Keenan 411

Jim Keenan is a Senior Sales Executive, Enterprise 2.0/Web 2.0 Connector, an Entrepreneur still trying to get it right, and a PSIA Certified Ski Instructor for Vail Resorts. Husband to Big E and father to four great kids. In a nut shell, I'm a Sales Guy. Life is good!

What it Says, vs What it Is

The Weather Channel said it was 40 degrees out. That is too cold to play outside. I decided to take the girls to an indoor play place.

Outside we went, coats and all. As we stepped out into the sun, it became clear. It was warmer than 40 degrees. It was more like 55 and felt like 60 plus. We left the indoor play area after an hour and played outside.

Sales has it’s Weather Channel. It’s the CRM systems. It’s the pipeline. It’s the dashboard. It’s the metrics watched, and fretted over everyday. Like the Weather Channel, sales systems and metrics only tell part of the story. They take all the data, add it up and tell you what’s going on.

But also like the Weather Channel, sales systems can be wrong. The only way to know what exactly is going on is to get outside and see.

To know what’s happening with your sales team, you have to get outside. Dashboards, CRM, sales processes, and spread sheets only tell us so much. The rest comes from experience, and that only comes from feeling the rain drops, the sun, the wind and the snow. It may or may NOT be what the Weather Channel is telling you.

Fixing The Sales Team

Sales teams need to be fixed; they stop performing, the market changes, the company launches new products, the team becomes complacent, the organization grows too fast and becomes beauracratic. There are a number of reasons why sales organizations need to be fixed.

If the sales team is broken, there are two places to look to fix it, the environment or the people. How to determine where the problem lies traditionally escapes sales leaders. Sales management culture almost always makes it a people problem.

The three areas were sales organizations break are the systems and processes, the people, and the activities the team focuses on.

If you want to fix your team assess what is hapening in these areas.

Systems and processes is a situation problem, not a people problem. People are people problems and the activities the people focus on could be either.

To get it right evaluate all three.

Does the CRM System make it easy to manage an account? Are good training and educational systems in place? Does the sales process enable sales? Are the systems the problem?

Are the right people in place? Do they have the skills necessary for the job? Is there a talent gap? Is the sales team hunters when it needs to be farmers? Does the team have the right people on it?

Is the team doing what it’s supposed to? Is it making enough cold calls? Is it spending more time doing admin work than selling. Is the team partnering or playing lone wolf? Is the team engaging in the right activities?

To fix a sales team the right levers have to be pulled. Evaluate each of the areas independently. Sometimes it’s a people problem,sometimes it’s a behavior problem, sometimes it’s a situation problem. Sales leaders need to know which it is. Not knowing makes it a people problem.

Sales – Today, Tomorrow and Next Year

You can sell for today. There are plenty of opportunities to sell what your customer needs now. It’s easy and obvious.

Selling with tomorrow and next year in mind is different. It’s not so obvious.

To sell to the future requires you to know where your customer is going, what will be important to them and why.

Sell with today in mind and you’ll get the sale. But, when the next sale comes around you’ll have to start the sale all over again.

Sell with tomorrow in mind, and your customer will know when they will be buying again and why. They will see today’s sale as just one in many. They will understand today’s sale takes care of today’s problems and sets them up for fixing tomorrow’s problems as well.

Companies don’t stop changing, they aren’t static. So, why sell to them that way. Think about tomorrow.

Work the Canvas

Sales is pretty simple. It’s about creating revenue. How the revenue is created isn’t so simple. Like an artist you have to work the canvas.

girl-stick-figure

Good sales people see things others don’t. They work the canvas, adding the right elements to the right places. Like an artist each line and stroke works on top of the last. Colors blend, shadows embellish and depth field are manipulated to create the work.

Like an artist, sales is about seeing how the different elements come together. It’s about seeing the subtleties. It’s the simple connection, between customer and product. It’s seeing the emotional components, the motivational influences and the subtle reactions to new information.

monet

In sales like art, you create a picture, it’s how you draw the picture that determines how well you work the canvas.

How do your work the canvas? It’s all about the subtleties you see.

What do you draw; stick figures or Monet’s?

I Don’t Care About Hospitals

I was in a customer meeting the other day when the customer asked about the financial benefits of our new technology. The account manager answered the question by confidently telling the story of how our technology enabled a hospital to reduce it’s discharge times from 4 1/2 hours to 30 minutes. It was a compelling story. By reducing the discharge time, the hospital saved money, increased room availability, and reduced employee time spent transitioning patients. It was an excellent example of what our technology can do.

The problem; our partner doesn’t sell to hospitals and they aren’t a hospital.

The partners response? “That’s a great story, but I don’t care about hospitals, our competitors do. That’s part of their business, it’s not part of mine. I don’t sell to hospitals. This continues to show me you don’t understand my business.”

Our partner was right. He wanted examples of how his business could benefit from our technology. He wanted to understand how we were going to help HIM meet the market demands HIS company is facing, not those of his competitors. He doesn’t care about hospitals, he doesn’t sell to them.

This happens far too often. A company has this killer case study, a great story of how their product made a huge impact on one of their customers. It’s the perfect story illustrating the value of the companies product. It spreads through the sales team like wildfire. Eventually, it becomes part of every sales persons “pitch.”

The problem is; it’s not one size fits all. It has the wow factor. It hits all the sales elements, but smart customers see right through it. It’s not relevant to their business.

This weeks Sales Smack asked the question, Is Sales on Autopilot. I think this is an example of yes, they are.

If your customer isn’t a hospital, don’t talk about hospitals. If your customer isn’t a bank, don’t talk about banks. If you customer isn’t a hotel, don’t talk about hotels. Know your customers business, and give them examples they can understand. Make your stories matter or just don’t tell them.

Sales Leaders; Got Your Coaching Hat On?

My friend Jen Ward wrote a post the other day about how to change behavior. It had this great quote in it;

“sales reps need to become comfortable with making others uncomfortable.”

I agree with her.

Someone also agreed with her and left this comment.

“This makes sense. I rarely ever push for a sale from a client, yet I routinely see companies who do a lower level of quality take sales away from me because they push the clients really hard. I’ve ended up with many clients who went with someone else to build their site and then a year later came back to me to fix what the first company did. Pretty much, all of my business comes from recommendations from previous clients or people I have already worked with.

I have a client today that is struggling with the decision to rebuild his 8 year old simplistic website (and poor artwork) with a well designed site able to handle all of the features he wants. Money doesn’t seem to be a factor. He is nervous with change. It’s summed up with “The unknown is scary”.

There are tons of “opportunities” in this comment. My coaching side just wants to take over. I can see a bunch of ways “Toff” could improve the way she sells.

What about you?

Based on the comment, how would you coach her?

100 Raffle Tickets

When I was in 8th grade we had raffle selling contest to raise money for our school. The student who sold the most raffle tickets won a prize.

I remember being determined to win that contest. I sold tickets to all my Dad’s friends. I went out every day. I went door to door in my neighborhood and the adjoining neighborhoods. I rang doorbells, gave presentions, appealed to peoples good nature and sold like crazy. I busted my ass selling those things.

I learned a lot selling the tickets. I learned that there are many different reasons or motives people buy. Some people bought from me because they wanted to support the school. Others bought because I was a young kid out hustling and working hard. Some bought because they wanted the Grandfather clock. Others bought because they felt guilty. You’d be amazed at all the different reasons people will buy a raffle ticket from a kid. (I bet girlscouts know all about this)

As the number of doors I knocked on, and the number of doorbells I rang grew, I started to figure out what peoples motives were before the dialog would start. With this sense I would target my pitch, to what I thought would motive them. (yes it was a pitch, not much room for consultative selling on a doorstep). I wasn’t always right. Sometimes I had to switch my tactics midstream. But, overtime I got good at it and learned selling to each persons unique motives sold a lot more raffle tickets.

The more motives I uncovered, the more prepared I was to sell.

I learned a lot about selling during those two weeks. I learned that people buy for a lot of different reasons and to assume there is only one or two motives can cost you a sale. I learned that hustle and grit go a long way. I learned I like to sell. I learned I like to compete. I also learned life isn’t fair.

On the last day of the raffle contest, I was reved-up. I was convinced I was going to win. I had sold 10 books or 100 raffle tickets.

As school started we were sitting in homeroom and I was asking everyone how many they sold? Three books someone would say, two books, one and a half books, but no one was close. Except one kid. I couldn’t even tell you his name, so we’ll call him Bobby. He sold eight. Phew! Close!

Feeling confident in my victory, I sat back and waited for the afternoon assembly where they were going to announce the winner of the raffle selling contest.

I remember it like it was yesterday. I was in the auditorium, waiting, proud to have my name called as the winner; the guy who sold the most raffle tickets. When I hear; “The winner of the raffle selling contest is . . . Bobby!”

What?!!!?? Bobby??

I didn’t win! The kid who had sold eight won!?? I wanted a recount!

What happened?

The kid who sold eight called his mother and she came and bought 4 more books pushing his total to 12.

I came in second and won a free ice cream sundae. I don’t remember what first place prize was. But I’ll never forget how bitter that ice cream sundae tasted.

I’ll always remember that experience. Despite how pissed I was, and I was pissed, I mean adult pissed off, it was a very influencing experience in my life.

I learned a lot from the 100 people who I sold raffle tickes to, at least twenty more lessons than Bobby, and that has been worth more than any prize Bobby’s mother won for him.

Paint by Numbers

Sales can’t be commoditized. Sales isn’t paint by the number. There isn’t a one size fits all.

Sales is a giant “if then” statement.

Every sales is a series of questions. Each question taking you down a different road, until you come to the end; with a sale or with out a sale.

Every customer has different needs. Every customer has a different environment. Every customer has different objectives.

Creating one size fits all in anything leaves out the unique, those with special circumstances. In sales; everything is special circumstances. Sales lives in this space, thriving on the uniqueness.

Sales is not a paint by numbers profession. It’s “if then.”

“If this, then this” tells you what to do in a particular, specific situation and that is exactly what your customer is looking for.

Tale of Two Sales People

They take your call. They golf with you. Dinner happens at least once a quarter. You have a badge to headquarters. They give you a chance to bid on most deals, especially the small ones. The customer likes you and that’s why they do business with you.

Or

They call and ask you what you think. They don’t move forward on big investments without getting your input. They don’t just ask you to bid on deals, they ask you to help write the RFP. They see you as part of the organization; a key holder of information. They consult with you. The customer respects your knowledge and expertise and that’s why they do business with you.

The first relationships is about who you are. The second relationships is about what you can do.

Which relationship do you have?

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Where’s the Innovation?

Innovation in sales was the topic during this weeks Sales Smack event. The question was; “Does sales need innovation?” It was suggested that we have been doing the same old things for the past 50+ years and little has changed.

I look at sales in 3 stages; access, influence and delivery. I think there has been a fair amount of innovation in the first and last stages. With the advent of tools, like social media, CRM, and the productivity gains from the internet, computing etc., there has been tremendous innovation in gaining access to prospects and decision makers as well as improving our delivery capabilities. Where I struggled with innovation in sales was in the meat of sales; the influence.

Influence is where sales happens. The influence stage is where we “influence” the buyers decision. Those who are best at influencing the buyer win.

I didn’t see any innovation in this area. To me, the methods hadn’t changed in a long time. Influence had always been, build the relationship, solve problems, understand the issues etc. To me, it’s always been an information, problem solving game. That is until Sales Smack.

During Sales Smack Jill Konrath and S. Anthony Iannarino threw out a few things that got my attention. Jill said, sales has lacked a culture of “thinking” and organizations who provide training around thinking are seeing results. Anthony suggested it’s no longer OK to “pitch” (which I have always agreed with) but sales people have to be diverse in their expertise. Beyond being sales people they have to be engineers, CEO’s, finance people, marketers etc. To be a great sales person your skills have to be far more expansive than just being a magnanimous, articulate, jovial personality.

I think they are on to something. Sales Smack has altered my opinion a little. Innovation in the influence stage of selling needs to target the behaviors of the sales people. Innovation in the influence stage is going to come from the psychology of buying habits and decision making coupled with training to instill new selling behaviors in sales people.

Critical thinking skills and broad skill enhancements are for sure two ways sales is innovating. Organizations that leverage these innovative approaches in their organization through training will have a competitive advantage.

I struggled to see where sales has been innovating, especially in the influence stage. Sales Smack gave me a smack and it’s a little more clear. Now, I’d like to see more.

Do you see more innovation in sales?

Check out the entire discussion, folks were throwing down some good stuff:

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