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Are wethere yet?
Keeping your sales skills sharp on the road to recovery
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Sales KnowHow Q2 20102
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Sales KnowHowQ2 2010 3
KnowHowSALES By Scott’S DirectorieS
Group publisherPaul [email protected]
NatioNal sales MaNaGerLindsay [email protected]
GeNeral sales [email protected]’s Catalogue
specialized [email protected]
advertisiNG iN sales KnowHow
advertisiNG iN scott’s directoriesBarb Lebo, Lebo [email protected]
creative servicesDirector - robert MurdochDesign Layout - Carolyn Brimer
proGraMMiNGAbraham OliganeGary flemming
Scott’S DirectorieS corporate MaStHeaD
Scott’s Directories is a division of BIG Directories LP. Business Information Group (BIG) is a subsidary of Glacier Media Inc.
Copyright 2010 Scott’s Directories
We WelcoMe your suGGestioNs, iNput, feedback aNd More. reach us [email protected]
tM Have anOpinion?
We want to hear what you have to say!
Sales KnowHow Q2 20104
Technology versus face to face – Barry Siskind8 A reminder of what's most important in some areas
Activity Calculator – Tibor Shanto13 BONUS: download your own Calculator here
22Publisher’s Letter5 keeping your Sales Skills Sharp on the road to recovery
Q2-2010In EvEry IssuE
FEATurEs
reader survey
We encourage you to participate in this month’s survey and give yourself a chance to win a $50 tim hortons gift card.
24
What happened to herb tarlek? – Bill Sayers10 introducing: the Professional Salesperson
Events CalendarAn easy to read overview of important dates regarding upcoming product releases, shows and events.
Who needs A Marketing Plan? yOu DO! – Eric Gilboord14 five steps to building a meaningful plan
superCompetent – Laura Stack18 Part 1: the first 2 keys
Escape from Demo Hell – Emma Warrillow21 your prospects can do a little pre-demo work to assist
Measuring the non-monetary value of your exhibition program – Barry Siskind7five steps to finding your "rOO"
Sales KnowHowQ2 2010 5
Publisher’s Letter
Keeping Your Sales Skills Sharp on the Road to Recovery
Hello and Welcome to our Q2 issueA professional sales person is firmly in the driver’s seat; doing all they can each day to steer their results in a favorable direction – towards their goals. to a great degree, they control their destiny regardless of external circumstances or conditions. in essence, they are excellent at adapting. Does that describe you?
following the economic meltdown of 2008, the so-called road to recovery is continuing to be a rough ride for a lot of people (especially those who don’t have full control over maxi-mizing their earnings). Although the Canadian economy wasn’t hit as hard as most and already shows signs of strength and im-provement, the underlying fundamentals make it clear there’s still a long road ahead for so many. And because the global eco-nomic situation is virtually all-encompassing, numerous stresses and strains beyond our borders could severely disrupt the rela-tive stability we enjoy here in Canada.
the european financial crisis and several geopolitical forces across the globe are proof that the world we knew before 2008 is significantly different today, and from sustained volcanic erup-tions to menacing oil spills, it seems like absolutely nothing can be taken for granted anymore – any number of far-reaching
occurrences could prolong this recovery for the foreseeable future. indeed, an increasing number of people could face a very difficult road ahead.
Professional sales people have an advantage – on a daily basis they exercise control over their outcomes (and therefore their incomes). they will continue to make the most of every oppor-tunity to maximize their earnings along this road to recovery – and they’ll do it by ensuring their customers’ needs are met first. they use superior prospecting methods, cutting edge marketing ideas, and they will rise above their competition by offering ex-ceptional service that goes beyond mere price advantages. the most professional sales person will be the one who appears to have truly adapted to the new market realities.
Non-professionals always find a reason for why today’s suc-cess eludes them – it’s always a thin promise of doing better once external changes occur first – in this case, the hope for wide recovery in the markets so everything goes back to being just the way it was before. the professional understands that yesterday is gone, and the “here & now is where it’s at”.
Professional sales people know that sharpening the axe is a great way to help ensure their continued success and Scott’s Directories continues to offer exceptionally good advice and in-struction from trusted sources. Combined with our compiled and verified datasets, our Sales knowhow content is designed to help you succeed and remain in control over the months ahead, no matter where the road to recovery may lead. Our contributors have once again brought forth their timely exper-tise you can capitalize on.
And make sure you check out our new 3-part series from the Productivity Pro™ Laura Stack on becoming “SuperCompe-tent”, and tibor Shanto’s Activity Calculator – a free app you can download today.
here’s wishing you a great summer season and safe holiday travels, and remember – when the kids keep shouting from the back seat “Are we there yet?”, be reminded of the importance of thoroughly enjoying the journey as you head towards your destination.
Paul Stuckey, Group [email protected]
For More Articles by Paul Stuckey Click Here
Coming Soon!Sales knowhow videosClick here for more info.
EXPANDED COVERAGE! Scott’s is pleased to offer 6 NeW LiStS from our friends Grey house in the U.S.
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Sales KnowHow Q2 20106
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Sales KnowHowQ2 2010 7
Looking at the return on your exhibit investment often has to do with
monetary gains. But what if you are among the many exhibitors whose ob-jective has nothing to do with sales?
Are these exhibitors doomed to a life of never knowing whether their exhibit program is yielding value? the answer is “no”. Corporate and not-for-profit exhibitors can enjoy a non-monetary value of their exhibition program if they know where to look.
the 2009 Center for exhibition in-dustry research study called “the Cost effectiveness of exhibition Participation” reported that over two thirds of respon-dents either agreed or strongly agreed with the following three statements:
• exhibitions increase corporate and/or brand recognition,
• exhibitions assist in gaining/retaining market share,
• fewer sales calls are needed with an exhibition lead because the decision maker was able to meet with staff at the exhibition.
the conclusion was that there is addi-tional value to a show beyond the abil-ity to generate leads. exhibitors who focus on lead generation alone look for a return on investment (rOi). exhibitors who focus on non-monetary objectives look for a return on objectives (rOO)
Exhibiting
Measuring the non-monetary value of your exhibition program
By Barry Siskind
Barry Siskind is author of Powerful Exhibit marketing. He is also President of International Training and Management Company
who offers a number of services to exhibitors including the creation and implementation of a mystery-shopping program.
Contact Barry at [email protected] for more information. For More Articles by Barry Siskind Click Here
Calculating rOO is a matter of taking the following steps.
1. Articulate your objectiveNon-monetary objectives include such things as your ability to reinforce re-lationships with existing customers, introduce a brand message or create awareness. the trick is to think carefully about what is the primary focus of your exhibit.
2. Identify who the message is forexcept in the case of a highly focused show, rarely will one message be of in-terest to all the attendees at a show. it is important to create a profile of the per-son who will most likely respond posi-tively to your messages.
3. QuantifyPutting a number to the objective is simplified once you have completed the first two steps. your quantified objective now reads, “i want to introduce three key messages to fifteen senior buyers of large chain store. See how clear it can become?
4. Determine your performance indicators
you now need to ask the question “how will you measure the results?” the an-swer to this question is in your perfor-mance indicators which are the tools you will use for measurement. Performance indicators can include such things as sur-
veys, post-show web-traffic, or appoint-ment with qualified buyers. Choose the performance indicator that makes most sense for measuring the specific objec-tive. When you change your objective you may also need to consider changing the performance indicator.
5. Establish your benchmarksBenchmarks are an important consid-eration with non-monetary objectives. Benchmarks provide you with an ob-jective method of measuring improve-ment. Let’s say that your non-mon-etary objective is to reinforce brand awareness and you choose to measure it with a survey of booth visitors. Be-fore visitors leave you should ask them a few pointed questions which will reveal their perception of your brand before they entered the booth and the change in their perception after the visit.
Let’s say that at a show you found an increase of 20% in visitor’s aware-ness of your brand message. the next time you go to this show you now have a benchmark which you can use when making changes to your display and your booth personnel’s approach. you might target to increase the percent-age or leave the percentage the same but at a lower cost.
you may always have thought that there was real value in your exhibit program. Now you have a way to prove it.
Sales KnowHow Q2 20108
Exhibiting
My kids think i’m a Luddite. i am from the world where the value of face-
to-face marketing was one i understood. Now i live in a world where people com-municate with their thumbs. however lately i’ve seen that faces and thumbs can live in harmony.
i will admit that thumbs can connect to the world instantly. they can communicate to large numbers of people in real time, albeit at the cost of good grammar and spelling. faces still have the advantage of being able to stare eyeball to eyeball with a client even if it is only one at a time. So in a world where it is faster and considerably less expensive to connect with a text, can one justify the cost of face-to-face?
A report i read recently prepared by the harvard Business review called, “Manag-ing Across Distance in today’s economic Climate” focused on the issue of the high
cost of business travel versus the benefits. the report described four key areas where face to face trumps technology:
• Developing new clients. 95% of respon-dents said that face to face was crucial for building strong and long term client relationships.
• Negotiating: When negotiating major contracts and agreements, 82% said that face to face meetings are the most effective tool in their arsenal.
• Maintaining relationships: it’s relatively easy to hide feelings, concerns and pri-orities behind technology. Any one who deals with people face to face on a regu-lar basis will attest to their ability to pick up on signals that often reveal the real story behind the words.
By Barry Siskind
Technology versus face to face
Sales KnowHowQ2 2010 9
Barry Siskind is author of Powerful Exhibit
marketing. He is also President of International
Training and Management Company who offers
a number of services to exhibitors including
the creation and implementation of a mystery-
shopping program. Contact Barry at barry@
siskindtraining.com for more information.
For More Articles by Barry Siskind Click Here
• Cultural barriers: try texting a partner on the other side of the world and see if the real message was understood the first time. i am not just talking about lan-guage but the nuances of your message which may or may not be recognized. the value of face to face is to be able to read the non-verbal acceptance of what you are saying and be able to clarify if necessary.
So there are advantages to face to face. however, with the high cost of business travel in a shaky economy do these ad-vantages justify the cost?
in this same report 60% of sales and marketing people said that cutbacks in their business travel would hurt business, while 36% of finance people said cut-backs would have no impact on the busi-ness. So now we have the age old conflict
Technology versus face to face
between those who solicit business and those who pay for it.
the solution is to make a strong enough case for face to face and to provide new metrics for measuring return. here are three things to consider:
• Combine business travel with other ac-tivities. A major event like a trade show or conference is a magnet for buyers and sellers. By combining your exhibit investment to include time for individ-ual sales calls, meetings and presenta-tions, you can amortize the cost and increase the value of the investment to your corporation.
• establish a singular budget. Often the exhibition budget is a marketing activ-ity while sales calls are sales. When you combine both activities under one bud-
get line you create a corporate expen-diture that has a higher probability of measurable success.
• establish multiple metrics. in the past, corporations measured success by fo-cusing on one or two metrics. in our new world this list of metrics should be expanded. for example you may use your trade show to gather quality leads, a sales meeting to close a sale and an on-site presentation to advance the sales cycle. three activities need-ing three individual metrics with the results of the three being attributed to the overall success of the exhibition pro-gram.
the battle of thumbs and faces has only just begun. Perhaps in the future one will totally replace the other – but that’s not the case now. Before you let the finance people decimate your face to face budget perhaps its time to sit down with them and have a serious conversation.
reference: http://businessgrants.ba.com/harvard-business-review.pdf
Sales KnowHow Q2 201010
Sales
Herb Tarlek was the quintessential sales “guy”.
He wore white shoes and a white belt. He wore
plaid pants with plaid sports coats and a patterned
tie!! He had a line for everything and he thought he
was a “ladies man”. He was the one salesman that
gave salespeople a bad name. He was slick and he
was sleazy. He was a sales guy at a time when sales
people were pushy and manipulative.
What happened to
Herb TArlek?
By Bill Sayers
Sales KnowHowQ2 2010 11
What Happened?Once the internet arrived our custom-ers had access to all the knowledge and information they needed to be-gin to make better-informed decisions in their business. they had access to blogs and knowledge about your orga-nization and your products. they had access to groups of like-minded peers and could compare their experienc-es. Now they knew as much or more than their sales person. What did that mean? it meant that as a salesperson you now had to become more focused on what is important to your custom-ers. you are no longer “the” expert. you now had to become a partner and ally for your customers and share in the expertise. you must now understand what the business issues are for your customers and what value to bring or create for your customer in order for them to achieve their business goals. that is what now makes you an expert.
the demographic of the workforce also changed. half of the work force is made up of women and a herb tar-lek attitude was not working. Women were also becoming sales people and in many cases were better sales peo-ple than men. they listen and man-age the customer’s needs to help their customer achieve the business goals they have. We also work in a global economy and interact with people of all types of race, religion and creed. it now means as a sales person that you need to be aware and sensitive to all that is going on around you and in the interactions you are having with clients and prospects.
What replaced Herb?
herb has been replaced by people who are more professional, who under-stand their customers’ business, who ask thought provoking questions, who listen to and qualify what is heard and
then work to create a solution that is best for the customer and their own company. they provide solutions, they provide advice, they pushback and most importantly they provide value. And they do this with an attitude that does what it takes to make things hap-pen and to have fun doing so.
Sales is becoming the next occupa-tion that will be recognized as a profes-sion. there are more and more post-graduate schools that are beginning to have sales courses and certification. there are more organizations that are beginning to certify sales people and create a forum for employers and em-ployees to create a way of making sure that the “herb tarlek” effect is mini-mized. they are creating a gold stan-dard for the sales profession, which will raise the status of sales people.
Why are sales people important?
We are seeing more and more busi-ness going to the internet to sell prod-ucts. the internet is being based more and more on free. free information and free service. it is a model that is gaining more and more momentum. Be aware of this. if your product or service is becoming more and more a commodity and there is no value, then you run the risk of losing the business to an internet site with a call centre somewhere in the world with inexpen-sive and qualified labour.
the value you create is that which you bring to your customer both in un-derstanding their requirements and in how you create success for their busi-ness. As long as you can create a mea-surable value and are in service to your customers there will be a role for sales people. if you rely on price and that is your only strategy and negotiation tool then be prepared to lose more and more margin and more and more opportunities.
Sayers Says………
Does your wardrobe contain white belts and shoes and plaid jackets? What is it that you are doing to provide value for your customers? What is your strategy with clients and prospects that doesn’t make you a commodity? how are you being of service to your clients and how do they experience the value you provide?
What happened to herb tarlek?
Bill Sayers is an inspirational speaker and a
visionary business leader. He has spent the
past 29 years in the "Sales" arena. He started
his career as an inside sales rep and worked his
way up the corporate ladder to the level of VP of
Sales at an IBM company. During that time he
worked for Revelstoke Lumber, King Products,
Linotype, Ryder Transportation, GE Capital IT
Solutions and IBM.
Bill is able to communicate powerful concepts
in a manner, which enables practical application
in the business world and drives profitable
results for his clients. His goal is to help sales
people ignite their passion for the game of sales.
Passion - Process - Performance
www.thesayersgroup.com
For More Articles by Bill Sayers Click Here
Sales KnowHow Q2 201012
Reliable Sources of Information for Sales Professionals
ONTARIO MANUFACTURERSOntario Manufacturers is the publication that launched Scott's Directories in 1957. Complete and comprehensive coverage of Ontario manufacturers right across the province (see our lineup for other Ontario-based lists including Ontario Industrial & the Ontario ALL)
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MEDICAL DEvICE REgISTERThe only one-stop resource of every medical supplier licensed to sell products in the US. This 2009 edition offers immediate access to over 13,000 companies, and more than 65,000 products - in two information-packed volumes. This comprehensive resource saves hours of time and trouble when searching for medical equipment and supplies and the manufacturers who provide them.
ENCYCLOPEDIA OF EMERgINg INDUSTRIESThe Encyclopedia of Emerging Industries details the inception, emergence, and current status of nearly 120 flourishing U.S. industries and industry segments. These focused essays unearth for users a wealth of relevant, current, factual data previously accessible only through a diverse variety of sources. This volume provides broad-based, highly-readable, industry information under such headings as Industry Snapshot, Organization & Structure, Background & Development, Industry Leaders, Current Conditions, America and the World, Pioneers, and Research & Technology.
For more information or to place an order please visit us atwww.scottsdirectories.com
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ONTARIO BUSINESS4 Volume Set (published in May)
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Southwestern Ontario, Northern & Eastern Ontario.Also available on CD and Online
Sales KnowHowQ2 2010 13
Sales By tibor Shanto
Activity cAlculAtor(Read and download yours)
Activity, and levels of and the qual- ity of activity, is one of the most
often discussed topics when i meet with senior sales leaders. While some may think this is a preoccupation or one of those things sales leaders al-ways bring up, it really isn’t. in fact first hand observation and numerous studies have confirmed that activity is an area that presents a great deal of opportunity for improvement among sales people.
there are a number of factors that contribute to this challenge. in past ar-ticles and blog posts we have discussed people’s inability or unwillingness to plan; this includes planning their time, where we have argued that they should allocate a specific time to specific tasks they need to accomplish success, and then manage their activities in the time allocated. this includes allowing time to “put out fires” and time for planning. the latter is rarely allotted for, or way under allotted, normally speaking we advise reps and managers to set aside at least 10% of their time to planning on a broad basis and account basis. By not al-locating time to “fire fighting” reps open themselves up to disaster. the fires will come and they will have to be fought, but if you haven’t allocated time, you will end up having to use time from an-other activity. human nature being what it is, we usually take it from activities we like to do least, and for most reps that is prospecting. this takes us right back to where we started, inadequate amount
and quality of a key activity, prospecting.this is true for reps in geographic ter-
ritories as well as rep handling major or named accounts. there is more to this than simply not liking to prospect, or the belief that they can make goal strictly from their base, by the way few can. Part of the reason they don’t al-locate sufficient time is they lack the structure or process. Many of these same people will adopt a process and work-flow to executing their sales, but will go without a similar process when it comes to prospecting for new logos or going deeper and wider within their accounts. A lack of process leads to a lack of direction and to an inability to deal with challenges that come up in the course of prospecting.
When they execute their sales pro-cess, and they come across a hurdle or a fork in the road, the work-flow helps them make decisions that move things forward, or allows them to change course or even park or abandon a prospect in favour of a better alterna-tive, a “better” prospect based on their process. When they face a challenge in prospecting, and they don’t have a work-flow, a road map if you will, they will make mistakes, become discour-aged and give up on the activity. they will look for fires to put out, clients to “call on”, or other things that make them “look” active or productive, but they know they are not. these same reps often complain about the ups and downs of sales knowing that they in
fact are responsible for that, but they lack a process (or will) to change things.
Another barrier is a lack of a metrics or guideline to help them understand how much of key activities they need to do. in the past we have discussed the need to work backwards from your goal to know how much of each key ac-tivity one has to do. the other benefit of quantifying things in this way, is you can then begin to calculate how much time each activity will take. you can access and download a sample Activ-ity Worksheet here. it is simple and straight forward, and is not the entire answer, but it is a start, it will help you quantify your activities.
you will still need to master specific skills, you will still need to be proactive in the way you execute, but at least you will have a plan, and a way to manage your activities and outcome rather than con-tinue to approach it in a reactive way.
What’s in your Pipeline?
Tibor Shanto, Principal with Renbor Sales Solu-
tions Inc., and author voted #1 by readers for top
article of 2009 by Top 10 Sales Articles. Renbor
has helped dozens of organization with sales ex-
ecution – from filling their pipeline with real pros-
pects – to driving real revenue. You can read Ti-
bor’s blog The Pipeline at www.sellbetter.ca/blog.
For more information on helping your team
sell better, write to: [email protected], or call
416 671-3555. You can also follow Renbor on
Twitter http://twitter.com/renbor.
For More Articles by Tibor Shanto Click Here
Sales KnowHow Q2 201014
SteP ONe: Get AN OVerVieW• What’s your company size and how is it evolving? • Are you small but aggressive, established and repositioning,
or somewhere in between? What service or product do you market?
• how large is the market for your product or service? • is this a short or long-term opportunity?• Who is your customer? • Where are you selling? • Where are your profits really coming from? (for example, if
20% of your customers are giving you 80% of your sales, do you know how to find more customers like these? expand your energies where they will pay back the most.)
• What kind of risks are you taking? (for instance, could you be caught after Christmas with thousands of dolls? Could retail prices dive and force you to sell below cost? Consider ways to combat the most likely downsides.
• Consult with people you think will contribute good ideas to your business. the more people you talk to, the better. Consult your management team, but don’t forget grassroots input. talk with your staff, accountants, suppliers, customers, consultants, even competitors.
SteP tWO: ANALyZe the MArket • Analyze industry trends to know where your business should
be headed. read vertical industry publications for direction. • What are your company’s strengths and weaknesses in its mar-
ket segment?• Define your target market in detail. (for example, a moving
firm might only pursue corporate clients in the Vancouver area who have offices at least 5,000 sq. ft. and are moving not more than a 100 miles away.)
Marketing
• find out how many competitors you have, what their strengths and weaknesses are, and how likely they are to retaliate with their own marketing campaign. Could they promote a lower price or offer better service, more features or better payment options? What would you do to counter their attack?
• examine client case histories to find out what caused past successes and failures so you’ll do a better job next time.
• Look for ideas outside your trading area. read trade publica-tions and attend trade shows to see what similar businesses are doing outside Canada. they might have a fresh way of do-ing things, or you may learn from their mistakes.
SteP three: OUtLiNe yOUr MArketiNG StrAteGieS • Set expected time frames to break even and to make profits. • Set marketing budgets and timelines accordingly.• how will you distribute your product or service - retail, resellers,
commission sales, salaried staff? • What will it cost? Be specific and realistic about your goals for
the long- term and short-term. is this a major investment re-quiring bank assistance, or can you do it with private funding?
• What kinds of selling tactics and tools suit your product or ser-vice: special discounts, gift-with-purchase, contests, promo-tions with other companies or mail-order catalogues?
• What customer-service programs will you set up for order-processing, inventory, delivery, payment and warranties? how long will it take?
• What will they cost to operate? • how will you position your product or service in the market? • What is its main selling point: low price, superior design? • What markets will you start with and which are next? • What will be your pricing and packaging strategies?
you Do!Your business can strategize and operate more effectively with a well-written Marketing Plan. Here are five steps to help you devise your own. Why add to your heavy workload by writing a 40 page Marketing Plan?
Think of it this way; you wouldn’t go hunting for gold without a treasure map. Your business shouldn’t be without a treasure map either. If you can answer the questions below and follow the recommendations, you’ve got the basis of a useful, effective Marketing Plan that will help you understand your company’s strengths and weaknesses, the market you’re targeting, the risks you face and the steps necessary to achieve success.
Who Needs A Marketing Plan?
Sales KnowHowQ2 2010 15
SteP fOUr: tArGet yOUr COMMUNiCAtiONS• think about the message you want to
send. • identify the hot buttons that will inspire
your customer to say “yes” to your business.
• What tone is most appropriate – youth-ful, adult, trendy, humorous or conser-vative?
• What media will reach your customers – internet, Social Media, tV, Print, ra-dio, Direct Mail, Billboards etc.?
• What do they cost? • Create a budget for each medium you
choose, and analyze the sales that re-sult from each one. this breakdown helps you set priorities on where your marketing dollars will go first.
7 KEy WAyS youR MARKEtING PlAN WIll GRoW youR BuSINESS
1. run your business better. 2. Analyze what you’re selling, to whom, and how. 3. Develop the right branding and all your communications.4. keep and grow markets.5. identify where you need to learn more about your industry, customer,
competitors and yourself. 6. Communicate your vision of the company to your employees, suppliers
and customers. 7. Bottom-line thinkers note more banks ask for both marketing & business
plans before extending credit.
topics Covered While Preparing your Marketing Plan Should Include
I - EXECutIVE oVERVIEW Background And intentions Product/Service Situation Market Situation risks And Opportunities recommendation
II - MARKEt ANAlySIS Macro-Market Patterns ("Big Picture") Distribution Patterns Micro-Market Patterns (Segmentation) target Market Definition Customer Case histories Good/Bad Competitive Analysis your Strengths And Weaknesses risks And Opportunities
III - MARKEtING StRAtEGy Goals investmentProduct Strategy Market Strategy Sales & Distribution Strategy Selling tactics Customer Service Strategy Budget Guidelines
IV - MARKEtING CoMMuNICAtIoNS StRAtEGy Creative Guidelines Advertising Guidelines Sales Promotion Guidelines telemarketing Guidelines Direct response Guidelines Public relations & Publicity Guidelines events Marketing (Sponsorship) Guidelines Shows & expositions Guidelines Brochures & Collateral Materials Guidelines Budget Guidelines
V - PlAN oF ACtIoN task force Suppliers/in-house Critical Path
Visit Eric’s website for information on his 2.5 day Marketing Plan treasure Map Workshop.
And that's According 2 Eric
SteP fiVe: MAP OUt yOUr ACtiON PLAN • finally, how are you going to get all this
done? • Assign certain tasks to employees with
the skills and/or the time to help. • find out what outside assistance you’ll
require – Web, SeO, printers, designers, writers, photographers, consultants, etc.
• Draw up a detailed list of tasks, partici-pants and completion dates.
• Stay flexible. What may seem to be the best course of action at first, may not be in the long run.
• revisit your plan at least once a quarter. Update it regularly based on ongoing changes in your company, industry or market to stay on course.
By eric Gilboordwww.EricGilboord.com
Eric Gilboord is a specialist in making marketing easy for business owner/operators and any staff with sales or marketing responsibility. He demystifies
marketing so they can use it to generate sales today and grow their businesses faster.
Eric is a popular speaker, coach, columnist and author of many articles and books on moving a business up to the next level. The Expert Business Calls for
Marketing Advice...That's Easy to Understand. For more information please visit: www.EricGilboord.com
For More Articles by Eric Gilboord Click Here
Sales KnowHow Q2 201016
Details Leader: Eric Gilboord Date: Friday May 28 - Sunday May 30, 2010 Location: Toronto GTA at the Kingbridge Centre Price Includes: Hotel and all meals and breaks for each of 2 participants from the same company working on the same plan, just $5000* + GST.
*Book early save $500.
For more information and to register please visit: www.EricGilboord.com/2-treasure-map.html
You Will Finally Get Your Marketing Plan DONE!
A workshop exclusively for
Established Businesses
Hungry to Grow NOW!
Friday to Sunday May 28-30, 2010 in Toronto at the Kingbridge Centre
Workshop Leader Eric Gilboord is a speaker, coach, author and recognized expert in marketing. He created marketing campaigns for many large well known advertisers for over 14 years. Since 1994 he has worked with over 300 small & medium-sized businesses as a marketing coach and supplier. He believes in using a blend of new media and traditional marketing tools to grow a business. And of course ROI is always a must. For more information on Eric please visit: www.EricGilboord.com
Limited to only 10 companies.
It's All About You Time for you and an associate to discuss and build your marketing plan, agree on your strategy and learn the best way to develop creative that works for you. Spend 2.5 days with marketing expert Eric Gilboord and get months of work done in a few days.
You Should Attend This Workshop If You… Need a well thought out marketing strategy and plan to survive these tough economic times. Want to attract more clients/customers but not clear what to do when it comes to marketing. Are worried about wasting more money on marketing that doesn't work. Are sick of the constant up and down cycle and want a continuous flow of new business. Want to understand how Twitter, LinkedIn, SEO and blogs fit into your marketing plans.
Treasure Map Workshop Includes 1. 2.5 Day interactive presentation where you will ask
all your key marketing questions. 2. Small groups and very personal attention to discuss
your business and to learn from others. 3. Q&A throughout the entire presentation. 4. Workbook in electronic
and print formats to help you actually write the plan during the workshop.
5. Single hotel room for each participant.
6. All meals and breaks. 7. Networking with other successful business owners.
Shouldn’t You Be Here?
CALL NOW 416-686-2466
Sales KnowHowQ2 2010 17
oVERAll EXPERIENCE“i will first start by saying Michelle and her team are ex-cellent trainers. i received nothing but positive comments from my staff on every interaction Michelle had with my team.
Michelle is very good at getting a quick understanding of your current situation (gaps and weakness) without mak-ing your team feel like they are being inspected. She is also good at tailoring a program that suits your needs and helps manage the gaps.”
Pre-Training assessmenT“We needed a simple program to take traditional sales people to a more consultative approach to selling. My team needed to find a better way other than just relationship building. We needed organic growth and the team needed to learn how to ask for more.
Michelle did her assessment of my team. She observed inside sales, traveled on routes with outside sales. re-viewed documents and tools and completed her analysis of the sales team in general and all the potential gaps.”
DElIVERy“Part of the sales strategy was development of sales process that would be built off the training and embedded in the reps’ everyday life. this would create daily habits learned from the training that become ‘the day in the life of a rep’. Learning is one thing, doing is something else.
Michelle’s feedback on the sales team and gaps was very useful in designing the program. We used our own metric to measure success.
Between the assessment, training, post assessment and certification it took approximately 6 months. however, we
delayed the certification for 2 months because of internal issues. there is no reason the program should take more than 4 months.”
sanimax’s reTurn-on-invesTmenT“today we are seeing the benefits of CPSA’s training through increased sales and the reaction of the reps when they realized asking probing question will help you find oppor-tunities.
each rep now understands account management, busi-ness reviews, funnel management, time invested and ask-ing probing questions. it has changed the way they sell. the key is to embed process into the training.
the feedback from the team was outstanding on all fronts. Michelle and her team do the training and they are among the best i have worked with and i would hire Mi-chelle again. As a matter of fact, she is scheduled for more training with us for March 2010.
Michelle invests a great deal of time with her clients to make sure they are satisfied with their investment. She not only follows up with me, but also with my reps to ensure they are moving forward. She also makes herself avail-able to answer questions from any rep regarding customer challenges. Cain Sales Solutions and Canadian Professional Sales Association remain invested in your success.”
Michelle Cain, CSP is a partner in Cain Sales Solutions and has assisted many organizations with improving their prospecting and professional selling skills through assessment, training and coaching programs. She is an instructor and CSP examiner for the Canadian Professional Sales Association. For more information, contact 905-331-1590 or mcainsales-solutions.com. For Articles by Michelle Cain Click Here
Formula forFEAtuRED CASE StuDy oN CAIN SAlES SolutIoN’S
Shawn trinier, CSP, Vice President, Sales at Sanimax hired one of CPSA’s licensed Distribu-tors, Michelle Cain, CSP, of Cain Sales Solutions to provide his company a total package training solution. their Professional Development program was composed of the following: pre-assessing the sales team, providing sales training and coaching, all of which leads to obtaining the Certified Sales Professional designation. Here are Shawn’s comments:
on Sales training
Sales KnowHow Q2 201018
Productivity
UPERCOMPETENTIn this competitive economy, just being able to do your
job is no longer enough. Competence is simply expected
in today’s workplaces. But you can’t be simply competent;
you have to be SuperCompetent™ to get an edge. Laura
Stack’s new book, SuperCompetent: the Six Keys to
Perform at Your Productive Best (Wiley 2010), gives high
potentials proven methods to reach peak performance
and achieve breakthrough results.
You’ll discover the six keys to unlocking your full
potential: Activity, Availability, Attention, Accessibility,
Accountability, and Attitude. The Productivity Pro®,
Laura Stack, gives you a clear and practical system for
achieving Maximum Results in Minimum Time®. By
contrasting SuperCompetent™ hero thinking with simply
Competent zero thinking, you’ll see that transforming your
performance is not about mantras but mindsets.
SuperCompetent will be available in August 2010, just
in time for your fall conference or leadership development
program.
When the rubber hits the road, the difference
between merely having ability and being exceptional
may be the difference between losing your job and
keeping it. The best workers possess a constant,
expansive ability to be good at everything they do, no
matter how general or specific. In this next series of 3
quarterly Sales KnowHow articles, I’ll show you how to
master the six universal Keys to workplace success.
21
Sales KnowHowQ2 2010 19
SuPERCoMPEtENt KEy #1: ACtIVIty. activity demonstrates value and reflects importance.
SuperCompetent people have an acute sense of direction, in which the nature of their activities reflects their relative priorities. they're particularly aware of one thing that escapes most of their colleagues: that being busy and being productive are two very different things.
you can be busy all day long, running from one brushfire to another, and not accomplish anything productive at all. true Activity involves knowing your goals intimately, keeping them constantly in mind, and working toward them in an efficient way that wastes a minimum of energy and time. SuperCompetent people aren't hidebound by the old ways of doing things, either; if there's a possibility of doing something more efficiently, they suggest or implement it. here are a few ways to help you fine-tune your workday in the key of Activity, keeping things humming along like a well-oiled productivity machine.
1. know exactly why you work hard and what you're trying to achieve. you can't be very productive if you don't know what you're working for. Plan out your goals and dreams, and work toward achieving them. Learn what makes you tick, own your destiny, and keep focused on your mission.
2. know what to do, when to do it, and why. take initiative and do what needs to be done when it needs to be done. Don't
just work on projects in the order they come across your desk; learn to structure your time and processes effectively, or others will out-compete you.
3. Create systems to perform tasks more efficiently, so you can leave the office on time. too often, we're gulled into working harder than we should by stuff that was supposed to make our lives easier. Step forward and create or suggest more efficient ways of doing things, so that you can take back your time.
4. regularly rest and recharge your batteries, so that you can be productive and creative when you return to work. for heaven's sake, you're not a robot. take a break when you need to! As long as you don't become a slacker, taking time off can be one of the healthiest, most productive things you can do.
5. Do the day's most profitable and valuable tasks first. instead of taking care of piddling brushfire issues, learn to delegate. Put the most important tasks at the top of your list, and work through them first—then do all the rest, if you have time. it's not a sin to let unimportant tasks go.
At the end of the day, all that matters is results—and results are measured by productivity. that means you need to be very sure that your time is not only accounted for, but has real value.
Productivity, in its most meaningful sense, is all about reaching high-value goals in every area of your life, often in the
shortest amount of time (but not always, such as spending time with loved ones). Nobody cares how many things you crossed off your list. Nobody cares how busy you were last week if key projects are falling through the cracks.
Only results matter, so strive to get the most value out of every day. Grab your dreams and get going!
SuPERCoMPEtENt KEy #2: AVAIlABIlIty. Availability is driven by activity.
Just as setting valid priorities and goals is important, so is accepting your responsibility in carrying them out. you have to structure your sched-ule very carefully to ensure that things get done—because if you don't, oth-er people will be perfectly happy to structure your schedule for you.
think about it: how many times have you attended a meeting and asked yourself, "Why am i here?" Of-ten, it's because someone decided you should be—without bothering to consider if that was best for you and your productivity goals.
you have to be willing to protect your time from everyone who wants a piece of it. Among other things, you must learn to say no when appropri-ate, to delegate, to cancel unneces-sary meetings, to let some tasks go, and to eliminate bottlenecks—what-ever's necessary to take back your time and use it the way you need to.
More importantly, you must learn
UPERCOMPETENTBy Laura Stack
cont’d on next page...
Sales KnowHow Q2 201020
how to leverage technological produc-tivity tools that can lighten your sched-uling load. Webinars, teleconferencing, and services like Jott or GotoMeet-ing can accelerate productivity and streamline your schedule. So can the effective use of organizers and other paper-based methods. the trick is find-ing which one works best for you, and that takes some experimentation.
try these tips to hone your Availability toward SuperCompetence:
1. refuse requests when appropri-ate. Learn how to say no graciously. Because you're good at what you do, you'll always be fielding requests for help and input. it's human nature to want to please others, but you can't do it all. there's no need to be rude, but there are polite ways to avoid being overworked.
2. Set appropriate boundaries. Learn how to protect your time from others. you're always going to face what i call the six D's of interruptions: Deadlines, Disruptions, Dependencies, Discrepan-cies, Distractions, and Drop-ins. you can't let others use any of these to slow down your productivity.
3. Push a task down to the lowest lev-el of responsibility. trust others to do their jobs; "delegation" is a popular business buzzword for a reason. Don't waste your time and productivity on tasks other people can do more cheap-ly. hand them off to someone else, and let them do their jobs without micro-management.
4. Schedule your day realistically ac-cording to your key activities. While it's normal to make an effort to accommo-date other people's needs, your own should come first. Learn to manage
your time properly, and take control of your own schedule. Don't let other people do it for you.
5. Weigh the results of attending any meeting against the results you could produce instead. Meetings can take up your entire day if you let them. in-stead of dropping everything to attend a meeting, see if you can send a proxy, attend by phone, or just cancel it alto-gether.
Availability is a loaded word, at least in business terms. it means so much more than just being there—any decent worker can and should be there for their employers, subordinates, and co-workers when they're needed. Super-Competent people need to be keenly aware of time management. After all, time isn't like money, office supplies, or Brussels sprouts: we've each got a very limited amount of it, and we're not go-ing to get any more.
if you say yes to everything someone asks you to do, you're going to be so overburdened that you won’t be avail-able to people when they need you, except on those rare occasions when you manage to clear a task off your schedule. you require some flexibility, which means that you not only have to learn how to say no to some requests (or creatively negotiate them some-what), but you also need to learn how to effectively deal with distractions and diversions—from people demanding your time to "helpful" technology that seems to command all your time.
And stop trying to be such a perfec-tionist! you don't have to do every-thing; the idea is to be SuperCompe-tent, not Superhuman. Superman's a fantasy—and even if he wasn't, you have to remember that he's supposed to be an alien from another planet, not a human being. knowing how to dele-
gate and/or outsource tasks whenever you can, and having the wisdom to do so, is a must.
you'll also need to learn effective scheduling techniques to make life easier for both you and everyone else, and hone them to maximum effective-ness so things don't get out of hand. the same is true when it comes to meetings. As i've said elsewhere, a task will expand to fill the amount of time available; that's something called Par-kinson's Law (after naval historian Cyril Northcote Parkinson, if you were won-dering). Meetings are a prime example of the tendency for that to happen.
you don't have to let time-stealers eat into your productivity! Stand up, step up, and take back your time!
make it a productive day! (tM)
© Copyright 2010 Laura Stack. All rights reserved.
© 2010 Laura Stack. Laura Stack is a personal
productivity expert, author, and professional
speaker who helps busy workers Leave the Office
Earlier® with Maximum Results in Minimum
Time®. She is the president of The Productivity
Pro®, Inc., a time management training firm
specializing in productivity improvement in
high-stress organizations. Since 1992, Laura has
presented keynotes and seminars on improving
output, lowering stress, and saving time in
today’s workplaces. She is the bestselling author
of three works published by Broadway Books:
The Exhaustion Cure (2008), Find More Time
(2006) and Leave the Office Earlier (2004). Laura
is a spokesperson for Microsoft, 3M, and Day-
Timers®, Inc and has been featured on the CBS
Early Show, CNN, and the New York Times. Her
clients include Cisco Systems, Sunoco, KPMG,
Nationwide, and 3M. To have Laura speak
at your next event, call 303-471-7401. Visit
www.TheProductivityPro.com to sign up for
her free monthly productivity newsletter.
For More Articles by Laura Stack Click Here
Sales KnowHowQ2 2010 21
ever feel like you are spinning your wheels doing demos to clients who don’t really know what they want? One week
they want you to do the “dog and pony” show for the market-ing folks, the next week senior management want a glimpse, then it, and then ……marketing has a “few more questions”. to make it worse, you know that at least two of you r competi-tors are also being asked to do the same thing.
this problem is acute when the solution you are pitching has to be approved by various disjointed departments; per-haps it needs to work within the existing i.t. infrastructure, support both a remote sales force and a call centre, provide tools for marketing and provide reporting functionality to fi-nance. each user group may have distinct needs and be inter-ested in different aspects of your product.
Many sales organizations waste considerable time push-ing their solutions on companies who are simply not ready to make a decision.
Why does this happen? Most companies immediate re-sponse to any new strategic direction is to call up some ven-dors (perhaps after taking a look at what Gartner or forrester have to say) and have them “come in and show us your stuff.” Despite most salespeople’s best efforts to prequalify, these appointments are often completely fruitless , or at very least, less than productive.
Perhaps the best thing a sales person can do is say no! Sac-rilege perhaps, but here’s what i propose: encourage the cli-ent to consider an independent evaluation process before you do your demo.
While no sales person wants to send a prospect away, cli-ents who perform this due diligence will make better choices are far more likely to become advocates of the products they select. those who make poor choices will be dissatisfied and become the dissenting voices no company wants – especially in these “word-of-mouth” times.
My firm has worked with many clients to ensure that they make appropriate decisions with confidence. Our particular area of expertise relates to tools for use in fields such as CrM, Data Mining, Database marketing, reporting and Business in-telligence. in these fields, as in many others, tool decisions are not just about technology but are business decisions. As such, the process we employ begins with business strategy and suc-cess factors.
As an independent facilitator we guide stakeholders through a discussion that ensures the organization’s unique business processes and high-level requirements are understood. these
business needs, along with their technical ones, typically form the basis of a vendor rfP/rfi and will assist us in developing an appropriate short-list for consideration.
in addition to not truly understanding what they need, many companies struggle with how to evaluate the choices once they are presented. We counsel clients to decide upon the evaluation up front and we have developed a process for establishing the appropriate evaluation criteria and weight-ing. While sometimes there are “showstopper” price or func-tionality considerations, in most cases there are a variety of “greys” which must be weighed. these considerations are rarely just related to functionality and technical compatibility but also consider softer items like reputation and service lev-el commitments. it is amazing how often decisions become crystal clear when stakeholders are forced to make trade-offs between the relative importance of different items.
establishing this framework up-front becomes critical to ef-ficient decision-making and gaining consensus between dis-parate groups. it avoids people being swayed by “cool” func-tionality they won’t use and by smooth sales people! Don’t worry you can still turn on your sales charm!
the advantages for the salesperson in establishing this rigor are many. 1) the right questions are asked the first time – sparing you
redundant visits.2) Decisions are made based on the real value of your tool and
its applicability to the client need.3) you are not wasting time chasing non-existent opportunities.4) few surprises from new players arriving on the scene at the
end of the process; they should all have been there from the beginning.
5) the real decision-makers are in the room.recently one of the vendors chosen by our client told us,
“We have never been involved in such a rigorous and fair process. it was clear what was expected of us and what we needed to do to meet the client’s needs. thank you.”
So, save yourself from “demo hell” and recommend your prospects employ a rigorous independent process from the beginning.
Emma Warrillow manages a unique team of business consultants who specialize in enabling marketing strategies by building bridges between
our clients’ data and their people, processes and tools. To learn more about the CRM Tool Selection SolutionTM contact her at 416-699-5730 x1
or [email protected] More Articles by Emma Warrillow Click Here
By emma Warrillow, Emma Warrillow & Associates Inc.
Escape fromDemo Hell
Sales KnowHow Q2 201022
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Sales KnowHowQ2 2010 23
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Sales KnowHow Q2 201024
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