John Bernardi's Blog

Sales Rep Optimism - Key to Winning

2012-01-26T14:07:00.003-05:00

After watching today's 5-minute video on SellingPower.com, I thought about the psychologist's one-sided premise. I'd like to present Side B to complement his hypothesis. He took the employer-centric view because he wants to sell candidate evaluation services. He suggests that companies must look for people who have optimism built into their DNA because it can't be taught. I agree, but I also believe that there are company-centric and transactionally oriented companies like Oracle, HP, EMC, Sprint, Salesforce.com and many others that cause sales reps who are naturally optimistic to suppress this trait because they just can bring themselves to opt-in.

It's likely that an innately optimistic sales person with the necessary professional and technical skills along with a natural competitive drive will produce average results if their company does not possess its own DNA traits that build employee and customer allegiance. Otherwise, sales reps won't commit their personal resources, only their time and physical energy. Yuck!

New Paradigm Overexposes Kodak

2012-01-05T11:08:00.001-05:00

In the early 1990's who could have imagined that Canon Sure Shots, Blackberries, iPhones and iPads would be looming on the horizon?

Market leaders manage their dynamic product portfolios to keep pace with trends so that new paradigms aren't killers.

Kodak took its eye off the mark. Now, it will file for Chapter 11 because there remains only small well-defined niches for its best-in-class traditional products. In fact, in order to raise cash, there's talk about Kodak selling digital imaging patent rights.

Who is being held accountable for all those grandmothers whose shares of Kodak have dropped from $6 to $.75 per share ? Who was in charge when the paradigm shift began?

Kodak was unwilling to respond to the paradigm shift that wrecked its dynasty. The same fate sounded the death knell for many product-centric leaders. Polaroid is mostly in the past. Digital Equipment didn't want to cannibalize its minicomputer business. Tektronix thought its proprietary hi-res graphics technology could never be topped. Buggy whip manufacturers didn't recognize that they were in the transportation business.

What a great case study for innovators.

Advertisers Use Mediocre Content

2012-01-04T10:40:00.002-05:00

If you study "product-centric" ads, you'll notice the same trite phrases and buzz words that everyone else uses. They don't do a good job of setting themselves apart from all the rest.

Most likely, the media vendor, whose end game is to run the ad [TV, Radio, Print ...], would prefer that their clients provide the content, but most of their clients don't have a content portfolio for them to draw upon. So, the media vendor scrambles to author content that doesn't differentiate their client from others who are hoping that an undifferentiated market will "buy my stuff".

If you haven't taken the time to continually update your content portfolio to be aligned with your marketing and business development strategy, you are making a big mistake because you won't be able to create a differentiating theme for a well-defined audience and produce measurable results for the call to action you've set as your goal for every promotional campaign.

Deductive Advertising Is Better

2012-01-03T11:59:00.003-05:00

Don't invest in inductive advertising [here's my product - figure out what you can do with it].

Instead, only invest in deductive advertising [if you have this problem or opportunity, then this solution is right for you].

Handwritten cards trump e-cards

2011-12-22T10:36:00.000-05:00

Idon't pay much attention to the growing number of holiday e-cards that I receive from companies orpeople that have me on their email list. This is an impersonal mass mailing byvendors that go through the motions by using a no effort approach tosending the same e-card to everyone.

However,I read every word in a personallywritten holiday card.

Iconsider other types of e-cards such as birthdays or customer anniversaries asnice to receive. For these I know that theirsystem differentiates me from all the rest of its list.

Successful People Surround Themselves With Others Who Complement Them

2011-11-11T10:10:00.001-05:00

I hear successful executives say this all the time, "I know what I'm good at and what I'm not good at. My success depends on finding other people to fill my gaps."

Sales organizations are quick to title their people as "sales executives". If they are truly executives and want to be successful, then why should it be expected that each one is fully competent in everything necessary to produce a thriving sales organization? No one is good at all the things necessary to fulfill the sales role including proposal writing, finding new business, giving presentations, relationship building, closing the "golden spike" deal, etc.

I think the compensation system disables sales leaders from doing the right thing with respect to organizing for success. In most sales situations, team selling is essential. If companies were able to break down the role into positions just like on a baseball team, there'd be someone playing first base, pitching, driving in runs, etc. And the right compensation scheme would naturally fit into place.

So, how can we make this happen and not let singular sales rep commission entitlement be the deciding factor?

Good Mission Statements Are Sustainable

2011-11-09T12:07:00.001-05:00

Yesterday I read an interesting post on Seth Godins' blog There's nothing wrong with having a plan. Seth's message is that over time plans succeed and fail and need to be updated, but your company's mission should be bullet proof and stable - the beacon that drives your plans.

So, what should a mission statement include? Here are some ideas to mull around:

Mission statements define why a companyexists. With underpinnings of trust and integrity, a mission statement mustaddress employees, customers and partners, community [online and offline, causebased and industrial categories] and financial results.

Employeesatisfaction based on accomplishment and pride in belonging to something excellent
Customersand partners value the quality of their experiences with your company as muchas they do the products and services they purchase. It is our goal for them to have an excellentexperience throughout their lifetime relationship. We make it easy for them to do business withus. Interaction is smooth and easy andwe enable communications through the means they prefer. We provide useful information to them. We guarantee our work. We quickly follow up to correct experiencegaps.
Avisible member of the community through sponsorships and participation inevents.
Resultsmeasured in financial, marketing and operations terms

Business Development In Its Basic Form

2011-10-03T14:02:00.001-04:00

Find WaysTo Win Today

While Building For TheFuture

Allowyour business to be the best it can be by answering four basic questions every day:

Whatwill my business look like in a couple of years if I continue to run it in itscurrent form?
Whatcould I be doing today to improve short term results?
Whatwould I like my business to look like in 2 to 3 years?
Willshort term results subsidize my company's future?

Now,you're ready to define business development's role for your business.

2011-09-09T11:20:00.001-04:00

Focus Is The Right Strategy For A Challenging Economy http://ping.fm/UX41C

Hooke's Law As Applied to the US Economy

2011-07-14T14:19:00.000-04:00

I believe that everything seeks an equilibrium point, but never settles there until all external forces are gone [this never happens]. The spring provides a great analogy.

The US economy has oscillated above and below its equilibrium point in a healthy fashion. Although each uptick was followed by a downturn, the trend line in equilibrium points continued with a 4.5% upward slope between 1982 - 2008.

It's been a few years now and the expected rebound has not occurred. Is it possible that we've stretched the spring beyond its elasticity point?

We need to replace the broken spring with innovation and visionary leadership.

Sustainable Energy Needs a Rock Star

2011-06-23T10:29:00.000-04:00

Yesterday I attended a venture group event and the topic was sustainable energy. The panel included people who ran companies that produced sustainable energy technology [solar, hydrogen fuel cell, etc.] along with government officials who are trying to catalyze sustainable energy investment.

The conversation centered around obstacles and "policy" rather than customers, markets, creativity, etc. I learned about all the reasons that sustainable energy hasn't become a mainstream alternative. For example, without a way to store natural energy for when the sun isn't shining or the wind isn't blowing, public utility companies will remain adversaries because they won't be able to fulfill their backup role and the traditional grid will never go away. Maybe we should be funneling investment money towards entrepreneurs who can design and manufacture the right backup solution.

Another reason is that since natural gas prices are so low, it's tough to justify investing in sustainable energy solutions. We all know that as soon as natural gas demand skyrockets, its price will also soar.

Another reason is that because of party politics, the federal government align with a unified energy strategy. Well, what a great opportunity for a state to attract new tax paying businesses by making itself "energy friendly" through a creative approach.

No wonder sustainable energy is going nowhere fast.

Sustainable energy needs a rock star.

VHS beat Beta Max
Prius beat all the rest [and will do even better when their technology finds its way to other types of vehicles]
iTunes succeeded while Napster failed
Blue Ray beat HDTV

Each one of these success stories was led by a charismatic visionary who focused on the customer rather than the easy to rationalize reasons as to why it won't work.

JFK challenged us to go to the moon. We did.

We need someone like Ted Turner or Steve Jobs to make it happen.

Generating Sales-Ready Leads is Essential

2011-05-20T09:53:00.000-04:00

How do you define "sales ready" leads?

An inquiry does not equal a lead, nor does a suspect or prospect.

An early stage lead is marketing accepted, but needs nurturing before it can be "sales ready".

Business And Basketball Are Similar

2011-05-18T15:53:00.003-04:00

Business And Basketball Are Similar

We're well into this year's NBA playoffs. This got me to thinking about the similarities between leading a basketball team and leading a business.

You need a great coach, manager and architect with the vision to structure the team and design a style of play that integrates cohesive rhythm on offense with intensive continuity on defense through players who work as a seamless unit and execute through teamwork and communication.

Ensure understanding by breaking down the play [not the same as micro-managing] and use candor to translate goals into a set of individual responsibilities and a series of specific steps.

You're always recruiting multidimensional, dexterous, skilled players that fit the same style of play each season. They must have strong fundamentals: shooting, passing, dribbling, instinctively create balance on the floor, move the ball, move without the ball, exploit mismatches, know when to dish and when to take high percentage shots.

Super stars share the spotlight with complementary role players e.g. defensive stopper. The right approach to practice optimizes the chances to win through timely hoops at the end of the game.

"Demand Generation" is a Misnomer

2011-05-16T09:33:00.000-04:00

Why do marketers call it "demand generation"? They're not creating demand.

Check your microeconomics text to be reminded of the difference between a "change in demand" Vs. a "change in the quantity demanded". This has nothing to do with what the marketing automation vendors are espousing.

Instead, they should be calling it "lead generation". That's the best they can hope for. Either of two situations determines demand and the quantity demanded.

The environment [social, economic, governmental regulations, technology, and competition] is what drives and enables demand for commodity products for buyers who are employing traditional deductive problem solving techniques e.g. here's the pain caused by my problem and here's the root cause of the pain. After evaluating potential solutions, they find the best price/performance fit. Marketers influence the quantity demanded based on their pricing and campaign tactics.
For those companies who are lucky enough to have a new paradigm e.g. Apple iPad, potential customers can be persuaded to find the funding to purchase them based on deductive reasoning e.g. here's a new idea or product; what can I do with it to improve my current position? Pricing is probably elastic and producers can associate their capacity with the quantity demanded based on how they price the product.

Demand Generation Crates New Categories

2011-05-15T14:15:00.000-04:00

New ideas become reality through effective demand generation programs. Entrepreneurs introduce their products to early adopters who find the financial, human and complementary resources to "make it happen".

If their idea catches on, they generate early stage demand for a new category of products. Then, when it looks like the coast is clear, companies who employ a "category marketing" strategy add their own versions to the category. This helps the category to grow faster than if innovators try to do it all themselves.

Consider what happened in the early 80's. The Apple II jump started the PC market to reach critical mass and then the IBM PC created a mega-category through its captive corporate market. Tektronix kept its proprietary hi-res graphics technology to itself. Both Apple and Tektronix eventually lost their introductory stage, share leading position of relatively small categories to "standards" applied by everyone else in the growth stage of their respective mega-categories.

Tablet computing is a recent example. After false starts by many tech companies, Apple finally found the key to success. As its iPad moves from introduction to growth stage, it opens the door to versions from other companies. It remains to be seen as to whether Apple retains leadership in this new category.

As a category evolves, total demand shifts to the right as "early majority" pragmatists justify their investments on ROI and TCO benefits.

Once a category is created, however, companies hire sales teams to ensure that they are filling up their capacity with orders. This is when "demand generation becomes a misnomer".

Thanks for reading.

John J. Bernardi

BizD Change Agent

203-668-1172

Join Our Mail List

My profiles:

2011-04-28T11:53:00.003-04:00

Innovation in Connecticut Needs Some New Stars http://ping.fm/EQfZB

Will The Next Bill Rasmussen Please Stand Up

2011-04-28T11:53:00.000-04:00

Innovation, the key to sustainable economic health, has been missing in action in Connecticut for the past 30 years. The state's traditional companies such as SNET, Pratt & Whitney, Sikorksy, Hamilton Standard, Aetna, Travelers, Stanley Works, and Perkin Elmer are in the maturity phase of their life cycle and no longer lead Connecticut's innovation.

It's been over 30 years since Connecticut has had a major business innovation. People asked Bill Rasmussen why he started ESPN in Connecticut in 1978. "It's simple", he said. "I live here". Here's a Hartford Business Journal article about Bill.

Connecticut's innovative past included some pretty cool "firsts".

Artificial heart
Anesthesia
Helicopter
Nuclear submarine
Retractable tape measure
Vulcanized rubber
Magnetic core computer memory
Semiconductor injection laser
Polaroid photography
Ringling Brothers Barnum and Bailey Circus
Football rules - Walter Camp
Paper clip mass production
Dictionary
Can opener
Steamboat
Newspaper
Cotton gin
America's factory town
Movable parts mass production
Insurance company
Public art museum
Portable typewriter
Sewing machine
Ice-making machine
Pay phone
Telephone exchange
Collapsible toothpaste tube
Hamburger
Lollipop
Frisbee
Wiffle Ball
Silly Putty
PEZ Candy
Vacuum cleaner
UHF TV station and FM radio station
Color television
Colt Revolver

Who will be the catalyst to rekindle a long history of innovation?

Will the next Bill Rasmussen please stand up.

[Read this article and this one to see the details.]

Double Railroad Performance and Reap Great Byproducts - Just Like the Space Program

2011-04-27T10:40:00.000-04:00

Think about all the great byproducts from the space program [see yesterday's blog]. They've impacted every aspect of our lives. They weren't planned, but innovators took advantage of NASA's investments and found great commercial and public sector applications.

What's to prevent us from reaping unplanned rewards from investing in our rail system? President Kennedy's goal was to win the space race by safely landing an American on the moon in less than a decade. Why shouldn't the USA be able to upgrade its railroad system to be equal or better than any other country's? Currently the highest train speed in the USA is 150 mph. The average for the rest of the world is 357 mph.

Great Byproducts from Achieving Ambitious Goals

2011-04-26T10:09:00.003-04:00

In 1961 when President Kennedy set what most perceived to be an overly ambitious goal of safely landing an American on the moon in less than 10 years, his sole objective was to pass the USSR in the race for space. No one could have imagined the thousands of by-products that would impact computer technology, environmental and resource management, health and medicine, industrial productivity, manufacturing technology, public safety, transportation, along with home, recreation and consumer products.

If it weren't for the space program we wouldn't have the iPad, iPod, CDs, DVDs, microcomputers or Wii virtual reality games. We wouldn't have non-invasive medical imaging devices. Automobile designers wouldn't have been able to benefit from aerodynamic design software. Air quality monitoring systems that have helped us to significantly improve our environment wouldn't exist. Photovoltaic solar systems wouldn't exist.

I also learned that NASA technology has been leveraged to produce enriched baby foods and water purification systems for underdeveloped countries. Scratch resistant lenses and ribbed swimsuits were also invented using space technology - even the DustBuster.

Maybe we're beginning to reach the point of diminishing returns relative to continued benefits associated with space program investment, but I doubt it. My point is that the investment of time, creativity and money in achieving monster goals will produce significant byproducts if we act with wide peripheral vision.

JFK's 10 year horizon looked impossible to reach, but look what his legacy has delivered 50 years later.

If you'd like to read about unplanned byproducts whose roots are in the space program, check out this article.

Cloud Computing: Nothing really new here

2011-04-25T11:23:00.000-04:00

Here's an example of how acquisitions can kill a company's innovation culture.

Back in 1974 an innovative company known as Telenet, Inc. was established by BBN. Telenet offered a cloud based packet switching network. Customers connected their computers to the cloud. Their users would dial into the cloud and connect to their host's network address. This saved customers from having to design, install, maintain, upgrade and manage their own private networks. It also enabled employees to work remotely and and globally and for customers and vendors to "connect", which created efficiencies and a competitive advantage.

In the early days Telenet's customers were primarily the early adopters who saw the benefits and were willing to "make it happen" for their companies. As they proved the benefits of cloud computing, the mass market pragmatists jumped on board. This set the stage for AOL and other Internet communities that hit the scene in the 1980s.

Then, in the late '80s, Telenet continued its innovative product line strategy by offering cloud based email and EDI services to customers who had gained confidence in using its cloud based dial-up network services.

Unfortunately, when it was acquired by Sprint, Telenet's product innovation came to a halt as Sprint milked Telenet as a cash cow and force fitted Telenet into its telecom carrier services culture.

If this acquisition hadn't happened, cloud computing services would have been available many years ago and what we're reading about today wouldn't be such big news.

Our Acquisitions Have Been Unified "In Name Only"

2011-04-23T12:45:00.001-04:00

In my experience with clients who have grown by acquiring others with similar products and services, I've noticed a common thread, which smacks of short term thinking.

While adding the revenues [albeit for the short term] from newly acquired customers, they do a good job of cutting costs wherever duplicate administrative jobs exist.

However, these quick hits to the income statement don't produce a sustainable boon to the balance sheet or pro forma income statement.

I believe that these company leaders are following financial and operational paths, but not assimilating acquisitions into a unified marketing culture that reaps the benefits of consolidated business development processes.

I've noticed that they allow individual sales, marketing and customer service environments to continue to operate as if the newly acquired businesses were still independent entities. They do not follow simple logic that suggests a centralization of processes like lead generation and lead nurturing. They do not systematize one sales process across all business entities. They do not subscribe to a common approach to ensuring customer satisfaction which breeds retention and referrals.

Is it a lack of courageous leadership where short term thinking is the path of least resistance? Or, does the acquiring company not have a strong marketing culture in which to assimilate new acquisitions in a planned fashion.Or, maybe the acquiring company does not have bullet proof sales, marketing, support and business development processes that will enable a "whole greater than the sum of its parts"?

It's easy to cut costs, but there's only so much that you can squeeze out of the sponge. The marketing, sales, customer service and business development stuff is tough - the things that great companies are made of.

Pay Attention to First Impressions

2011-04-19T09:48:00.000-04:00

I thought I was interested in a potential new client who could benefit from my "change agent" services in their business development environment.

I experienced three negative initial impressions; the first was when they called me to set up a planning telephone call. It was reinforced when I visited their headquarters for the first time.

For the initial telephone planning session, they called 30 minutes later than the scheduled time. They told me matter of factly that an unexpected situation caused them to be late. I had to reschedule the call because I had another appointment. A few days later they sent me an email asking to re-reschedule the planning call because of a new unexpected situation. My antenna went up. Was this the way they treated their employees as well?

A week later when I walked into their well-adorned lobby, I was greeted by an unfriendly receptionist. I felt like an invader.

As I was escorted to the conference room, I passed quiet employees who were alone in their cubes and didn't look like they were enjoying their day.

When the managers who could benefit from my services entered the conference room, I sensed a very negative air about them even before the first words were spoken. The conversation was very superficial and we never got to the heart of the matter after one hour of skirting the issues.

I decided to not follow through with the engagement.

The moral of the story is to pay attention to the environment before you decide to pursue an opportunity. Maybe it's just one person who is relaying a questionable signal. But if you find consistency in at least three separate interaction points, something's up.

Democrats Vs. Republicans

2011-04-15T09:07:00.000-04:00

Smart business people know that the long term health of their companies is based on their ability to satisfy their customers' wants and needs through excellent products, services and customer experience.

From his days as a senator who sat sulking during the state of the union speech and emoting during public presentations [rather than showing a mature demeanor], it's very obvious that John Boehner's main goal in life is to unseat the democrats rather than to satisfy the needs of the American people.

Why can't John Boehner learn this basic skill? After all, we are his customers.

2011-03-24T13:50:00.001-04:00

Who's The Change Agent For Your Business? http://ping.fm/CDpAj

Subscribers React to Newsletter Themes

2011-03-05T11:03:00.000-05:00

It's interesting to see how newsletter themes affect opens and opt out rates for long tenured subscribers.

I continually reinvent my business by adding new services, but for the same target market. Many subscribers who had opened and "clicked through" for earlier themes don't understand how the new concepts apply to them and either don't open the newsletter or opt out.

This analogy evokes the old adage, "we mock what we don't understand". I hope that's not what they're doing. Instead, I think it's this world of mass communications that triggers one's first option to quickly delete or opt out if they haven't heard of a new concept. This places even greater emphasis on the need to find the pace setters and opinion leaders who can influence all the rest.

2011-03-04T15:10:00.001-05:00

Do You Have A Sustainable Competitive Advantage? http://ping.fm/2flxY

A Rabbit in the Race Helps You to Get Outside of Your Comfort Zone

2011-03-03T10:02:00.000-05:00

I am the rabbit in my client's race and I know that because of me they do things they wouldn't otherwise do.

I wish I had a rabbit that was running in my race. Although I know that there are things I would suggest to a client, I don't necessarily practice them myself.

2011-01-25T18:14:00.001-05:00

A Change Agent Will Get You to the Next Level http://ping.fm/S70Qw

It's not micro-managing

2010-12-14T15:29:00.000-05:00

Subtle reminders are appreciated ... and necessary

I've finally come to realize that most people do not follow through on "next steps" in the time and fashion that were mutually agreed upon. I try to smoothly navigate this sensitive terrain through thoughtful reminders as a necessary catalyst to keep things moving.

The goal is for creative reminders to be accepted as "thanks" or "good thought", and not as micro-managing.

2010-11-30T17:55:00.001-05:00

Experience Management is Your Only Differentiator http://ping.fm/eZOip

2010-10-12T19:07:00.001-04:00

Does Your Business Owner Work Like an Employee or CEO? http://ping.fm/y98os

CRM Dashboard Should Show the Actual Shape of My Sales Funnel

2010-09-15T09:33:00.000-04:00

It would be great if my CRM Dashboard would display a graphic that depicts the actual shape of my sales funnel. This would be very compelling because it probably wouldn't look like a funnel.

2010-08-24T09:04:00.001-04:00

'Promote Your Trade Show Participation' http://ping.fm/hsPR3

Always Recruiting

2010-08-19T09:36:00.000-04:00

You know that the top sports team has a strong bench. Well, a strong bench benefits these top teams in many ways. The starters need a break during each game and when one becomes injured the team can't afford to replace them with a second rate player. It's also very obvious that strong bench players push the starters to play better and to follow the coach's game plan.

Top teams are always recruiting better players for their team. They keep notes on free agents and they scout college players for their farm team.

Why don't businesses follow the same strategy? I find that in most cases, my clients begin recruiting when they have a position to fill. 80% of the time they either go without or scramble to fill the position with the wrong person.

I wonder why these companies aren't always subtly recruiting by keeping their radar up to spot great candidates. The best time to recruit is when you don't have an opening to fill.

2010-07-09T09:28:00.001-04:00

Fans, participants and spectators Vs. Direct Interaction According to Seth Godin http://ping.fm/V0MEw

2010-06-29T11:11:00.001-04:00

Vein Centers of Connecticut Selects INTAgLIO for Business Development Services http://ping.fm/vQR8e

2010-06-28T10:53:00.001-04:00

NECS Selects INTAgLIO for Business Development Services http://ping.fm/l9Pcv

2010-06-07T17:57:00.001-04:00

'Whole Product Solutions Help You Treat Customers Like a Sustainable Resource?' http://ping.fm/vg5zc

2010-06-01T10:27:00.001-04:00

'Online Surveys Drive Customer Loyalty and Reduced Costs' http://ping.fm/YO4TU

2010-05-18T08:31:00.001-04:00

'Introduce Yourself by Video: People Will Want to Meet You' http://ping.fm/2uazm

Opportunity Loss from Being Dismissive Too Soon

2010-05-14T10:41:00.005-04:00

I selected Dr. M as my personal physician because of his reputation with other patients. I remember my first annual physical with him. There wasn't much conversation since he didn't know much about me, so he spent time asking the common questions and taking measurements so that he could establish a baseline. He sent me on my merry way to get my blood tests and a flu shot and told me to schedule next year's annual physical. I wondered why people had such great things to say about him.

I recently had my third annual physical with Dr. M. This time we had a much more open conversation and he made tailored suggestions because he knew more about me. Now I understand why he has such a good reputation. I know that I will benefit from point in time email interactions and from each annual physical. It's nice to have this sort of relationship with my primary healthcare provider.

The same analogy applies to the clients of business advisors. If the client mentally checks out too early in the relationship building cycle, the client will lose the opportunity to benefit when the advisor gets passed the basics and starts to add perceptive value based on understanding the client's business and the client him or herself.

2010-05-07T09:01:00.001-04:00

Check out this low cost open source CRM solution http://ping.fm/UGm7r

2010-04-27T08:30:00.001-04:00

'Sales Leads or Sales Opportunities? The Chicken and Egg Syndrome?' http://ping.fm/k0eVW

2010-04-15T10:19:00.001-04:00

'Don't pray that people stop by your trade show booth. Event Marketing Enhances Campaign ROI' http://ping.fm/dWGmi

2010-04-13T12:43:00.001-04:00

'New Leads From Your Neighborhood Marketing Program' http://ping.fm/4iN3r

2010-04-06T08:49:00.001-04:00

'Educational Seminars: 2ndMost Effective Lead Generation Tactic' http://ping.fm/e23Nt

2010-03-15T10:48:00.001-04:00

'Success Stories Help Close Sales Opportunities' http://ping.fm/gTqoJ

2010-03-07T15:05:00.001-05:00

Understand the true essence of your business http://ping.fm/64fMi

2010-03-02T10:47:00.001-05:00

'On-Demand CRM is Affordable and Easy to Implement for Small Businesses' http://ping.fm/qXrC4

2010-02-21T15:34:00.001-05:00

'The Top Two Quality Lead Sources' http://ping.fm/6oaQS

2010-02-16T09:56:00.001-05:00

'Email Marketing Enhances Neighborhood Marketing Results' http://ping.fm/9GWIQ

2010-02-15T12:21:00.001-05:00

We've partnered with Integration Technologies to help clients who need to integrate their CRM system with other business processes and applications http://ping.fm/Ghtfm

2010-02-13T11:48:00.001-05:00

LOCAL Marketing OR "Selling in Your Own Back Yard" http://ping.fm/4QE0A

2010-02-04T15:14:00.001-05:00

Here's an interesting article on how restaurants can benefit from neighborhood marketing concepts: http://ping.fm/LfYUi

2010-02-03T11:45:00.001-05:00

'Are you applying Neighborhood Marketing concepts to your business?' http://ping.fm/OmzEX

2010-01-29T10:38:00.001-05:00

Special Offer for this Challenging Economy: Email Marketing "C-Note Special" http://ping.fm/oykr5

2010-01-15T14:59:00.001-05:00

Inside Sales Should be Part of Your Contact Center http://ping.fm/cm2bQ

2009-12-08T17:00:00.001-05:00

Check out my latest newsletter: http://ping.fm/ovqlO

2009-12-04T14:49:00.001-05:00

Read about my new event marketing services for user groups http://ping.fm/lyMxy

2009-11-30T12:54:00.001-05:00

Rread my Email Marketing Specialist Press Release http://ping.fm/zIVe2

2009-11-20T12:16:00.001-05:00

Completed Constant Contact "Train the Trainer" Certification Course

2009-11-16T20:00:00.001-05:00

Read my latest newsletter http://ping.fm/KyloT

P4P BizD = Pay for Performance Business Development Services

2009-09-28T17:44:00.003-04:00

Check our new Pay for Performance Business Development Services - P4P BizD http://tinyurl.com/yz9wee8

2009-09-11T16:34:00.001-04:00

John is offering a Free CRM Self Assessment. http://ping.fm/4x9wZ

2009-08-18T16:39:00.001-04:00

Check our new CRM Jump Start Service

http://bit.ly/aRuTM

"Value for Money" Product Strategy

2009-08-14T10:32:00.008-04:00

In the 1930's P&G and Kellogg's invented the value for money concept. They've continued to develop their product strategies around the only three possible B2B or B2C behavioral market segments that exist:

Effectiveness shoppers who want to do more with the same resources
Efficiency shoppers who want to do the same with fewer resources
Economizers who want to do less with far fewer resources

Since then America's economy has had so many growth niches, that many companies have been able to thrive with a variety of self-centered pricing strategies i.e. skimming, penetration, customary, etc. This economy has changed all that. Companies that do not directly address one of the three value-for-money behaviors are failing.

As we evolve to the next economic upturn, all buyers will be fully entrenched into one of these behaviors - but on an opportunity by opportunity basis, not for all of their purchases.

So, if a company is not able to address buying opportunities in this fashion, it will not be ready for the different colored light that is now visible at the end of the tunnel.

Marketing Sets The Standard for Your Company to Follow

2009-07-23T11:18:00.006-04:00

Your marketing process should yield many advantages through implementation excellence.

One benefit from your marketing investment is often overlooked. It has to do with the fact that your marketing environment should set a high and consistent standard for all aspiring employees and partners. [Those that aren't aspiring should be on a short list.]

Think about the time you spend creating marketing plans, programs, messages, campaigns, website content, etc. How many of your employees and partners take the time to commit these promises to muscle memory? This internal marketing should be a requirement and managers should continuously test their employees on their ability to state and explain the meaning of each marketing message you create.

Without a full understanding and commitment by everyone, how can you expect complete alignment between the promisers and deliverers?

This by itself makes your marketing investment worthwhile.

Every industry has its own version of WalMart

2009-07-22T11:01:00.006-04:00

Every company has a WalMart type competitor, regardless of its industry.

These competitors cause a continuous "down economy" for marketing lazy companies that rely on low hanging fruit for their livelihood. They make the excuse that this competitor "gives it away", which erodes the value [overhead] that their higher priced products offer.

Actually, this type of competitor helps companies who differentiate themselves through solid marketing principles. These companies thrive while others fall by the wayside.

The Second Step to Navigating a Down Economy

2009-07-08T11:29:00.009-04:00

After Having Eliminated "It's the Economy" as Your Excuse:

Define your own economy, which is different from the macro economy that gets the negative headlines.

Work to retain your existing customers and ensure sufficient prospecting activity for continually acquiring a few new buyers each month. Make contact early, at lunch, late in the day, and use social networks. Befriend gatekeepers.

Invest daily team time trying to imagine ways to make price not your only differentiator. For example, figure out a way to lower the customer's risk rather than your price.

Let a goal statement influence each day as a pop up on your calendar.

Monitor month-to-month sales funnel status as your leading indicator. This includes close rate, deal size, length of sales cycle, average discount rate, # products per deal and the # of leads required to find a winnable opportunity.

If you have channel partners, coach them on the best closing tactics.

Add recurring revenue sources to your product line.

What makes you think you are entitled to grow?

2009-07-07T10:40:00.000-04:00

As a small business advisor I've been asked by clients, "Help me to double my company's sales in the next 3-to-5 years" or "we want to come up with a new product because our current lines have reached their peak".

When I first started my business in 2003 I would gladly accept this sort of breakthrough challenge and then go to work helping them to enhance their sales, marketing and customer service environment. I believed that if we gathered useful research information, designed excellent processes supported by the right automation tools and then implemented programs and campaigns to retain customers and attract new ones, we would be on track to achieving the goal.

I've discovered that this formula is flawed when it lacks the necessary catalysts to produce the desired results.

Now, when I am asked to help a client to "go where their company has never been before", I first need to define success feasibility before accepting the challenge.

When most of the following 10 conditions exist, it's probably a losing battle right from the start:

The owner's narrow comfort zone prevents them from envisioning a home run
Owners have a tendency to not follow through on their commitments
Owners do not treat their people like assets
Their organization is fragmented or not built for success
They lack the necessary leadership skills to take the company to a breakthrough region
Internal stakeholders lack commitment to be the best they can be
Much of their staff consists of the wrong people in the wrong roles for whatever the reason
Customer experience management is not part of their company's DNA
They lack marketing perspective, commitment, persistence and perseverance
They do not manage through appropriate budgets and KPI metrics

So, when I face this sort of new client business situation, I try to persuade the owner to reduce their monster goal to measurable milestones that will justify investing in a series of business initiatives. After achieving each milestone, feasibility can be reevaluated.

The first step to navigating a down economy is to establish the right attitude

2009-07-03T11:48:00.000-04:00

Most business people say "I'd like to increase profitability, but the economy is presenting too many obstacles".

Wouldn't it be better if they were comfortable saying "I'd like to increase profitability and the economy is presenting all kinds of obstacles and opportunities so this is what we're going to do about it ...?"

Unfinished Business

2009-07-02T10:45:00.001-04:00

Why the High Drop-out Rate?

Maybe finishing is too hard. Maybe there are too many "urgent, but not important" distractions. Maybe people just don't like to practice.

I recently completed a Tai Chi class. Through this "soft" form of traditional martial arts, body and breathing work together as a single unit with no wasted effort. Results include improved health, mental calmness and clarity. By the fifth class half the students had dropped out and only 20% completed the course. I wonder why?

About the same percentage of my clients do not follow through [to my satisfaction] with the marketing programs they paid me to develop and model for them. I hope it's not the quality of my work. I don't think so. I feel bad when they don't establish a legacy foothold for these plans or programs.

How about sales reps? Why don't they spend more time practicing in order to improve their skills? Think about the college basketball player who practices 2-3 hours each day in order to play two 40 minute games each week.

I read about Johnson & Johnson's "management for the long term" principal. I was impressed at how their leaders ensure sustainability by not compromising the long term due to short term thinking.

I believe that the proof's in the pudding. It's all about the execution.

Small Business Owners benefit from Neighborhood Marketing

2009-07-01T13:04:00.000-04:00

Neighborhood marketing is an efficient way to increase sales to existing customers and add new customers by segmenting your market into targeted communities.

There are 4 hallmarks to successful neighborhood marketing programs:
1. Great customer experiences get people talking about your company
2. Win new business from the closest neighbors of completely satisfied customers
3. Communicate with your community in a drip marketing fashion
4. Partner with companies whose products and services complement yours within targeted communities

By strengthening relationships and distinguishing your company from competitors you will gain new customers, collect new product and service ideas, generate additional revenue and become more profitable.

Andiamo! Let's go.