January 26th 2012

How to Say It:Business to Business Selling. Geoffrey James.

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How to Say It: Business to Business Selling. Geoffrey James.2011. ISBN 9780735204584.  This is a desktop book that every salesman and sales manager needs to have. It is extremely clear, concise and well written. Each chapter is a treasure trove of useful nuggets.  He covers the bases:

  • How to Craft an Elevator Pitch
  • Find Hot Sales Leads
  • Negotiate the Best Deal
  • Sell to Top Execs
  • Build Sales Partnerships
  • Get a Customer Referral
  • Prospect with Voice Mail
  • Give a Compelling Product Demo
  • Move a Lead to a Prospect
  • Develop B2B Campaigns
  • Close a B2B Deal
  • and more

He built this book through countless interviews with sales giants like Tom Sant, Wendy Weiss, Linda Richardson, Keith Eades, Jeff Thull, Keith Rosen, Joanne Black, Jeffrey Gitomer and others.  As a regular contributor to Selling Power and other publications, the author really knows what works. Buy, read and review.

January 17th 2012

What Great Salespeople Do. The science of selling through emotional connection and the power of story. Michael Bosworth & Ben Zoldan

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What Great Salespeople Do. The science of selling through emotional connection and the power of story. Michael Bosworth & Ben Zoldan. 2012. ISBN  9780071769716.  Michale Bosworth, the writer of Customer Centric Selling and Solution Selling, has written a game changing book for sales training.  His ideas changed when after decades of sales training ( SPSS, Rackham and Solution Selling)  trying to improve the sales skills of the 60% of the salespeople who were not in the top 20%, that now the top was only 17%. The best had become even better but most had not improved.  He went back to basics and started to take apart the top sales guns “mojo”. That is when he identified how much of an emotional connection they made before they ever started on a sales effort.  This book is the result of years of training sales teams on emotional connecting to power the sales effort. He has tied together the common principle that we decide to buy emotionally and then justify with logic. with the power of storytelling. There is lots of good science drawn upon that will resonate with you. I could immediately relate to two sales situations this year that did not go well for myself and the client, despite “doing all the right things”. I realize now that the emotional connection was not present or the sales people.  To make a change you  commit emotionally  Easily the most impactful sales book of the last few years. Check them out on Storyleaders.com



January 15th 2012

The Now Revolution. 7 Shifts to make your business faster, smarter, and more social. Jay Baer & Amber Naslund.

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The Now Revolution. 7 Shifts to make your business faster, smarter, and more social. Jay Baer & Amber Naslund.  2011. ISBN 9780470923276.  This book has been sitting waiting for me to get to it and I am glad I finally did.  It is a mix of an analysis of what the world is like now plus some serious do it now tips.  Some key takeaways:

  • The transition from 50 to 100 employees has big impacts on holding onto the company culture
  • If your company is not already “social” in its culture you will have a reduced chance of success in the social media space.
  • There are quickly changing requirements for the talent you need in your company, what worked before will not work now in your hiring process.
  • You need an army to use social media – starting with a heavy emphasis on customer service, and empowering many many employees to contribute to your social media initiatives.
  • You need to use a new telephone to listen for buyer, customer, competitor  and employee “keywords” .
  • How you respond to this challenge and how you measure results requires some serious analysis – its not  something you hand off to an intern.

Very cool use of QR/ tagging codes in the book, making it more interactive.  Check it out at nowrevolutionbook.com. As ever, some of the Microsoft stuff does not play nice with Android, ie when they send you to a document and not a webpage.

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January 10th 2012

Sell Now! Adaptive Strategies for Today’s Marketplace.Stacia Skinner.

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Sell Now! Adaptive Strategies for Today’s Marketplace.Stacia Skinner.    2011. ISBN 1440533792.   This is a free Kindle book available from Amazon.  I liked it. It covers the basics for sales efficiency as well as giving young and old reps something to work with.  This is a quick but very useful read.  The content gives a good analysis of a sales cycle and why sales conditions change over time. I liked that this book stresses the basics of sales people being proactive and self motivating.

January 10th 2012

The End of Business as Usual. Brian Solis.

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The End of Business as Usual. Brian Solis.  2012. ISBN 9781118171561.   This is the epitome of a very current marketing academic book that is eminently practical.  This does not make it an easy read because Brian is concise and direct in his analysis and expects the reader to do some work as well.  The book is full of aha moments, and my Kindle highlights are legion.  This is the book for you if you are a current practicing marketer and or academic.  I especially appreciated that Brian was able to skillfully weave the entire marketing skill set into all aspects of the company.   If you want to learn and earn in this space, you will need to read this book.  Full disclosure- I bought this book and it is on all my Kindles.   Check out his terrific blog http://www.briansolis.com/

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January 8th 2012

After 10 years – I said goodbye to a Blackberry

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After 10 years – I said goodbye to Blackberry last week.  I held on as long as I could, but I grew tired of waiting for  RIMM to bring out competitive products for the foreseeable future, I had to make a change, my data plan had run out four months ago.  I chose an Android phone (HTC Amaze), with the Samsung Galaxy my first (but not from Telus ) choice.  After 7 days.  I miss the following on my Blackberry:

  • Data compression ( reduces the network charges)
  • EZ controls where I expect them
  • Being contact/email centric
  • Simple battery control, and long life
  • Good pocket sized form factor
  • Out of the box focus on what I use daily.

I do enjoy now having:

  • Very fast download speeds
  • Incredible and diverse Android apps available – very easy to get and use, today  I just used one to store all the bar codes for all my loyalty cards. No more keyring.
  • A 32GB easily swappable sd memory
  • Two cameras – easy to use for Skype video and take very clear photos/movies.
  • The five Android screens are smart and easy to customize.
  • A big screen to read Kindle books.
  • A free phone on my plan – RIMM was going to cost me.

I am surprised I do not miss

  • Having a separate keyboard ( the virtual one gets smarter as I use it)
  • Encrypted data  – who would want to read my stuff?
  • BBMessanger – most of my contacts do not use it anymore .
  • BES
  • PIN communications (again few use it now)

Technically Blackberry has a better industrial design. If I was on their marketing team I could create some pretty compelling value statements for owning a Blackberry.  But this does not matter anymore. RIMM has missed the boat. The issues are legion:

  • There were almost 18 months without significant new products, dissipating their market leadership
  • Failure to nurture the app partner channel leaves them far far behind, getting further every day.
  • Reduction of US channel pull, means retailers push other vendors, commoditizing Blackberry
  • Increasing unit failure/returns means retail has a lower confidence in the hardware
  • Incompetent management of system upgrades = huge loss of services, followed by bumbling public response by CEOs
  • The CEOs and the Board who caused this have no idea how badly off they really are. A new Chair is deckchair rearrangement.

Its likely RIMM leadership has a similar problem to the US movie industry. Despite declining US revenue, the growth of new offshore markets skews the numbers to help balance the books.  This disappoints the local markets so they abandon products (like how many movie sequels do you really want to watch?)  In my early microcomputer days  companies like Commodore would have aggressive annual N American roll outs of new technologies, while still having tremendous cash cows in the emerging world through selling them last years (and earlier)  products at new product prices. But Commodore used the demands of the NA market to drive relentless innovation. When they missed that, the end was quite swift.

Compounding the foolishness, RIMM by not keeping ahead of competition, lost product (and gave up market) leadership . They let Apple claim it. Apple now through using a selective skim pricing strategy is able to generate very strong profits and revenues, while getting tremendous economic benefits through volume sales.  RIMM has to incur more cost to stand still, let alone create new products, incent retail to sell them and spend heavily to create marketplace pull through.  The answer lies partially now in a full bore marketplace war, someplace where RIMM is hopelessly inept.

As a friend of mine said, he sold his RIMM stock when he found out they were hiring ex Nortel employees. We are likely watching the death spiral of yet another Cdn company. Lets hope whomever buys the pieces lets us keep something in Canada.

December 29th 2011

Value-Added Distribution Services That Strengthen Customer Relations. Guest Post by Derek Singleton


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Value-Added Distribution Services That Strengthen Customer Relations

Guest Post by Derek Singleton

Derek approached me after I reposted some of his very good content on adding value. After reading this, head over to his website and see his other good advice.  Reg

Distributors always have a host of pressures to contend with. For instance, the industry is constantly grappling with fierce competition and rising fuel prices. Under these conditions, it’s becoming more important than ever to maintain customer relationships. Like other industries, one of the ways that distributors can strengthen their customer relationships is by offering value-added services.

But what services should distributors offer? Customers have a whole laundry list of services they’d like to see added. These services range from providing consultations to managing customer inventory. Of course, distributors can’t provide all of these services. They have to pick and choose which they’ll provide. I’d like to highlight three value-added services the industry should consider providing their customers.

1. Vendor Managed Inventory

Vendor managed inventory (VMI) is a concept first popularized by Walmart. Under a VMI system, the distributor assumes responsibility for keeping their customer’s inventory levels stocked at optimal levels. While this is a complex undertaking, advancements in web-based software and mobile capabilities are making it easier to manage inventory on a customer’s behalf. As an example, a distributor at their customer’s location can access their their software with their smart phone and initiate a new purchase order to restock inventory levels.

2. Delayed Product Assembly

Distributors that work with manufacturers have an opportunity to increase customer satisfaction by delaying product assembly. Distributors get great discounts by purchasing component parts in bulk and assembling the product as orders come in. However,  managing product assembly can be tricky. To effectively manage delayed assembly, distributors should rely on the bill of materials (BOM) functionality in their wholesale distribution software. A bill of materials allows distributors to track the components parts, item numbers and proper packaging specification to ensure that final assembly is done correctly.

3. Improve e-Commerce Support

In the digital age, more and more retail are operations are asking distributors for help in fulfilling online orders. Supporting online sales distributors shifts the traditional dynamic of distribution operations by shortening delivery times and increasing the number of shipments. To handle the demand of fulfilling online sales, distributors need to focus on integrating their system with their customer’s. This allows distributors to receive orders instantaneously and to pick, pack and ship these orders in the most efficient way possible. Of course, it’s also possible to fulfill online orders through manual methods but these have a large efficiency gap compared to automated systems.

These are just a few of my ideas on how distributors can improve their customer relationships. If you’d like to see an expanded list of value-added services, please visit the Software Advice website to view the original article at: How Distributors Can Improve Relationships with Value-Added Services.

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December 19th 2011

Bottom-Line Selling. The sale’s professional’s guide to improving customer profits. Jack Malcolm.

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Bottom-Line Selling. The sale’s professional’s guide to improving customer profits.  Jack Malcolm.  2011. Second Edition. ISBN 9781935961321. This was first published in 1999, but the story is is even more true today as then. If you want to sell in value, you need to prove it to  the client using their data. To be more than a discount salesperson this is the type of book you must devour on your way to the top 5%.

A long time ago I built and used a presentation,  “What Your  CFO Can Teach Your Sales Team”. In it I laid out the various simple quick ratios a salesman can use to analyze a prospects annual reports to see if they would qualify for terms, their profits and where they came  from , growth rates, and several others.

Malcolm’s book goes much further than that PowerPoint of mine in a a very readable and digestible manner.  Any solution seller will recognize the terms used and also learn many more.  I always ask clients, “Do your salespeople  deserve to take the client meeting?  Have they done their homework.? “  Malcolm’s book has the right kind of homework here for all the value sellers. Excellent revision and a valuable addition to any sales managers/salesman’s library.

Paul McCord does a terrific review of this very valuable book.  See http://salesandmanagementblog.com/2011/12/05/book-review-bottom-line-selling-by-jack-malcolm/

December 12th 2011

The Management Mythbuster. David A.J. Axson

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The Management Mythbuster. David A.J. Axson. 2010. ISBN 9780470463628. How can such an absolutely true book be so funny? from the Introduction with such titles as Strategic Plans are of Little Use in Times of great Uncertainty and Volatility through to the end with Isolating Management Stupidity.   Those of us with a bit of grey hair have lived through many of these myths and the mistakes.  In our practise we often meet companies that are growing at what looks like very decent numbers. How ever when you compare these numbers with the superior gains competitors are able to post you realize that the company is losing ground and not is unaware of it. This delusion is way too prevalent in High tech companies.  Thus we a look at  compensation metrics which reward outperforming the competitors in all types of markets and conditions.  This is one key to helping  prevent overpaying senior executives.   The book should be on every business school reading list as well as that of  all shareholders.  Execs of all types would do well to read this book.   A great read.

December 1st 2011

Zero-Time Selling. 10 Essential steps to accelerate every company’s sales. Andy Paul

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Zero-Time Selling. 10 Essential steps to accelerate every company’s sales. Andy Paul. 2012. ISBN 9781614480501. This short (168 pp) tightly written book punches way above its weight class.  The 10 steps are simple, obvious and elegant. It relates very well to changes we are seeing in the marketplace, changes that negatively impact technology sales.

Why change?  Here is his comment on the buyer’s life today.

Customer firms are no different from any other business.  Most productivity gains are due to people being pushed to work harder , to increase their output within the same number of hours.   If buyers are stretched thin like everyone else, then it stands to reason that one good avenue for creating value for the customer through the selling process is to reduce the time he needs to spend assembling the information required to make a fully informed decision.”

As a salesperson, do you deserve to be in front of the buyer? Have you done your homework on his industry and his needs plus do you have the product knowledge to answer the most important of their questions immediately?

To make Zero-Time work ( and this is not a quick fix ) sales managers need to be able to measure that:

  • 100% of leads are being followed up
  • lead follow up time is meeting your set time goals (30 minutes? )
  • the salesperson is answering the buyers needs/questions without extra follow-ups?
  • weekly reviews with ea salesperson show that:
  • they are tossing the losers from their pipeline and
  • selling  the proper solution to the people that need it. (Often this is the researcher/user, not the payer who is  waiting for the users approval/research results.)

This book is recommended to sales people and their managers who want to step up their game in response to the changing selling situations.  One cautionary note to sales managers.  The Sales Lead Black Hole research indicated that the more seasoned/mature salesperson can be expected to react negatively to extra manager attention to lead follow-up. See below. (full post)

We also find that as sales reps become more experienced, they are less likely to:

  1. pursue marketing-generated leads,
  2. respond positively to managerial tracking of marketing lead follow-up, or
  3. respond positively to greater marketing-generated lead volume.

Thus implementing a change to your program means more than a Jean Luc Picard “Make it So” .

You will need to think this through and work together with your star performers first.