I recently completed a homework assignment my whole company took part in. We collectively read “A Whole New Mind,” by Daniel Pink.
Pink postulates the successful people of the future will master six “new” senses; one of these is story telling. You probably wonder what this has to do with leads – it’s my job to move the A lead you just gave me through the final stages of the decision process to secure them as a customer. To do this I must tell a story.
Tom Peters made the case that markets don’t buy anything, people do. For this to happen, I need to appeal to every buyer in a different way and make the story relevant to them. We all listen to the same radio station: WIIFM (what’s in it for me). My job is to learn the customer’s buying motivations and tailor our story so that it appeals to them.
This story is not about our 700+ features, the historical legacy of our company, our price point, our competitive differentiators, or our product roadmap. The story is only relevant IF each buyer sees and feels how they will benefit from our product. This is no simple feat.
I know you think all I do is talk; however, we will craft our story first by listening. I have mastered the seven most powerful words in the salesperson’s dictionary. They are the keys to my success. I’ll tell you about them in my next post.
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Marketing is looking for Mr. Right.
Sales is looking for Mr. Right-now.
I say this tongue-in-cheek to illustrate my point. We both look to establish relationships and talk with customers. The difference is our time horizon.
I eat what I kill. If I don’t sell this quarter I don’t get paid. I don’t get paid, a lot of people don’t get paid. I do this long enough I don’t have a job (and possibly a house, car,…spouse, etc.)
You want to develop conversations that span several quarters, causing leads to progress from C to B, B to A and then hand them to me. That’s fine and good; I’m glad you have that perspective.
Here’s mine: I need leads that are going to buy THIS QUARTER. Period. 30 days from end of quarter, you hand me an “A” lead that is 90 days from buying, it doesn’t help me. Keep it. Talk to me next quarter. I have a very short attention span that is driven by survival.
Keep doing what you do—make sure the demographics, psychographics and statistics are right. Make sure they are serious. Make sure we can service them. Then make sure it fits my time horizon. As with most things in life-- timing is everything.
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Hello, it’s me. Your sales guy. I saw you at the “all-hands” meeting and by now you’ve read the memo. Cutbacks have happened. Revenue forecasts have been adjusted (downward). Your tradeshows have been cut. You can’t travel. Your department is decimated. You’re not sure you’re happy to be a survivor—you have the pleasure of doing the work of three people. Your department has been hit harder than mine. The reason is simple: I’m directly measurable—you probably are not. Our management will find ways to do that, and soon.
Guess what—the company needs us now more than ever. Sure times are tough. But if you and I truly believe in the value of our product and what we do, there are people and companies who will as well. You and I have to find them and demonstrate how we help them (sell more, spend less, thrill their customers even more, etc.). Peter Drucker said: “Companies exist for one reason—to find and keep customers.”
And here’s something you probably never thought you’d hear me say: “I NEED you; I need your help.” You and I need to be better, faster, smarter and cheaper (or at least more efficient) at finding and keeping our customers. Everything is different now. Many of the things we used to do won’t work in this environment. But the basics are what will get us through this—WE need to: prospect, qualify and close. It’s that simple.
I need leads. I need leads. I need leads. If you don’t get this, I suggest you watch: "Glengarry Glen Ross" starring Al Pacino, Jack Lemmon, and Alec Baldwin. A dark humor movie to be sure (we sales types love dark and sardonic humor); but, it is a must see for anyone trying to understand the makeup of sales types. But, I don’t need lots of leads—just the good ones. So what is a good lead? That is the magic of our relationship.
So, get yourself a cup of coffee. Get out a clean sheet of paper. Look around at all of the empty cubes in your department. Take a deep breath. Give me a call. You and I have work to do.
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People tell me I’m a sales guy. I look like one. I talk like one. I act like one. And, yes, I’ve moved my share of product in my day. I’ve also been a marketer. Now I am responsible for both and I am befuddled about how these groups work together.
One would think the two disciplines would be more closely aligned and work like (pick your metaphor here): Butch & Sundance, Starsky & Hutch, Crockett & Tubbs. Unfortunately most companies’ marketing and sales departments get along as well as Nancy Pelosi and Newt Gingrich. I don’t get it.
This blog is intended to give you some insight into a sales guy. Hopefully it will help you understand us a little better, and maybe, just maybe you will see just how much we really need marketing.
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