Young female scientist injecting GMO into   potato in  laboratory

What If Prospecting Were Cancer?0

By Tibor Shanto – tibor.shanto@sellbetter.ca 

Not to be overly dramatic, but most people who find out they have caner or any terminal disease, will immediately seek a cure, take steps to change their lifestyle or habits to alter their fate. Rarely or ever would they ignore it or make changes to unrelated things as a means of healing the illness. Well, most except some VP’s of Sales or sales leaders.

You would not believe the number of these folks I meet with, who unprompted, without “probing” or cajoling, share with me their concerns about the state of their team’s pipelines, and the lack of new opportunities. When I ask what they attribute that to, they tell me:

  • Their people are ineffective at prospecting
  • Preferring to spend time with existing customers
  • They spend all their time researching on the web and social media – very little time leveraging the research by actually putting it to good use
  • Or just not wanting to do it at all

This of course leaves them in precarious position, while there may be good organic growth that they can coast on for a while, the new revenue coming in is only slightly ahead of their natural client attrition rate; leaving them only one breath away from a client leaving, and the whole year going pear shape.

You would think that once they examine and understand the symptoms, the risks and severity of the situation, they would address the cause as directly and effectively as possible. But no, the VP”s/Leaders in question, seem to feel that it is better to focus and deal with something else, some other element of sales as a means of addressing the issue. It sometimes reminds me of an old joke, where a farmer is suffering greatly with a tooth ache, as a cure, his friend and fellow farmer suggests that he drop a cement block on his toes, “Ya, you’ll forget that tooth ache in no time at all.” Now I have nothing against alternatives to main stream medical care, but even I know there are only so many toes you can break before you have to see a real doctor.

Seriously, they will deal with and change anything than what counts, i.e. their people’s ability to properly prospect. A popular favourite, probably due to visibility, is to focus on the “leads”; yup, “better leads”, or “more leads”. That’s the ticket, they are ignoring the leads they have now, or making at best a token effort, so let’s give them more to squander. A variation on the theme, “lets hire a lead gen firm.” So one company locally did that, and their reps came back:

“The leads suck”
Why?
‘The guy said he is not ready for at least six months”
How long is your sales cycle?
“About 4 months” (Data pulled from their CRM by sales ops showed just over 6 months)

But even if it was four months, seems like the right length of runway to unfold the sales properly at a relaxed pace. But it seemed the preferred method was to wait, till everyone is all over the buyer like white on rice, and then engage, just around the buyer has made their choice and is looking for pricing.

Another leader who after deciding that his people needed to prospect more regularly and do it better when they do, put the team through a presentations skills program. I guess his theory was that if any of the team ran into a prospect, (by mistake), they would be adept at presenting.

If prospecting was cancer, most people would deal with it directly, regardless of the effort required. Seems to me that having a continuously anaemic pipeline, or one full with names growing fungus like the orange we forgot in the back of the fridge, points to the fact that you have a cancer in your sales organization: deal with it, before it deals with your career.

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mANAGER - lEADERS

Are You Developing Managers Or Leaders?0

By Tibor Shanto – tibor.shanto@sellbetter.ca 

We have all witnessed situations where an outstanding sales rep is “rewarded” with a promotion to sales management, leading to two compounding problems. The previously successful contributor flounders in the new role, and you have an underperforming territory where you had a star you moved. There is no doubt that you’re a+ Primo players, should be recognized, even rewarded for their contribution, (which is what I thought the incentive plan was for), but that reward should be one that resonates with them, not with current company leadership.

Successful leaders create an environment where they understand what the rep in questions considers to be a reward or recognition. Many companies default to either monetary rewards or hierarchical promotion. The challenge with the former, is that real A+ Primo players can generally achieve the financial results they want, especially if, as mentioned, you have an effective incentive plan in place. But even then, money is an interesting aphrodisiac, it is a lot like gas, which fills the entire space or volume of its container regardless of the container size, no matter what the volume, it will fill a bigger container. Even a substantial increase will have limited lift, limited change in behavior.

mANAGER - lEADERSThe challenge with promotion is that some don’t want it as much as those higher in the hierarchy believe. Clearly those in senior roles, those who enjoy and are successful at it, find it hard to understand why others don’t get turned on by the same thing. But many don’t, we have all known career sales people, who continuously make more money than their managers or even directors, but and have no desire to take on the role. Promote one of these reps, as many do, and you not only face the issues presented above, but a bunch of collateral damage. Damage on the other members of the team who now lack a leader, this will manifest in either lower revenues or mass departures, sometimes both. Not to mention the countless dollars spent with experts to try “reprogram” the rep, mentor, coach, and all the other programs invested in, with little or no impact.

The answer is determined a lot earlier, at the time of hiring. Organizations should be hiring for the role, not hoping that some will evolve into it, especially when they were hired to do a specific thing. I don’t see a lot of football team bringing on a lot of placeholders with a goal that they will one day make great field goal kickers or quarterbacks. With all the talk about Account Based Management, perhaps we should extend the concept to how we construct a successful sales team, put some focus and energy in to Role Based Hiring and Development. I do apologize to those who sell programs to help people make the “transition” from one role to the next, but more often than not the result is the creation of a managers not leaders. Bureaucrats who excels in explaining and enforcing a process, but are useless at leading their teams in executing and continuous improvements in that execution. Manager is a great title, but it is leadership that will drive results both in the short and long term. Don’t settle just because it is easy, convenient, or always done that way.

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Red closed door behind open doors, isolated on white background.

Closing Is Easy0

By Tibor Shanto – tibor.shanto@sellbetter.ca 

One of the most common things I hear from sellers is “Get me in front of the right guy, and I can close them”. Big deal, so could any monkey dressed in the right suit, that’s why the big money in B2B sales is made by those who can actually get in front of the right guy long before the closing monkeys show up, those who can OPEN.

Closing opportunities that were initiated by the buyer themselves is cute, but is it enough? When asked if they can meet or exceed quota relying strictly on deals that were initiated by the buyer, most admit the answer is no. In addition to those who come to them, they have to identify, qualify, prospect and engage with potential buyers who left on their own, would not have stayed out of the market in the current timeframe.

When A Tree Falls In The Forest

When you ask sales people or organizations, whether they could make or exceed quota by closing only opportunities initiated by the buyers themselves, and most admit, no. Meaning they have to go out and prospect buyers, who left to their own, would stay on the sidelines, and remain oblivious to any social activity, messaging, or any other on line activity. It is very much like the tree falling in the forest. If the buyer is not online, but instead in their businesses, their shops, trucks, or offices, doing their thing, then they can’t see or interact with anything you may dangle out there. This, by the way, represents about 70% of any defined market, if not more.

Sure, one alternative is to double down, increase your efforts to entice and succeed with those buyers who are interacting with what you’re dangling. But we also have to remember that these buyers are rarely monogamous. They are visiting all your competitors’ sites, and playing footsie with all they’re dangling. In a “good enough” world, you all begin to look the same at about the 67% – 70% marker in the journey, leaving price as the big differentiator.

Back To The Start

Openers, know how to identify and speak with those 70% who are entrenched on the sideline. They can shape the thinking of the buyer much more so than one could at the 67% marker. While any intelligent buyer will compare you to others, Openers know how to frame the opportunity in ways that will directly influence how those buyers will filter your competitors.

The risk these days is that everyone is so fixated on closing, they overlook the need for Openers, placing all their early cycle success in means that are not delivering. While many bought into the SDR wave, stats about SaaS sales success can be scary by any standard. One reason again is that the emphasis is not opening the opportunity, creating a base for success, and without that foundation, it is hard to build.

Unfortunately, the discussion has eroded into a question of style, social vs. traditional. But impact has been deeper, as many who shun traditional prospecting, say telephone prospecting or cold calling, also abandon the skill of opening, as that step is left entirely to the buyer. Time to focus on why we do something, not just the how. For real sellers, the why is about the Open.

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3 Sterne Bewertung

Can We Stop Accepting Average? Please!0

By Tibor Shanto – tibor.shanto@sellbetter.ca 

Something has changed over the last few years, and it needs to be reversed. There is too much celebrating of average, everywhere, but especially sales.

Average may be a good measure to use when comparing house prices on a given street, but falls short when it comes to measuring accomplishments, setting goals, or anything that counts, especially in sales. Let me remind everyone that average = typical; common; ordinary. Not something one would use to describe themselves or loved ones, yet, we seem to celebrate it almost daily.

Average is certainly not something you see at the top of skills listed in job postings for sales positions. BTW, cold calling is, yet the average salespeople seem to find it difficult to execute this basic sales skill. Even when coached and directed, the average reps seem to search for reasons not to do execute core sales activities.

3 Sterne BewertungThe difference between average and excelling is not a great as many would have you believe, and while it may be easy to point at the reps involved, it may be worth looking at what in their support (or lack of support) system allows to get away with it, and at times encourage it, starting with their managers. For a number of reasons many managers are afraid to call out mediocrity or averageness. Sure, HR policies and a litigious environment contribute to this, managers need play an active role in helping people exceed average, or help the individual transition to something they can be more than average at.

It does not help that many managers are reluctant to address the issue head on. I have had managers tell me that they’d rather have someone in the territory than have it vacant. I get it, but I firmly believe and have seen that the long-term damage to revenue in such territories, when an average rep is sent to compete against accomplished sellers. I have heard the arguments about the costs, direct and hidden, that are associated with rep turnover, but the answer is not hanging on to average, but having the conviction and guts to hire the right reps. Coming from the “hire slow, fire fast” school, the holding on should happen at the front end of the process, during hiring, not in avoiding the firing.

In some ways, you can’t blame only those involved on ground level. Many of these average sellers are a product of ‘The “Participation Trophy” generation’. Looking at the charts presented, it is likely to get “averager” before it gets better. Unlike little league, in sales only one rep goes home with the deal, the others, as they say, have hungry babies (and maybe a ribbon).

The cost for all this is borne not only by the organizations and those reps who strive to achieve, rather than just participate, and spend more time and energy on excuses rather than execution. Which leads to the average sales force where a hand full of committed professionals will always outperform a stable of also-rans, the choice is yours, not matter what you tell yourself.

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IDeen

Resolve to be a Contender Not Column Fodder0

By Tibor Shanto – tibor.shanto@sellbetter.ca 

If you are in B2B sales, you have, knowingly or not, been column fodder. I often ask sales people if they know what that means, and for the most part most do not. While some of you may know what I mean, others may not so let’s define. It is a situation where a buyer has decided that they will give the business to a specific, usually favoured, vendor. These same buyers, also know from experience or set expectations, that their boss (or the owner), will want to see some comparables before approving said purchase. So they set things up in a spreadsheet for presentation.

Column A – This has all their requirements
Column B – The chosen vendor, the one that will get the deal short of divine intervention (bad news for atheist sellers).

But they know the boss is going to ask to see options, so this buyer engages with two other vendors. Asking very specific questions, questions matching the requirements in Column A. This line of questioning often fools sales people making them believe that the interest is real due to the specificity of the questions, and the degree of engagement by the prospect. (I know earlier I called them a buyer, but that is only true for the vendor in Column B, if you’re in C or D, they are and will only ever be prospects.) In the end the buyer presents these in a way where Column B is all but assured that they win the deal, and you and one other rep serve as column fodder.

But it does not have to play out that way. You can take steps to either avoid playing the game, or play it to disrupt and win. Contrary to what some may think, I think the prudent course is to avoid playing the game, and spend the time and energy prospecting for potential buyers who are willing to engage based on merit, not the need to justify a purchase from someone other than you.

First thing you can do is to ensure that you are interviewing the prospect as much as they interview you. While it is the prospect who should be speaking more, it is the seller who should set that into motion with good questions that not only bring light to the issue, but challenge the prospects pre-conceptions, and direction. With Fodder calls, not only is the rep talking more than the prospect, but the prospect is driving the direction, asking the questions, and keeping the discussion in predetermined petametres that deliver the desired result, fodder, not knowledge.

IDeenIf it is a real curiosity, you could get to the root of things by asking a combination of:

Where they are now?
How they measure the situation?
Where they had planned to be?
Why the Gap?
Quantify the impact of addressing the Gap?
Quantify the impact of inaction to address the Gap?
Extrapolate Rewards over entire the course of ownership/benefit?

If you can’t change the path the conversation is on, you need to seriously think about walking away. If the conversation is nothing like the ones that lead to closed deals, you have to ask why, and then react accordingly.

I have some reps tell me that they “play” along, believing if the chosen vendor drops the ball, they will be “next in line”. Problem is even if that happens, human ego often prevents the buyer from coming back Column C or D, a new search is much simpler for them.

Last thought, that time you wasted playing Fodder, not only could have been spent with a real prospect, but you’ll never get it back.

Be a Contender in 2017!

See you next year!!

win-lose-draw-dice

Crash and Learn2

By Tibor Shanto – tibor.shanto@sellbetter.ca 

While we are all caught up in the cheer of the season, it is important to remember that sales is not always peace, love and joy. In fact, when you consider closing averages in B2B sales, it is most likely that we are bound to have more disappointments than joys as measured by that figure. Some have put the number of sales qualified leads to close, as low as 16.4%, across all B2B; I am sure if you take out the outliers, it is likely a more presentable number. Let’s go with 4:1 or 25%, now if you’re one of those who say sales is not a numbers game, you don’t have to worry about this or the rest of this piece. But if you are looking to improve in the coming year and beyond, it is clear that the best learning opportunities are in examining the losses, and working to change those outcomes.

I know there are some pundits who will tell you to ignore anything but wins, and work on repeating things that are working. The question is will that change the 4:1 win rate, or just help you maintain things? While no one wants to dwell on the negative, the best way to change it is to avoid repeating things, which what happens when you just look at one side of things. In fact, the best sales people and organizations, look at three side of things, The Wins, The Losses, and The No Decisions.

win-lose-draw-diceGiven the time of year, I would encourage you to look back and not only examine recent deals, but the deals from the entire year. Look for trends that impact the entire market, and then sub trends that are unique to key segments. This will not only help you understand how things have evolved over the year, why you may have won or lost, how you need to adjust your sales approach to win in the future, and the added bonus of identifying some potential calls for the start of the year to people who chose not to decide last year.

The challenge is to ensure that this is a real drill down as to what happened and what will need to be done differently next time. This usually means going beyond where you were willing to go to get the sale, the fact that we lost is evidence of that. You also need to involve the buyer who did not buy from you, which is not always easy, not only because you’ve been rejected, but they are busy implementing their choice.

In most instances interviewing buyers you lost should be done by someone other than the rep involved, it’s easy to blow them off, just point to price and features, and the rep spends more time repeating that to their company, than changing how they presented the features and price. Use someone from marketing or Customer Success. Whoever ends up conducting the review, make sure they are armed with solid questions that help you understand the buyer’s process and choice, this is not about defending your company or changing the buyer’s mind.

Having a formal approach helps the clients feel more at ease about the process, and gets you actionable insights. Done right, this review of a loss or no decision, could be one of the factors that allows you to be part of the picture next time they go to market. Ignoring why you lost will continue to limit your opportunities, and long term personal and sales growth.

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big-box-training

A Rep’s Scream For Help0

By Tibor Shanto – tibor.shanto@sellbetter.ca 

While not daily, on a regular basis over the last 12 years I have been called by VP’s of Sales who were extremely disappointed in the training delivered to their team by another provider. (It is entirely possible that some of my former clients have had similar discussions about me; possible, but nah). As you would suspect, there are a range of ways they share their “experiences”. Some politely take it on as their mistake for not having vetted things better; some will show me the material from the previous provider, pointing out what they thought they were going to get, then highlighting where it missed the mark. And then there is the type of people I like to work with, straight to the point no BS, no ambiguity, just the facts as they see them.

So, it was the other day, I was in a boardroom waiting for my appointment to join, before even sitting down, he threw a competitor’s manual on the table and said: “This is a piece of shit, I need you to clean up and save my team.”

After explaining how they went through a selection process landing on a “Big Box” training company; how they agreed on a plan, why the specific training discussed was important. The “Big Box” rep took copious notes, detailing what the client was expecting, why it was important, how it related to challenges and opportunities in their market, and which habits they were looking to influence and change.

big-box-trainingUnfortunately, it was not the sales person who showed up to do the training, but a “Big Box certified independent trainer”. Fully literate in the theory, the learning plan, armed with numerous examples of “when they say this, you say that”; or motivational ditties like “You have to look through the rain to see the rainbow.” The only thing they lack is a minute’s worth of real world selling experience, when asked how to apply “the learning” to a specific scenario a rep presents, they either try to retrofit something that sounds similar, or go to their proven life boat: “Tear down your mental silos, you’ll never get out of the box you’re without a paradigm shift in your sales thinking” In other words “I haven’t got a bloody clue, mate, so I’m gonna put this on you”.

Back at my office, I began to thumb through the pages of the manual the VP gave me, it was apparently left behind by one of the reps. You could relive the experience the rep had that day. Early in the day, the first few pages asking them to commit to improvements, the rep’s choices were in full, clearly written letters, reflecting the willingness of the rep to learn something new. A few pages in, where clichés began to dominate, the rep’s writing began to wither and he was made to write things like: “No, is just the prospect’s way of saying ‘Tell me more’”. By page 73, complete surrender, in listless letters that looked like the last words of a man wondering the desert, in the top margin, two words:

“Help meeeeee”

Needless to say, the owner of the manual is no longer there.  Seems this training was either an exercise in futility or a strange approach to attrition.

Don’t torture your reps, improve them.

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Failure of a businessman due to economic crisis

No Pain – No Game?5

By Tibor Shanto – tibor.shanto@sellbetter.ca 

Despite all the tools available, both for sales people to execute their craft, and for companies to “enable” them, the narrative for many in sales has remained woefully unchanged over the last thirty years. Sure the delivery methods have changed, the means of engagement have evolved beyond where we could have imagined 10 years ago, yet what most sales people say once they engaged has one can argue, devolved. One can buy into the argument that sales technology, with all its capabilities, has made great sales people better, an A seller an A+; but it has also made the average seller, less than average, robotic and predictable; B sellers to B-, and C sellers to U, for useless. While it is easy to point at sales people, the pundits have to take credit, or blame.

The narrative we seem to be stuck in in sales is all about pain, all around need. Ask any group of sellers what they want to know about a new prospect, and the vast majority will say they want to know the prospect’s “pain”, or “pain point”; they want to know the buyer’s need(s); what their problem(s) are or about to have. Makes sense, who doesn’t want to reap the benefits presented by lower hanging fruit, easy to pluck, one can say that it can be plucked by almost anyone, with little talent or skill. I even hear managers dispatching their people back to a prospect with the clear command of “find their pain point and sell them, or at least make it forecastable.”

This all works well if your quota can be covered entirely by prospects with pain; and not just this year, but next and the one after, etc. What you are betting on is that pains, needs and problems will grow at a faster pace than your quota. When I ask sales people if they can exceed quota with just the pained and injured, and most say no. You would think given that fact only a small percentage of a given market recognizes or admits to pain, you are faced with a choice. You can update your skills, and I don’t mean your technology or app skills, but sales skills; a path chosen by some companies and sales professionals.

The other choice is easier, doesn’t always fill the gap, but chosen by many. It is exemplified by a conversation I have shared in the past, that I had with a former leader from an IT consulting and services firm. Unsolicited he decided to share his view on selling:

“My job is to find the soft underbelly of the beast (read prospect), stab it, and then offer up the cure.”

I am not suggesting that is what sales people set out to do, but when I hear that they are looking for the they “pain point” so they can push on it, I can only imagine the fat smiling face of the fellow above.

It is time to elevate your skills so you can sell to the whole market, not just the weakest of the herd, yet not weak enough to pinch a few more dollars off your price, sometimes to the point where it leaves you and your company’s margin in pain. You can socialize pain, you can spin needs, but to really sell, to anyone in your market, not just the lame and suffering, you need to develop some sales skills, and elevate your game.

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pp2

Stacking Your Productivity0

By Tibor Shanto – tibor.shanto@sellbetter.ca 

Earlier this week I posted about the how your sales stack stacks up, (couldn’t resist) How Productive Is Your Sales Stack? Exploring how many companies and sales leaders are actually contributing to their team’s’ lack of success by overloading them with “sales tools”, the “Stack”. While many are sold, and think they are buying “productivity tools”, they are in fact hindering productivity, revenue success and growth. While I have had some interesting feedback, the question comes up as to why this is, and why these folks would continue to invest in things clearly working against them.

To be clear, that is not an opinion, but supported by the data. Which interesting since many of these buyer, and certainly all the people who sell these tools point to data, but as with many things, leveraging data for success is a subjective exercise, allowing people to ignore those data points that don’t support their current opinion. Sorry to confuse the issue with facts.

While on the one hand there is no argument that sales have changed, especially when it comes to tools available for both sellers and buyers, but the motivation for buying those tools is fairly established. Sales leaders are looking productivity, more output from the same inputs, or same outputs with less resources. In the past when VP’s of sales needed more output, their rallying cry was “I need more headcount”, they would employ some Voodoo Economics, and voilà, come up with rationale for additional headcount. These days, they throw technology at it instead. Vendors are happy to supply the case studies, ROI calculators, white papers, and all the rationale one needs to at that next app to their stack.

pp2As they add things, they add complexity, complexity as presented Monday, impacts productivity negatively. What I have seen is that all too often, there is little adjustment to the sales process to integrate the efficiencies captured, it is not reflected in the work-flow or the execution path. It is a cycle that repeats itself again and again. This leads to the decision to add something else to the stack, that final missing magical piece that will change everything.

Going a bit deeper and further, the question remains, why do they need these additional tools, well, the most frequently reason, stated or not, is that their people won’t do things that need to be done if you are going to succeed in sales. No saying they can’t, many can, they won’t and don’t do specific things that are crucial to consistent execution and success. So the easiest thing to do is automate, get some technology that will do it instead. Good plan, clearly not working though.

Some things, like say dialers (sorry accelerators), make sense, but one I saw recently prompted sellers to offer the buyer other SKU’s that other similar buyers have bought with similar orders. Implementing this app, requires integration, new approvals, approval process, etc. Seems to me if McDonald’s can train their counter clerks to if you want fries with that shake, how hard should it be for your team to do that without an app?

In a day where everyone is talking relationships, the importance of people buy from people, and everything that goes with that, the obvious solution to get more sales and reduce complexity, and improve productivity is to invest in the human side of the equation.

Please don’t take this as being against automation, I love it, use it, and live off it. But automation for automation sake, or strictly as a fashion statement clearly does not add to productivity. The sales productivity Holy Grail will continue to elude those who focus on one side of the equation while ignoring the other. Just as in the old days adding body count without proper development, process adjustment, and the right tools did not lead to productivity gains. Nor will adding more and more technology while ignoring its impact on the balance of things, and the ability to of your team to execute. Next time instead of adding more technology, add more development for your sellers, have them sell not just babysit your stack. This will allow those comparing stacks now, to compare results in the future.

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A vending machine with the words Buy Apps Here and many app tiles and icons ready to be bought and downloaded to your smart phone, tablet computer or other mobile electronic device

There Is No App For That0

By Tibor Shanto – tibor.shanto@sellbetter.ca 

There is no doubt that we have more tools to choose from in sales than ever.  Making things more interesting are the number of tools and apps available to buyers, and the direct impact that has had on sellers and their craft.  One can argue that the gains available to buyers have more than negated any advantages sellers gained with their adoption of technologies, leaving sellers no further ahead.  Witness the dreadful stats around the number of people in sales making quota, and the even sadder state of affairs when it comes to saas reps and quota.

Technology has definitely stream lined some sales processes, and has automated many tasks that unnecessarily consumed sellers time and energy.  One would think as a result sales productivity would have gained., but clearly not the case.  While we can talk about how and why there has been no or little gain in productivity, the bottom line remains that while we do things “more efficiently”, do them “faster”, and have greater visibility than ever into what is happening; just one thing, there is not that much more happening than before.

Many of the apps have ended up doing things that many reps just refuse to do, even when they have to be done to succeed, or menial tasks, that expensive professional resource are too valuable to have do.  But this concept only works if the freed up time and resources are reapplied to higher value activities which they are not.

Where apps and even social selling cannot help you with is that last inch, that moment where buyer and seller engage, that human to human connection.  In case of commodity sales, be that consumables, toner, nails, IT components, and more, where developments in IoT and other areas, make it easy, in fact more efficient for buyers to leverage tech and apps to keep things humming.  The Amazon Dash Button, will quickly eliminate “sales people” (Well, order takers, social, but no longer required).   This is why it is not surprising that Forrester forecasts 1 million US B2B salespeople will lose their jobs to self-service eCommerce by 2020, accounting for 20% of the B2B sales force.  Fear not, because someone still has to sell that first button, and for that they’ll need a sales person.

Don’t get me wrong, automation is key, but in most instances, it just levels the playing field, any advantage you are going to have will still come down to how you sell, not how you automate.  For example, I have a client who was able to triple the number of outbound dials by introducing a power dialer, and as a result doubled the number of conversations, and number of conversions to opportunities.  Impressive, but nothing their competitors couldn’t replicate with a similar number of dollars.  The real pay-off was in the investment in the last inch, how his reps handled the call to actually increase the percentage of conversions.  This led to a 30% increase in conversions, leading to a combined impact of 200% increase in engaged opportunities.

Ah, the human factor, there is no app for that.

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