All about me

"All I can do is be me, whoever that is."

~Bob Dylan

Goodness gracious, another birthday behind me.  Good times, glad tidings and all that crap.  Seriously, though .... why do we make such a major event of birthday's to begin with?  

Starting with our first birthday ... who is it really for?  Not the child who is given birthday cake without mom or dad feeding it to them with a spoon.  What else would you expect other than the child scooping it up with their hands to help themselves.  That's the beauty of being so young, if you want it, you simply help yourself.   Our memory probably serves to remind us that we were always taught and used our manners:

Those first birthday photos really are taken by and for the parents, not the child.  Who wants to be humiliated in their teens, 40th birthday or wedding day when they appear in a slideshow back drop for a big event!

I'm lucky.  I was the third of four children.  I would imagine my parents were just thankful assemble us all to celebrate!  Yeppers, that was the 60s.  Now it's about who can take the the best photo and load first on Facebook.



I do have to admit that I did get a resounding 27 messages from Linked In sending birthday wishes my way -- I like how Linked In provides its users with innovative ways to keep in touch, like birthday wishes, new jobs, new photos.  Responsible me, I personally wrote and thanked every single person who did.  Even the ones that just used the feature, it was the thought that count.  (Hint:  at least drop the last name before you send so it doesn't look so impersonal).  It was in responding I asked others why bother celebrating birthdays once you pass a "certain" age?  I decided then and there, it should be all about celebrating life!


I admit I was born in the 1960s because it was a cool time to be born.   It was time when humanity was breaking out of conformity, taking a stand on just about anything and many traditions seemed old.   Maybe that is why I adored Mad Men.   Not only is there a fixation and fascination with the 60s culture, those of us born in the era were given a gift of insight on the times and what was going on in the background.  Most likely,  I was starting to think of myself as an individual and not an extension of my parents, siblings, or teachers.  

"Ambition is a dream with a V8 engine."

~Elvis Presley

My parents were born in the 1930s, post depression. They may have been guided by needs that were more often a struggle to be met.  Then came along the 60s, when it turned around to being about wants. Many believed that the 60s was the dawn of a golden era: the future promised peace, comfort and prosperity.  Couples had larger families, drove larger cars and just about anything bigger was acceptable back then.  

The 1960s has often been defined as the "Me" generation.  I suppose it stemmed from our parents wanting to have and give us everything.  We were expected to have manners, treat elders with respect and do well in school so we went to university or college without questioning how it would be done.   We really didn't seem to have to worry about cancer, gun violence, abortion, foreclosure, unemployment and becoming pregnant before marriage was scandalized.  Even our politicians seemed to be honest --  on January 20, 1961, the handsome and charismatic John F. Kennedy became president of the United States.

"Don't compromise yourself.  You are all you've got."

 ~Janis Joplin

Women started leaving the home in droves to work and earn their own pay cheque.  Our moms wanted her children of the 60s to embrace and go beyond the opportunities they could never dream of.  Not really a wonder so many of us turned out to be perfectionists driven to succeed at all costs - our health, marriages, family relationships.  

Janis Joplin's 1965 Porsche 356 Cabriolet

Historians have said described the 60s as being the ten years having the most significant changes in history. By the end of the 60s humanity had entered the spaceage by putting a man on the moon. The 60s were influenced by the youth of the post-war baby boom - a generation with a fondness for change and "far-out gadgets".  

Let's take a stroll and  highlight inventions of the decade:

• Valium (1961)
• Nondairy creamer (1961)
• Audio cassette (1962)
• Fiber-tip pen (1962)
• The first computer video game Spacewar (1962)
• Dow Corp invents silicone breast implants (1962)
• The video disk (1963)
• Acrylic paint (1964)
• Permanent-press fabric (1964)
• BASIC (an early computer language)  by John George Kemeny and Tom Kurtz (1964)
• Astroturf (1965)
• Soft contact lenses (1965)
• NutraSweet (1965)
• The compact disk by James Russell (1965)
• Kevlar  by Stephanie Louise Kwolek (1965)
• Electronic Fuel injection for cars (1966)
• The first handheld calculator (1967)
• The computer mouse  by Douglas Engelbart (1968)
• The first computer with integrated circuits made (1968)
•  RAM (random access memory) by Robert Dennard (1968)
• The arpanet (first internet) (1969)
• The artificial heart (1969)
• The ATM Automated Teller Machine (1969)
• The bar-code scanner (1969)

There were several other major gains made in the 1960s that impact us today.  1960-64 transcended the Civil Rights movement.   Feminism and women liberation became significant.  

"Faith is taking the first step even when you can't see the whole staircase."

~Martin Luther King Jr.

Musically, the 60s had some of the most influential artists and music of all time.  Think back and reflect on some of our greatest discoveries:

• Aretha Franklin "Respect" (1971)
• Beach Boys "I Get Around" (1964)
• Beatles "I Want to Hold Your Hand" (1964)
• Ben E. King "Stand by Me" (1961)
• Bob Dylan "Like a Rolling Stone" (1965)
• Chubby Checker "The Twist" (1960)
• Creedence Clearwater Revival "Bad Moon Rising" (1969)
• Diana Ross and The Supremes "Where Did Our Love Go" (1964)
• Doors "Light My Fire" (1967)
• Elvis Presley "Are You Lonesome Tonight?" (1960)
• Janis Joplin "Piece of my Heart" (1967)
• Jimi Hendrix "All Along the Watchtower" (1968)
• Led Zepplin "Communications Breakdown" (1969)
• Marvin Gaye "I Heard it Through the Grapevine" (1968)
• Ray Charles "Georgia on my Mind" (1960)
• Rolling Stones "(I Can't Get No) Satisfaction" (1965)
• Roy Orbison "Crying" (1961)
• Sam Cooke "(What A) Wonderful World" (1960)
• Simon and Garfunkel "Bridge Over Troubled Water" (1969)
• Stevie Wonder "Fingertips Pt. 2" (1963)
• Tina Turner "River Deep, Mountain High" (1966)
• The Who "I Can See For Miles" (1967)

Thank you for allowing me the opportunity to reflect, research and write this post that is personal.  I have to congratulate myself -- I was able to steer clear of any whining about getting older.  I am thankful that I came from the golden generation of the 60s decade.  

Did I forget a fond 1960s memory or one of your favorite artists?   We can fix that:  go ahead and comment, have your say!

Keep calm and color on

This blog was originally written about Business, Sales, Leadership, Social Media  optioneerJM since May 2010.  As I was critiquing myself, I recognized that I strayed from its main purposes with reflections on matters that are unbusiness-related. 

 I have since branched out to Meanderings because there are many issues I want to write about that don't fall under business.  I hope you will visit, follow, share and help me there.  It is your support that inspires me to write.  If you have an idea or question you would like me to write about on optioneerJM or Meanderings, drop me a line and let me know optioneerJM@gmail.com.

Call, calling and calling again

"You just can't beat the person who never gives up."                                                                                                                                                                                                                                   ~Babe Ruth

Many sales professionals probably wonder if they're being annoying or why they're not getting a call returned. They go so far as dreaming up tricks and innovative attention getting antics that fall flat.  So how much is too much?

I don't think there is a clear cut answer, yet I know statistically, 85% of all sales reps give up after the first call ... yet most opportunity happens after the 5th call!

I've often had to internalize my approach and ask myself what I am doing and if I were sitting on the other side of your voicemail, email or written letter, what would prompt me to respond.  I know that if it isn't working, I need change it up and try some new approaches:

1. Understand the value you and your organization will bring -- how you can you solve problems, eliminate headaches, increase revenue, improve profits?
2. Provide proof:  A tempting nugget on how you do what you claim?  Who else have you done it for?
3. Be explicit about why you are calling or why they should call you back 
4. The higher you call, the more compelling their reason to call you back should be
5. Script Option: I appreciate how busy you are ... I will call back at such a such time (the earlier the morning the better) 
6. Script Option: If I am calling you and you are not the appropriate person I should be speaking to, I would appreciate if (i.e. your assistant) or you get back to me with the appropriate person's name (I've done this, and then it looks like you've been referred top-down)
7. ALWAYS have a reason for your call and a reason WHY they should talk to you
8. Research: The best time to call a prospect is between 8:30-10:30 a.m. yet most people believe it is just after lunch (which is the worst time)
9. Research: The best day of the week to call someone is a Thursday
10. If I were to leave you a message saying I'm calling about life insurance (no, I don't sell that .... but who doesn't get a lot of those calls?) ... you'd automaticly delete me ............. but if I were to call you to say I have important ideas on succession planning that have proven successful with other executives like you (specific name dropping is always better) ... would you take that call instead?

If you examine your "pitch" you have to be honest with yourself.  Are you saying the exact same thing as anyone else creating noise in your prospect's mind:  I'm better, provide quality, solve the ultimate problems, save money, have deals, better act now, etc. etc. etc.

You have to develop strong relationships with key decision makers.  If you do, they will want to help you succeed because you've helped them in some way. Go ahead and ask them how many calls they get and which ones they answer and why?

Many times you will discover that they get a ton of calls/e-mails a day so they all start to sound the same. Yet disciplined decision makers also realize that they can gain the best information from their trusted circle or go to people who will help them solve a problem. They hardly want to pass up an opportunity to learn ways to save money, save time, ease pressure, solve problems. If you can "hit" that note in your voicemail or message, you may be more likely to connect.

Here are some ideas to give you incentive to keep plugging: 

1. Remember, they're busy. Yes, many are intentionally ignoring you. Many more are simply too busy to answer every call/e-mail they get.
2. Remember the executive assistant.  They often are an extension and typically know what hot buttons their boss may react to.  They DO have the power to slam the door, open it up, inform you who may be better suited to address your offer, and schedule appointments.
3. Keep in mind, that many decision makers become cynical after dealing with sales people who over promise and under deliver
4. Try sending a introductory letter so that you can carefully lay out what it is you are offering, how you've helped others, and when you will call to set up an appointment to share your ideas in depth.  Who gets real mail these days that aren't glossy and scream junk mail anymore?
5. Be persistent but classy:  they're counting on you to give up after the first or second call

Go beyond standard information gathering and persevere by asking more meaty questions:

1. Can this person I converse with sign a cheque or contract?
2. If not, then who is the decision maker for your services?
3. Who can influence the decision maker on your behalf?
4. Who are the end users?
5. Are their any holes that you can fill that can give you a toe in the door?
6. What outside factors influence that decision -- a current contract, established partner, relative who is a vendor or service provider?
7. What is greasing the wheels of commerce -- sports or concert tickets? Wining and dining?  Promotional products?
8. Do they have a purchasing policy or process that you must follow?
9. Are their specific channels that you should go through?

Most professionals who enter the field of sales tend to be more uncomfortable calling on an executive than they are an administrative person.  Many try to snow their managers and executives that have a conversation with just about anyone is a contact.  The truly successful sales professionals know most of this information and more:

1. Who their customers are -- what challenges are they facing to serve their own customers?
2. What is impacting their industry -- government regulations, ongoing changes, outside influences?
3. The history of their purchasing decisions:  who, why and what criteria did they use to establish a relationship with a vendor?
4. What knowledge do they need at the table:  being technical is not always the key, asking great questions often leads to better opportunities.

If you are faced with driving revenue into your organization, it means that you are in the sales game.  Take pride in understanding what drives customers to your doorstep and what you can do to ensure they stay.  Everyone has a part and a place -- it starts with recognizing that it takes a lot less time and resources to keep a customer happy than it does to find a new one.

"Don't be afraid to give up the good to go for the great."                                                                          ~ John D. Rockefeller

Focus on the good ... not the bad

This blog was originally written about Business, Sales, Leadership, Social Media  optioneerJM since May 2010.  As I was critiquing myself, I recognized that I strayed from its main purposes with reflections on matters that are unbusiness-related. 

 I have since branched out to Meanderings because there are many issues I want to write about that don't fall under business.  I hope you will visit, follow, share and help me there.  It is your support that inspires me to write.  If you have an idea or question you would like me to write about on optioneerJM or Meanderings, drop me a line and let me know optioneerJM@gmail.com.

The sharers, viewers and doers of social media

"If the internet is the information highway, social media puts you behind a Ferrari."                                                                   ~Jeannette Marshall

Everyone and just about every company is dabbling in social media these days.  It just occurred to me:  where you hang out and what you do with each platform can predict the results one can expect.  It is social media basics 101:

The Doers - Facebook

I have only about 500 followers on optioneerJM Facebook.  They are the most active social media personalities there are.  Some are professionals - they earn their income from participating in Social Media.  Often, they too, like me, have a smaller circle of friends and followers on Facebook than they may on Twitter or elsewhere.  However, what stands out is they are doers.  They actively read what you post because they have considered whether or not to have you counted among their more intimate group.  I'm not talking about a Facebook Page, I'm talking about those who perhaps may be more selective, yet still count you among a group of  "Friends".  

Chances are,, they will read what you post, acknowledge it with a like, go farther and share it or even better, share/repost.  I know of at least one top social media personality, executive, writer for distinguished publications, who tests his theories by asking his "friends" questions and certainly uses it to reinforce his own beliefs.  

Who you have on your circle of friends on Facebook are more than likely those that they feel a personal connection with, share ideals with, and/or count them as those they value the opinions of.

The Doers - Linked In

Be there are be square.  Linked In is the site that brings credibility and reinforces what you do.  It is more likely to be restricted to who one follows or allows to be followed simply because its likelihood to be connected to someone personally.  It has great potential when you accumulate recommendations from colleagues, clients or peers.

The Doers - Bloggers

There are many bloggers out there, as there are topics.  Some are actively giving away advice, their opinion, or knowledge for free.  Some may have a catch:  hire them, buy something, or comment on something.  It can be a cliche of sorts.  I find it interesting how often the active Doers are often referred to "the best" of something.  I'm skeptical on these lists, other than the major media forces like INC., Forbes or Entrepreneur.  Why? Simply said, the best of anything is those the author knows by a connection that is more than fleeting.  It is a circle of folks who scratch each other's egos and flaunt each other's influence.  There are a select few, who are chosen to write for said major media forces, more than likely because their views, advice or knowledge is considered worthy.

The Sharers - Twitter

On the flip side, I have going on 9000 Twitter followers.  The chances are great that a good percentage interact on a regular basis.  If your opinion is valued or they find that your posts/shares are along their own beliefs or interests, they will acknowledge by sharing that content.  There are many that may retweet (#RT) your content on Twitter, or even better, recommend you to their own group of followers, typically on Fridays, with the hashtag #FF (FollowFriday).

Always, always, and I say ALWAYS try to acknowledge, thank those that share, #RT, #FF you.  Don't be lazy or complacent.  These are your cheerleaders and boost you on your way up in the Twittersvere and likely barely glance on your way down, noting you for arrogance or even less acknowledging you exist.

 ________________________________________________________________

The PC has improved the world in just about every area you can think of.  Amazing developments in communications, collaborations and efficiciencies.  New kinds of entertain-ment and social media.  Access to information and the ability to give a voice to people who would never have been heard.

~Bill Gates

 ________________________________________________________________

The Sharers - Pinterest

If you happen to stray on to Pinterest and start to post, a funny thing happens.  As you accumulate an audience, it has the likelihood of being rePINned simply because that is the culture of the machanism.  The more useful, the more likely it will be considered to be added to others on boards.  Pinterest is an engine that keeps on giving.  Your PINs can keep snowballing even if you aren't as active as other outlets.

The Viewers - Google Plus

According to my analytic resources, the least acknowledgements, shares come from Google Plus.  Granted, many of my influencers and followers are on G+, few do much their other than view your post if it happens to scroll into their sphere.    G+ is for the visual, creative minded.  Out of all the social media sites, it allows the visuals to be front and center to any post.  You shouldn't post there if you aren't going to take care and attention to have visuals to go with your message.  

Granted, many view on Google Plus, there are great groups and interest arenas, but to get real participation you may have to work harder there to reap any reward compared to say Facebook or Twitter or even Pinterest.  I wouldn't count it out entirely, however, because it has the big engine Google behind it and it just may help your search engine results if you are there.

The Viewers - You Tube

We've all heard of campaigns going viral, more often than not, because they are on You Tube.  Think "Justin Beiber" who would have remained a Canadian boy with dreams of stardom, and not the megastar he is today because of You Tube.






There are definitely other social media  platforms that are being used that I haven't included here:

• Tumbler
• InstaGRAM
• Vine
• SnapCHAT
• WhatsUP

Any of these can be included in your social media portfolio with convincing statistics to support them to be an important part of your campaign and to create relationships with viewers.  Why I didn't include them on their own, is simply because they cannot be relied upon as a sole social media outlet.



Combine your social media campaigns with a number of platform.  It will build consistency and relationships with your followers along with name recognition.

What you post is associated with your story or brand.  What interests you? What do you resonate with? What information do you feel inclined to share?  Eventually, you can be identified as a subject matter expert in that area.  The most successful are the ones who tell stories.  I discourage appointing just anyone to be your storyteller because social media is your personal, corporate or brand's outlet to tell your stories or allow others to get to know you better.  

Unfortunately, far too many spend the time, effort and resources to building their web site than they do to their social media.  Ensure you have someone that is not just a marketer, but someone who is enthusiastic about what you have to offer.  Typically, if you're a solopreneur, it will be you.  However, companies or brands leave it to someone who doesn't know how to acknowledge or interact with people.  Make it your mandate that whomever has this responsibility will use manners, acknowledge tweets, likes, shares, follows with a personalized touch.  Don't just react to negative publicity because you will create your own monster.

Whatever you do do, keep in mind that not only being there is important.  Interacting and engaging is what it's all about.  Get involved and don't just treat it as a necessary evil.

"From the streets of Cairo and the Arab Spring, to Occupy Wall Street, from the busy political calendar to the aftermath of the tsunami in Japan, social media was not only share the news but driving it.

~Dan Rather

Feel free to follow me under my pseudonym @optioneerJM 

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Do you have INTENTIONAL retention?

"There is only one boss.  The customer.  And he can fire everybody in the company from the chairman on down, simply by spending his money somewhere else." 

~Sam Walton (Walmart) 

What are you doing to keep your existing customers?  If you haven't examined your organizations behavior in this regard, it is time to wake up and stop being complacent.

I've sold for many organizations and been involved with keeping customers happy (key ingredient to ongoing relationship) with diverse structures in sales coverage, territories and managing relationships.  However, I have to say, very few had, if any, had a retention strategy.

Most organizations leave it up to their sales and marketing teams to be the keepers of customer perception.  Some even have pow wows with the big wigs to shake hands and hob nob to convey appreciation for the business.

Yet what happens if there is a savvy organization out you by savvy marketing message or a sharp sales pro who can infiltrate the fortress of your customer, shed doubt on the relationship, offer a better "deal", make you look bad?  Can you withstand it?  In the wide world of business, especially with economic turmoil, expenses are scrutinized relentlessly.  

I am going to hazard a guess, that most organizations are able to easily provide proof and documentation on the following:

• go to market strategy

• sales structure

• customer profile

• delivery

• pricing 

• marketing

• web presence

Do you have a strategy to retain existing customers?

Far fewer can articulate their strategy to retain  existing customers.  If so, more than likely it falls on marketing and sales:

• face to face appointments

• reviews of service delivery commitments

• warm and fuzzy outbound marketing programs

• direct mail, email, and campaigns to keep in touch with the customer

• events, promotions, webinars, technical support

It is great if you have all of those going on and those responsible are held accountable for:

• increasing revenue

• building client base

• brand awareness

• referral programs

But what about plain old retention?  How do you define your program?  Do you leave it up to your customer to ask for more help with:

• frequency discounts

• options to upgrade 

• changing needs:  growth, technology, globalization

• evolving regulations impacting them or their industry

I have to tell you honestly:  if your customer is going to go through all the trouble to ask you for your help, they may as well put it out there to see if anyone else can provide better options.  What does that spell for you: RISK.

The 80% / 20% Rule

It is a known fact that 80 percent of your sales comes from 20 percent of your customers. So why aren't you protecting that 80 percent?  Are you doing everything in your power to ensure that those 80 percent are serviced the hell out of?  I'd bet 90 percent would say yes.  I challenge you to define how?  Do you have a retention program?  Can you answer:

• How you ensure that your customer is 110 percent completely happy?

• How do you prevent your customer from going to market to price shop?

• How do you measure customer satisfaction?

• How are you proactively helping your customers?

What I am talking about here is "intentional retention".  You aren't leaving it up to any scapegoats in sales or marketing if you lose a customer or even a major account.  You have the support and a standalone program in place that outlines and defines how you keep those customers.  Savvy retailers, airlines and the like have loyalty and/or reward programs to assist with repeat customers.  However, in business, you don't have the luxury of having the numbers to have a sophisticated program that is intricate within your systems, web, marketing and sales systems.  Don't make any excuses:  you don't have time, you aren't that big.  That isn't any excuse.  Your survival depends on it!

It is not the employer who pays the wages. Employers only handle the money. It is the customer who pays the wages.”

                                                                                             ~Henry Ford

What I am recommending you do is assemble all the chiefs in your major areas (accounting, operations, sales, marketing, technical, production, labor), bring out the drawing board, split into groups of three or four and ask everyone to answer the following questions:

• Identify who your best customers are:  create a profile

• Who pays well? 

• Who is not always asking for discounts? 

• Who are you best able to provide service for?

• What are the frequencies:  daily, weekly, monthly, annually?

• Do you have measures to identify churn risk (will leave you for the competition)

• What do you do if a customer is identified as a potential loss?

• How do you communicate with your customer?

• How would your customer identify in its importance to your organization?

• Who is involved when a risk is identified?  What is done?  Is there a process?

Define a clear objective

Bring forward each team's contribution then extrapolate what everyone agrees upon.  Of course, there may be some who are inclined to defend their stance.  Regardless, the discussion that will evolve should be eye opening, the heated debates unsettling.  While it may take a few sessions, you must create a clear objective consistently held out front:

1. The goal is to understand everyone's perspective (it's going to be a mish mash to start with) 

1. What is your retention strategy?

1. How are you going to provide a loyalty or retention program?

Let me tell you.  You can often capitalize on the big boys.  Granted, they have at their disposal lots of research, intelligence, structure, programs that you simply don't have because of your size.  What I'm proposing is you to decide how you can carve out that information into a niche that helps your company. 

Define your niche 

If so many big guns have loyalty or reward programs ask yourself what the purpose of it all is?  Then set out to define your own niche and create something that fits in with your size, capabilities and financial resources.  If you don't think this is important then I should have asked at the start:  what will it cost your organization to lose a customer ... if you don't have an intentional retention strategy?

 "The well-satisfied customer will bring the repeat sale that counts." 

~James Cash Penney (JC Penney) 

~CUSTOMER CARE ~

 "Let's take care and protect our customers -- or someone else will." 

Customer cycles or sales funnels?

"The top salesperson in the organization probably missed more sales than 90% of the sales people on the team, but they also made more calls than the others made."

                                                                                    ~Zig Ziglar

The difference between a customer journey and a sales funnel - is your perception of either.  Inexperienced sales rookies are coached to label what phase their customer is at in their buying cycle by their management and/or organization.  The most definitive one you tend to see is divided into thirds .... commonly referred to as "the sales funnel".

The top third and widest with the most numbers is "Suspects".   Otherwise referenced as leads.  You are at the beginning, likely haven't met with a decision maker, or even understand why or how they buy.  They  have been identified as a potential customer by:

1. Cold calls
2. Lead generation
3. Referrals

The second tier is "Prospects" or called opportunities.   Are a mid-volume of numbers.  Prospects have moved from being a "Suspect" to a "Prospect" because they have been qualified.  The sales professional has identified them as a potential customer from a number of avenues: 

1. Web contact inquiry contact 
2. Inbound telephone call asking questions 
3. Internal leads:  referrals, heads up or personal recommendations
4. That first meeting, cold call
5. They've been identified as having a need that your company can fill
6. Follow up from cold call, or investigative meeting
7. Someone has read or shared information that shows where growth may be
8. Knowledge of key players are:  decision maker, influencer, user, authority, payment
9. They have the ability to pay for your service or product
10. Who you are speaking to has  the authority to make a decision to move forward or will simply be making a recommendation or gathering prices
11. What internal endorsement is required to proceed with providing a solution, quote or proposal or be established as a vendor, provider or partner
12. A decision will or can be made based on the need you can fill

The final third tier is "Customers".   These are the fewest numbers.  They have traveled through the funnel to arrive at a transaction, contract or agreement to buy.  They have satisfied your organizations criteria to do business or you have met their's:

1. Set up an account: met credit requirements:  credit check, references
2. Have the ability to pay:  financial resources, how or when and authorized by someone
3. You have identified that your prospect wants or is willing to pay for your service or product
4. You understand their buying frequency:  one time, annual, intermittent, monthly, daily, etc.
5. You understand how they work and how to work them within your own system or processes ... sometimes customized
6. You know their structure and where they may buy from:  global, national, or local 
7. They have issued a purchase order (PO#), requisition or cheque to buy
8. You have broken them down by value to your organization:  major account, corporate, enterprise, business, entrepreneur, consumer
9. You have systems or structure to match their buying:  an account executive, major account representative, territory manager, sales representative, customer service
10. You have adapted your structure to mirror your customer's behavior:  single point of contact on major accounts or enterprise sales, business to business local or global points of contact, order forms, web order systems, incoming telephone orders, fax'd orders (forms), catalogue, directories

The most successful sales professionals or sales oriented organizations match their behavior or identity system to that of the potential customer.  They understand where their customer is in the buying cycle:

1. Research
2. Information gathering
3. Price shopping
4. Vendor qualification
5. Who can provide the desired product or service to match what they think they want
6. Criteria outlined on how they will decide to act (make a purchase)
7. Established approved list of vendors or providers authorized to be purchased from
8. Budget accounted for
9. Approval process (by transaction or by location or by authority)
10. Payment structure
11. Review structure 
12. Service structure
13. Support to maintain orders
14. Ability to meet needs
15. Reputation to meet requirements or identify unknown needs and proactively fix gaps
16. Established trust

How you identify where you are at is important to create a language among your team as to where you are at in a sale:  are you on a fishing expedition or are you assembling your team of resources to put all heads together to put together a win-win proposal?

"If eighty percent of your sales come from twenty percent of all your items, just carry those twenty percent."

                                                         ~Henry A. Kissinger

Customer relationship management (CRM) systems have these areas identified and can populate into graphs or graphic funnels to help those:

1. Forecasting potential revenue, profit margins, marketing efforts
2. Budget resources:  people, equipment, processes, tools, systems, 
3. Have all the systems and resources in place or easily activated responses
4. Policies and procedures in place for escalations or when things go wrong or extra assistance required for customer are in place
5. People resources match customer orders:  equated to response time, hours of operation, scheduling

It is the footprint of your sales efforts success:  as both an organization and the customer facing personnel status in the customer's buying cycle.  I recommend that you break it down into bite size chunks so that they can be addressed.  If you are writing a business plan, a key component is answering:  "where and how will you get or retain customers?".  This should be long before you are looking for investors or financing to launch or continue operations.  I liked this diagram via Google by Andrea Callahan:

Ironically, most start ups and entrepreneurs gear up on marketing, outbound campaigns, telemarketing, sales coverage long before they have answered any of the above.  It can easily foreshadow failure over success.  Yes, you need to walk before you run.  However, assembling and identifying who are suspects, prospects and customers and where they are in the funnel, and the numbers associated with those numbers, clearly outlines the road map to monitor and manage growth.

It takes patience, practice and precision to be able to do this automatically.  The more adaptive or fluid you are in meeting demands are going to allow you to pinpoint the when, who and how to focus on your grow and ability to flourish.  If you recognize how you will move and keep pace with your customers at their speed, not your own, will signal a mature organization with a clear understanding on who is their customer and how great the relationship can be.

"Pretend that every single person you meet has a sign around his or her neck that says: 'Make me feel important.' Not only will you succeed in sales, you will succeed in life."

~Mary Kay Ash

The tortoise vs the hare

Selling to big corporations compared to selling to small-to-medium businesses is like differentiating between a marathon runner and a jogger!  Then, to make matters more confusing in come the dreaded acronyms that we take liberty with:  B2B (business to business) B2C (business to corporations) or B2C (business to consumers).

JOGGER (B2B) HARE

Sales to business are more transactional:  quantity over quality - the more activity, prospects in your sales funnel, the more likely you will close some of them (secure a sale).  Rookies to sales will start out in B2B and as they improve, they may (not always) be promoted and evolve into B2C sales.  You should be comfortable cold calling, knocking on doors and rebounding after being declined.  You are a quick closer.

MARATHON (B2C) TORTOISE

Selling to big corporations (sometimes referred to as enterprise sales) requires skill -- knowledge about the company, its people, culture, processes, needs, -- which requires a lot of research, endurance, and more training.   This is usually a step up from B2B sales and recognition for having put in the time to understand what your value proposition is (what sets you apart).  You create solutions, you identify needs before anyone else may.  The organization tasking you to sell B2C must equip you with all the necessary tools, resources, support but most of all TIME to be successful in this arena.  The bigger the fish, the longer it takes to reign it in.  You are a problem solver.

I took liberties with this blog by changing it up.  Essentially, B2B is selling to businesses which includes corporations.  B2C is often referred to as selling business to consumers.  I modified it simply because Business to Consumers rely less on sales professionals and more on advertising, marketing, direct mail, telemarketing, etc.  The skill and finesse required to sell to corpora-tions/enterprise is more complicated and should not be part of a start up strategy.  Chances are, as a start up, you won't have the compensation, resources, support or time to attract the skilled sales executive.  You can take just anybody and shove them out the door and tell them to knock on doors when you want simply a hunter for new business.

Take the time to evaluate what kind of sales professional you are or what kind of sales professional you want.  Turnover in sales will hurt you in the long run.  It sends a message to your potential customers that you value the sale over the value of those representing you. 

Read my biggest click blog:  Hunter, farmer .... Most companies will hire the hare instead of the tortoise.  The results are at the finish line.

One can't help but notice how often structure can defeat itself when most organizations decide they want the energy of the hare and don't have the patience for the tortoise.    We all know how that story ends.  Similarly, the results in sales at the end of the race can be the same.

I suggest that you need both.  I highly recommend you don't eliminate either. Understanding both styles and the benefits to your organization will allow everyone to flourish.  Primarily, expectations will be accurate, deployment of resources managed accordingly and timelines will be adjusted.