Welcome to The Pipeline.

Great read on Org charts3

Blogs are great for a number of reasons, one the make you reexamine things and think, they introduce new ideas, and often, as is the case with today’s post, you see something you have been thinking about, and someone posts on their blog that captures the very essence of that line of that.

A couple of days ago on Dave Stein’s Commentary on Sales Leadership talked about Selling Through the Customer’s Organization (Chart).

This is so accurate, yet more often than not when we discuss org charts and the political landscape, participants look at us like we had two heads. Take a look, take the advice.

Sell well,

Tibor Shanto, The Pipeline

Five Proven Ways to Get More Appointments Part 3 of 5: Preparation and Recycling8

Preparation and Recycling: this is probably the most straight forward instalment in the series, but when adopted, it is the one with the greatest return. Since most sales people do not like to prospect to begin with, they like preparing for the activity even less. But at the end, anything worth doing is worth doing right, and in sales and prospecting that means taking the time to prepare.

With prospecting preparation is just as vital as at any point in the cycle. This goes from a simple thing like having a complete calling list ready, including name, title, number, potential value statements, references, potential voicemail message, but most importantly the ability to anticipate and deal with objections.

While these may seem obvious, many sales people do not take the time to be ready, and as a result get distracted, rejected and dejected. I fully believe that it is not rejection that turns people off on cold calling, but the knowledge that they have not prepared, especially to avoid and handle objections, and therefore failure is inevitable. Most reps who have a proper process for prospecting have similar success ratios as they do with closing, roughly 1 in 5, yet you never hear sales pros say that they have a fear of rejection when it come to proposals or closing. Why, because they have properly prepared for the proposal, and as such can deal with the results.

Having the things listed above, having an understanding of how to relate to the person you are calling can dramatically increase the resulting appointments. As with any of the things discussed in this series, the better you are at getting the right number of appointments to drive your business, the less work you will have to do, and the less dreaded cold calls you will have to make.

I would caution that you have to be realistic not confuse “preparation” with “deep research” for each appointment setting call, that would be a waste of time at this stage. If your numbers are 12-6-1, (12 dials to reach 6 decision makers resulting in one appointment), and you spend 5 minutes researching each call, that’s 2 hours of research for 1 appointment, not a good use of time.

Recycling is another key; most reps do not have an active lead management process. But in these days of climate change, it is important that you recycle your leads and use the right ones for long term value. We recommend a process of Touch > Contact > Engage. An approach designed to managing your leads, an organic replenishment plan. Recycling leads, ensures that you benefit from the fact that today’s dud is tomorrow’s cash cow, understanding that more is not best, just a start, you still need a means of brining new leads in to you base. Remember even in these days of global warming, the inconvenient truth is that you need prospects to sell, and that means cold calling leads.

Sell well,
Tibor Shanto, The Pipeline

Five Proven Ways to Get More Appointments Part 2 of 5: Voice Mail25


A lot of people don’t believe in leaving voice mail, and that’s alright, because if you do, you’ll get more appointments.

There are a couple of dynamics at play. A lot of reps say “I never get a call back”; “No one ever returns voice mails”. Not true, I get return calls from 5 out of 10 messages I leave.

But you can also benefit from the ones that do not call back. Studies have shown that it may take anywhere from 4 to 7 approaches for someone to respond or deal with a new matter. Other studies have shown that most sales people give up after three attempts at reaching someone (usually with a manager saying move on in the background).

Now if you do not leave a message, then you may have tried 3 times, and let’s say you’re one of the keeners who tries 4 times, as far as the prospect goes you’re at zero, because they have no way of knowing that you called, because you didn’t leave a message or “calling card” telling her you want to talk to her. You also don’t want to be at the other end of the spectrum, wasting your time dialing someone dozens of times, not leaving a message, then finally connecting and letting built up frustration out on the prospect, as though it was their fault that you called and called and called, instead of leaving a message and having them call you, like every other person I leave a message for does.

Another thing to consider is that a vast majority of reps, who do not leave messages, still listen to the entire outbound message on the voice mail, so why not take a few more seconds and leave a message.

It’s a no brainer, on the one hand, even if they don’t call back (within 72 hours), you are on the prospects radar (yes initially at the fringe) but still better than the superstars who don’t leave messages; on the other hand a 50-50 shot of getting a call back, good odds, and certainly many more conversation leading to more appointments.

If by chance you do miss a return call from someone you left a message for, not the time of their call to you, and aim to call them back in the same time frame, another way to shifting your calling hours, in addition to those detailed above.

Plain and simple, the goal of a voice mail is to get a return call not the appointment; once you are talking to the prospect, you can go for the appointment. So get call back, and then go for the next step. Read Leveraging Voice Mail to Make More Sales! To learn what makes an effective voice mail.

Sell well,

Tibor Shanto, The Pipeline

Five Proven Ways to Get More Appointments Part 1 of 519

One can make a case that any phase of the sales cycle is key to success, but it would be hard to argue that for the vast majority, nothing happens without appointments. No matter how good one sells, it can’t happen alone, you need prospects, and that all starts with the appointment. Our Appointment Making Program deals extensively with the art and science of getting appointments with decision makers on a consistent basis. In the next few posts we will be putting a focus on the on some key aspects of getting appointments and prospecting. Yes there is more to prospecting than cold calling or appointments, and we will be discussing many of these in other posting. But in the next five posting (counting this one) it will be about five proven methods to help improve your appointment setting skills and numbers. Some of this will be straight forward, some with a new spin, but put into practice they will get you in front of more of the right people, right prospects you want to sell to. Today we will start with using time to your advantage:

Shifting your calling hours: Many trainers suggest that you do your calling first thing in the morning. Theory being that you “get it out of the way” first thing, and then go on about your day doing what you do best and like to do: sell. The reality is that you need to shift your prospecting calls to when your target audience is more likely to be available. For some services like ours first thing in the morning is best, first thing being 7:00 to 8:00 – 8:30 a.m. However if your target is a plant manager, service manager, traffic manager, VP ops, you are not likely to find them in their office in the morning, mid-day is probably a better time.

With a bit of research and keeping track, you can typically learn when is a likely time not only to find your target by their phone but also in a position to listen to your approach, and respond in a way that serves your mutual needs. A little preparation, segmentation and planning goes a long way. Please be clear, we are not excusing you from making calls at all times, just encouraging you to call targets at a time that will yield best results for you. Next time round, Voice Mail, till then,

Sell well

Tibor Shanto, The Pipeline

Great reading from Jim Klein and Tim J. M. Rohrer0

There is a great post on Jim Klein’s From The Heart Sales Training Blog titled Solve The Problems And Assume The Sale – Part 2. Jim does a great job of not only highlighting the need for, also the how’s of being fully prepared for a winning sales presentation. We have talked here in the past about the best and most proven way to avoid failiure and disappointmen is to be prepared and reay. Jim goes through all critiacl areas and show you how and why. Make the investment, be prepared, read this piece.

Once you’ve read and taken that on board, take a look at Tim J. M. Rohrer’s Sales and Marketing Loudmouth, all about being productive through action. We have had a number of pieces here about moving things forward and acting with purpose to be productive rather than to be busy, busy, busy. Well Tim highlights some great examples that will help you take you sales further.

Sell well,

Tibor Shanto, The Pipeline

Procurement’s response1

I am quite pleased with a response I got to my last posting “Selling to Procurement”, seems we got the attention of the procurement community.

Take a look at the feedback from David Rae “Procurement on the sales radar” at procurement blog at www.procurementleaders.com (lower right frame). He makes some good points, perhaps we can each learn and teach something.

Sell well,
Tibor Shanto, The Pipeline

Selling to Procurement8

Question: Why bother?

No really, why bother?

Let’s face it procurement or purchasing specialists, not people sales professionals want to deal with. As the economy tightens and companies re-examine their spending, reclassify things in terms of crucial or discretionary, the role of these professionals becomes even more critical and frequent. They make more decisions in a vacuum where value is a distant second to price, Procurement Specialist wield more power than ever before.

There is no minimizing the impact they have on sales and the success of sales professionals. Sales professionals are constantly looking for ways to sell to these procurement folks, that special technique or special words that will help them overcome this perceived hurdle. How do we sell to Procurement? A question we hear over and over.

Well the bad news is there is no special incantation, technique or anything else that will magically change this “bad” reality. These people are there because they have the skills needed to succeed in their task.

Trying to sell to them using conventional means is analogous to one trying to inflict pain to an inanimate object like say a stump, or someone with no nerves in their body. You can kick, punch, stab, pinch slash, bust or burn. No nerves, no pain, no progress. Since they are immune to value, your value prop will fall on deaf ears, and you frustration level will rise to the point where you will make mistakes and greater harm to your ability to meet your objective.

This why we say “why bother?”

Your time is much better used employing a strategy and tactics to neutralize their impact and minimize their ability to negatively impact your efforts and objectives. How do you do this, by selling to the people who truly derive the “value” from your product; once they are sold, enlist them in helping you manage and marginalize the “procurement man” from with in.

Despite rumors to the contrary, procurement specialists are people, and as such you can talk to them, and learn many things, this is not going to happen in the middle of a transaction, but you can talk to them in other environments (conferences, trade shows, even those in your own company). What you learn is that they do have standards, and they do have objectives, and are measured on their success.

One thing I learned is that it is not just price that drives the whole thing, price is big, but there is more. One is the “real” need for the product and/or service you sell, will it really help in their company’s success. Key here is the “company”, not the individual. Often, as sales people we sell to individuals within a company, but those same individuals are unable to sell the ‘powers that be’, unable to show that there is a company need, rather than a nice to have. No matter how nice it may be for that one individual, they are unable to present a case that the benefit serves the broader need of the company, and as a result the initiative dies. The cause of death is reported as a number of things: “budget cut backs”, “other priorities”, “more cost effective solutions”, the reality however is that your “chumpion” was unable to generate enough support elsewhere in the organization, and gave up for fear of spending too much political capital on the wrong initiative.

I hear sales people tell me all the time that their “chumpion”, inside person really wants to buy, but they can’t seem to get past procurement. Yet when you ask them who else they have involved in the decision they say they don’t really want to “go around” the “chumpion”, it may cause them to get upset. Really? So what? It’s not like they are exactly getting you to where you need to be now, how much further behind can you get, if you are not getting the deal now, how can things get worse? The key is to build broad based support. Go and find the people who benefit from your product, directly, and even more importantly indirectly. Let’s say you sell research reports, you usually sell to research mangers, analysts, the occasional marketing director. Who do they work for? Who gets benefit from their output? After all your data may be part of some broader report, it is raw data that is processed by the above that makes its way into the decision process, say if, when, and how to launch a product. Who benefits if the decision is right, who suffers if the decision is wrong? On this level, who has a direct stake in the quality of the data and insights that go into the report on which they are betting their own and company’s success? If you reach out to those people, their peers and dependents, you will find the type of allies that have the ability to influence, move and marginalize Procurement. You will also find that when successful, your original “chumpion” will thank you, since they still get the halo effect of your success, and continue to benefit from the access to your product or service. Same can be done in software, hardware, logistics, you name it, and anywhere where your product can be tied to “critical” aspects of success, rather than labeled as a “nice to have”. The key is do you know who is the ultimate beneficiary of the output, will your “chumpion” attest their need to have your product or service, or can you make a compelling enough argument to the real stake holders that can help influence or manage procurement. One company we worked with began to target CFO’s, the strategy was to align their product, considered by most a commodity, to the company’s financial objectives: reduced over all cost; and to the company’s productivity objectives which included consolidation, automation and outsourcing of non-core or essential activities. Their competitors who continued to target their traditional buyers all lost business, all got stalled, and all had sympathetic “chumpions”. Our client was able to elevate their sale, and by engaging the CFO and positioning the decision to other criteria, found a real Champion when it came to procurement, the procurement director’s boss: the CFO. It is not easy, it does take work, not only in hunting down the right people and getting in front of them, but also in reinventing how you position and pitch your service and value to a client/prospect. On the other hand, once you do accomplish this reinvention, the dividends are big, long lasting and repeatable. One added bonus is that once you redefine yourself in this way, with the expanded more powerful audience, the size of your sale, market and wallet share also improve. It’s up to you, you can rationalize why you lost, or take the same effort, resources and energy to win. Sell Well,

Tibor Shanto, The Pipeline

Taking charge for your team4

Assuming your fiscal year is the same as the calendar year, as a sales manager you know now how your year will end, not to the penny, but you have a clear picture. Based on the length of you cycle, current state of your pipeline, and your knowledge of your team’s ability, energy and consistency.

This is not to sound negative, it just a note of realism as we round the corner in to Q3. Unless your year is a complete write off (we hope not), and unless your sales cycle over six months there are still things you can do to ensure a positive outcome.

First is to review your plan, you know the one you started the year with, and compare reality with expectations. If there are gaps, prioritize and attack them based on impact and ease of attainment. There is no point in trying to address all things at once, it is overwhelming and leads to disappointment and abandoning all initiatives. Better to select those things that will have immediate impact on your year and provide on going impact.

These should be near term tasks that are “doable” and have measurable impact on your success. As you complete each initiative you will not only improve your lot, but gain encouragement and momentum to take on increasingly challenging tasks towards your goals and objectives.

The same approach needs to be taken with members of your team. As a leader, we need to lead proactively “from the front” and enable the team member to achieve success at a pace that will not encumber them, but also enable them to deliver against their goals. It is key that what ever the area of improvement you embark have two basic characteristics. First, it needs to be mutually agreed to; that is the rep has to wants to take on the initiative, not just capitulate to your “observation”. This is not hard to do if you have instilled a culture and practice of coaching and on going improvement. Through open and preplanned discussion it is easy to get to the crux of an issue quickly, and painlessly. Once it is on the table, a practical short term improvement plan is easy to adopt. Second, and as a logical extension of the first, is it has to be doable with immediate and specific pay off for the team member.

As already mentioned above, simple four to six week plans with regular review, allow for momentum, success and the opportunity to celebrate that success (beyond the pay off of improved sales), and fully capitalize by immediately gaining commitment to the next improvement initiative with the rep.

Here is to the rest of your year.

Sell well,
Tibor Shanto, The Pipeline

Sales is a Blue Collar Job! Part 2726

I was at a presentation today for a “great new software solution”, one that will “change the way you do things now”. The usual and familiar ROI based plot, and the added theme that appeals to sales leaders and frontline reps alike, you know the one: this solution will deliver prospects in volumes beyond your wildest dreams and ability to close; and – it will be easy and effortless.

I always wondered why some people think sales is supposed to be effortless, just another office job. I am not suggesting that office jobs are easy, but there is the perception that white collar jobs do not require the same effort as blue collar jobs.

But scratch beyond the veneer, and sales is very blue collar, especially “Above The Funnel”, in the prospecting and pre-prospecting stage especially, where a lot of heavy lifting and work is required. There has to be a lot of preparation and digging to be able to find those golden nuggets that can be polished and nurtured in to a client and on going relationship. While the finished product is always bright and shiny, but one has to get their hands dirty to get to that stage. I often hear reps tell me that once they are in front of a prospect they can sell and “close”, but they don’t like the process of getting to the prospect, the dirty sifting bit, the blue collar part.The reps that accept and understand this, and are willing to get their finger nails dirty, are generally the ones that consistently succeed, even in the type of market we are in today. I enjoy working with them, and those who have come to understand that they need find and use the tools that will help them dig for the right rock.

See you in the mines.

Sell well,
Tibor Shanto, The Pipeline

Seeking Common Ground3

It’s funny how at times when two things that should really work well together end up at odds and slow things to a grind, and usually for the entirely wrong reason.

I met with a prospect where the sales team is looking to capitalize on a good year and perpetuate their momentum by getting the sales managers training that will help them specifically in their roles as sales leaders. The initiative is sponsored by the sales organization and is funded entirely out of their budget. But by definition it falls under the label of “development” and as such has raised the ire “personnel development” team. While the whole issue of not “blessed by us”, “we have a corporate wide manager program”; a to and fore of “overlap” and “conflicting messages” is resulting in no action and wasted opportunity.

The reality is that managing a sales process and coaching a sales team to execute that process does not need to conflict with broader corporate initiatives. The sales aspect is unique, and as sales managers they could benefit from both. We have seen over and over that in leading organizations the sales “leadership” piece is a value add module to the core manager and leadership programs most leading organizations offer. Those organizations that look for the common ground that help to compound learning and development from two complementing training initiatives are not only able to fully capitalize on opportunities, but generally fair better during challenging markets.

Companies where the “turf” aspect of training rules, where training is more of a check mark for KPI’s rather than a commitment to improve, execute and deliver corporate objectives, there is not only a hardening of silos that impede revenue growth, but a real limit to creativity development.

Sell well!

Tibor Shanto, The Pipeline

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