Sales and Sales Management Blog

October 11, 2008

Speak Your Way to Sales Success

Filed under: branding, business, career development, marketing, prospecting, sales, selling, small business — Paul McCord @ 5:10 am
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Salespeople and business owners often overlook one of the most effective and quick ways to both establish themselves as experts in their field and generate a pipeline of quality prospects.

Most salespeople and small business owners are all too familiar with cold-calling; purchasing leads; sending out mass direct mail and email pieces; and using print, radio and TV advertising and other common methods of lead generation.  However, becoming a niche expert and taking that expertise on the road in the form of speaking to groups and organizations is seldom considered.

The natural fear of public speaking is a deterrent for many, but most salespeople simply have not considered the possibility.  When we think of a speaker, most of us envision someone with grand ideas speaking to the most crucial events of the day-or maybe someone who has lead an extraordinary life, regaling the audience with tales of high adventure.  If we do think of business experts as speakers, we tend to think of names such as Jack Welch, Tom Hopkins, Zig Ziglar or some other high-profile guru who commands tens of thousands of dollars per appearance.

Those sorts of people may be the most visible, but they are, in fact, the tiny minority of speakers.  Literally tens of thousands of organizations in the US need speakers on a regular weekly or monthly basis.  A large percentage of these organizations are actively looking for businesspeople that have a message that will appeal to the majority of their members-and you could be that speaker.

You need not be expounding on the evils of the Democratic takeover of Congress, or the how badly the Republicans have governed, or the great coming economic downfall of civilization as we know it.  You do not have to be a stand-up comedian or a storyteller on the level of Garrison Keillor.

Speaking for local groups and originations only requires you to have information that is relevant and interesting.  A realtor client of mine became an expert in the minutiae of every neighborhood in her city and began speaking to groups about the transitions taking place in the city-which neighborhoods are on the verge of taking off, and which in decline.  Her presentation is laced with statistics but also stories and history, with fact and prediction. Within a matter of several months, she became the “go to” person when members of audiences she had spoken to began to think about buying or selling their home, because she is recognized as the expert on where to move, where to build and where to avoid.

Another client of mine, a business insurance broker, began speaking about the issues that businesses in his city face in terms of risk.  His presentation centers on crime, employee theft, and upcoming city ordinances that may affect business, and other, unexciting aspects of risk management.  Although he is a likable and entertaining man, his presentation is hardly worthy of an appearance on The Late Show with David Letterman.  Nevertheless, he has information that is of interest to other businesspeople.  Moreover, he, like the realtor, has become known as expert in his field.  Businesspeople come to him first because of their perception of his extraordinary knowledge of both business risk and how to manage it and the local issues facing businesses.

Neither of these people is exceptional in the sense that they have led extraordinary lives or have mythical business prowess.  In fact, the business agent has only been in the insurance business for a couple of years.  However, both recognized the power of getting in front of groups and presenting themselves as experts.  Their average audience is fewer than 40 people.  Their average talk is less than 20 minutes, and each speaks less than four times a month.  Nevertheless, if they speak three times per month to an average audience of 35 people, they are in front of about 1,200 per year as “the” expert in their field.  Moreover, many of these people are potential prospects.

How do you become the expert?  First, find something about your business that will be of interest to a broad range of potential customers.  Concentrate on areas that could give your audience information on potential risks or opportunities that could expand or enhance their life, open new doors, or increase or protect their wealth.  Once you have found an interesting niche, connect it to your local market.  The realtor deals only with local issues and demographics, but the insurance broker mixes general risk statistics with local business-related issues.  He takes mundane national statistics and brings them home, to a more personal level.

Do your homework on both your subject and your public-speaking skills.  Hone your presentation so that you are confident and do not have to speak with notes.  Work in front of a mirror until you have managed to eliminate all of your nervous movements.  Go over your presentation-both verbally in front of a mirror and in your mind as you drive-until it becomes second nature.  Check and recheck facts and figures. 

Join the Toastmasters.  Most of us probably think of the Toastmasters as simply an organization that will improve our public speaking skills.  It certainly will.  However, it will improve your leadership skills also, not to mention your interpersonal skills in general.  Most every community has at least one Toastmasters club within reasonable distance.  In addition, in a city of any reasonable size, you’ll probably have several options of meeting days and times as there will probably be several clubs from which to choose.

Then, once you have mastery over your subject and yourself, get the word out to groups, organizations and associations that cater to your prospects.  Send a self-promotion package and follow up with a phone call.  As you begin to set speaking engagements, more will follow.

Keep your material fresh and up-to-date.  Look and act like a professional.  Within months, you’ll have gained the reputation of an expert, the image of the guru, and the self-confidence to match.

There are few opportunities to influence potential prospects as powerfully as you can through speaking to them in a forum where you’re “endorsed” by an organization or association they belong to.  Becoming the objective educator and expert has far more power and lasting impact than any marketing or advertising you can possibly do.

October 1, 2008

Guest Article: “Un-spin Your Competitor’s Propaganda,” by Dave Stein

Filed under: Communication, branding, business, marketing, sales — Paul McCord @ 7:38 am
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Un-spin Your Competitor’s Propaganda
By Dave Stein

Did you ever feel that you are living in a world of spin and hype? With damage control consultants, corporate spin doctors and whole companies out there whose job it is to reconstruct a corporate image, it’s hard to tell “where the truth lies.”

Here are some considerations for getting to the bottom of a competitor’s press release or interview:

1.Why are they announcing now? Press releases and conferences don’t happen by chance. In order to start to get at the truth, you’ll need to question the timing and ask, why now? Perhaps the company is attempting to preempt their opponent. Or are they were caught off guard and are trying to make up for lost ground.

2.Do you hear (or read) new words, concepts or phrases? That’s generally a sign that someone is jockeying for a leadership, first-out-of-the-gate position. The use of generally accepted terms signifies a me-too position, often by someone who is behind the curve and attempting to justify why.

3.If there is a problem, whom are they blaming for it? If it’s your company, you have just been declared the enemy. What is the real reason for the problemﾗthe one they aren’t discussing? There may lay a source of competitive advantage for you.

4.Who might be offended or threatened by any statements made? You always want to imagine who might be threatened or offended by a statement, whether it is written or verbal. Is the person or company taking “a shot” at someone? If so, that is at least part of their agenda. The person or company who is the target of the statement may not be clear at first. Listen and read between the lines.

5.Does the person name names? If so, they may be the enemy. A proven way to spin an attack is to praise your opponent, then diminish what they are doing in the eyes of the audience. “I think ABC Corporation really has done a terrific job building market share. We believe that the quality of our products will have an impact of the success of our customers, which will enable us to achieve our growth objectives during the coming year.” Translation: Take a serious look at the quality of their products.

6.In an interview, do they answer questions directly or avoid the answer? Here’s an example: A chemical company executive is asked, “Have there been any other toxic chemical spills that have not been reported to the authorities?” The answer, “Our company has the best record in the industry regarding compliance with government regulations and has been recognized by the Green Fund fifteen times.” What they say is often their message. What they don’t say often indicates where their exposure lies.

7.What does the person say when they are interrupted? Will they allow themselves to be driven off course? Or do they persist and continue to drive forward, even overpowering the interrupter. If that’s the case, what they are saying at that moment is likely the real message.

8.Is their body language incongruent with what they are saying? Learn how to read body language. As experienced and coached as President Clinton was, he still managed to touch his nose an inordinate number of times during his televised testimony about Monica Lewinsky.

9.Are questions planted or is the interviewer free to ask what they please? Whether you like him or not, part of the success of Bill O’Reilly’s TV show is his assertion that he will accept no guests who require adherence to pre-determined interviewing questions or subjects that the interviewer must stay away from. That is opposite from prime-time news and interview shows on network television.

Before founding his sales consultancy, The Stein Advantage, Inc., in 1997, Dave Stein served for more than 20 years in various corporate executive sales and marketing roles. Now, through his coaching, speaking, and training, Dave provides companies with substantial diagnostic and remedial expertise enabling them, among other capabilities, to readily overcome tough competitors, refocus their selling efforts resulting in new levels of credibility and differentiation with high-level executive buyers, and to hire the right sales professionals, all leading to greater and more consistent revenues. Dave is the author of the Amazon best-selling business book: How Winners Sell: 21 Proven Strategies to Outsell Your Competition and Win the Big Sale, (Dearborn Trade Press, May 2004). For more information go to his website, www.HowWinnersSell.com

June 27, 2008

Image vs Substance

Filed under: Financial Services, Personal Marketing, branding, business, developing expert reputation, marketing, sales, selling — Paul McCord @ 9:05 am
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A couple of days ago I received an email from a financial planner regarding an article I wrote some months ago titled “The Medium, the Message, and the Financial Planner.” The planner brought up a question about the difference between one’s image and the substance of one’s practice and questioned my assertion that a financial planner needs to develop a public image as an expert and that to do that he or she need not be technically the best in their field but rather they only need be competent.

My reader thought that I was way off the mark in encouraging less than the best to become recognized as an expert, and that by becoming so recognized, they would be damaging the profession. His complaint was that:

“(I) have spent years studying tax law, estate planning, investments, insurance, and other areas that are critical to helping a client formulate a financial plan. I’ve invested most of my adult life in becoming a real expert, not an image.

“What you call developing an expert image and reputation I call branding which in my opinion is nothing more than creating a false impression of who the planner is. I see all of this ‘marketing’ to be degrading to me and my profession. I am not a salesperson as you say in your article. I am a skilled, trained professional. I don’t market any more than a specialist physician or attorney markets.

“Certainly, there are financial planners that market their practice and many have very lucrative practices. I equate them more to the ambulance chaser than to a professional. I have no doubt that if I followed your advice I’d make more money, but at the expense of who I am, at the expense of the dignity and respect of my profession, and at the expense of my self-respect. I may not be making a six figure income, but I make a good living and I’ve done it without prostituting myself or my profession. In fact, I believe that if you and the others like you who are advocating financial planners become common salespeople would cease with your self serving attempt to sell your services, I’d be making considerably more because my expertise would come to the surface. As it is with the advice and guidance you and others give on how to market, many of the best financial planners aren’t acquiring the clients we deserve because lesser skilled planners are attracting them through their marketing practices.”

The reader had a few other comments to make, but you get the general drift of his email. Unfortunately, my experience working with thousands of advisors in the financial services industry is that he is not the only one with this view of marketing and sales.

Like most sales trainers, I get a good number of very positive emails and my share of challenging emails, but I’m not sure I get any more honest than this one. This reader is very clear on how he sees himself and his profession—and how he sees salespeople, marketing, and other financial planners who are aggressive in developing their practices.

He is also very clear on his misunderstanding of what sales and marketing is about and how business is acquired. Unfortunately, being one of the best at what you do isn’t going to bring in business. If no one knows about you, then no matter how good you are at what you do, you’re not going to thrive.

There isn’t a dichotomy between selling and marketing and being a professional, one doesn’t exclude the other. Creating an expert image through ethically sound marketing isn’t degrading or deceptive.

However, the arrogance and ignorance to believe that one is above selling and marketing is self-destructive. Being jealous of one’s competition because they are acquiring clientele you don’t think they deserve is self-destructive. Believing you warrant more business simply because you know what you’re doing is self-destructive.

Being technically competent or even being a technical expert is useless if you don’t have clients to practice on. Spending time and energy and using the strategies that create your public image and reputation as an expert is the sign of a true expert; believing you are above marketing is an indication of a lack of understanding of what marketing is and how business works.

Public reputations don’t happen by accident. They have to be nurtured and cultivated. They have to be created.

How many great financial planners are languishing in near poverty because no one knows they exist? If simply being great at what one does was enough, there would be no need for marketing, advertising, and selling. If being good was good enough, there wouldn’t be so many highly proficient technicians in every industry going out of business everyday because they are starving to death.

Success doesn’t happen because one happens to be a highly skilled technician. Success requires the acquisition of a number of skills—from the technical skills of your profession to the skills to get the word out about your existence and how you can serve the potential client. Success happens by intention, not by happenstance. Image doesn’t mean illusion and substance doesn’t mean success. Technical substance must be combined with a public image created through marketing and solidified through selling if you want to create a practice that is both professionally and financially satisfying.

May 19, 2008

Brand Confusion=Death in the Marketplace

Filed under: branding, marketing, sales, selling, trust — Paul McCord @ 6:53 am
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Companies, organizations and even individuals spend years of toil and treasure to create a brand that sets them apart from their competition. The investment in terms of time, money and creativity can be massive. The impact a well developed brand can have can’t be overestimated.

Some brands are so recognizable that people think they know and understand the company or organization when simply hearing the name or seeing the logo. Organizations that have developed these iconic brands take great care to protect and expand the brand, trying to make sure their every move reinforces the brand’s message.

Our two major political parties have spent decades and vast sums of money building their brands. Both parties have invested both their short-term and long-term success in their brands. And although the brands are associated with particular individuals and events, each is most closely tried to and defined by a perceived political ideology.

Hear the word Republican or just see the elephant and most people have certain images and beliefs that come to mind:
• Conservative
• Budget conscious
• Strong on national defense
• Strong on law and order
• Against big government
• Favors tax cut
• Supports business
• Supports free trade
• “Middle America”

Likewise, hear the word Democrat or see the donkey and most people have another set of images and beliefs that come to mind:
• Liberal
• Supports social change
• Tax and Spend
• Weak on Defense
• Protectionist
• Supported by labor unions
• Supports the weak and poor
• East and West coast “elites”

Most of the images and beliefs we have about these parties have been carefully crafted by the parties themselves, a few others have been foisted on one party by the other in order to sully the brand. Nevertheless, for most of us, when we think Republican or Democrat we tend to think of some or all of the above images.

Because of the strength of the images and beliefs associated with each brand, we believe we know something about a politician when they say they are a Democrat or a Republican. We expect a Democrat politician’s political philosophy and votes to be closely aligned with our concept of what a Democrat is. Likewise, we expect a Republican politician’s ideology and votes to reflect what we believe a Republican is.

When a politician of either party doesn’t act according to their brand, we question whether or not they are really what they say they are. They are viewed as mavericks or independent thinkers. We don’t question whether the organization has lost its way; we simply question whether the individual in question really fits within the organization.

But what happens when a majority of the organization’s members act counter to the brand? We no longer question whether the members are mavericks or independent thinkers; we question whether the brand itself has any meaning, any substance. The dichotomy between the message and the actions creates confusion in the marketplace and if that confusion lasts long enough, the brand loses all meaning.

We are currently observing a brand implosion.

For decades the Republican party railed against the Democrats on taxes, spending, the economy, judges, and a number of social issues, preaching the tenets of conservatism, trying to brand the Democrats as big spending, big taxing liberals as they pointed out the worst offenders, slowly chipping away at the lock the Democrats seemed to have on congress, yet never gaining the upper hand legislatively with both houses under their control.

Then in 1994 they developed the Contract with America, a vision of conservatism that matched much of the brand image that had been created for their party—and they took legislative control of both houses for the first time in 40 years. For a time, their legislation seemed in alignment with their brand. Certainly, they had their share of opposition, but people believed they understood what ‘Republican’ meant–both in terms of the brand and in terms of the actions. One reinforced the other.

Over the past years, many of the party’s actions have gone counter to their brand’s image, at least in the view of a great many Americans. The brand has become confused—what does ‘Republican’ really mean? It doesn’t seem to mean fiscally conservative. It doesn’t seem to mean socially conservative. It doesn’t seem to mean strong on security. It doesn’t seem to be anything other than what appears to be politically expedient at the moment.

Today, we have a Republican party with no meaningful identity, no real brand because of a great chasm between its message and its actions. It preaches fiscal conservatism and spends like a drunken sailor. It preaches homeland security and ignores the borders. It preaches ethics and moral responsibility and has a consistent line of its elected officials resigning in disgrace with many going to prison. It preaches energy independence and refuses to address energy in a meaningful way.

The brand has become meaningless. A decade of confusion between what the brand proclaims and the actions of the party has brought the party to a crisis point. On the one hand, party leaders try to shoehorn candidates into a brand that doesn’t fit, and on other hand, it still proclaims the images and beliefs it worked decades to instill in its rank and file—and wonders why it can’t generate enthusiasm, unity and trust within the marketplace.

The lesson for us is straightforward—once your brand is imbedded in the marketplace, any serious dichotomy between the company’s actions and the brand’s image creates confusion, and ultimately, distrust in the marketplace–and it doesn’t take long to destroy even a hundred and fifty year old brand.

After writing this on Saturday, I noticed a report in Sunday’s San Francisco Chronicle that Arnold is advocating rebranding the Republican Party, generating a debate within the party as to whether or not to rebrand. I think they misunderstand the issue–the problem with the Republican brand is it seems the party thinks it’s simply a brand issue, not an action issue. They lost their brand because their actions didn’t match the brand, not because the brand didn’t work. Arnold is correct in the sense that the brand doesn’t work, but it doesn’t work because it no longer exists, not because it has been rejected by voters.

May 5, 2008

The Sale is About You, Not the Company

Filed under: Personal Marketing, branding, career development, marketing, sales, selling, success — Paul McCord @ 5:30 am
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I acquired a new coaching client a couple of weeks ago.  Richard has been selling IT consulting services for over 10 years.  He has always been a top producer.  He works hard, makes sure that his clients are delighted with both the service and the results they get from him and the company he sells for, and he knows his industry inside out.

Richard makes well into the six figures—well, well into the six figures.  And he is miserable, depressed, and vaguely thinking about moving away from sales and into management even though he loves sales.  In fact, until six months ago, he had never considered management.  He liked the freedom, the income, and the activity of selling.  He wanted no part of the chains of management.

So, what would cause someone making that kind of money, who absolutely loves what he is doing to decide almost on the spur of the moment to make such a radical change?  Why would he be willing to take on a position he has purposely avoided for years?

Richard hired me to do what he thought he’d never need help doing—getting his career back on track.  As things are right now, his income in 2008 is going to drop almost 60% from last year.  He is in crisis mode—so much so he hired a coach, is contemplating moving into management, and is so depressed he doesn’t want to get out of bed in the morning.

How could this happen to a top producer?  What changed so dramatically in the past few months that could cause this?

It isn’t the economy.

It isn’t the company he sold for.

It isn’t the company he now sells for.

It’s worse than any of these.  Richard brought this upon himself.  He is the sole cause of his current problems, and he did it without even knowing he was doing it.

Richard changed employers about six months ago.  He had been with his previous employer for over seven years.  He had built one of the strongest sales businesses in the company.  His clients were top companies with tons of repeat business.  Sure, he brought in new clients, but the vast majority of his business was repeat business—business he could count on, business he knew was there and was going to be there.

But there had been some management and philosophy changes in the company that Richard didn’t think would serve him or his clients well.  As the changes and his dissatisfaction mounted, he eventually decided it was time to make a move.

He talked to a number of companies and finally found a new home with a much smaller company, but one whose philosophy, quality and responsiveness was very similar to his old company’s in earlier years.

He expected to hit the ground running, bringing in a ton of business as he moved his former clients over to the new company.

It didn’t happen.  To date, six months after joining his new firm, few of his former clients have made the move.  In fact, he has to resell all of them.  It is, in his words, “worse than starting over.”

Yes, he can get in the door to meet with them, that’s not a problem.  But he has to un-sell everything he sold previously, because what he had sold his clients on wasn’t him; instead he sold the company he had been selling for.

His former employer was a big, well-known name.  They had a reputation for excellence, integrity, and superior service and value.  Richard sold the devil out of those things.  He assured his prospects that they would get the service and attention they wanted and needed; their needs would addressed quickly and with a focus on saving them time and money; and should he ever leave the company or become unable to manage their account, the company had the personnel and resources to step in and take care of them as though nothing had happened.

He believed that since he had done such a great job of selling and maintaining the relationship, his clients would naturally go where he went.  His clients were his and would be loyal to him, and if he decided it would be better for them to follow him to another company, they would naturally follow.

Richard had done a great job of selling.  His clients are loyal.  They are believers.

Richard’s problem is he sold the wrong thing.  He sold the company he worked for, not himself.  He sold the image, prestige and reputation of the company he was selling for instead of selling his dedication, professionalism, and commitment to the client.  He convinced his clients that it was the company he sold for that was going to provide the service, making sure everything went smoothly, and that their problems and issues were taken care in short order.

Richard misunderstood in a very fundamental way what selling is—or rather, what is being sold.  Moreover, Richard isn’t alone.  Hundreds of thousands of salespeople are on the street everyday selling the wrong thing.

Selling at its core is about selling yourself.  The products you sell are probably indistinguishable from the products your competitor sells.  More than likely your company, like every other company, claims to have superior customer service.  It is highly doubtful you have the lowest prices or offer the most value in your industry everyday.

So, if the products you sell are virtually the same as your competitors, the claims the company makes are the same as your competitors, and the pricing and value are similar to your competitors, what distinguishes your sale from your competitor’s offer?  You.

Actually, you are the sale.
•    You are the one who is going to make sure the customer’s purchasing experience is satisfactory, not the company you’re selling for.
•    You’re the one who is going to make sure things get done as they are supposed to, not the company you’re selling for.
•    You’re the one who is going to negotiate the land mines that can blow up a sale, not the company you’re selling for.
•    You’re the one who must take responsibility for the customer’s purchase, not the company you’re selling for.

Further, a funny thing happens when you sell the company rather than yourself.  When you sell the company, the customer becomes loyal to the company.  When things go well, the company gets the credit.  But when things go poorly, you get the blame.

If you want to establish a long-term, successful sales business, you must understand the basic nature of sales.  You don’t work for anyone other than yourself.  You are your company; you’ve just contracted with a single supplier to sell for them for the time being.  The customers you bring to the company you’re currently selling for are your customers, not theirs.

But as Richard learned, if you’re selling the company instead of yourself, you’re giving your business and your future away for free, and when you decide it is time to sell for a different supplier, you’ll find yourself starting over scratch once more.

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