Welcome to The Pipeline.

Why Are You Still Doing Pipeline Reviews?2

By Tibor Shanto - tibor.shanto@sellbetter.ca 

Nigeria Sale Concept

Why?

While this long entrenched ritual has some utility, it more often than not ends up being a painful and torturous waste of time. Reps are rarely truly prepared and while this is not excusable, it is usually because they feel that regularly these are a CYA exercise their managers go through. Numerous times I have seen mangers schedule their pipeline reviews just in advance of their review with their higher ups in the hierarchy, not much in that for the rep but the stress.

The whole concept of a pipeline “review” is flawed and a practice that should be a relic of the past, a past where CRM’s did not exist, and managers had to submit everyone to the grind, be that one-on-one or a group agony. Some still tell me that a pipeline review meeting is conducted to confirm and validate the information in the pipeline on each deal, be that end date, deal size, weighted likelihood of closing, and other data are all accurate. Why? Their answer “Managers need to ensure that their sales forecast is accurate, questionable opportunities that could impact accuracy, need to be identified, flagged and or removed.” CYA, fun with numbers, the manager brings his/her subjective bias to things, the Director adds his/hers, and by the time it makes it “upstairs” the plot and theme of the story has little to do with the rep.

The other subtexts is about coaching “Great coaching opportunity”, but is it. I find most use it to talk deal and tactical strategies to closing the deal now, a good thing, but not coaching. In fact when I ask most front-line managers if they have an annual coaching plan for individual reps, the answer is no, which is why the coaching is tactical and situation, all of which would improve if they were aligned to an ongoing development plan.

Others will point to the need for data quality, but I have always wondered why focus on the quality of the data rather than the quality of execution, if you had that, the data would be much better to start with.

So what is the alternative?

Switch gears, go from reverse to forward, from Reviews to Previews. Don’t get me wrong, I have nothing against reviewing deals, why we win, lose or get no decision at all, and there are many lessons to be gained. But if you want to help reps with their pipeline, and change ongoing performance, close more and beat quota, you need to look forward. Do pipeline Previews. Look at active opportunities they will be interacting with in the coming week, a better focus. Who are they going to see, why that person, what are they looking to specifically accomplish that will move the opportunity forward or allow them to disqualify it, yes take it out of the mix, what are the potential roadblocks, resources they may require achieve things. Examine how many new (real) opportunities are in the pipeline this week over last. These are not only more forward looking, more telling about the quality of execution but an opportunity to coach in the present, when it can make an immediate and long term impact, rather than review the past. Question of Leading vs. Lagging indicators and related actions. Do this regularly, weekly, rather than monthly, do it as a team, great learning by osmosis opportunity. Do not do this at the same time as a coaching meeting, schedule those individually, and another day of the week; yes formal coaching every week, over and above the situational daily coaching.

As I said above, want to increase quality of data, focus on improving the quality of execution. If they were allowed and instructed to take trash out of the pipeline, and coached on how to get real opportunities in, and then how to usher them through to close, the data would not only be impeccable, as well as the results.

Tibor Shanto

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How To Lose A Sale With Your First Response – Sales eXecution 2826

By Tibor Shanto - tibor.shanto@sellbetter.ca 

Child in calss

When you initially approach an unsuspecting prospect, how you present what you sell will go a long way in determining the outcome.

Yet when you ask sales people to tell you what they sell, a large majority and their managers get it wrong. They will usually tell me things like:

  • I sell hardware – software – any kindaware
  • Systems, or “high end” systems
  • Blah blah blah services
  • MFP Printers
  • Print solutions

These are all good, but in the end these are things that you deliver, literally, in most cases they are a means to an entirely different end. These are also how the user or implementer would define things, after all they are part of the process, not the ultimate beneficiary. If you are an IT person working on implementing a new finance package, the above type of response will suffice, because they are more likely to be part of the selection process, not the buying process, those who have the requirement that drives the selection and implementation.

One interesting follow on to the above is when we drill down on “solutions”, that crowd favourite, juicy, round, yet vague enough to fit most conversations. (Usually only a few words either side of the other great undefined – value) By implication, when you say you have a solution, you should be able to articulate what you can solve for the prospect, in terms they can relate to, not vis-à-vis your quota. Basing your answer to that on the list above will cost you sales. The problem the user or implementer are trying to solve are very different than those that got the project funded and backed. Without that you will always be in the selection pageant, not in the decision tent.

When we push this point a bit, we get a second round of answers, better but not quite there yet. We get:

  • Improved productivity
  • Improved work-flow
  • Efficiencies
  • Peace of mind

No doubt a step forward, but on their as they are above, and in most initial prospecting conversations, they mean nothing, they lack teeth. How can we improve their work-flow or productivity? What specific efficiencies can you introduce that are specific to them, not your offering Remember your offering and that of your two closest competitor, usually known as Column A and Column C, are most likely 85% the same, so if you can’t answer that, the discussion drops to line P, for price.

The answer is really “why do people buy?” People at all levels of the decision. The challenge in selling the first list is it only speaks to the selection folks, not the buying folks; the second list needs to have a lot more specifics aligned with the buyers’ objectives than just identifying their categories. You need to speak to those objectives and outcomes you have delivered. Understanding how they view productivity, and speaking to that in specific terms is a start. They need to be able to visualize and relate to the specifics of the ‘what’ and the ‘how’. Same for the financial aspect, time shifts, risk and more. Then you need to be able to present things in a way that aligns with their filters, and each role in the decision will be biased by their role.

The reality is that much has changed in sales, but the fact that first impressions are crucial has not, and how you answer that initial question of “What do you sell?” can make all the difference to your success.

Tibor Shanto

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Crystal Balling 2015 – Sales eXecution 2790

By Tibor Shanto - tibor.shanto@sellbetter.ca 

Magical Fortune Teller

Here we are at the height of the holiday season, a season filled with family gatherings, good cheer, forgotten poverty (please donate to the Salvation Army), and loony tune predictions and resolutions. And why not, what’s the risk when we live in an ADHD addled society that explores grand ideas 140 characters at a time; who will remember to check 12 months from now. I mean really, is anyone reviewing what they predicted last year, hell no, it is easier to double down and make new predictions.

Sales is right in there like a, a, a, “wanna go play outside?” Sure some are sticking with their predictions, because if you say it enough it may come true one century, and there will always be those lost souls who are so deathly afraid to pick up the phone to prospect who wish with all their hearts that this is the year that clod calling does die. Sorry Virginia, there ain’t no Santa Clause, and cold calling still works, deal with this, you can even “cold tweet”.

So what does 2015 hold for sales?

Apps for sales and sellers will continue to grow, as will the confusion around them. Meaning that the more of something there is, the more confusion that may result. The victim will be clarity, are we seeing the outcomes we see because of the improved economy, the apps we use, or improved execution. I suspect (ok predict) , that much of the uptick in results for many will be much more due to the economy, very little with improved execution, and even less with their feel good apps. According to a recent press release from Accenture titled: Mediocre Performance by a Majority of Sales Representatives Cost Companies 3.2 Percent in Potential Revenue, Accenture Research, shows, “Just 59 percent of sales representatives are expected to achieve his/her quota in 2014, down from 67 percent in 2013.” This despite the rise in “social selling” and related apps. At the same time “(72 percent) are raising their revenue target by 5 percent or more in the coming year, only 14 percent of chief sales officers (CSOs) are very confident that they can achieve increased revenue goals.” Something has to change, and it is execution, I’ve said it before, a fool with a tool is still a fool; more tools by and for more fools. Execution, everything else is just talk.

Data will continue to make its impact on quality selling, call it big data, actionable data, or a term Miles Austin recently introduced me to “fast data”. Call it what you like, data will help you make the decisions you need as a sales person to execute. About the only positive from the proliferation of apps is the data they provide. The key is how you action the data, better data with unchanged thinking does not drive improved execution or results.

One bold prediction, there will be an app that will take a traditional approach to client engagement, and deliver it in a way that will make it easy for everyone to consume follow and succeed, as long as they, you guessed it, they execute, because, yes, everything else is just talk.

Well that’s my crystal ball gazing, anything more would be foolish. As a stock broker friend of mine said when asked about predicting where a stock will go “If I had crystal balls, I’d make noise when I walk!”

Merry Christmas,
Tibor Shanto

Rethinking Sales Incentives0

By Tibor Shanto - tibor.shanto@sellbetter.ca 

Rethinking Sales Incentives

As part of a series of posts dealing with areas you should consider, better yet reconsider, going in to the New Year, today we look at incentive. No doubt everyone should be thinking about commissions, after all is in effect the cost of revenue. While there are other expenses, commissions/incentives, are the most direct “payment” you pay for bringing in revenue.

While there have been variations, updates and paint over through the years, little has changed in how and what you pay for.

In this article I penned for November issue of Sales and Service Excellence Essentials, I challenge and suggest an alternate way to spend incentive cash, and actually driving right behaviours that lead to results (revenues), and actually sustain both.

Take a read, let me know what you think, pro or con, some will call me names, others will want to pick up the phone and call me to discuss. In the end it’s your money, you should always be open to investing it more productively.

Read the piece here: Rethinking Sales Incentives Then comment below.

What’s in Your Pipeline?
Tibor Shanto 

Key Sales Management Actions To Prepare for 2015 (#video)0

By Tibor Shanto - tibor.shanto@sellbetter.ca 

2015 rocket

About a month ago I had the privilege to be part of a great panel exploring key issues sales leaders need to not just think about, but act on in preparing for a successfully 2015.

The panel included:

Lori Richardson – Score More Sales
Lee Salz – Sales Architects
Steven Rosen – STAR Results
Dan Enthoven – Enkata
Miles Austin – Fill the Funnel
And myself.

As the next instalment in this week’s posts dealing with kicking the New Year off right, meaning in a way that will help sales organisations and teams exceed quota in 2015. Below is an expert from that discussion, but I encourage you to take in the full discussion by clicking here. It is a lively and insightful discussion that will provide a number of ideas for helping your team crush their number.

What’s in Your Pipeline?
Tibor Shanto 

The Global 2015 STAR Sales Manager Survey0

By Tibor Shanto - tibor.shanto@sellbetter.ca 

2015 survey

As we rush headlong in to the New Year, my next three posts will feature things sales leaders should be thinking about to drive success for their teams and their companies.

I want to start by inviting you to participate in a survey being conducted by my friends over at Star Solutions That Achieve Results Inc. (STAR Results), The Global 2015 STAR Sales Manager Survey.

The Sales Manager Survey seeks opinions and perceptions from sales executives and leaders around the world on key skills and development priorities for sales managers.

The goal of the study is to help organizations better meet the developmental gaps of their frontline sales managers.

“For companies to achieve better sales results they need to invest their resources into the proper training, support and coaching of their sales managers,” said Steven Rosen, founder of STAR Results. “Frontline sales managers are the key to unlocking the performance of the sales organization.”

The targeted audience for completing this survey is:

  • VP of Sales
  • Business Unit Managers/Directors
  • National Sales Managers/Directors
  • Regional Sales Directors
  • Front Line Sales Managers
  • Trainers

To participate in the study click on Take the Survey. Participants will receive a free copy of the final findings report – valued at $250.
Rosen observed that sales organizations invest millions of dollars on sales training, yet very little investment on their sales managers who develop top sales people. It isn’t surprising to see that so many sales managers are failing to delver the results their companies expect.

“Most sales managers are selected for management because they are excellent sales people but few are adequately prepared to help their sales team truly realize their potential,” said Rosen. “It’s assumed that because they can do it themselves, they can easily make the switch to getting the best out of others. But that’s just not true.”

As part of the process, Rosen will be presenting results and insights from the survey at the first Annual High Performance Sales Conference, in Toronto, Q1 2015. In addition to Rosen, the conference will feature Tim Hurson, myself and other industry leaders, keep you eyes here for more details to come.

About Steven Rosen/STAR Results

Steven Rosen, MBA is a top sales management consultant whose clients have included Fortune 100′s (including Novartis Pharmaceutical and Alcon), medium size businesses (including Red Rock Breweries) and select smaller businesses and charities for whom he helped grow the bottom line.

STAR Results, based in Richmond Hill, Ontario, Canada, is a sales management coaching, training and consulting organization dedicated to sales leadership development. Its mission is to inspire sales executive and managers to realize their vision, hire top-performing sales reps, transform managers into sales coaches and achieve greater personal and professional success

What’s in Your Pipeline?
Tibor Shanto 

Sales Management: 6 Top Tools to Create More Effective Sales Teams0

Dec-14

The Pipeline Guest Post - Diana Doherty

Want to increase productivity without stressing out your employees? Data can help you improve your process – and your workforce ROI.
Think you have the best possible toolkit for your sales team? Think again. The best sales tools now are all about integration and automation. If you’re using clunky apps or programs that don’t integrate, you’re wasting time. The best tools for your team make more sales, less work.

Clari
How can you give your team instant access to all the relationship data they need with immediate communication to managers? A mobile sales productivity app. Clari pulls information from sources like Salesforce and translates it into usable sales information. Clari’s goal is to give your team all the benefits of data without wasting their time on data entry. Use the management side of Clari to direct your sales team in real time. Clari is much more than an alternative to customer relationship management (CRM).

Salesforce
CRM software can be tough to choose, but it is imperative to your team’s success. Salesforce is one of the most popular options and for good reason. It’s a powerful CRM that focuses on customization, scalability, and integration. With so many options available, one of the most important features to consider is integration. The Salesforce AppExchange boasts hundreds of apps, plus the ability to create a custom-built app. The best part is the apps integrate with programs you’re already using, such as Evernote, DocuSign, Google Drive, and Hoopla.

DataHero
This service connects to many of the best business apps, such as MailChimp, Stripe, GitHub, and Dropbox, to collect and analyze all your data. It finds patterns and creates shareable, interactive charts to represent that data. It features drag-and-drop chart creation, so you don’t need a specialist to analyze your data. Charts can even be set to automatically update when your data is updated, such as sales tracking spreadsheets. One more perk: DataHero works with Salesforce. You can combine Salesforce reports with Pardot or MailChimp reports to see your sales data from various services in a comprehensive, easy to understand format. No more exporting data to Excel and struggling to make sense of it.

Act-On
Generate leads for your team backed with information they can use to convert. Act-On automates your social media and email marketing efforts, measures customer interaction, performs A/B testing, scores leads, and integrates with your CRM. It lets you create and manage email campaigns with webforms and attachments. It provides metrics and data analysis. Act-On is robust marketing automation software that delivers the customer information you need without drowning you in data.

Membrain
Uniquely designed with B2B in mind, this sales pipeline service aims to optimize your sales process and lead your team to success. It has CRM tools built in, but focuses entirely on the sales perspective. Salespeople can see opportunities and where they are in the buying process. Membrain even analyzes and visualizes data for you, creating metrics for defined categories. Most impressive, though, is the drag-and-drop customization of the interface you can design to match your sales process exactly.

Perenso
If your sales team travels, Perenso could be an invaluable tool. The iPad app allows your team access to pertinent client data, and competitor information. It prioritizes clients based on their history, minimizes data entry, handles orders, and encourages upselling. Your team can even create and share presentations in Perenso. Team data is updated instantly, letting you keep tabs in real time. You set cycle priority and Perenso schedules visits and calls in the most efficient order, saving on drive time and money.

The best sales tools address needs you have now with the integration flexibility to address needs that may arise in the future. Remember, when you choose tools for your team, it’s all about empowering them to do their best and saving them time. Anything that clutters up the sales process isn’t the best tool for your business.

About Diana Doherty

Diana Doherty is a freelance writer specializing in SEO content, and is a contributor to ChamberofCommerce.com. She loves all things tech, photography, craft, military family life, and business. She earned her BA in English Writing Arts from SUNY Oswego.

A Thanksgiving Audio Treat0

By Tibor Shanto - tibor.shanto@sellbetter.ca 

Radio Renbor the pipe

Given that today is Thanksgiving in the States, it is not the time for heavy reading (maybe heavy eating), so today’s post is an audio delight that you can take with you and enjoy. It is a recent interview I did on Biz Radio Canada, talking about what else, Pipeline and Sales.

You can use it to distract you from the other in line or at the mall, or stop you from getting trampled as you reach for that last discounted super-duper flat screen. Hey, you never know, you may discover a nugget or two that will allow you to Sell Better next year and allow you to hire a personal shopper to troll the mall for specials, or just not worry about paying full price because of the increased sales you’ll make, and stay home and watch the game on your flat screen.

Enjoy:

Happy Thanksgiving

What’s in Your Pipeline?
Tibor Shanto 

The Ultimate Beneficiary – Sales eXecution 2770

By Tibor Shanto - tibor.shanto@sellbetter.ca 

Market-Research

There certain things that people tend to “speak” in sales circles, which tend to be “tribal” in nature and are often mouthed to suit the circumstance or attain peer acceptance. But when you dig a bit you find that some of the things they speak to or of, don’t always reflect the way they actually execute. And since talk is cheap and the payoff is in the action, it is important to look at some and see if we can get some change, no, not for the bus, but for better sales.

One area where is who they target and pursue to gain engagement and traction, if not the sale. When you ask some (not all) sales people who is important to them in getting a sale or a deal done, they often respond that they need to get to the decision maker. Since that is not usually a title and the function varies from deal to deal, I find that response wanting.

When I ask some sales people who they sell to, especially without giving them a reason for the question, I often hear people who are users, and lower level decision makers, like managers, office manager as an example. Nothing wrong with these people, but they are often implementers or contributors to decisions, but not what we are looking for. When I push the issue, they’ll say “oh ya, well we also call on the executive or C suite”. Better but still, not the answer we were hoping for.

Given the way purchasing has gone over the last few years it is better to redefine the answer away from title, and more into roles. While I would not discourage anyone from going high in an organization, it is always good to be in tune with those setting the strategic decisions, they are not always the ones who decide, or decide the way some sales people would think.

Many senior executives place less importance on the actual product or services decided on, and put more emphasis on the how their teams see the offering, is there consensus around one product versus another. When there is, it means smoother (read less costly) implementation, greater adoption, and other more desirable outcomes, that in turn help drive objectives.

In light of the fact that there is often so little real differences between the offerings on the short list, senior leaders will often go for a product that may score 1% or 2% less on the comparative chart, but has the support of all, where the top one may have less than unanimous support.

In light of the fact that most leaders buy things to drive and attain objectives, and they rely and delegate aspects of that to others on the team, the goal of a seller is to identify and engage with the ultimate beneficiary. Sure it would be simple to say that’s the person at the top, but in day to day terms, it is the person who most relays or is impacted by the work and output generated by what’s being purchased.

Since buying and selling are economic activities, let’s stick to basic economies, supply and demand. Who generates the demand for the purchase in question? The person or people who are the ultimate beneficiaries. Based on the specifics it could be the VP of Marketing, or it could be brand manager for a specific segment. Identify the people who most benefit, and you will be in a position to not just create demand, but if it already exists, shape and influence it. Do that in a way that aligns with their objectives and those of the company, and you’ll be pleased with how those beneficiaries will influence the purchase process and decision.

What’s in Your Pipeline?
Tibor Shanto 

Why Are You Trying To Kill Me?1

By Tibor Shanto - tibor.shanto@sellbetter.ca 

Horrorfilm

Said the Cold Call To The Socialite.

Recent headlines about AC/DC’s drummer brush with the law, got me thinking why would someone want to kill someone? Such a passionate act must be a result of some big or egregious cause, or at the very least a means of avoiding harm. Then I remembered that in sales we see this all the time, over and over, people are trying to kill cold calling.

The most recent would be assassins are Socialites, social selling advocates, who seem to spend as much time sniping at and proclaiming the death of cold calling as they do speaking about what they sell, social selling products, seminars, remedies and dreams. I wish them all the luck, capitalism rules, everyone is allowed to make a buck, I just don’t understand why cold calling needs to be dead for their stuff to work. Cold calling does not present danger to them, in fact it complements and adds to social selling, just as social selling adds to cold calling success, so what’s the deal here Socialites?

You know I have never read an article or a post that was written by an advocate of cold calling, suggesting that social selling is bad, ridiculing people who use the practice to engage with prospects, suggest that it is inadequate, or about to die. Even though you can find stats that would suggested that on its own, it is not all the Socialites will have you believe.

I suspect the main reason is that cold callers do not see social as a threat, is because we do see it as a great addition to an existing set of tools and techniques we use to drive business. We cold callers seem to take a more inclusionary approach to engaging with clients and driving revenue. I would argue cold callers have taken a much more “social approach” than many Socialites who seem to either proclaim or wish that cold calling was dead. Now we all know it is not, you wouldn’t need to keep saying it if it was, it would be self-evident, when was the last time you read a piece about Plato being dead?

Let’s Spin Some Stats!

(Step back you don’t wanna get any on your shoes)
 

To start with not every buyer has a Twitter, Facebook or LinkedIn account. Not only that but depending on who you are prospecting, it is important to note that some groups’ social media activity is in decline. According VentureBeat’s summary of the 2014 CEO.com Social CEO Report “an annual survey that investigates the social media habits of business leaders, has been released. The results show a depressingly small increase in social activity from Fortune 500 business leaders over last year’s analysis.” Further, “Amazingly, the CEO.com report shows that 68 percent of Fortune 500 CEOs have no social presence on any of the major networks. Taking a deeper dive into the data reveals that while there has been significant growth in the number of Fortune 500 CEO accounts created versus last year’s results, the number of “active” accounts grew marginally. This suggests that nearly as many business leaders with existing accounts abandoned their use of social media.”

I’ll be the first to admit that you can probably find stats to the contrary, which just goes to show that sales and sales people are just as susceptible to hype as the next group. But hype is something decision makers have a radar for, serious decision makers want facts not hype, they want tangible things that help them achieve their objectives. This leads to the fact that the most effective means of communication with senior leaders is direct. And while 68% may shun a social presence, 100% have telephones and e-mails. The key is to have a meaningful message that leads to engagement.

Here are some famous stats that keep getting dragged out (and abused):

Corporate Executive Board reported that B2B buyers are 57% of the way to a buying decision before they are willing to talk to a sales rep.
• “A survey by DemandGen Report, reported that 77% of B2B buyers said they did not talk with a salesperson until after they had performed independent research, and 36% of buyers said they didn’t engage with a sales rep until after a short list of preferred vendors was established.”

I am not here to argue the stats, but I do want to point out that both stats refer to BUYERS. These are people who of their own volition initiated a buying cycle. Which means that by the time they are 57% – 77% of the way there, they are not looking for a sales person, but more an order taker. Sad but true. Sales People are paid to persuade and influence, not accept orders from someone who has for the most part made up their mind and is now looking to see which models are available and for someone to negotiate price and terms with. Definition of selling:

To Sell –
-   to persuade or induce (someone) to buy something:
-   to persuade or influence to a course of action or to the acceptance of something

The real problem with waiting for buyers, is that according to Chet Holmes and other sources, “About 3 percent of potential buyers at any given time are buying now” (The Ultimate Sales Machine – by Chet Holmes). Only 3% of your target market are active buyers, even if you social sold your share and then some, are you near quota? These 3% are the people calling you when they are more than half way through their journey, most are past persuasion or influence. If you want to talk SALES or SELLING, you need to be talking about the other 97%. If you want to sell to that 97%, you are likely going to have to pick up the phone and say something other than #wannabuy?

Since we are on stats, allow me to digress for a second. This is one quoted by a Socialite as proof of the “paradigm shift in the sales industry”

“10.8% of social sellers have closed 5 or more deals attributed to social media.” Or looked at from the other end, maybe it can be phrased “89.2% can’t attribute deals to social media”; and “54% of social salespeople have tracked their social selling back to at least 1 closed deal.” I bet the I can find unhyphenated sellers who can track a lot more deals to cold calling, and even more to just selling using all the tools available to them instead of just some.

Let’s look at the “short list claim”, and decision makers. DiscoverOrg surveyed 1,000 IT decision makers at Fortune ranked, small and medium-sized companies. It shows how outbound – today’s euphemism for cold – sales calls and e-mails affect and “more importantly disrupt vendor selection.” Further, some “Seventy-five per cent of IT executives have set an appointment or attended an event as a direct result of outbound email and call techniques.” Finally, “nearly 600 said an outbound call or e-mail led to an IT vendor being evaluated.”

So if you did cold call along with your socializing, you’d be in much better shape than narrowing your chances to one vs. the other, Socialite style.

“But I don’t sell to Fortune 500” I hear you say, “I target Small Business”, the other end of the spectrum. Well small business is only selectively accessible via social.  At a conference last summer, where attendees were owners or senior managers of business that were for the most part under $25M, way less than half said they were using LinkedIn. I am a firm believer in the value and power of social and selling, but if they are not there, there is not much point. And it will not surprise you that all of them had telephones and e-mail.

Oh yes, referrals. There is no denying that a warm referral is like first prize, and an indirect referral, second prize. But cold calling usually shows up as third in terms of return on time and effort. Me, I like to bet safe and spread my risk across all three rather than betting on just one. Besides, not everyone is in a position to get or generate referrals. If you are in a more transactional sale, a new rep to the company, in a new territory, referrals will have limited utility early on. Sure you can generate some from existing “happy” clients, but you may find your probation and bank account run out first. You will need to incorporate all tools available, including the dreaded cold call.

Dreaded being the operative word. Most people who kill cold calling suck at it, makes them hate, makes them bitter. Like overweight people looking for that magic pill, instead of understanding that the magic pill combined with regular exercise and activity will always deliver a slimmer tummy, and healthier state. Sure the Atkins Diet worked for some, but it worked better for those who combined it with exercise.

I don’t like cold calling any more than the next person, but I do it, and I do social, and I do it well, or so I am told. But I don’t need to insult or undermine anyone in the process of executing my total approach to prospecting. Why do Socialites?

Kumbaya Time

The point is to use all tools available, not just one or some.  The only reason for camps, social killing cold calls is to sell social products.  And that’s one thing that has not changed, “Buyer Beware”.  Few sales people I have met can live off referrals only, or off their base. Not everybody is selling social media strategies, inbound programs, or content. Way more sales people have to sell in the trenches, selling traditional products and services, where social has a presence, referrals may play a role, but new business success includes cold calling.

Cold calling is not dead, it just smells funny when done wrong, but done right, it has the sweet smell of sales success. So let’s break down the walls, let’s get rid of the camps, stop thinking about killing or dead things, and make some calls.

That’s my two cents, what about you?

What’s in Your Pipeline?
Tibor Shanto 

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