Businessman on rock mountain with idea bulb

3 Reason to Establish and Mine The Gap – Part II0

By Tibor Shanto – tibor.shanto@sellbetter.ca 

Monday, we looked and the need to establish a “Gap”, and gave an example that you can use to start the process with in your sales. Clearly you will need to build on that, and in today’s post we will offer specific steps you can take to surface and leverage Gaps in the process of helping buyers and winning deals.

As with most things worth doing, there is the investment part, and the pay-off part; please keep in mind that the pay-off will be after things have taken hold, not the next day. Make your plan, then execute the whole plan, not give up because you need to give things time to happen.

GAP PyramidCorpus of Knowledge

Step one is building a base of knowledge that allows you to step out as a Subject Matter Expert. You need to not only understand the objectives your market player may have and, should have. What makes you an expert is not all the information you have, but your ability to translate your knowledge into actionable insight; key here is actionable. The reality of “satisfied” prospects, is that they are by definition inert, not looking to move. Even when they have stated objectives, they have pre-conceptions about how to achieve them. To win you need to have them look at their objectives differently, look at objectives they may not have considered for different reasons, until an expert like you throws it into the mix.

Most sellers take in the prospect’s objectives at face value, and jump to trying to influence how the prospect might achieve those objectives. In other words, they focus on the “means” rather than the “end”; the problem with this, is that it is a crowded place to be, and if the “ends” have not changed, the “means” will be decided on in the feature/price filter.

Expert sellers, know they have to have the prospect re-evaluate their objectives, notice I did not say change, just re-evaluate, and if you are part of that re-evaluation, you can influence them, and marginalize the other sellers. How you ask, by focusing on the impacts you can deliver to their business. If they focus on the impacts, which are the ultimate “end”, an objective or a goal is a way to realize that impact. To do this you have to have the knowledge to understand why the buyer’s stated objectives may be, and a set of “Better” alternatives to get there.

Tribal Knowledge

To do that, you need to establish a discipline to review every opportunity that enters your pipeline, wins, losses, and “no decisions”. We use the 360 Degree Deal View, as it is uniquely designed to focus on objectives and impacts, and the Gaps that exist in the buyer’s current state, and the alternate state they are planning. Doing this gives you a level of understanding that will allow you to be the expert, be a conduit to best practices your prospects can learn and earn from.

Yes, this takes time, but not that much time, not as much time as it does chasing deals you won’t win.

Two key things you’ll learn will help you in Mining The Gap. First is the most common objectives and means of hitting those objectives currently favoured by market players, sellers and buyers. This will allow you to understand where there are Gaps or misalignment. For example, a VP may have a goal of 50/50 mix in revenues from product and services, but four months into the year it is tracking at 70% product, 30% services, where services fetches higher margin. You can surface this Gap with two simple questions, once the Gap is there, you can “Mine” it.

Second, you’ll discover where you have delivered unexpected impacts to objectives the buyer was not aware of or focused on before encountering you.

In all this it is important to look at the outs of 360’s right across your organization, look at other reps’ reviews, and expand your knowledge while expanding your value. Develop your Gap questions built on empirical data not third party wives’ tales or industry myths. There is a specific set of steps that when applied not only allow you to confirm and qualify Gaps, but Mine them, work them in a way that better engages your buyer, and separates you from also-rans. But it has to done right, or you may fall in to the Gap, sell like everyone else.

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Time allocation

Enough With The Time Management BS – Please!0

By Tibor Shanto – tibor.shanto@sellbetter.ca 

Time is the most valuable resource sales people, or any people have, it is the only none renewable resource, once it is spent, it is gone forever, except for the memories, and for many in sales the memories are not that happy, and not worth reliving. How we choose to utilise it will determine our success.

This is why I think time management is such a dangerous concept in sales success. Let’s be real, time already comes managed. You got 60 minutes to an hour, 24 hours to a day, 7 days to a week, and so on. Looks very well managed to me, in fact so well managed, that even Netanyahu and Abbas can fully agree. So managing time is not the issue. What can or should do with time to maximize results? You can allocate it, and then focus on managing the activity you allocated the time to, in the time you allocated for it – plain, not simple.

Allocation

Step one – figure out all the things you have to do during the course of typical sales cycle in order to win the sale. Not all the things you can do, currently are doing, see others doing, no – just those activities without which there would be no sale – nothing else, no matter how appealing, fun or cool. Then look at what percentage of your time you typically need to spend on each during the course of a SUCCESSFUL sales cycle. Not every day, but throughout the cycle, as some activities may be more intense in the middle, others at the start.

Currency of Sales

Now I want you to look at your time as money, specifically $1,760, which is the number hour of face time available to sellers annually (220 days x 8 Hours per day). How you spend and invest that money will determine your success. Much like a wealth manager will allocate portions of your money to stocks, some to cash, derivatives, all aligned to your retirement or other goals; in this case, it’s sales goals. That is how you allocate based on the activities highlighted above. What percentage to account management, how much to selling new opportunities, to admin, to training, and oh ya, prospecting.

Time allocationWhich is what got this whole thing started.

I am truly tired of lame sales people using the lame excuse of time management. Whenever I speak to under-performing reps, who only have dust in their pipelines, the number one excuse they give me is time, “oh, I guess I have to do a better job of time management Tibor” Flip off man, that’s just bullshit!

The same reps who give me that line, like I was born yesterday, seem to always find the time to complete their Brackets or football pools, because there is so much riding on those things right? Lame. I bet you don’t feel sorry or compelled to help those who squander their money on foolish things, (I saw you walk by that panhandler), so why should I feel sorry for you when you squander your time.

And don’t give me this “Well I had to get back to a client” or some other lame iteration of “I’m slack”.

Do you let others dictate how you spend your money and on what? Your money, your time, you should determine how it is spent or invested, does your friend or client do the work it takes for you to make your money, do you let others spend your money, why do you let them spend and waste your time?

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Pensive businessman sitting at the table with ball in office. Looking away

March Sadness0

By Tibor Shanto – tibor.shanto@sellbetter.ca 

I recall reading Skip Miller’s “ProActive Sales Management”, where he states: “If you, as a sales manager, do not know if you are going to make the year after the first quarter, the battle is over. Now you better be lucky.” I should think we can include front line sales people. Given the “advancements” in sales technology since the above statement was made, there is no reason why sales people should not be in a position to know how their year will turn out and what they have to do to make sure it turns out above quota. But based on numerous sources, many do not have a clue where they are at the end of Q1, and are destine to continue to travel the rest of the year in the same clueless bliss.

Well, whether you’re a manager or a rep, Q1 ends this Friday, where are you going to be come Monday?

Reps need to have much greater control of things in their pipelines than they do over events in their brackets, where they have no direct control. There are two key things reps need to do to avoid March Sadness, have a clear positive view of the path forward, and exceed quota.

 

Your Quota Is Not A Plan

Part of the challenge is that many do not take the time to plan, either in a big picture way at the start of the year, quarter, and each month. Sure everyone has a strategy, but your architects aren’t gonna build your building, you need construction guys to do that, with their tactical plan and skill to translate the architect’s output to a viable structure.

Too many sales people see their quota as a plan, it is not, it is a destination, and should be leverage as such. It is still up to you to plan your step by step success and execution that leads to it. Despite the talk of ABM, many reps do not extend that work into a territory execution plan or account plan. Activity based on KPI’s is not execution of a plan, sure things get done, sometimes even according to “plan”. Given that the prospect/client is yours, the quota is yours, should not the execution plan and actions taken also be yours? If you answered yes, then why are so many sellers achieving less? Sure a paint by numbers painting is a picture, but it is hardly art. Hitting KPI’s set by someone else, is not selling.

Who is the Villanova in your Pipeline/Base?

I had a number of conversations with reps last week looking at the end of Q! and forward. One common factor is the lack of a viable pipeline. I know people don’t like to bring numbers in to sales, seems to confuse the issue with facts, but it is not hard to look at people’s pipelines to see that much of their sorrows can be addressed with a bit of prospecting. But there is no shortage of excuses as to why they can’t or won’t prospect at sufficient levels to drive quota. If you have a close ratio of 4:1, it is not hard to know what you should have in your pipeline, and if you’re short, you gotta prospect.

Instead many tell me that they can make up the gap from existing clients, or they have a big opportunity they are working on, “a sure thing”.

You know what they say, a picture is worth a thousand words, just substitute brackets with pipelines, and then take a look at yours:

brackets tweets

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F hero

Which Of These F’s Should You Give an F About?2

By Tibor Shanto – tibor.shanto@sellbetter.ca 

Sales like many other crafts, vocations, or professions, continues to evolve, or should. Some developments come along and become the rave for a while, only to fade after a time when they are proven ineffective, this is the first F, as in Fashionable. While some completely fade away, others leave a lasting impact on how people sell, and become broadly accepted, evolve to become a mainstay of professional selling; these develop over time to become Fundamentals, our second F.

Now the third F, the one you give to one of the F’s above, is not what you may think, after all we run a family friend sales professional development outfit, it in fact stands for Focus.

F heroFocus is critical to execution, and as you all by now know, success in sales is all about execution, everything else is just talk. (And there is no shortage of talk in sales).

The challenge for many is that the fundamentals are usually not exciting or easy, especially for those looking for a short cut to success. As Fashionable as Malcolm Gladwell may be, the prospect of having to invest 10,000 hours to become a master, is not an appealing recruitment statements, even if companies were willing to lend a hand. But there is no escaping that as in other professions or vocations, practitioners require continuous and repetitive practice in order to master the craft, and elevate themselves to the point where they can execute at a professional level.

Fashion on the other hand is much more exciting, appealing, and unfortunately, fleeting. We see it time after time, hot one year, dead the next, and while those developed the Fashion prosper and move on, those who followed and were then abandoned, are left with the results, or lack thereof. Just look at all the would be replacements for cold calling; Fashions have come and gone, but those Focused on Fundamentals continue to succeed, even adding some of the Fashionable remnants along the way. Witness what happened with sales 2.0, if you missed it, look at the freshly minted, ever Fashionable Sales 3.0. In fact, I am so confident that this recycling of Fashion will continue, I have already secured the domain for: www.SalesTheOcho.com.

Focus and Fundamentals requires discipline, which is not always Fashionable in sales. The problem with Fashion is two-fold, the first an most damaging is the distraction factor. Because success does take time, effort and Focus, anything that takes these elements away from nailing Fundamentals will slow your progress towards success and professionalism. Second, Fashion is rarely created for the long term, it is meant to short term and fleeting, no sooner than you load up on this year’s model, and they bring out the next. True, many fashions do come around after a time, but you only figure that out with the benefit of experience, this is why I never throw away ties, because they will come back into Fashion again. They are designed to appeal to the masses (in sales that would be the 80% in the 80/20 rule), easy to wear, and disposable. I bet we could look at some Stacks, and find some recycled Fashions or apps.

So if you give an F about your sales success, you should Focus on the Fundamentals, and avoid the time and money sucking sound of Fashion.

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Close-up Of Businessperson Holding Stopwatch With Stack Of Coins At Desk

Time – To Let Go0

By Tibor Shanto – tibor.shanto@sellbetter.ca 

Let’s be clear, no white flags here, just a reminder that the most crucial thing to control in a winning sales career is time. As I have stated here in the past, “leads are recyclable, time is not”, if what you are doing now is not moving the opportunity or sale forward, you need to ask if it is time to move on to something that will. In my experience, this is most pronounced during the early stages of the cycle, prospecting.

Given that most sales people do not like to prospect, they should be thinking about how to optimize the dreaded task, so they can engage better with more prospects, and move on to what they really seem to like, building relationships. To optimize prospecting time there a number of things they can do, we’ll look at two here.

First is their prep for the time they have set aside for prospecting, in this case telephone prospecting (one of a number of methods they should use). Your call lists should be grouped or clustered around specific themes. This can be vertical, geographical, target size/type, or even role based. This allows you to develop a single talk track that can be leveraged across a number of calls. Allow you to highlight outcomes that are common to that day’s list, 3rd party referrals for voice mail, and more. Rather than having gaps between calls, taking away from momentum, and drastically limiting the number of calls you can make in say an hour, you can make one call after the other, building momentum, increasing your confidence, and achieving more in a given period of time. It has been shown that when you are going back and forth between two tasks, making the call, and readying for the call, you end up executing both less effectively. At the same time if you can focus on a specific task, uninterrupted, for about 52 minutes, you build efficiency. Separate the tasks, do your background work in low energy times, and do your prospecting during peak Prime Time hours.

The other area is the length of the call. A good prospecting call, where the goal is to get the prospect to agree to a formal meeting, be that phone, web, or face to face, really should not take any more than two minutes, three out the outside. In most instances, anything longer than that moves into the “diminishing return” zone.

Assuming your intro and Engage Statement (think of it as an effective value statement), capped off with an Impact Question, takes us to about 45 seconds; their answer which tees up the request for the appointment takes us to the minute mark, and now comes the fun part the objections. Each objection given – and then taken away by you, is about 20 or so seconds, remember the goal here is engagement, not an intellectual exchange. If you have read the Objection Handling Handbook, you know the first objection is a conditioned response, and by the time you get to the third one, the fate of the call is usually sealed, at times it takes four. So, we are looking at another minute to a minute and a half.

Anything after that is working against you. If they don’t want to play, all they’ll take away is how unprofessional you were, not only wasting and disrespecting their time, but your own, and no one wants to deal with that kind of rep, even when the time is right. Or worse, you are trying to sell them when your goal at the outset was to schedule a time for the actual discovery and sale.

I see so many sales people stay on the phone with someone for 10, 15 minutes, and have nothing when the call ends; well frustration, but you can’t cash that. Others achieve their goal, a prospect who agrees to engage, and then they stay on and talk themselves out of that appointment in the same call. If you do have someone agree, you should expect they may have questions, and you want to answer that question in a way that best moves the opportunity forward, and if that is a formal meeting, that’s what you should move towards. Next time you have someone agree to an appointment, and they start asking those “good” questions, simply say “That’s a great question Jim/Jill (I’m so PC), why don’t we make that first item on the agenda and give it full justice; look forward to our call Thursday, let me grab your e-mail and I’ll send an invite.” This sets you up for a great start to the discovery call, and allows you to move on to set the next appointment.

Remember, leads are recyclable – time is not – guard your time!

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Hunting for dollars

Walk’a Proud!2

By Tibor Shanto – tibor.shanto@sellbetter.ca 

Those of you who have participated in my events or webinars, know that early on I encourage people who prospect for a living, to take pride in what they do rather than apologize for it. I encourage them to answer with pride next time some asks what they do for a living, by saying “I am a Professional Interrupter! I interrupt people and engage them in conversations that result in their reality being better as a result of our interaction, which by the way, started as an interruption, something I am a pro at!”

The reality is that with few exceptions, most people we reach out to without prior consent, are being interrupted. Most are trying to pack 16 hours in to a 10-hour day, meaning no matter how great our offering is, it will AT FIRST be seen as an interruption. How well we transition that interruption to a conversation determines our success.

Hunting for dollarsThis is the very reason HUNTERS are at a premium in the sales world. Because there is a shortage of people who have the ABILITY and WILLINGNESS to do what it takes to bring a Status Quo business person from being disinterested on the sidelines, to being engaged, and then a happy customer.

Sure, it is easy to engage with self-declared buyers, those who have entered the market on their own, with a specific thing in mind. After having done their research and travelled 57% of the “Buying Journey” (Notice the complete absence of the word SELL or SELLING), in stealth mode, they now decloak in time to witness the beauty contest of order takers, willing to take it all off to win the sales and discounted deals for years to come. But when it comes to prospects who can benefit from your product but are hiding in the Status Quo landscape, you need more than a smile and a pretty social profile.

Many shy away from the term hunting, saying it not a pretty picture, and says something negative to and about the prospect. Please!

First no one is saying that we are hunting prospects; it’s not like we find a prospect and impale them, (that would be self-defeating. We are hunting revenue, and the best way to deliver that revenue is to help our customers and prospects.

Once you wrap your head around the concept that you are hunting revenue, you can look at your actions in a different light, and take steps many won’t, which is probably why many fail at the sales, or more specifically new sales. Once you embrace hunting you will help those missed by average sales people. Those same average sales people, and the pundits they follow do, have the advantage of numbers, and as is the case with many crowds united in their weakness, they will turn on those different than them for no other reason than that difference. If they used a more meaningful measure, like say success, like say making quota, things look different. We all know the anecdote about the three sales people pursuing the same opportunity, one win, the other two go back to their tribe empty handed, leading to hungry babies.

Be a hunter, make a difference, don’t just blend in or exist. Take pride in your abilities and results, not your associations or social circles. As in the punch line to the old baseball joke about Joe Dimagio: Walk’a Proud! 

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Sales_Cartoon_sales process

Never Let A Good Plan Get In The Way Of Success!2

By Tibor Shanto – tibor.shanto@sellbetter.ca 

In some sports and other skills based endeavours, for example figure skating, you can score points for artistic merit, and you also get scored on execution. Sales on the other hand is more like hockey or football (North American), while Artistic Merit is admired, execution is key, but the only measure that counts at the end, is the outcome, did we win, or, well really, what else is there? Execution is a means to an end, not an end on to itself, which is why teams and coaches use playbooks to help their teams execute better, but better execution without the results, i.e. winning a client and the revenue that leads to, does not lead to long term sales success.

Sales_Cartoon_sales processWhile I have always been a proponent of a good sales process, and having a playbook to assist and improve execution, let’s not lose sight of the overall objective: Revenue! I worry when I see sales managers and leaders put a greater emphasis on process and playbook than results. I have seen to many mistake one for the other, where sales people who delivered results were questioned about why they did not follow the process, rather than given credit for assessing the situation and acting.

You can see the opposite of this when sales people who continue to underperform, but are maintained (and rationalized) because they were “compliant”, followed the process. Don’t be that seller who continuously achieves also-ran status with high artistic merit, and low points for execution.

A process and playbook are meant to be dynamic and evolving, the only way to improve and to ensure that it is effective in the only thing that counts, Revenue, to continue to evolve it based on market realities. The market and out prospects continue to evolve, treating your playbook and process as though they are impervious to change will only lead to more work, and over time diminished results.

Playbooks are a collection of best practices, which requires we continue to test, examine, deploy, review and execute again. They are guidelines not divine declarations, every day your process does not evolve in some way, is a day you fall behind. We cringe when prospects say “because we have always done it that way”, yet we seem to be comfortable with allowing that thinking when it comes to playbooks and processes.

Too many sales managers and organization spend too much valuable time on pipeline reviews, a deep dive of ass covering. Instead they should be doing process and playbook reviews, after all what is in your pipeline is a result of how good your process is and how well it is executed. In fact, they should be doing Pipeline Previews, this allows my clients to look ahead, and understand which elements of their playbook and process will help move the sale forward, and which need to evolve to ensure they win the sale. Good execution of a bad process or playbook means nothing at the end of the day; may look good, but little more.

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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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sell-more-konrath

More Sales, Less Time: by Jill Konrath – Book Review0

By Tibor Shanto – tibor.shanto@sellbetter.ca 

In her latest book, More Sales, Less Time: Surprisingly Simple Strategies for Today’s Crazy-Busy Sellers, continues what one describe as her journey through sales. Starting by conquering “Big Companies”, then in “SNAP Selling” helping sellers understand and appreciate the world of “crazy-busy buyers”. In “Agile Selling” sellers then get a vision of how agility can help them improve sales. So it only makes sense that the next element to explore is time. It has always been a fact that the one thing A level sellers do differently is time. While everyone on the planet gets 24 hours at the strike of midnight, how they choose to use, invest or spend those 24 hours, is what differentiates them from the also-rans. And that is what Jill unpacks in this book, and in the process helping “Crazy-busy Sellers”.

As with her other works, Jill keeps things real, not only by dealing with the real challenges faced by sales professionals today, which is exactly where the book kicks off, with the challenge. But also, because she leverages her own direct experience. There is nothing worse than sales books where authors can’t relate their own experience, only share observation.

sell-more-konrathJill with this book puts you in the game, not in the stands, making it easier and more likely that the reader will succeed in implementing ideas in the book. Starting with the role of distraction in our day to day success. Just working through the “Distraction Quiz”, had me thinking not only about some of the sales teams I have worked with, but how I roll through my day. By exploring how, where and why our time gets “sucked”, we can then turn to recovering what Jill calls lost time.

My goal is not to give a play by play here, that’s best done by reading the book. I want to make sure that you go out and not just read this “manual for sales success”, in fact if you apply the many things you’ll learn through the course of reading it, it could also be viewed as life success, since your life runs on time. BTW, the appendixes are worth the price of the book alone, but given the rest of the book, they truly are a bonus.

What sets the book apart is the author and her ability to look at elements of sales that others usually miss, or misunderstand, and there by miss its significance to sales and your success. Jill breaks it down, backs it with both experience and research. For me this not only helped me look at some familiar things in a different way, but caused me to explore elements in greater detail, leading to further research; so, it becomes a platform for further learning, better selling.

The biggest challenge sales organizations, leaders, and front line reps face today is productivity, or a lack thereof, one of the core causes to that is where and how sales people and organizations Spend and Use time. Jill Knorath’s More Sales, Less Time: Surprisingly Simple Strategies for Today’s Crazy-Busy Sellers, helps readers with that very core elements. Take the time to read it and benefit from it.

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Two IT spceialists working with a computer

Do Buyers Care?4

By Tibor Shanto – tibor.shanto@sellbetter.ca 

Last week I posted a piece on LinkedIn, based on discussions at CEB’s Sales & Marketing Thought Leader Roundtable this past August, titled “Why Do We Need Sales?”, Exploring the relationship between marketing and sales, and how it needs to evolve and change with relation to the markets they serve. The response on LinkedIn was positive, with the exception of one person who missed the concept of “metaphor” (you always need one to prove the rule). One response, from Leanne Hoagland-Smith, got me thinking about the issue from a different perspective.

Lee, pointed out that “97.7% of all US businesses having under 20 employees, marketing is truly part of the overall sales process.” That perspective is leads to a different question:

Does all this naval gazing and philosophising about sales and marketing role, contributions, hand-offs, and all the sleepless nights spent pondering the nuanced difference between account based marketing/selling vs. key account selling/marketing.

Picking up from Lee’s comment, it is probably true that a vast majority if not all those 97.7% don’t have the luxury of having two people for the roles, and more likely that the person in charge of sales and marketing is usually wearing a host of other functional hats. I am betting that they don’t set time aside to consider the fine points of the discussion. It is safe to say that that these companies, especially for the 23 million businesses that are “nonemployer businesses”, that they need sales, because without them they’d go bankrupt.

Perhaps the next question should be what do we need sales to do? Why? Because it seems that of the things that prevent sales in small companies, are similar to those things that get in the way in big companies. Sure, there are factors that are unique to big companies, unnecessary complexity created by their own companies vs. the market. You would think then if that barrier was removed, as it is in small companies (unless the owner’s nephew attended a social selling webinar), you would see an improvement in how they sell, but there isn’t. Bringing us back to execution.

The biggest barrier to sales success is not sales people’s inability or willingness to sing Kumbaya with their marketing cousins, it is their inability to execute those things that have to be done to win the deal. Which is an interesting parallel.

You often read about small business owners or entrepreneurs and the actions they are willing to take, often going over and above, to build their businesses and to compete with the big boys, even global players. As you explore it a bit further, what you can conclude is that one of the reasons small businesses succeed, is they don’t waste time worrying about things that don’t contribute, and spend their time doing everything they can to win. The lack of roles, and inability to pass the buck and duck accountability, leaves them with one choice, getting it done.

It would be interesting to get the buyer’s view on this, I suspect they would base their experience on the title on a business card, and more on the quality of the engagement, independent of whether it was sales, marketing, or the garage guard.

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