upon. Okay?"
And so you begin. You ask about the competitive landscape, the resources of he and his competitors, their respective market shares, the quality and pricing of his goods (services) versus others, the rung he stands on in the brand recognition ladder, his growth curve, his margin, etc.
And periodically you ask, "how do you know that?". You do so rather than suggesting he's "wrong about that." The great seller doesn't set up an intellectual or power of persuasion battleground on which he and his client can duke it out. Clearly the client will win that war and in so doing, both will lose.
No, you (a great seller in the making) help the client go to war with himself, by getting him to question whether or not the paths he has taken ankd intends to take going forward, have been chosen as a result clear thinking research and analysis, or lazy living. So you encourage the client to examine his thinking by encouraging him to examine the content he places on the table.
You push the process while he debates his content.
I'm happy to answer your questions.
Great Selling!
Love Your Work and Work Tirelessly
Communicate Honestly and Fearlessly
Collapse Time
Serve, Don't Sell
Teamwork
The true mark of a Samurai Seller, one who lives to serve others, is the patience, discipline and courage to forge a partnering relationship with the customer in which together they question every shibboleth with which the client is saddled. A great seller understands that his customer knows a great deal about his or her business, but not nearly as much as he or she doesn't know about it. (Look, the smartest person in the world knows a thimble full of what there is to know, all in).
So, you get the visit and you've been taught to start with the "tell me," and you do. The remarkable seller doesn't. He or she starts the meeting with, "Mr. Jones, as I mentioned when I asked for this meeting, my intitial research tells me that my company and I can help you. The purpose of this meeting is to work together to examine all of your learnings through your experience and what they suggest for growing your business. I want to set that table by promising you that I will likely challenge some of your assumptions; not to change your mind, but to persuade you to work with me to see what may be missing or improved upon. Okay?"
And so you begin. You ask about the competitive landscape, the resources of he and his competitors, their respective market shares, the quality and pricing of his goods (services) versus others, the rung he stands on in the brand recognition ladder, his growth curve, his margin, etc.
And periodically you ask, "how do you know that?". You do so rather than suggesting he's "wrong about that." The great seller doesn't set up an intellectual or power of persuasion battleground on which he and his client can duke it out. Clearly the client will win that war and in so doing, both will lose.
No, you (a great seller in the making) help the client go to war with himself, by getting him to question whether or not the paths he has taken ankd intends to take going forward, have been chosen as a result clear thinking research and analysis, or lazy living. So you encourage the client to examine his thinking by encouraging him to examine the content he places on the table.
You push the process while he debates his content.
I'm happy to answer your questions.
Great Selling!
Love Your Work and Work Tirelessly
Communicate Honestly and Fearlessly
Collapse Time
Serve, Don't Sell
Teamwork
Wednesday, November 3, 2010
Before "Nice Seeing You."
At the end of most meetings between buyers and the AVERAGE seller, both parties are really happy; the buyer because "it's finally over" and the seller because he wasn't told absolutely "no," if in fact, he wasn't.
GREAT sellers' meetings end with the word "Great," exclaimed by the buyer, and he means it.
There are only four reasons the uncommonly professional salesman leaves a meeting:
1) Because it results in a sale.
2) Because it becomes clear to his experienced "eye" that this just will not happen.
3) Because the buyer has security show him out.
4) Because he has expertly set the stage and gotten the commitment for the next meeting and EXACTLY what needs to be accomplished at that time to result in a close.
Number 4 goes something like this: "Mr. Jones, I hope you agree that this has been a meaningful session. I certainly found your insights terrific and am gratified that my research on your company and industry were reasonably on target. I have the following three 'to dos'_______________, and you are going to meet with your operations and strategy teams to review our thoughts. I think together we've discovered some potentially productive paths you might take to collapse the time it would otherwise take to grow and stave off competition. I'll call you next Tuesday afternoon to confirm our Wednesday, ten A.M. appointment. How does that sound?"
"Great!"
Great Selling!
Love Your Work and Work Tirelessly
Communicate Honestly and Fearlessly
Serve, Don't Sell
Collapse Time
Teamwork
GREAT sellers' meetings end with the word "Great," exclaimed by the buyer, and he means it.
There are only four reasons the uncommonly professional salesman leaves a meeting:
1) Because it results in a sale.
2) Because it becomes clear to his experienced "eye" that this just will not happen.
3) Because the buyer has security show him out.
4) Because he has expertly set the stage and gotten the commitment for the next meeting and EXACTLY what needs to be accomplished at that time to result in a close.
Number 4 goes something like this: "Mr. Jones, I hope you agree that this has been a meaningful session. I certainly found your insights terrific and am gratified that my research on your company and industry were reasonably on target. I have the following three 'to dos'_______________, and you are going to meet with your operations and strategy teams to review our thoughts. I think together we've discovered some potentially productive paths you might take to collapse the time it would otherwise take to grow and stave off competition. I'll call you next Tuesday afternoon to confirm our Wednesday, ten A.M. appointment. How does that sound?"
"Great!"
Great Selling!
Love Your Work and Work Tirelessly
Communicate Honestly and Fearlessly
Serve, Don't Sell
Collapse Time
Teamwork
Thursday, October 28, 2010
Great Sellers Sell Value, Not Price
Does anyone know if Jack McGann is still around, or Lou Krone?
Way back when W-I-N-S became the first all-news radio station in the world, these fellows had to transition from selling the huge Pulse (bigger than Arbitron back then) numbers associated with Murray the K and his dancing girls (who were they?) to the non-numbers of "You Give Us Twenty-Two Minutes and We'll Give You the World." Jack and Lou had about five other selling colleagues at "1010 WINS" during the transition, but five different ones several months later, and roughly those kind of changes until the ratings said, "wow!"
You see, back then most broadcast sales executives relied upon their ratings, pricing and relationships (lunches and golfing) to get "their fair share" of business. Amazing how much we have evolved as sellers, no?
The truth is that broadcasting has always favored experience over talent to sell its wares. A "list" opens and the raiding party attacks a neighboring tribe. And so the industry recycles "experienced" if unremarkable sellers, over and over again. So decade after decade the RFP goes out; "we have $25,000/week to spend and our CPP is $0.18, please tell us what you can do?" And the seller comes back at $.20 and they settle at $.19. The only piece of selling left is to the manager and his manager that "we got our fair share."
What Jack McGann and Lou Krone were able to do was sit with the buyer, more often than not, the real buyer (the business owner), and explain that the audience for this new format (all-news) was an engaged audience. That research showed it was a better educated and higher socio-economic audience. They effectively made the case that the format was of no value to any listener unless he or she truly listened. And because extraordinary attention was paid to the newscasters, the business' message would be heard. Moreover they produced research that substantiated that there was a transfer of credibility from the broadcasting of news, to a commercial aired within that programming. And finally that if together they paid attention to the offering and the "creative," the products being offered would sell, and therefore the client would grow his business.
Now I'm pretty sure Jack or Lou (and some others), were they working for Discovery, National Geographic, BBC, Weather Channel, FOX News, CNBC, etc. would outsell the NBC Television Network to many, many accounts. And it would have nothing to do with golf, lunches or cheap spots.
"And the CPP is irrelevant don't you think, Mr. Jones? Aren't you really interested in return on investment?"
Oh, what if the conversation was at a media buyer's desk you ask? Well it started the same way, but when it bogged down, as it inevitably did, Jack or Lou would invite the buyer to join them in a meeting they would be having with the client.
You can do this. Become who you are, not what convention says you should be.
Feel free to call or write, if you'd like to talk more about this.
Great Selling!
Love Your Work and Work Tirelessly
Communicate Honestly and Fearlessly
Collapse Time
Serve, Don't Sell
Teamwork
Way back when W-I-N-S became the first all-news radio station in the world, these fellows had to transition from selling the huge Pulse (bigger than Arbitron back then) numbers associated with Murray the K and his dancing girls (who were they?) to the non-numbers of "You Give Us Twenty-Two Minutes and We'll Give You the World." Jack and Lou had about five other selling colleagues at "1010 WINS" during the transition, but five different ones several months later, and roughly those kind of changes until the ratings said, "wow!"
You see, back then most broadcast sales executives relied upon their ratings, pricing and relationships (lunches and golfing) to get "their fair share" of business. Amazing how much we have evolved as sellers, no?
The truth is that broadcasting has always favored experience over talent to sell its wares. A "list" opens and the raiding party attacks a neighboring tribe. And so the industry recycles "experienced" if unremarkable sellers, over and over again. So decade after decade the RFP goes out; "we have $25,000/week to spend and our CPP is $0.18, please tell us what you can do?" And the seller comes back at $.20 and they settle at $.19. The only piece of selling left is to the manager and his manager that "we got our fair share."
What Jack McGann and Lou Krone were able to do was sit with the buyer, more often than not, the real buyer (the business owner), and explain that the audience for this new format (all-news) was an engaged audience. That research showed it was a better educated and higher socio-economic audience. They effectively made the case that the format was of no value to any listener unless he or she truly listened. And because extraordinary attention was paid to the newscasters, the business' message would be heard. Moreover they produced research that substantiated that there was a transfer of credibility from the broadcasting of news, to a commercial aired within that programming. And finally that if together they paid attention to the offering and the "creative," the products being offered would sell, and therefore the client would grow his business.
Now I'm pretty sure Jack or Lou (and some others), were they working for Discovery, National Geographic, BBC, Weather Channel, FOX News, CNBC, etc. would outsell the NBC Television Network to many, many accounts. And it would have nothing to do with golf, lunches or cheap spots.
"And the CPP is irrelevant don't you think, Mr. Jones? Aren't you really interested in return on investment?"
Oh, what if the conversation was at a media buyer's desk you ask? Well it started the same way, but when it bogged down, as it inevitably did, Jack or Lou would invite the buyer to join them in a meeting they would be having with the client.
You can do this. Become who you are, not what convention says you should be.
Feel free to call or write, if you'd like to talk more about this.
Great Selling!
Love Your Work and Work Tirelessly
Communicate Honestly and Fearlessly
Collapse Time
Serve, Don't Sell
Teamwork
Tuesday, October 26, 2010
Lessons from the Mountain Top
For twenty-six years, from early middle age, until early old age, he fought his courageous battle imprisoned. His ultimate victory brought freedom to the people of half a continent.
He waged his "war" with a conviction that his cause was right; that all would benefit if they could break through their biases, their habits and ingrained cultures and "buy" into his vision.
He adopted a direct, honest, yet respectful mode of communication to friend and foe alike, helping to create a continuing discourse which would not exacerbate existing distrust and hostility.
He never allowed himself to be distracted or shied from the difficulty of success.
Nelson Mandela, in his new release Nelson Mandela, Conversations with Myself, tells of " a man whose house was haunted by evil spirits." He decided to leave his rural home, packed all his belongings in a wagon to settle elsewhere. A friend stopped and asked him where he was off to? Before he answered a voice came out of the wagon. "We are leaving here," it said. It was the voice of one of the evil spirits. The moral is, "Don't run away from your problems. Face them. Because if you don't deal with them, they will always be with you. Deal with a problem which arises; face it courageously."
Here's the takeaway, at least for me.
Greatness at any level, toward any end and in any endeavor requires uncommon thoughtfulness, tenacity, courage and honesty. And that applies to both Seller and Buyer. But the responsibility for clearing the playing field of dead leaves and fallen branches, much less the leavings of all who preceded us, lies with the Seller. His courage, his honesty and his indefatigable will define the outcome.
Great Selling!
Love Your Work and Work Tirelessly
Communicate Honestly and Fearlessly
Serve, Don't Sell
Collapse Time
Teamwork
He waged his "war" with a conviction that his cause was right; that all would benefit if they could break through their biases, their habits and ingrained cultures and "buy" into his vision.
He adopted a direct, honest, yet respectful mode of communication to friend and foe alike, helping to create a continuing discourse which would not exacerbate existing distrust and hostility.
He never allowed himself to be distracted or shied from the difficulty of success.
Nelson Mandela, in his new release Nelson Mandela, Conversations with Myself, tells of " a man whose house was haunted by evil spirits." He decided to leave his rural home, packed all his belongings in a wagon to settle elsewhere. A friend stopped and asked him where he was off to? Before he answered a voice came out of the wagon. "We are leaving here," it said. It was the voice of one of the evil spirits. The moral is, "Don't run away from your problems. Face them. Because if you don't deal with them, they will always be with you. Deal with a problem which arises; face it courageously."
Here's the takeaway, at least for me.
Greatness at any level, toward any end and in any endeavor requires uncommon thoughtfulness, tenacity, courage and honesty. And that applies to both Seller and Buyer. But the responsibility for clearing the playing field of dead leaves and fallen branches, much less the leavings of all who preceded us, lies with the Seller. His courage, his honesty and his indefatigable will define the outcome.
Great Selling!
Love Your Work and Work Tirelessly
Communicate Honestly and Fearlessly
Serve, Don't Sell
Collapse Time
Teamwork
Sunday, October 17, 2010
Great Sellers are Courageous People
How early in your last sales presentation did the subject of price come up? And please tell me that you were not the one to start that part of the conversation. How soon in your next sales presentation will you and your buyer get around to a discussion of price?
Here's the deal. The decision should never be about price. It's about what? It's about why? It's about when and who?
When all the above questions are answered after a forensic look by a partnering buyer and seller, it's time to negotiate the equities. Before then, for both of the parties, it's a pig in a poke. That's because before the work neither have a reality based clue about what the maximum opportunity to further the buyer's interest might be. So without serious examination, it's clear what the risk is to the buyer. And the seller? A one time sale, a disappointed buyer, another one who "tried it and it doesn't work."
So, what do courageous sellers do? They suggest at the beginning of the conversation that their intention is to help the buyer probe all of his critical assumptions regarding pathways to success. Together they need to compare experience, learning's and be willing, each of them, to bow to greater wisdom's or logic. "Mr. Jones, these are tough and confusing times. The information flow is all but overwhelming. There used to be a time when I felt I was completely on top of the marketing of goods and services. Now I'm convinced that no one is. Not me, and not you--even about your own business." Do you dare? "Together, Mr. Jones," you continue, "we have a shot."
A friend of mine who manages several billion dollars of institutional investment funds, and whose intelligence and wisdom is beyond question, said to me recently, that he believes most thoughtful people feel guilty these days about their inability to stay on top of everything. That's a real change for many and how could it be otherwise? Today there's almost nothing we can't get answered within minutes using "search." And yet, there isn't nearly the time available to search all the new bits of information that pop up every ten minutes of every day.
"Don't you think that's true Mr. Jones? Shouldn't we get started digging in and prioritizing what you believe are the obstacles to continued or renewed growth? Will you remember when I challenge you and question your assumptions that I'm here to help?""
"The real question is, how much truth can I stand."--Nietzsche
You can do this work.
Great Selling!
Love Your Work and Work Tirelessly
Communicate Honestly and Fearlessly
Serve, Don't Sell
Collapse Time
Teamwork
Here's the deal. The decision should never be about price. It's about what? It's about why? It's about when and who?
When all the above questions are answered after a forensic look by a partnering buyer and seller, it's time to negotiate the equities. Before then, for both of the parties, it's a pig in a poke. That's because before the work neither have a reality based clue about what the maximum opportunity to further the buyer's interest might be. So without serious examination, it's clear what the risk is to the buyer. And the seller? A one time sale, a disappointed buyer, another one who "tried it and it doesn't work."
So, what do courageous sellers do? They suggest at the beginning of the conversation that their intention is to help the buyer probe all of his critical assumptions regarding pathways to success. Together they need to compare experience, learning's and be willing, each of them, to bow to greater wisdom's or logic. "Mr. Jones, these are tough and confusing times. The information flow is all but overwhelming. There used to be a time when I felt I was completely on top of the marketing of goods and services. Now I'm convinced that no one is. Not me, and not you--even about your own business." Do you dare? "Together, Mr. Jones," you continue, "we have a shot."
A friend of mine who manages several billion dollars of institutional investment funds, and whose intelligence and wisdom is beyond question, said to me recently, that he believes most thoughtful people feel guilty these days about their inability to stay on top of everything. That's a real change for many and how could it be otherwise? Today there's almost nothing we can't get answered within minutes using "search." And yet, there isn't nearly the time available to search all the new bits of information that pop up every ten minutes of every day.
"Don't you think that's true Mr. Jones? Shouldn't we get started digging in and prioritizing what you believe are the obstacles to continued or renewed growth? Will you remember when I challenge you and question your assumptions that I'm here to help?""
"The real question is, how much truth can I stand."--Nietzsche
You can do this work.
Great Selling!
Love Your Work and Work Tirelessly
Communicate Honestly and Fearlessly
Serve, Don't Sell
Collapse Time
Teamwork
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