Check Your Sales Performance

Effective Sales People check their performance.
"What do I expect to achieve this month, this quarter, this year"?

They check and test their results every six months against goals.
This way, they find out what they have done well and what they do poorly.
The half-year July so now is a great time to do this check!

Did you pick the truly important things to do or,

did you instead focus on the URGENT?

A great many salespeople, who are exceedingly good at execution,
are not so good at picking the important things instead the react to the now.

They are magnificent at getting the unimportant things done.
They have an impressive record of achievement on trivial urgent matters.

Covey, in his "First Things First" book describes the 'trap of the urgent',
and the importance of keeping the Right Thing, the right thing.

Check your 'Customer Face-Time' over the last half year,
successful sales people will always see this growing and more than 15%.

Call your top ten pipeline prospects and ask when they will place the business?

Is that the date of your forecast?

Call your ten pipeline prospects and ask what percentage they would give you of winning the business.
Is that lower than your rating?

Ask your self-do you have the best job in the world?

Did you answer yes?

What skills coaching did you have?
What Value did your customers get from dealing with you?

Effective Leaders Don’t Need to Be Specialists

It would be hard to take Leadership 'models' from much of Peter Drucker's writing, however here is what he said on his 95^th birthday interview with Forbes Magazine, please read the full article http://www.forbes.com/2004/11/19/cz_rk_1119drucker.html

What Needs to Be Done

Successful leaders do not start out asking, "What do I want to do?" They ask, "What needs to be done?" Then they ask, "Of those things that would make a difference, which are right for me?" They do not tackle things they are not good at. They make sure other necessities get done, but not by them.
Successful leaders make sure that they succeed! They are not afraid of strength in others. Andrew Carnegie wanted to put on his gravestone,
"Here lies a man who knew how to put into his service more able men than he was himself."

Ken Blanchard of :01 Management and Situational Leadership fame wrote in his Blog today http://ht.ly/2wOQE

Peter Drucker, one of the top leadership gurus, claimed that the best model for tomorrow's organization is that of a symphony orchestra.  In such an organization, a single person—the conductor—coordinates the performance of hundreds of specialists. The conductor communicates directly with each musician and can tell the musician what is needed to achieve the right combination of sounds without knowing how to play the tuba or the drums.

Remember:

Leaders are more likely to be effective at managing anyone if they have or develop the skills that are related to people and not specifically to a job or profession.

 

 

Sales Myths

Part of my MBA was to examine 'Corporate Paradigms'. During a tutorial weekend, 20 MBA students listed the myths, routines, rituals, symbols, control systems and power structures, of our current and previous employers. This included many Fortune 500 companies and several top ten companies. What amazed us was how much ritual, myth and routine there was.

• Annual Budgeting Review,


• Dress code,


• Executive toilets and dining rooms,


• Price rise month and special offer month,


• Expenses review and approval.
  
  

(One of the MYTHS was a story of a VP of Sales who fired a sales executive 'in-the-lift' for wearing a multi-coloured shirt. This alleged "incident" took place in an elevator between the first and sixth floors. As I knew the VP personally, the "incident" NEVER happened but 320 salespeople in his group always wore white shirts!)

Then we compared these paradigms to recent highly successful start-ups with their absence of symbols, ritual and myth.

As a Sales Consultant, I constantly come up against Myths, Rituals and Routines. These either do not do anything (except waste time and energy) or sometimes are actually harmful.

e.g.

• Monday morning Sales Meetings,
• ABC, Sales Pipelines and Forecasts,
• Dress-down Friday,
• I can work while I am travelling,
• Unstructured Account Reviews and
• Unplanned Coaching and learning on the job.
  

If you want an outsider's eye on your symbols, myths, rituals and routines
give brian.maciver@gmail.com a call.

Meanwhile cast an insider's eye yourself. Ask why?
Cancel a few of these routine meetings and see that the sky does not fall down!

Why ‘consistent’ Sales Messages do not work.

A consistent 'message' is a narrative based on a simple structure. These structures are Past, Present, Future (how we were, how we are and how we will be) or Cause and Effect or sometimes sequential 1, 2, 3. So, since their basis looks well placed why do not they work?

• They are TELLER based, not LISTENER based
  
  • They are about what I want to say, not about what YOU want to hear
    
• They are the same for all listeners, that's what it means 'consistent'
  

If they do not work, why are they in use? It is a Marketing failure.

Marketing mass-produced useless sales collateral, which bored the Client and the Salesperson to death on PowerPoint.

Marketing then blamed poor delivery by the Salesperson as the problem.

However, Sales Top Performers have for years cut and pasted and developed working versions, which MUST be 'tailor-made' for the individual Client. NOT consistent, but individual and unique and they are the messages that sell.

I have never met the Marketing person, at any level, who could deliver 30-second, 3-minute, 9-minute, 27-minute messages individually tailored to the audience that they are speaking too. I know countless sales people who give tailor made messages to individual clients daily, despite their marketing materials!

Today, marketing in their ignorance have now found a new 'Fall Guy' Microsoft PowerPoint is to blame. The 'new' Marketing initiative is away from PowerPoint to Whiteboard and Flip chart presentations. A sort of Business Pictionary 'guess this shape' is now playing to Buyers already bored with poor Sales collateral produced by Marketing. These are even less likely to work!

I do not condemn White-boarding I use it, I am a Master Flip-charter, and a lifelong user of 3M's Post-its for Brainstorming and Organising 'loose' Data. However, when it comes to individual tailored Sales Presentations, my guidelines are:

• Use the most successful method to present information the 30 year old Minto Pyramid
  
  • The technique applies to every type of document in which your purpose is to offer your thinking to a reader – email, 1-page memo, multi-page report, or formal slide presentation. It works equally for internal or external audiences, and regardless of medium or language. For this reason the Minto Pyramid Principle has become the de facto standard for all major consulting firms and professional organizations worldwide.
    
  • http://www.barbaraminto.com/concept.html
    
• Buy the book "Beyond bullet points", study it and learn how to use both PowerPoint and your own, as well as, your audience's brains effectively http://www.beyondbullets.com/
  
• DONT give 'consistent' messages,
  give individual unique audience based: "That's what I wanted to hear and see messages"
  

As a final word have a look and listen to the man who developed "White boarding". http://videos.visitmix.com/MIX09/C16F

It is a great presentation; he uses 102 PowerPoint slides and more than 2,000 words to promote white boarding.

He also makes a few unsustainable claims based on Neuro-science, but he does give six good models for informing.

BMAC have developed and run 'Presentation Skills for Professionals', to include both Sales and non-Sales people. The content is based on current Neuro-Science; it endorses the Minto Pyramid, and encourages the use of the techniques of Persuasive Presentation and narrative outlined in Beyond bullet points. It's extraordinary focus is on audience directed informing and persuading.

 

The Delphic Golfer

"Originality does not consist of saying what has never been said before;
it consists of saying what you have to say that you know to be the truth."

Harvey Penwick's
Little Red Book of Golf

We have in Sales Training & Development a marvellous parallel in the world of Golf.
There are some renowned Golf Trainer/Coaches:

• Butch Harman with Tiger Woods and currently Phil Mickelson,
  
• David Leadbetter with Nick Faldo, Ernie Els and Nick Price.
  

There are some famous Coaching Specialists like:

• Dave Pelz author of both The Putting Bible and The Short Game Bible
  
• Doctor Bob Rotella Sport Psychologist and Author of Putting out of your Mind.
  

The Grandfathers of Golf Coaching are:

• Harvey Penick author of The
  little Red Book of Golf
  
• In addition, the legendary Ben Hogan, both Champion Golfer and developer of "Modern Golf".
  

  	Type	Strength
  Butch Harman	Shot-Maker	Imagination and Physical
  David Leadbetter	Swing Mechanic/Generalist	Thought/Analyst
  Dave Pelz	Specialist/Scientist	Thought/Analyst
  Doctor Bob Rotella	Sports Psychologist	Imagination/Mental
  Harvey Penick	Generalist	Thought/Imagination
  Ben Hogan	Swing Mechanic	Physical/Analyst

  
   

I exclude from the list 'Golfing My Way' authors from Past Champions such as Gary Player, Jack Nicklaus and Seve Ballesteros as their 'formula' is to practice 10 hours a day for 10 years as they did. Each developed a unique style, which was suited to their individual physique and unsuitable for a general audience.

Well, so what? You ask how does this transfer to Sales?

	Type	Strength
Miller-Heiman	Sales Process	Structure/Analyst
Neil Rackham's SPIN®	Sales Behaviour	Behaviour Analyst
Cognitive Psychology	Psychology	fMRI Scanning
Salesforce.com	Automation	Planning/Analyst
Xerox PSS	Generalist	Structured Step by Step
Brian MacIver	Generalist	Structure/Behaviour/fMRI

 

So who are the Champions of Selling My Way? Brian Tracy and the whole 'Better Yourself' movement, NLP in general and all books by 'Sales' Millionaires. Not included is the current crop of fad selling books, as they are either 'My Way' or rehashed classics. No pseudo-science MBTI, personality tests or surveys.

Imagine learning Golf based on 'personality' or a 'survey' of 1,000 golfers, an absurd idea!

No doubt, many of your personal favourites are not there, that is because they offer little, or even nothing, beyond the basic list.

So to all journeymen Professional Golf Coaches (at least they need a certification) and to all 'licensed' Sales Trainers, remember to ask them

• What research is this Training based on?
  

• What evidence can you offer to prove that:
  
  • I can learn how to do this?
    
  • I can transfer what I learn to my Job?
    
  • Moreover, that I will sell more because of this training?
    

On the golf course, it is easy, the scores go down and your handicap improves, in Sales it is always an anecdote!

Final word if you want to improve your golf then use one of these certified Teaching Pros http://davidleadbetter.com/2006/11/david-leadbetter-certified-instructors.html and if you want to improve your Selling to Top Performer Contact brian.maciver@gmail.com

How many questions do you think a typical salesperson asks before presenting a solution?

For the last 20 years, I have been doing Behavioural Analysis on Sales people. That is I sit silently in the background, observing their and their Client's Verbal Behaviours.  I record these by categories of Seeking Information and Giving Information, i.e. Asking Questions or Talking.  I have recorded more than 3,000 face-to-face sales calls; the average length of these was 38 minutes (shortest 2 minutes, longest 4 hours and 57 minutes!). 

 
 

When you map Verbal Behaviour to Sales Success then a Golden ration of 4:1 (a Pareto 80:20) appears.  The most successful sales people spend 4 times as much time Asking Questions as they do Giving Information.  You would need FOUR Ears for every Mouth, not the oft quoted "two ears and one mouth".  Less than the golden ratio appears to be much less effective. More than the golden ratio, it feels like an interrogation and again is far less effective.

 
 

It is, of course, not as simple as ratios.  It is also about Question types, Rhetorical, Leading and Multiple questions are ineffective.  In addition, there is no discernable difference between Open and Closed Questions they vary in effect with the Client type. 

 

SPIN® can be used as a basis of 'problem/solution' selling as per the question. 

However, 'opportunity/proposition' selling uses a different basis for question constructs.

 
 

Perhaps an even more interesting point of view is "How many questions does a Client ask before Buying?"  …..

 

I have the answer to that too.

 
 

On being the Captain

The 'Captain' of the football team, the ship or the aircraft is appointed. Sometimes the job of Captain comes with a description and privileges; often it has insignia an armband, stripe or epaulette.

In Sales, the Sales Manager is the Captain. They may not realise it but they determine their team's performance. Every day you need to arrive with positive energy. You, the sales manager, are part of and often the most important part of the team.

Each individual in the team has to be known to you, his or her emotions, their dreams, their goals and disappointments as well as their relationships – just like you that is what drives them! As Captain, you have to take an interest in each individual making him or her feel important to you and cared for by you. There is no faster or better way of getting High Performance from a team than each individual feeling important and cared for.

Recruiting B2B Salespeople

 

For the last 20 years, I have been Recruiting, Selecting and On-boarding B2B Sales people, working with about 20 different Client Companies.
I DON'T have a 'List of Questions', per se.
I DO have a Job Specification (Description) and a People Specification for the role.

Each CV or Resume is carefully read and cover letters 'ignored' (they are salespeople!)
CV's that do not have 'essential' factors: location, qualification, experience, etc. are quickly disposed of. A few 'interesting' ones, usually special skills Languages, unusual talents or living in improbable locations are kept on file for other jobs.

 

 

Telephone interviews for the remainder are arranged;
20-40 minutes to review the CV/Resume for accuracy and relevance to role.

This is an inclusive process, not elimination.
About 50% leave at this stage due to exaggeration or falsehood.
I always thank them for their application,
but advise them to change their CV/Resume.

We start with a “soft introduction” about the company and position,
and then I ask if they have any questions for me!
If they do NOT have any questions then it is minus 5 points.
A Salesperson with no questions is unlikely.
With their questions 'handled' then, I begin.

 

FIVE areas on their CV/Resume interest me, for B2B Sales.

1. Knowledge of their current Product/Market, their Sales Channel and Sales Process.
   
   
2. Skills: Selling Skills, People Skills, and Negotiation Skills.
   Do they know what they are, can they use them and do they use them.
   
   
3. Activity: Revenue Generating Activity (RGA) versus Non-Revenue Generating Activity (NRGA),
   here I do have a list, not of questions, but a proprietary check list of areas sales people spend time on.
   I do a ratio RGA/NRGA if better than 50% plus 5 Points.
   
   
4. Attitude: why have they left jobs, what attracted them to new jobs, why are they thinking about this job.
   How do they feel about Clients, Products, Markets, Sales Managers, and greatest success, biggest failure?
   What would be their Ideal job?  (If its NOT Sales, then why are they looking at us?)
   
   
5. Strategy: For B2B selling, I examine their use of SFA and CRM, Pipeline Management, Prospecting and Territory Coverage. Preferred style Farmer or Hunter? (I also use two propriety categories 'Skinner' and 'Poacher').  You may want to read my Blog on Hunters and Farmers to see a twist! http://brianmaciver.blogspot.com/2011/01/hunters-and-farmers-2011.html
   

    

The Interview Telephone call is recorded; I do a Behaviour Analysis on ME on 1 call in 5. I check for my total talk time less than 30%, and my Question types: Open/Closed, Leading, Rhetorical, Multiple and a special category Nonsensical! These audio audits keep me honest, avoid prejudice, and maintain a level playing field. I notice repetition and occasionally I do like a question that I ask. The process is about 10% preparation and 90% improvisation as each candidate is different.   Both you and they have to respond and interact with one another. Borderline Cases will also be audio reviewed, and best and worst may be reviewed with the Client.

Scoring for each of the five categories as Red, Amber or Green. A single Red eliminates the candidate. There is an overall Score of 1-10, 7+ are called to Face to Face interview and assessment. Candidates are told to bring their ‘Diaries’ for an Activity audit, their stock presentation for current Product/Market and to be available for up to 4 hours.

How successful is this?
Just over 70% of selected candidates succeed in their first 12 months.

The others leave of their own accord 15% and are fired 15%.

This compares to 'Industry' figures of
about 30% success rate in first 12 months.

Challenging the Paradigm

Management is part of the organisational paradigm. 100 years ago, Fayol wrote his studies, which were applied to the Military, Government and Business. Now in 2010, we simply must challenge the Paradigm in the light of Technological, Social, Political and Economic Changes.

What are the Myths, Rites, and Rituals, Symbols, Power and Control structures of 2010?

I will address my working life of 40 years, 1970-2010. The major Change that has occurred is in Technology, the speed of information and therefore the speed of events. The impact of this has been to flatten the world, from Hierarchical structures to Horizontal structures (Read The World is Flat by T. Friedman or Wikinomics by Don Tapscott)

Forty years ago, a monthly report took a day to produce. We in Management worked with information, which was, a month out of date, even a quarter out of date. It was not a problem everything was slower. Today the speed of information is immediate and Global, I am not looking at the past, I am looking at the present. Information, long the source of power, is now distributed. Google anything, search your own or your Firm's database in a sub-second, and there you have the answer. Firms have gone from hierarchies to horizontal collaborations, now it is about interpersonal communications in the network, not interdepartmental communications through a hierarchy. If you still work in a hierarchy, you just have not received the e-Memo yet!

Now, three kinds of Collaboration replaced Command and Control

• Strategic Collaboration,
  this is indispensible collaboration, if you do not have this you cannot survive. Examples Sales and Customers, Sales and Marketing,
  
• Comprehensive Collaboration,
  Finance, HR, Legal and other corporate functions can be outsourced to specialist providers or kept in-house,
  but need comprehensive agreement to deliver to the Firm in a secure, effective, reliable and confidential manner
  
• Pragmatic Collaboration
  
  Manufacturing and Production, R&D, After-Sales Service each of these is a build or buy decision. Many have been both outsourced and off-shored but need Pragmatic Collaboration agreements which guarantee supply and protect Intellectual property rights
  

These new Collaborations of Providers, Customers and even Competitors, do not work based on 'Command and Control'. The New Paradigm is based on networks, people-to-people instant communication. The "management" caterpillar has metamorphosed into Connecting, Convening, Collaborating and Consensus a beautiful and completely different creature, a butterfly. There remains a Leadership role of convening the meetings, face to face, by video, audio, text or email. Drucker said that the primary role of the executive is to take decisions, we are ALL taking part in decisions now, and we are all executives now.

We have a completely new series of opportunities:

• To build resources, personal networks (like LinkedIn), person to person networks
  
• To innovate-use crowd sourcing, (it now forms more than 50% of Proctor and Gambles R&D read CEO A.G. Lafley's book The Game-Changer)
  
• Alternatively, simply to stay in the cocoon.

Sales Strategy Success

Do you have a robust Sales Strategy?

How would it stand-up to rigorous testing?

 

Does it work?

One of Britain's greatest engineering personalities is F. W. Lanchester, he held more than 400 hundred patents for Automotive and Aeronautic designs. He was also a Mathematical Philosopher. Lanchester's "Theory of Conflict" was written in 1916, and later, post Pearl Harbour, became the basis of US Naval strategy against Japan.

If I put his "Theory of Conflict" profanely, it states that:
the larger, better-equipped force ALWAYS wins.

 

Put simply a force of 2,000 soldiers is FOUR times as powerful as a force of 1,000 soldiers.

In a fire-fight, the 2,000 will cause double the casualties; hence, the 1,000 will decrease at the square of the difference. The destruction of the smaller force will be achieved at the loss of 268 casualties amongst the 2,000.

There is a constant 'K', which factors "Battlefield Conditions" weather and terrain for both the larger and the smaller forces.

 

Today, increased accuracy of prediction is obtained by factoring in other Variables: Morale (motivation), Training, Command and Control, Intelligence etc.
but the Lanchester Maths sits at the heart of Modern warfare.

 

How does this adapt to selling? ……………….Very well!

Japanese Companies have been using Lanchester's law to have overwhelming Market success, Matsushita and Sumitomo to name two. Lanchester's Formula shows that a concentration at a narrow point gives the required advantage. If you doubt this, then study again Nelson at Trafalgar.

In conclusion, if you are a large well-equipped Sales force apply Lanchester's Strategy to have overwhelming Market success. However, if you are a small, well trained and highly motivated sales force use Lanchester's law to pick your MARKET NICHE, where YOU are strongest and then enjoy success and niche domination.

Examples would be Virgin Atlantic or EasyJet.

 

 

If you would like to discuss a Successful Sales Strategy and carry out a true competitor analysis contact BrianMacIver@gmail.com

The Customer’s View of Salespeople

 

 

When Clients talk of a 'good' relationship with their Sales Executive or Account Manager they talk of their bringing value and minimising risk.

 

When I ask Clients, about what their 'preferred'
sales people actually do they reply understand

• my situation,

• my plans,

• my doubts,

• my opportunities.

 

 

 

The Client's expected outcomes were

• Reduced or eliminated risk, by managing uncertainty 
  
• Achieve personal goals and
  
• Achieve Corporate Goals.
  

When I sit with CEO's, CSO's and CMO's  I hear them talk about

• Out-dated strategy,
  
• Failure to cooperate,
  
• Weak development and
  
• Poor product management,
  
• working at cross purposes and
  
• Short time horizons.
  

When I ask Top executives, what do they want in their salespeople?

• Strategic
  
• Solution orientated
  
• Consultative
  
• Value Seller
  
• Experienced
  
• High energy
  

So, Client's clearly state that Interpersonal Skills correlated to the bottom line,
yet we continue to recruit to “attributes”.

BMAC Consultants like to respond in the same way
as your HELP key in software applications.

We deliver Context based Sales Support,

Process Based Consultancy embedded in the Sales Operation.

BMAC are Client Centric, You and Your Client Centric.

The ‘Problem’ Trap

 

 

 

Many Clients tell me that the Sales 'fixation' with Problems, Issues and Challenges is doing more harm than good.

 

It is like mending an old garment with patches and repairs, instead of buying a new garment.

 

 

 

Opportunity is the positive side of business it requires a vocabulary change
from "how can we fix it?" into "how can we take advantage of it?"

We applied this last year with a Telco client. The 'Problem' was an aging data network with speed, reliability and configuration 'problems'. It would have been easy to 'sell' a faster, more reliable and easy to configure network, indeed that was precisely the offer from the competitors.

We however, spent more time learning what the network was going to do for the client.
They had developed a Turnkey Software, Hardware and Information system for their clients.
Understanding their 'opportunity' enabled us to rethink and redesign their network entirely.

The solution, developed with both Client and in-house Technical Experts,
met their 'Opportunity' needs perfectly, and we became a short-list of one.

Changing the way you sell is simply changing the way you communicate with clients.

 

BMAC can change the way you sell, to a more successful model.

Should Top Execs visit Customers?

I have had a secret code in my address book for years, alongside the details of senior execs CEO, CFO, CIO, CTO etc
I have a code:

• CV or NCV or VCV

In 20 years, I have never been asked what it means.

• CV means Customer Visits;
  I would be happy for this Exec to make accompanied Sales Visits to Customers or Prospects.
• NCV means NO Customer VisitsI will do all I can to avoid this Exec from having any Customer contact
• VCV means Very Customer "Visit-able";
  this Exec has a major contribution to make during Customer or Prospect visits.
  They are Interactively Competent.
  I will arrange unaccompanied Customer Visits for this Exec.

After Sales Auditing, a Big Telco's 'Calling Executive Program' i.e. validating the executive visits for 'sales effect', and evaluating the CEP program for 'Revenue Generation'.
BMAC Consultants designed two programs

• Selling  TO  the Top (ST³) and

• Selling  BY  the Top (SBT²).

These are based on collaboration with 26 Customers during Customer Engagement workshops answering the questions: 

•  "What do you want from an Executive Visit?" and

• "Who would you want as our Executive Sponsor?"

If you would like to review the contents of Selling to the Top, or Selling by the Top programs
then drop me a mail on brian.maciver@googlemail.com

Sales Audit

Judging Salespeople is easy, read their Revenue results!
Therefore, when Salespeople go off the boil, it must be Pricing or Products or Markets, or, or..... Alternatively, perhaps it was the way your exercised your Judgement in the first place.

Judging Salespeople requires a great deal of mental discipline in both thinking and reasoning as well as emotional control. One of the most difficult parts of judging a salesperson is to have NO sympathetic understanding of their behaviour, you CANNOT 'Identify with' and then Judge. Discernment, I am afraid may take decades to form.

In Sales Audit, it is vital to put all preferences and prejudices to one side. You MUST rely on Judgement to Objective Standards. These Standards or measures are linked to and then are validated to Sales Effectiveness. These measures must be carefully applied, without prejudice, and then collated into a Sales Profile.

Judging Salespeople accurately must be based on a portfolio of measures; a Sales Profile. The profile enables a discerning and useful judgement in Recruitment and Development or in Termination.

BMAC have developed a comprehensive Sales Profile Portfolio of 32 Measures adaptable for a wide variety of Sales people and Sales support people. Using these measures, you will reduce costly mistakes in recruitment, enjoy revenue results from development and grow a Team of Top Performing Salespeople. Contact brian.macIver@gmail.com for more information.

What type of selling do you do?

 

 

• Our product is differentiated from Our competitors by Our superior Marketing team.
  Our professional Sales people add to this differentiation through Our execution of superb sales process.
  

OR

• Our purpose is to increase Your Profits by improving Your Sales process and reducing Your Cost of Operation,
  thereby giving YOU competitive advantage in your product/markets.
  

If you chose the first one then you are firmly rooted in the 1970's.
You are looking for a market for your product.

It is time to fire BOTH your Head of Marketing and Head of Sales,
and replace them both with ONE person a CRO (Chief Revenue Officer).

Once upon a time that meant a TAXMAN,
today it is the most important role in the firm.

If you think that the styles are both the same, or that you do both.

This is the 1980's and 1990's, still looking for markets, have some key accounts,

sales and marketing sometimes work together but have differing roles.

NOW is a good time to measure what works, which is the winning style?

You may be looking to promote someone to be the CRO

If you chose 2 without hesitation,
then you already have a Chief Revenue Officer.

This is NOW
and you are thriving during this economic downturn.

 

Your success depends upon your Customer's success.

You have devolved decision-making based on

the Customer's best interest model.

Your main Marketing is not Social Media, Events, road shows or exhibitions they are Customer Engagement Workshops.

Style 1 is all about US,
OUR Product, OUR Marketing,
OUR Salespeople, OUR Process;
it is all about the Seller.

 

Style 2 is all about YOU,
YOUR Profits, YOUR Sales,
YOUR Costs, YOUR Process,
YOUR Product/Market.
It is all about the Buyer.

 

If you would like a job description for a CRO (Chief Revenue Officer)
or would like a Model Agenda for a Customer Engagement Workshop

then contact Brian MacIver on brian.maciver@gmail.com

Buyer’s Gain is the Seller’s Loss or is it?

 

This game begins
when the objective is
the acquisition
of a product or service.

 

 

 

 

 

Since the objective is "acquisition",

the Seller maximises gain by the highest selling price and

the Buyer maximises gain by the lowest  buying cost.

 

The real OBJECTIVE is the product or service application in the pre-bargaining stage.

If the Seller does not understand the application then, you will have to sacrifice Margin.
Buyer behaviour is PREDICTABLE and Buyer behaviour can be modified, not manipulated but modified.

BMAC has developed a Business Interests model,
which develops Value from Product Application, not Acquisition.

Alternatively, you can use a zero based pricing model and give Margin away.

BMAC Consultants Evidence Based models on Negotiation, Planning, Discussion are
both Inter-Active and Intra-Active which are are easily learned, quickly coached and competence based

 

Alternatively, you can hope that your Tricks and Ploys
are better than
the Buyer’s Tricks, Ploys and Gambits!

 

 

 

If you are better than the Buyer is then
you had better hope
that it does not come back to haunt you!

 

.

Selling in the Present

1. Preparing for the Sales Call     (Future)
2. Executing the Sales Call         (Present)
3. Reviewing the Sales Call         (Past)

Executing a Sales Call means:

• Asking Questions and
  listening to replies
• Giving Information and
  asking for a response
• Suggesting Ideas and
  looking for other's Ideas

Selling requires ATTENTION, for Customer Interest and Buying Signals;

ANY distraction lessens your ability to sell!
On a scale of 1-10, rate your attention?
This is your ability to sell in the present; this is your ability to sell.


.