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Customer Information – Why Protection is So Important2

CC Jan 14

The Pipeline Guest Post – Megan Totka

In the sales business, we hold the key to tons of information from customers. While it may be something as simple as their name, address, and phone number, it’s amazing what can be done with that information if it gets in the wrong hands. Sales companies also often store all kinds of other information – credit or debit card numbers, social security numbers, and so much more.

By now, surely we’ve all heard about Target’s information compromise issue. If you tuned out of the news for the holidays, anyone who used a debit or credit card at Target from Black Friday until just before Christmas likely had their information gathered by hackers. Banks are cancelling and re-issuing cards by the millions, and Target is trying to do damage control by offering free credit monitoring for a year to anyone who was affected.

Now, could Target have done anything more to prevent this major breach from happening? Maybe. But there are some valuable lessons to be learned about keeping your customers’ data safe. If nothing else, the Target issue is helping us to see how exactly consumers are affected when their data is misused. It can cause problems in nearly every aspect of their lives.

Here are a few tips, courtesy of InformationWeek.com, that we can do better in the future when it comes to keeping our customers’ data safe:

  1. Data encryption – while I don’t purport to be an expert on data encryption, it does make sense that companies (particularly those who are selling) should be constantly re-evaluating their encryption process and see if it’s working. This is the best way to beat the hacker game. They also suggest using a whole-disk encryption method rather than file-level encryption.
  2. Make sure that outside vendors know how important it is to keep your customers’ info safe – most, if not all companies outsource some of their file storage or data encryption to another company or service. Places that hold information to consider are cloud storage services or CRM software. Making sure that these companies have your customers’ best interest in mind before agreeing to use them is pretty important.
  3. BYOD – lots of companies are moving toward letting employees bring their own devices to work. While this is convenient and can be cost-effective, consider that your employees’ devices are absolutely not as secure as they could be.

Protecting your customers’ information is just one of the things required to maintain a positive customer relationship. It certainly doesn’t have to be difficult or very costly – but it is definitely a part of the business process that needs constant evaluation in order to be successful.

(Photo Source)

About Megan Totka

Megan Totka is the Chief Editor for ChamberofCommerce.com. She specializes on the topic of small business tips and resources. ChamberofCommerce.com helps small businesses grow their business on the web and facilitates connectivity between local businesses and more than 7,000 Chambers of Commerce worldwide.

Window of Productivity (#video)2

By Tibor Shantotibor.shanto@sellbetter.ca

Biz TV

Remember the days when you could actually have a “Power Hour”, the opportunity to really step back and off the treadmill, and concentrate on things that can truly move your sales or the company forward?  With all the demands on your time, it is hard at times to just stay on track.

Well it is up to you and me to carve out that time, and the good news is that you can do it, even today, without adversely effecting clients and their expectations.  Taking a few simple steps and change in outlook will help you to create your window of productivity.

See how:

Window of Opportunity

What’s in Your Pipeline?
Tibor Shanto

A couple of quick things worth noting0


Tomorrow here on The Pipeline, we will have the complete interview with Nick Stein, Senior Director of Marketing and Communication at Salesforce Work.com.  Nick shares a number of insights into sales performance management, and things every sales organization can do to maximize sales performance and drive results and success for individuals on your team.  An interview you will find worthwhile watching.

Thank you and congrats to the winners!

I want to thank everyone who participated in the contest to win tickets for tomorrow’s A Passion For Life event here in Toronto, featuring Tony Robbins.

Even if you were not one of the lucky ones, you can still get tickets, and benefit from a special rate for readers of the Pipeline.  Simply click here, and use the Promo Code RENBOR to receive $100 off the regular ticket price.

To all who are attending, enjoy!

How Many Sales People Can Dance On The Head Of A Pin?0

by Tibor Shanto – tibor.shanto@sellbetter.ca

Sales Pin

Ever wonder why some companies can generate as much revenues with less sales people than others with more?  I think it has to do with the hoarder mentality that permeates sales thinking.  “The more territory, the more accounts I get, the better I will do”.  Yet often the opposite is true, more often than not, less is more in sales accounts and territories.

I remember when I was given responsibility for a new region, eight sales people looking after 13 states.  First thing I asked them to review the status of their top ten accounts, recent activity, and their specific plans for the next 12 months (pre CRM days).  Each of the eight territories, had some 300 – 500 accounts; on average, the top ten accounted for 72% of revenues in the territories, ranging from a low of 64% to a high of 82%.  Coincidentally, around the percentage mark of where they were to quota.  Their coverage plan was routine rather than inspiring, and growth was going to be more from momentum and rhythm, rather than execution of a structured plan.

I then asked them when they last saw or spoke to account number 25, account number 51, and number 100.  As you may expect, #25, sometime in the last six months, one remembered speaking to number 100 at Christmas, mostly because they called in to update their password, a call they transferred to their inside account support person.

When I asked them what can be done to hit their goals, all but one suggested that we add accounts to their territories that were homeless due to a recent departure.  When I suggested that I was actually planning to go the other way, reduce the number of accounts down to about 50 per rep, the hording gene really kicked in.  “That crazy Canadian, I always knew they were socialists, he is looking to nationalize my accounts, reduce my empire”.

Well I wasn’t going to nationalize, but give it to the support team, who were dealing with accounts number 50 and on as it was.  This would make for less clutter for the territory reps, and provide the clarity they needed to work with their clients, prospect for new opportunities, and drive success.  They thought I was nuts, when I suggested they can have as many accounts as they want to prospect and bring on, 20, 50, 100, whatever they liked.  But with nearly 72% of their revenue coming from ten accounts, it would be easier to grow the ten, add a few juicy new accounts to make goal, rather than spending their time counting accounts from a distance.

The hoarding gene is strong in sales; after all, some of these reps become managers, then directors, and eventually VP’s.  You can tell when you meet them, the solution to everything is adding more resources, more territory, more reps, more accounts; behind on the numbers, “give me another rep”.  At the same time you meet others, who after analysing the data, look to optimize territories to maximize client experience and revenues, shrinking territories to create focus, rather than growing them and creating dilution.

One of the only good things to be said for the recession is it showed many organizations that they could in fact deliver more numbers with less headcount.  Reducing creates focus which drives creativity, when you reduce, the competent reps step up and deliver, while others demonstrate why you may be better off with less.  Sellers always tell you that in sales it is “quality over quantity”, why not apply that to territories and reps as well?

So to answer the question as to how many reps can dance on the head of a pin?  A lot less than you think you need to have on that head.

What’s in Your Pipeline?
Tibor Shanto

Know The Why – Sales eXchange 17689

While the sales industry continues to improve and move the dial on “pitching” less, and asking more questions, adopting the “Don’t Ask – Don’t Sell” http://www.sellbetter.ca/?p=1938 philosophy.  But many are still asking questions that serve their purposes only, not so much for the buyer’s, and even when they do they seem to lack the skills or courage to deep enough with their question to truly make a difference for either.

Probing question most often concentrate on the ‘what’, ‘when, ‘where’, and the ‘how’ of the situation at hand.  No doubt these are important, but on their own, they fail to deal with factors that underpin value and foster a true relationship, one delivering mutual benefits for both seller and buyer.  Sadly one contributor to this shortcoming are sales experts in my own field.  Many actively tell their clients not to ask ‘Why”.  I have yet to get a good answer as to why they say this.

Most tell me that it is too intrusive.  What does that mean?  It is my job to be intrusive in that way.  Most present intrusive in a negative way, but being “disruptive” is part of my mandate to help my clients evolve, change and move forward for the better.  After all they don’t buy things to stay the same.

The main purpose for asking the why question is to get to the real underlying reason for them engaging with you.  Now it’s one thing if you’re one of those “wait to be found sellers”, the buyer is way ahead of you in their buying cycle, and you’re just one of a number of participants in the bathing suit contest.  But if you got to the potential buyer before they were even thinking of being in the market, you need to ask a whole bunch of ‘why’ questions before you are in a position to offer up a solution.  Unless you want to be a solution running around looking for a problem or pain, you need to get used to asking why, and even when the buyer answers the first why, you will likely have to ask follow up whys.

To understand the buyer’s real motivation, to get them to understand that you really do have their interest at heart, you need to park the product, and focus on the person.  It takes courage to ask a buyer why they are thinking of doing something or doing it in a specific way, especially if all the other sellers lined up and say whatever they think the buyer wants to hear to get the order.

I sometimes wonder if the main reason some are afraid to ask why is because they don’t know what to do with the answer they get.  They haven’t been trained again, because it is still about selling the product.  If only they accepted that more sales made when it is about really helping the buyer, even when the buyer initially thinks they need to go one way, but end up in a better place after a genuine and intrusive why.

What’s in Your Pipeline?
Tibor Shanto

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Old Fashioned Sales Tactics that Your Small Business Can Utilize117

Guest Post – Megan Totka
Most businesses, whether they are small, large, brand new or established, are turning to more high tech sales tactics to gain and retain customers. This of course is an important part of marketing and sales. High tech sales tactics have become important over the past couple of years because so many people have moved such basic parts of their consumer life online. Due to this shift, more traditional sales practices have been rendered moot. Many industries that offer advertising in print, such as newspapers and magazines, are no longer as successful as they once were.

Customers not only turn to the web to research products that they are interested in, they are increasingly more likely to make the purchase there as well. Companies are using this as a reason to focus all of their sales tactics and marketing dollars to the Internet. While this may seem like a good idea, the entire population is not yet Internet-savvy, and even those who are heavy internet users can still appreciate what might be considered old-fashioned marketing. It’s all about keeping the customer happy anyway, right?

Probably the most dynamic and important traditional marketing strategy is person to person marketing. Personal presence is a great sales tactic for so many companies. Even companies that are internet-based can benefit. If your company does not have a storefront, there’s still tons of opportunities to get out into your community – or any community, really, if you are based online – and show people what you have to offer. Some great places to consider getting out and talking to people would include community events like markets or festivals, job fairs, business expos or trade shows, college career days, and more. If a potential customer sees you while you are out and about, chances are good that they will remember the name of the company associated with the friendly face they chatted with. Since we are human and the need for interaction is one of our core qualities, meeting someone face to face is nearly always going to be more memorable than a phone call or e-mail.

Holding your own events as a company can be a great idea also. You can hold events at your storefront, if you have one. Or, consider partnering with a similar business or businesses at a local fair, festival, or special event to promote each other. For example, a new, online kids clothing boutique could partner with a photography studio and offer a special for a free photo shoot with purchase, or a coupon for a discount on clothing with every photography session purchased. It’s a win-win for everyone involved. Make sure that all representatives from all companies involved are friendly and knowledgeable about products and services offered by the other companies that are present.

Print marketing is another choice when it comes to old fashioned marketing techniques. Yes, I know earlier in the article I mentioned that print marketing is on the way out. And for the most part, it feels like it is. However, there are still some instances in which print marketing can be very valuable. Print is still one of the more common ways that companies offer coupons and discounts to their customers. Print marketing companies such as Val-Pak still mail coupons to their customers. Bed Bath and Beyond is another that sends paper coupons. Small businesses can also utilize smaller publications. Think local magazines, community newsletters, and even ad books for local sports teams. Print advertising is often inexpensive. It doesn’t have to be fancy, either. Simply a company logo, clear contact information and an offer (coupon, discount, etc) make for the most effective print ads.

There are certainly many times and places to use Internet marketing.  It’s even okay to use it as your primary marketing strategy. You can even hire a company to do your internet advertising for you if that’s what you want.  Just don’t forget that more traditional marketing strategies are still relevant.

Megan Totka is the Chief Editor for ChamberofCommerce.com. She writes on business news and small business tips for Chamber’s business directory. ChamberofCommerce.com is the largest Chamber of Commerce online.

Customer Survey Says…81

A Failure To ACT!

One impact of technology on selling, are the increased number of ways of organizations and individual sellers can “connect with their clients”, even when they don’t have to.  A recent favourite is surveys.  After all, what better way to give the illusion of caring, than to send the client a survey directly to them, especially when they have just interacted with someone at your company.  It seems you can hardly get off the phone with a provider, and within seconds there is an e-mail in your inbox with the subject line: “Survey on your recent XYZ LTD. Customer Support Interaction”.

I get it, you love me (or my money), you want to know what I am thinking, what’s important to me, so you can do even a better job than you have been doing to date.  But the charade really wares quickly when the feedback leads to nothing, especially when the experience you had was not positive, your feedback was specific, and the organization surveying you repeats all the negatives over and over no matter what the feedback.

So it was with my recent experience with the support team at Sage looking after ACT!.  The product did not work from the start, issues with integrating with Outlook, which I have to do since they cannot synch with iPhones, (although I was offered the option of synching with Palm).  Several calls to their support team lead to little progress, the issues persist despite their questionable suggestions, it seemed we had reached an impasse, and end of the road situation.

But then a ray of hope in the form of a survey.  It was a good survey, thorough, offering me opportunities to provide direct feedback beyond the multiple choice questions.  I was frank, direct, outlining where I felt the shortcomings were and what led to my frustration.   I wanted them to feel my thoughts, several times I pointed out that I thought their product sucked, that I was sorry I bought it, and want my money back.  I didn’t expect my money back, just being complete in my response.

To be fair, unlike some surveys, at the end they asked if I was open to someone from the company contacting me directly to discuss my issues.  Joy, finally I will have a chance to resolve the problem.  Confirmed my e-mail, provided my mobile number, didn’t want to risk missing this call.  It turned out there was no such risk, as the call never came!  I guess they don’t care.  Or they spent my money, and thought I really wanted it back.

Sage is not alone, just the latest to survey hoping for good feedback, and ignoring the bad.  I have heard from others dealing with other companies who have had the same experience, they take the time to be specific and direct, and they hear nothing from the company in response.  To be fair, I have also heard where the negative feedback was acknowledged and addressed.

Shame, the ignoring type companies are missing a real opportunity to leverage technology to not only make a difference for a buyer, but more for themselves; to be proactive in responding to customers’ input, wouldn’t it be better to have a testimonial about how well they addressed a customer’s problem.  Someone at Sage, and all the companies who use surveys to look cool, but non-reactive, should ask themselves what the nature of this post would have been had they actually followed through as they pretended they would, addressed the issue, and gotten me back as a user.  Instead, here we are, sharing a negative rather than a positive.  And in light of what I do for a living, you think we need to survey what my response is when I am asked about this product?

What’s in Your Pipeline?
Tibor Shanto

Customer Hot Potato – Sales eXchange – 11720

With so many opportunities to ensure customer satisfaction, it is a wonder how some companies keep blowing it.  Take this experience with my internet provider (well part time provider, the system keeps going down).

I recently called them to complain about consistent outages and slow service, something others in my area have also complained about.  The first encounter was with a CSR, who quickly tried to convince me that it had nothing to do with their (lack of) service, and was likely my router.   A variation on the familiar “oh no, it is not the hardware, it’s a software issue” ya right.

Throughout the call their rep kept apologising, I don’t know why, being sorry won’t resolve the issue, and I doubt that she personally came to my house and disconnected or throttled the service.  After a half dozen apologies, and no progress, I asked her what she specifically was apologizing, for;

“I am just sorry that you are unhappy with the service”

Me too, so why not deal with fixing it.

“I apologize”, man some consultant made a quick buck telling them that if they apologize and empathize, it will have an effect on the customer.   And it did, it pissed me off.  I congratulated her on taking me from a concerned customer to being irate, and now, finally, she had a reason to apologize, all the while making no progress on the real issue, reliable internet access.

Decided to take a different tack and took my story to twitter, put out a tweet asking if Rogers had a customer service group or a customer obstruction group.  Sure enough, a shot time later, I got a tweet back from one of their social minions, asking how she can help, at least she didn’t apologize!

I tweeted back that others have tried without results, I am looking at alternative providers.   Her response, NOTHING, no response after their first query.  Not very social.

A couple days later, I gave it another go – slightly more aggressively to the point:

Tweeted: Why is it I pay for a month’s worth of internet but your services are not up all month?

Within minutes @Rogers_Chris responded: Hi, have you contacted tech support about your internet problems?  I guess he does not have access to their CRM, he just “listens to social comments”.   This exchange led to no joy.

On September 25, I put out another tweet heralding them as the new slow.  Enter the next Rogers_, this time @Rogers_Kate, who offered the following hope in the form of a tweet:

“@Renbor Hi Tibor, is this happening when uploading? I’d be happy to take a further look into it for you, follow me so we can chat :)”

Instantly, I followed her.   But I am still waiting, here we are a week later, and still waiting, just like when I try to load a page in my browser.

You know there is a difference between social listening, responding on line, and actually doing something to deal with the issue.  There is more to customer satisfaction than optics, although I am sure there is someone internally touting the speed with which they responded to the situation.  Their situation, not mine.

Next week, our adventures with our cable provider, guess  who?

What’s in Your Pipeline?
Tibor Shanto

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The Gap Between Your Wishful Thinking and Real Customer Experiences30

The Pipeline Guest Post – Ernan Roman

THE PROBLEM: Many companies think they are doing a far better job of engaging with, serving, and supporting customers than they are.

THE SOLUTION: Take a hard look at your Customer Sat process. Is it self-serving, subject to manipulation… or brutally honest?

The following incident prompted me to write today’s blog. Recently, I called to arrange a cab from my home to the airport. This task is always a challenge, as the cab company has a virtual monopoly on taxi service from my hometown to the airport.

I expected the poor service I usually get from this company: no call to alert me when the cab was on the way; late arrival; and a surly attitude from a sullen, monosyllabic driver. I may have to use this company, but I would never, ever recommend it enthusiastically to a friend.

This time, however, I was amazed to discover that I was being treated to a higher level of service than usual. I received an advance call to confirm the details of my pick-up time. They were on time…and, I even experienced a pleasant attitude from the driver!

I soon found out why: This was a new driver who had just started working for the company!

My good feeling evaporated when I realized that I had been used to terrible service for so long that these positive interactions actually seemed like luxuries!

They weren’t. What I had experienced was actually the bare minimum for professional-level airport transport.

This company doesn’t “get it” when it comes to customer service. They had somehow managed to hire a driver, outside their norm, who “got it”. The underlying culture of disregard for the customer was still well entrenched. I found that out when I made my return trip!

Yet … when I see the owner of the company, he delights in telling me about their customer-centric practices and high satisfaction scores! He tells me that his business philosophy is rooted in listening to customers! And he truly believes it. But from direct personal experience, I can assure you that, of his thirty or so drivers, precisely one was capable of delivering a minimally acceptable customer experience!

Here’s the point: Most executives tend to think that they are doing a far better job of engaging with, serving, and supporting their customers than they really are.

I call the difference between your wishful thinking and real customer experiences … the Customer Gap.

Too often, marketers hold their customers hostage, because they believe that there are few or no viable options available to consumers. In an age of rapid technological change and sudden, transformational market shifts, this is an extremely dangerous game.

Often without realizing it, companies get complacent about the dangerously wide gap between what consumers have been promised and what they actually experience in the real world. They stop communicating effectively with their customers, and they get used to delivering a barely acceptable (or even an unacceptable!) level of service.

In an age of empowered, social-media-savvy consumers who can be expected to tell a global audience exactly how they feel about our brand, is that really where we want to be?


  • Take a hard, honest look at your Customer Sat Process, including the metrics and questions which determine “satisfaction”.
  • Evaluate whether those metrics are telling you what you want to hear, or what you have to know?
  • Ask customers for in-depth feedback regarding their experiences with your company and the potential gap between what they expected … and what they actually experienced.

About Ernan Roman

Ernan Roman is President of the marketing consultancy, Ernan Roman Direct Marketing.  Recognized as the industry pioneer who created three transformational methodologies: Integrated Direct Marketing, Opt-In Marketing, and Voice of Customer Relationship Research. Clients include Microsoft, NBC Universal, Disney, Hewlett-Packard and IBM.  Ernan was named to “B to B’s Who’s Who” as one of the “100 most influential people” in Business Marketing by Crain’s B to B Magazine.

His fourth and latest book on marketing best practices is titled: Voice of the Customer Marketing: A Proven 5-Step Process to Create Customers Who Care, Spend, and Stay. Ernan is also the co-author of “Opt-In Marketing: Increase Sales Exponentially with Consensual Marketing” and author of “Integrated Direct Marketing: The Cutting Edge Strategy for Synchronizing Advertising, Direct Mail, Telemarketing and Field Sales.”


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Reports of the Death of the Salesperson Are Greatly Exaggerated17

The Pipeline Guest Post – Craig Rosenberg

At Dreamforce, Tibor and I presented at the InsideView booth. My presentation, “Customer 2.0, ” focused on how the buyer has changed and has more power than ever before. The new buyer interacts with an organization when he or she is ready (not before), does the vast majority of research online without the vendor’s help, is distracted, and so forth. Focus.com CEO Scott Albro coined the saying, “Always be helping is the new always be closing.” I still love that quote, flipping Glengarry on its head. I use it all the time and get tweeted, compliments, etc. So, why am I talking about this? Tibor called me a week later and asked if I believe the role of the salesperson is diminished. Tibor may have been right about how my presentation came across, but he was wrong about how I feel about salespeople in the modern Customer 2.0 era.

I would argue that the salesperson is more important than ever. Let me clarify: I would argue that the highly trained, effective salesperson is more important than ever. Here are some of the keys to understanding the new buyer, why sales is important, and what you can do about it:

1.    Buyers have no time for anything that sucks, including the salesperson. Part of the Customer 2.0 era is choice. The buyer has more choices than ever before, and that includes choosing to talk to your salesperson. I can tell you this from my own personal experience. I am so busy, I can’t see straight. When I get a bad salesperson, it’s like buying a ticket for a bad movie with a lousy date. You are stuck, and the only way to get out is to leave (which may or may not work).

What you should do: Nothing new here — keep your crew well-trained in professionalism, product, and market. Buyers want to have an intelligent two-way conversation, and this won’t happen with some over-cologned “closer.” Fully trained intellectual equals is the name of the game here, folks. Make sure they can bring it in the right way. No, it doesn’t mean you need to be a “wuss.” I understand you still need to get the order, but the route to getting the order requires salespeople who can converse appropriately, from the top of the funnel to the bottom.

2. Buyers want to be helped, not closed; see quote above. Remember, today’s buyer has access to information like never before. If you take the website I represent, Focus.com, for example, buyers can ask for information they want/need and get it from third-party sources or peers. Now, you can take that as a threat, or you can embrace the change and change your approach. Buy your team the T-shirt: Trusted Advisorship: now more than ever!

What you should do: Arm the sales team with buyer-helpful content that they can both speak to and provide for the client. Create campaigns for the sales team that, rather than offering “once-in-a-lifetime” discounts or “check-in,” instead offer a report with valuable data. Don’t hold it back, give it away. That is how you build trust. Also, train the sales team on the buyer funnel, not just the sales funnel. That way they can determine where the buyer is in their process and provide the kind of content that will help the buyer get to the next step (versus sending the buyer a ZIP file with all your data sheets).

3. Buyers buy from people they like (and respect). This is old school yet totally real. Think the salesperson is dead? Ask buyers that. No one hates salespeople, they hate annoying, over-the-top salespeople who have no idea about what they are selling.

What you should do: Get your sales team “in the mix.” Everyone thinks of social selling as a way to understand the prospect (it is), but it is also important to think about social selling in terms of your online persona. There are simple steps you can take, such as having salespeople keep their LinkedIn profiles up-to-date (think the buyer doesn’t check it as they are talking to you or before you come if for a call? Guess again). Twitter: Get the sales team following the mavens in your industry and retweet them, interact with them, and then teach them to connect with prospects. They will see the salesperson as someone who gets it. Should they blog? That to me is slippery slope; see David Brock’s great post on this. The answer to me is: It depends. Remember, if you write it, they will read it. Put another way: If you don’t want a prospect to read it, don’t write it. Long form is different than Twitter. I do believe salespeople can and should write blog posts about their market or selling in general if they are thoughtful and articulate. If you write a post on “How to Close a Mark,” you will lose 75 percent of your deals; but if you write a post on “Understanding the Buyer,” you look smart.

4.    Buyers want to be understood. At Focus.com, we have been polling buyers for the past six years. The overwhelming message in their advice is that sales must understand their unique needs. I know, I’m not going to take credit for inventing solution selling, but it is important to note that this is part of becoming the Trusted Advisor. This all ties together; to win in the long-term, you have to earn respect. If you can’t even figure out what keeps buyers awake at night, you have failed. This is an age-old adage, I feel bad writing it. But I do think I have to write because our polls tell us the buyer isn’t seeing it in this new buyer-centric selling environment.

What you should do: I really shouldn’t be the one recommending that you train your reps on whom to ask questions. However, I have some other recommendations: Have you read all the marketing blogosphere stuff on buyer personas? Those are as much for sales as they are for marketing. Arm sales with an understanding of the types of buyers they will meet and what type of content and conversations are needed to propel them through the buyer funnel.

Is the salesperson dead? No, the salesperson is as important as ever — but he or she must be better than ever.

About Craig Rosenberg

Craig is the leader of the Focus Expert Network, his team is in charge of recruiting, retaining, and managing the amazing Experts that fuel our site.

Craig is also the author of the popular b2b sales and marketing blog, the Funnelholic (www.funnelholic.com).  He focuses on b2b sales marketing across the entire funnel from demand generation to overall marketing to sales process and organization.

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