Rule #12 – Be a Superstar

May 16th, 2013

We all like winners and can appreciate superstars when we see them. We admire the superstar athlete who is talented beyond question and helps his team win games. But we’ve seen superstars come in a variety of packages. Some are boisterous and obnoxious to their teammates, fans and opponents. Others are quiet and gentle, shy and retiring, saving their talking for the gridiron or field of play. Others fall somewhere in between. In all cases there is physical skill, talent, discipline and mental toughness. There are similarities with the superstar salesperson, but with a few variations.

What makes a sales rep a star? Producing results and bringing in the numbers, of course. What do top producing reps, i.e., superstars, all have in common? The attributes and make-up of a Sales Superstar are like the balanced five points on a star:

Driver – a self-starter
The best salespeople are those who need no outside motivation. They possess an inner drive that pushes them to limits beyond the common individual. It’s not easily taught. A sales superstar is a natural self-starter.

Technician – technically self-sufficient
The ideal rep can demo the product themselves and only uses technical support for advanced situations or to show team depth. They are knowledgeable about their products and the customer’s environment and problems. They are not simply sellers. They are like good customer-facing mechanics that understand how the engine works. They don’t necessarily know how to build it, but can talk about its basic function and structure.

Facilitator – manages individual and group communications
A superstar rep is fairly adept in handling discussions one-on-one as well as in one-to-many communications. An excellent rep can command a boardroom full of customer and company representatives and facilitate the discussion appropriately with honed knowledge of customers, products, issues and solutions. It’s a skill that comes with experience, confidence and sensitivity—clearly possessed by a sales superstar.

Empathizer – can express identification with others
Another key trait of a superstar salesperson is the ability to identify with others and their issues and problems. They genuinely can respond naturally to the stated situation of prospects, customers and their own internal team. This characteristic stems from a sensitive heart and the ability to fully put themselves in the other person’s shoes and effectively listen with compassion and empathy.

Servant – a humble and healthy sense of self
Finally, an effective sales superstar is ultimately a server of others, like a servant with a heart, and cares for the other person before themselves. This characteristic really stems from their own security and strong sense of self. They are so comfortable with themselves that they don’t have to defend or fight, they actually can care for and desire to serve the other side.

As shown in the diagram below, the attributes and make-up are indeed like the balanced five points on a star. While these gifts and attributes may come naturally to some, they can be honed, developed and fine-tuned. But balance is the key. If any one point is extended or over-exaggerated then the star is off balance. An effective superstar is strong and equally weighted on all superstar points.

Are you a sales superstar?

Top 3 Sales Priorities in 2013 vs 2012

April 24th, 2013

When Chief Sales Officers were interviewed and asked in 2011 what their top sales priorities were for the coming 2012 year, across the globe they said:

1. Increase Sales Effectiveness (56%)
2. Increase Revenues (52%)
3. Improve Up-Selling/Cross-Selling (38%)

When interviewed in 2012 for the upcoming 2013 year, CSO Insights research reveals a potentially different emphasis, or a clarified focus:

1. Capture New Accounts (65%)
2. Increase Sales Effectiveness (52%)
3. Increase Existing Account Penetration (36%)

It appears that driving new business in New Accounts is back in vogue. Improving Sales Effectiveness will always rate high – so much to work with (executing selling process/methodology, assessing and developing salespeople, adopting the right tools and technology mix). Growing existing accounts (Account Penetration) and deal sizes (Up-Selling/Cross-Selling) are variations on the theme to Increase Revenues.

No real surprises here. Seems like a settling back down into sales normalcy.

Key Sales Trends – Quota Attainment

April 15th, 2013

The numbers are in from CSO Insights. They’ve released their latest 2013 Sales Performance Optimization Study after surveying over 1500 firms of various size and across multiple industries.

Since 1994 CSO’s comprehensive research tracks key trends and various data points across sales organizations with teams of less than 25 to greater than 500 salespeople, with revenues less than $1 million to greater than $1 billion.

While increasing since a low in 2009, there was a flattening of sales reps making quota between 2011 and 2012. Average % of sales reps making quota:

  • 2012 – 63%
  • 2011 – 63%
  • 2010 – 59%
  • 2009 – 52%

As for achieving overall sales targets, the following breaks down the average % of companies hitting revenue goals:

  • < 75% of Goal - 23%
  • 75%-89% of Goal – 15%
  • 90%-99% of Goal – 20%
  • 100%-109% of Goal – 34%
  • 110%+ of Goal – 8%

That’s 42% of firms meeting or exceeding their 2012 revenue targets. Interesting to note that the 23% for firms achieving less than 75% of revenue targets was an increase from 14% a year earlier. With market turmoil and increasing targets, clearly not everyone is out of the woods yet.

Champions and Masters

April 10th, 2013

As college basketball NCAA Champions get crowned this week (congrats Louisville), and attention shifts to The Masters (the PGA’s next major golf tournament), competitive people paying attention are enthralled with excellent performances in both wins and losses along the way.

It’s a microcosm of the sales world.

Like sports at any level, it’s a battle out there in the sales arena. Company leadership places bets on recruits (salespeople), coaching staffs (management), and organizational machinery (infrastructure). There is training, practice, strategy, gameplans, adjustments, talent assessment, technique, mechanics, equipment/product, skill essentials, skills development, mental toughness, analysis and reviews. Lots of moving parts that could go awry.

Sports Champions win many games along the way to the top of the heap. Same with Sales Champions. Some small deals (games) – the ones you have to win and are expected to win. Some large deals – the key deals that you need to learn how to win if you’re going to be a Top Producer in your company or industry. The losses in previous rounds (months/quarters/years) are but grooming experiences that go down hard but teach lessons for future success. It’s a rare Sales Super Star who hasn’t had a bitter loss on the way to a championship year.

To stretch the analogy, Sales Champions are also Sales Masters. There are no fluke Sales Super Stars. Top Sales Rookies have a history of previous success. Top Sales veteran producers consistently play an “A Game.” They have mastered selling skills with experiences, knocks, wins and losses that have honed a finely tuned professional selling machine, a literal Sales Master.

Having a championship season and career?

Provocative Selling in 2013

April 8th, 2013

There is nothing new under the sun in sales, or so they say. Not so fast.

Fundamentals never go out of style, of course, however how we prepare, engage, converse, present, confirm and conclude transactions large and small is always open for improvement.

The Challenger Sale and supporting research exposed the sales world to the need to bring insight, knowledge and general intelligence to the sales conversation. Teams all over the world have gotten the memo and are upgrading how their sales teams address their customers and opportunities in this new era.

But it’s always been clear that there’s more to individual and organizational sales success than merely the sales call or selling conversation. We believe it’s all about the total package:

  • The Person
  • The Territory
  • The Process
  • The Strategy
  • The Message
  • The Conversation
  • The Opportunity
  • The Activity
  • The Metrics
  • The Leadership

All the pieces come together to make a comprehensive whole. How that entity is defined, developed, honed and replicated determines winners and losers, or mere laggards.

Want to see the blueprint?

Forecasting Enabling Technology

April 1st, 2013

Aberdeen Group research published in 2012, Better Sales Forecasting Through Process and Technology, highlights how top performers better deploy process and technology to achieve not only more accurate forecasts, but better business results.

Forty-one percent (41%) of Best-in-Class (top 20%) firms within this research (defined as superior customer retention and sales quota attainment metrics, as well as shortening sales cycles) support “integrating sales content into the CRM to better inform the forecast with sales activities executed during the selling/buying cycle,” while 21% of Industry Average firms (middle 50%) and only 12% of Laggards (bottom 30%) do the same.

Additionally, Aberdeen points out that 90% of Best-in-Class firms use enabling technology for sales forecasting and analytics, vs. 76% of Industry Average firms and 58% of Laggards.

These numbers are somewhat surprising, particularly that so many firms are still “lagging” at some level on this topic. Technology indeed can be overdone in sales organizations; however, it certainly must be used.

Rule #4 – It’s All About Your Customer

March 25th, 2013

(from 42 Rules to Increase Sales Effectiveness)
So if it’s not about you the salesperson, and it’s not about your products, then what is it all about? Well, who’s left? It’s all about your customer. In sales, the customer is number 1. The customer rules. The sun rises and sets with customers whose purchase of products pay the bills. This should come as no surprise. Then why do we sometimes forget our focus? Because, of course, it’s easy to default to focusing on ourselves and our products.

The best companies get this right. When I worked for IBM early in my career it was ingrained in all of us that the customer came first. IBM is a world-class services, engineering and manufacturing company. It’s a world-class sales, service and support organization. Across every plant and field branch office, make no mistake that all efforts evolved around ultimately satisfying customer wants and needs. From my perspective, at IBM, Sales is King, but the Customer is Number 1. All employees moved
toward the fulfillment of keeping customers coming in and staying in the fold and growing their relationship with Big Blue.

I’ve never forgotten how that priority permeated the culture of the organization. While there was a healthy respect for our own products, sales prowess and service reputation, there was an almost reverential feeling toward our existing customers and prospects. This carried over into how we as salespeople approached, serviced and sold to them. It wasn’t always perfect, but the culture drove the effort. Even our selling process (in the 1980s) carried the mantle Customer-Oriented Selling.

With the correct focus on the customer, the foundation for sales success and thus effectiveness is laid. If we respect our prospects and customers as people rather than as objects of attainment, then we approach, engage, discover, question, negotiate and close them with competent humanity. We do not badger, insult, barrage, belittle, disrespect, manipulate, or take advantage of those whom we, in essence, should seek to serve. I daresay that when we approach our prospects and customers with a servant’s heart, a workman’s ethic, a quality product at a fair and reasonable price, we become a force to be reckoned with in the marketplace.

I once joined a firm and took over a territory previously managed by a rep who was fired for forging customer signatures on two deals. On my second week on the job I had to go out and apologize to upset customers for these egregious acts by a representative of my company. On top of that, I found out that my firm already had a dubious reputation among some customers in my new territory. Without skipping a beat, I immediately went to work on my own systematic 90-day Customer Rejuvenation Program. I did not “approach and sell” during that period as much as simply “reach out and touch” my prospects and customers with a monthly personal campaign that included letters (this was pre-email), postcards and phone call messages. Every prioritized account (see Rule 19) was included in the campaign that was personally managed by me, not by Marketing. I had to control the turnaround effort and put a personal stake in the territory ground as the new sales guy in town. My mailings and messages were upbeat, positive and personal. I held my head high and did not issue blanket apologies for past poor service. I approached prospects and customers with the assumption that whatever concerns they had about the quality of our service and support, those days were past. A new day had come and it started with me and a professional and intelligent introduction to the new team.

By the end of my first full year in the territory I was the #1 sales revenue producer worldwide for the company. My customers loved me because I loved them first.

Do you put your customers first?

Grading the Pipeline

March 19th, 2013

We’re well into March and the pipeline pressure is building; that is, pressure from above to build the pipeline. How’s it going? How you stand now is a very strong indicator of success for the rest of the year. There is still time to recover and get where you need to be, but this is absolutely the time to assess yourself and the team and objectively grade the pipeline.

There are 4 key areas to effectively assessing a sales pipeline:

1. QUANTITY – Is there enough coming into the funnel? There are a couple of issues here. First, Are there enough leads getting generated? Know and track these numbers like you’re life depends on it. Actually, your sales life does. Secondly, Are leads and opportunities being captured correctly to measure in the funnel? If reps don’t get this info in the CRM, there’s no visibility. Not putting data into the CRM is so yesterday. We should be past that.

2. QUALITY – Are these the right type of deals and opportunities? This starts with correct targeting and prioritization of territory and accounts. Rigorous attention to qualification criteria will eliminate riff-raff deals that can delude one into thinking the pipeline is healthy and growing. Setting the bar high and forcing the exception to jump will drive good attention to qualification detail.

3. BALANCE – Is there a healthy spread of deals moving through the pipeline? While there should be a larger quantity at the top (hence funnel), careful note of the staging of deals throughout the pipeline is critical. Watch for stalls in 2nd or 3rd stages and for the causes. Often lax or inconsistent discovery and/or solution development practices lead to a bulging of this part of the pipeline. Deals can sit and deceive. Crisp competitors will beat you here.

4. VELOCITY – How fast are opportunities moving through the pipeline? Watch for days in the sales funnel. Knowing this metric is helpful to pick up anomalies and standards and setting expectations. Great insight here can lead to finding ways to accelerate sales cycles, highlighting deals that need aggressive management, and understanding nuances between your own product/service configurations.

For each of these 4 areas, know specifically what earns an ‘A’ and a ‘B’ and a ‘C’ and ‘D’ or whatever scale you want to use. Keep it simple and clear. Quarterly and Mid-Quarter Report Cards are standards that shouldn’t go away.

Does your pipeline meet the grade?

Rule #3 – It’s Not About Your Product

March 11th, 2013

(from 42 Rules to Increase Sales Effectiveness)
The products sold in the marketplace, whether to businesses or consumers, are broad in scope, complexity and value. As salespeople we are selling commercial and consumer products both domestically and globally, including financial products, real estate, home and personal products, hardware and software solutions, consulting and professional services, to individuals and businesses large and small and ranging from tens to thousands to many millions of dollars in value. In our selling jobs, the products we sell are great, cool, fun, helpful, worthy, comprehensive, leading-edge, powerful and awesome. We spend many hours getting trained on them, learning their features and benefits and being able to articulate use-cases and even demonstrate them ourselves.

It’s very easy to become focused on the value of our products.

While we’ve learned in Rule 2 that “It’s not about you,” I can tell you with assurance that to be effective in sales, it’s also not about your products. You might be saying, “But my product really is helpful for businesses and streamlines operations while cutting costs, and it comes in blue.” This may all be true, but it’s really beside the point. This is one of the toughest lessons for us salespeople to learn.

Certainly we need to know and understand our products and services, as well as articulate the benefits and value they bring to our prospects and customers. But as we will discuss further in Rule 4, our customers have far deeper concerns that are either on the surface clear for all to see, or hidden or even stuffed beneath layers of covering.

Of course our products may help and come to the rescue, fixing issues of which our customers were perhaps not fully aware. Again, while not irrelevant, they are only props within a scene in a bigger play. Until we recognize that, we will consistently fall into a trap of focusing our conversations too much on our great products and services, to the detriment of fully providing problem-solving solutions to our customers.

Indeed, for many reps today, the strong tendency is to speak about their products too much and too soon.

Jerry, one of the better producing reps on an enterprise sales team, was technically adept and knowledgeable. He prided himself in quickly closing business and moving on to new opportunities. His numbers bore this out. He was one of the top reps in transaction quantity, if not in average deal size. In listening and following Jerry on sales calls, it was clear that Jerry knew his products well and got to them as subject matter quickly in his sales calls and conversations. The customers didn’t mind because the product was one that when demonstrated rated a high “wow factor” – that is, it quickly impressed and interested customers. Jerry was adept at following up with price quotes and moving the deal to closure.

This is all well and good except when one considers the opportunity lost in his hurry to close business and move on. When Jerry was taught to restrain from discussing and demonstrating the product too soon and spend appropriate time (note, not necessarily too much time, mind you, in his environment) exploring the application of his product to other departmental seats and broader implementation within the IT environment, he increased his average deal size by almost 25%.

Likewise, with those selling less complicated products, while our products are great, our focus still needs to be on the simple use or application of our product. The point is that the product is not the focus, rather it is the application of the product as it addresses the issues, needs and problems of the customer.

Do you speak about your products too much and too soon?

Top 10 Sales Messaging Problems

February 26th, 2013

Here’s a summary listing of our Top 10 Sales Messaging Problems. They are common and they are the fault of salespeople, sales management, marketing and sales departments.

They need not be deadly but can be tied to ineffective selling efforts in large and small enterprises. Rate yourself or rate your sales team. These are traps, habits and ruts to which even experienced salespeople succumb.

Top 10 Messaging Problems:

1. Random Sales Messaging

2. Meandering Sales Conversations

3. Sales/Marketing Speak

4. Too Many Questions

5. Poor Listening Skills

6. Incorrect Handling of Objections

7. Too Much Focus on Product

8. Too Much Talking by Salesperson

9. Reactive Sales Questioning

10. Insufficient Knowledge of Customer Problems

How goes your messaging?