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01 Nov 20:21

All the ways the Senate could be modernized — from televised debates to ‘severing’ omnibus bills

by Marie-Danielle Smith

OTTAWA — From TV cameras to making political party affiliation less important, a committee of senators tasked with modernizing Canada’s upper chamber launched recommendations Tuesday that could result in a major change to how we create Canadian laws.

It’s all part of the Senate’s mission to bring itself out of scandal and back to law-making relevance.

Conservative Sen. Thomas McInnis, who chaired the special committee, said on Tuesday morning the House of Commons is no longer a place of “dignity and decorum,” and has to some extent been reduced to “photo-ops.”

It’s up to the Senate, he said, and its new influx of independents — who will become a majority within a year or so — to stand up for regions and minorities, and offer “expert scrutiny to bills so Canadians know what is being done in their name.”

Sen. Elaine McCoy, who’s spearheading a new caucus of independents, said the recommendations correspond to “what Canadians actually want.”

Committee vice-chair Sen. Serge Joyal, who is part of the Senate’s independent Liberal caucus, said “sober second thought” will happen in earnest. “It’s easy to dismiss the Senate — ‘oh, you know, it’s a bunch of bagmen,’” he said. Now, though, “the government doesn’t have a hold on us.”

The 21 recommendations put out Tuesday morning are the first batch in a series of reports on Senate modernization.

Other senators will be able to review and debate them as the committee continues its work.

Here’s a look at some of the senators’ ideas:

Getting rid of omnibus bills

The committee proposes “that the Senate develop a process to determine how omnibus bills ought to be divided into separate bills.”

When elected governments push legislation through to the Senate that’s “jam-packed with disparate clauses,” experienced senators can’t focus on individual aspects, the committee report says.

“Omnibus bills are opaque and undemocratic; they prevent the government from being held to account.”

The committee wants the Senate to be able to “sever” bills and divide them among committees.

Joyal said we’ve seen the practice of packing law into omnibus bills since Jean Chrétien’s 1990s Liberal government, and it reached a peak under Stephen Harper. It was impossible to properly scrutinize bills containing such a wide array of changes, Joyal said — and that needs to change.

Televising debates

The idea of televising Senate proceedings has floated around for years, but the report’s concrete recommendations offer a real shot at finally making it happen.

The House of Commons already broadcasts its meetings. Audio from the Senate is available online, but as Joyal said, it’s important for Canadians to see what’s going on.

Broadcasting could happen when the Senate chamber moves into a new building, the Government Conference Centre, while Centre Block construction gets underway in 2018.

Senators want to see the Senate formalize broadcasting in its rules, and negotiating with the Canadian Public Affairs Channel, or CPAC, for “more broadcast exposure of Senate proceedings.”

Making political parties less influential

The Senate’s definition of what constitutes a “caucus” should be changed to eliminate priority for political parties, according to the committee’s recommendation, and a new step-by-step process should be instituted to decide who sits on committees.

Instead of comprising the traditional government and opposition caucuses, they would be defined as groupings of nine or more senators “formed for parliamentary and/or political purposes.”

Each senator would only be part of one caucus, and “a leader or facilitator” who doesn’t necessarily represent a party would speak for each group.

Senate rules must be updated because they “do not adequately address the needs of independent senators and do not provide for a fair and proportionate distribution of committee assignments,” the report goes on. For the allocation of these assignments, it offers an eight-step process that it hopes will satisfy members of all groups in the chamber.

“I think Canadians have elegantly stepped up to the need to design something that acts as a counter-weight to that fierce political competition in the lower house,” McCoy said, adding she thinks that even people with “exceedingly enthusiastic support of political parties in the past” will come around to the new way of doing things.

To make sure that regions are well-represented, Senate rules should require “regional impacts” to be considered in Senate committee reports and legislation, the report said.

Electing a speaker

If a recommendation on the Senate speaker is adopted, at the beginning of each new parliament, the chamber would elect “up to five” potential appointees.

Of these, the prime minister would recommend one to the governor general for appointment. A compromise where there’s both an election and a prime ministerial appointment would avoid opening up the constitution.

Meanwhile, with a secret ballot, senators would directly elect a deputy speaker from a different caucus.

Updating spending rules

Another proposal seeks to overhaul the Senate’s Administrative Rules, the vagueness of which were at the centre of concerns around inappropriate expenses.

Senators recommend “the totality of its administrative rules,” its procedural rules and its administrative processes be reviewed, and rules revised “such that they incorporate the multiple roles of the modern Senate.”

Guidebooks and manuals should then be produced, the senators recommend, to “reinforce and support senators in discharging their multiple roles.”

Cutting out question periods

The Senate’s daily question period, which many senators see as a waste of time, should be “modernized” along with other practices, the committee concluded.

The new practice of bringing government ministers into the Senate to answer questions should be continued, the senators decided, and formalized within Senate rules.

Officers of Parliament should also be invited, they decided, while question period should only be held twice a week — with one day devoted to questions for a government minister, and one day devoted to questions for either the government’s representative, currently Peter Harder, or to committee chairs.

• Email: mdsmith@postmedia.com | Twitter: mariedanielles

05 Oct 15:48

6 Ways to Actually Make Sales Call Recordings Useful

by richard@refract.tv (Richard Smith)

how-to-use-sales-calls-recordings.jpg

Most established sales teams record their calls as part of rep training and sales process development, but few know how to use them well. Many companies have libraries of recorded sales calls containing powerful insights into customer conversations doing nothing but collecting dust.

The common approach to coaching sales calls is fundamentally broken. Often, this is because sales leaders don’t understand the value of unlocking these interactions, and spend too much time assessing call performance on call volume rather than conversation quality.

Here are six ways to transform your call recordings into the foundation of sales success.

1) Make call replay and analysis part of your daily agenda

Without consistency and persistence, habits won’t stick. As sales reps, we’re having new conversations with prospects every single day. While these conversations may cover similar topics; new objections, scenarios, and questions will always crop up. Consistent call review is crucial to ensuring you’re staying on message and not falling into old, sloppy habits.

Sitting in and shadowing live calls of your reps or peers is time-inefficient. You have to wait for the prospects to pick up, and having someone in the room may affect the rep’s natural flow. To truly get value out of call recordings, time should be taken on a regular basis to listen to past calls, make observations, and assess what did or didn’t go well.

2) Focus on the call’s key moments

Sales calls vary in length. A first-touch prospecting call with a brand-new prospect could last less than a minute. A discovery call to identify the prospect’s situation could last anywhere from 15 to 30 minutes depending on your product. A sales demo, which is still a conversation, could take up to an hour or more.

The point of listening to call recordings is not to provide a grading or generic overall summary over what did and didn’t go well. It’s about honing in on the specific minutes and seconds which made that call a success, a failure, or otherwise.

How often do you listen to the calls of your reps or peers and hear one key moment when things took a turn for the worse? Perhaps it was a confusing positioning statement, or an objection made by the prospect which the rep did not address with any level of confidence. More commonly, reps fail to capitalize on a prospect's main pains or challenges, and thus don’t ask the questions that’ll accentuate the pain.

Picking up on pain points and drilling deeper is often the difference between a prospect viewing your product as a nice-to-have rather than a priority, which significantly elongates sales cycles. Pinpointing and breaking down these key moments brings focus and less ambiguity to the sales rep. It also helps increase the chances of dealing with that key moment in a different way in the future.

3) Collaborate with peers

Sales calls are tough. And the people in your company who know this better than anyone are the people living and breathing the same calls day in and day out -- your peers. You’re all selling the same product to the same types of prospects. With this in mind, your peers are the people best positioned to provide advice, feedback, and suggestions on your prospect interactions.

Invite your peers to listen back to your calls or specific key moments of your calls. Have they come across the objection you struggled to overcome, and how did they handle it? If they could have asked one more discovery question, what would it have been? How do they best summarize that specific product feature, which took you five minutes of delivering a long winded wooly explanation that put the prospect to sleep?

Collaborating with peers is one of the most effective means of improving your call skills, while removing the challenge of getting managerial time and attention. Moreover, it’s great for colleague bonding and building a culture of team success.

4) Share your wins

Sales reps are often guilty of keeping their tips and tricks to themselves; after all, we tend to be a competitive bunch. But you must recognize of the value of sharing what you’ve done when things go well. Sharing best practices is the bread and butter of coaching and helping all of your team members become effective.

Listening to your calls will unlock massively valuable insights into the questions, responses, and structure which make your highest performing reps successful. I recall listening back to one of my rep’s discovery calls a few months ago. During the discussion, he asked one specific killer question which I had never thought about asking before. The question’s effect was startling.

It resulted in the prospect unveiling deep underlying challenges which our company could help them with, which would never have happened through our standard questioning sequence. After sharing this one specific question with the rest of the team, our call success rate instantly increased as everyone started implementing it into their own call scripts. That single best practice created almost unquantifiable value, which never would have happened had I not listened to my rep’s recording and communicated what happened to everyone else.

The true value of sharing best practices stretches way beyond your existing team members. Over time, the aggregate of these best practices will form an invaluable onboarding resource to share with new hires, showcasing the best way of handling sales calls. This playbook will be far more efficient than ride-alongs, where you’ll have to wait for green reps to suss out best practices on their own.

The more quickly you make these examples available for the rest of the team, the more quickly you will have a sales force who are on message, and delivering stronger call-to-sale ratios.

5) Always revisit your last call with a prospect

How many times have you jumped on a follow-up call with a prospect, and completely forgotten the key things that were discussed on the first call? Perhaps you scribbled some notes down on a piece of paper you can no longer find, or the summary you added into your CRM no longer looks as detailed as you thought it was.

It doesn’t matter, because prospects don’t care. Going into follow-up calls unprepared runs the risk of forcing prospects to reiterate key pain points they already identified, or worse, makes it appear you weren’t listening on the initial call.

Revisiting your last call provides you with a true and honest reflection of everything uncovered on your first call, allowing you to probe further on pain points, previously agreed-upon actions, and additional areas of qualification.

Not only that, it also gives you something that notes don’t -- flow of the conversation, how the prospect responded to specific things you said, and tone. These softer aspects of the call can be critical when understanding where your product or service can really add most value to that particular person.

Finally, listening back to an old sales conversations is guaranteed to surface things you hadn’t even picked up on the first time.

6) Provide meaningful and actionable feedback

Ever listened to one of your calls and cringed or winced when you did or didn’t say something? I can imagine everyone has been in this scenario many times! The important thing here is not to tear into yourself or your rep post-call and lambast them for how much they made a mess of a valuable lead. Feedback needs to be delivered in a balanced and unambiguous manner, and should be led by asking probing questions to get the rep self-reflecting on their performance.

One tip I’ve found to be particularly effective is to find three good moments and three “development” moments on a call. This way, you’re not overwhelming the rep with too much feedback, but also ensures that they feel a sense of accomplishment as well as knowing they have some things to work on.

Questions to ask to help facilitate effective coaching include:

  • “If you could ask this question again, how would you rephrase it?"
  • “What do you think the prospect was thinking when you said that?"
  • “Could you have gone deeper here? If so - how would you have done it?”
  • “You dealt with that objection really well - can you share that with the other guys on the team?"

How do you use call recordings in your own or your direct reports’ development? Let us know in the comments below.

HubSpot CRM

05 Oct 15:46

Pursuit Of Goals Drive Buyer’s Journey

by Tony Zambito
Customer Journey by Rafael Garcia Motta

Customer Journey by Rafael Garcia Motta

One of my favorite apps is the Starbuck’s app. Being a coffee lover, the app is a major convenience for getting coffee at the nearest Starbuck’s location. Admittedly, the app serves very well as a motivator to stop at Starbuck’s versus elsewhere. So that I continue to reach the goal of enough stars to get the occasional free drink plus other offers.

It has long been established in the disciplines of the social sciences that individual and team motivation to achieve a goal or set of goals are powerful drivers influencing choices and decisions. For example, the Starbuck’s app definitely influences my choice, besides the great coffee, on where I go to get coffee. In business-to-business and consumer industries, the influence of goal-directed behaviors can be significant determinants of how choices and buying decisions are made.

Buyer’s Journey Is A Pursuit

The idea of understanding the process by which buyers make choices and decisions has been around for quite some time. In sales for the past few decades, it has been called understanding the buying process. When customer experience concepts burst on the scene 15-20 years ago, it was called customer journey mapping. As of late in the transforming world of marketing, the nomenclature of the buyer’s journey has come into vogue.

A common pitfall to all three over the years has been a focus on identifying the activities and tasks of customers and buyers. In essence, what buyers are doing, from an activity standpoint, when it comes to their process, or journey, towards a purchase decision. The insights gleaned from such mapping can contribute to improving processes and experiences for customers and buyers. For instance, it can reveal when organizations are putting unnecessary hurdles in front of customers, which makes for a miserable experience.

A drawback to an activity-based orientation is it does not reveal powerful motivators and goal-directed behaviors that are influencing how journeys are taken at any given time. Nor does it account for goals that are shaping choices and decisions when customers or buyers are in the midst of their journey. This provides a limited view of what customers are doing but does not provide insights into powerful goal-based motivators.

Goals Drive The Buyer’s Journey

The concept of understanding goals within the buyer’s journey is of paramount importance to today’s marketers. Without such understanding, marketers are lacking the insights needed to help customers and buyers make progress. And, progress is very key as to why understanding a goal-directed buyer’s journey viewpoint is vital to marketing.

Progress is often viewed from a one-sided perspective. Meaning marketing and sales views progress as in how they have moved a prospective buyer further down the process or journey. However, this is flawed. What matters most is how the prospective buyer perceives, reacts to, and responds to progress. The essential reasons why progress matters are as follows:

Numerous studies in the social sciences regarding behavior show that when people or teams of people believe, perceive, and feel that progress is being made towards a goal or set of goals, they are likely to move towards achieving that goal.

The implications to marketing and sales are profound. Unless you can help people and teams of people to believe, perceive, and feel like they are making progress towards achieving goals, then all the buyer journey mapping in the world will not help you.

Understanding The Difference Between Priorities And Goals

Marketers today are not getting the full benefit of the goal-directed understanding of the buyer’s journey due to confusing priorities and initiatives with goals. Oftentimes, marketers are given or creating buyer personas in which the emphasis is on factual data. Such as priorities and initiatives. Priorities and initiatives usually are the overt statements companies will make about what they hope to complete. Note the emphasis on complete. For instance, a B2B company statement or annual report may state that completing an ERP transformation from a home-grown application to a commercial application within an 18-month period is a priority.

Marketers, in this case, may create a buyer’s journey perspective that is geared towards getting company A to make the final choice of an ERP application theirs. The focus being on making the case that their application is the better choice over competitors to complete this priority or initiative. Their efforts will be replete with the factual focus on risk factors, buying criteria, and requirements. While these must be addressed, they will be what every other competitor is focused on as well.

What is missing is understanding the myriad of underlying goals that are related to what people and organizations are attempting to accomplish. More importantly, understanding why reaching certain goals are important will be missing. Just as well, understanding the goal “markers” that help people to believe, perceive, and feel progress is being made will be lacking. Along the path of a buyer’s journey, prospective buyers are perceiving and accomplishing a variety of goals along the way.

What this implies is that if marketers cannot help people to believe, perceive, and feel that they have accomplished certain goals marked along a journey towards greater overarching goals, then buyers will not move in that direction. In essence, take a different direction and journey towards somewhere else or another organization where they perceive and feel progress is being made.

It Is About Movement

For CMOs and their teams of marketers, the use of buyer journey mapping can be helpful. Providing the focus is on understanding which goals are important to buyers, how buyers pursue goals, and what makes buyers believe that progress is being made towards accomplishing goals.

The buyer’s journey is about understanding movement. Companies who have created buyer personas based on factual data and common industry priorities alone find extreme difficulty when it comes to understanding the buyer’s journey. Those who lack understanding of how to help guide and create a satisfactory movement towards progress on goals will find that buyers will remain far from the end of a journey meant to end with them.

What can CMOs and marketers do to maximize the benefits of understanding the buyer’s journey? Ensure that their buyer’s journey is a depiction of how buyers move and make progress towards the pursuit of goals within and at the end of their journey.

(In this video, Wharton’s Katherine Milkman discusses the value of making small steps towards achieving goals. Buyers today make attempts to achieve “small step goals” along their buyer’s journey. A reason why just understanding priorities and initiatives alone will limit understanding. Enjoy.)

05 Oct 15:46

14 Questions That Will Convince Prospects to Change From the Status Quo

by lye@hubspot.com (Leslie Ye)

sales-questions-change-status-quo.jpg

Whether you’re working a competitive deal where your prospect is considering four other vendors or you are the only provider in the picture, your biggest enemy in the sales process is the same: The status quo.

Cognitive biases and fear of failure can significantly delay purchase processes. We’re psychologically uncomfortable with uncertainty, and investing in an expensive product that doesn’t work out isn’t a decision that can be easily reversed -- it has real implications for your prospects’ jobs and promotions.

That’s why creating urgency is an essential part of the sales process. But moving prospects to buy can’t involve tactics that manufacture fear or pressure prospects to act before fit or benefits have been established. The 14 questions below help prospects see they need a change without veering into aggressive, old-school tactics.

14 Questions That’ll Move Prospects to Abandon the Status Quo and Buy

1) What is your process for [business area] right now?

This question sets the stage for the following 13. Before you can convince your prospect to shake things up, you have to understand what they're doing right now. Get them talking about everything they’re doing now to support a goal or business driver, or else you won’t have a strong foundation to build a compelling argument for change upon.

2) What kind of results are you trying to achieve with this process?

Asking about results right after will keep them top-of-mind for your prospect. The most sophisticated-sounding process in the world is useless if it’s not getting prospects the results they need. Your sales conversations should keep your buyers’ processes tied closely to their goals so you’re keeping them focused on their process’ impact rather than specific tools or practices.

3) Why are these results important?

This question knocks down what you’ve set up with the previous two. It’s not enough to understand what the goals are. To create a true sense of urgency, you need to understand how these goals fit into your prospect’s larger business context.

Will failure in this area cause layoffs? Or is it simply an experiment with no larger implications? These two diametrically opposed endpoints could easily be serviced by the same process and goals, so dig deep to make sure you have the full picture.

4) How is it going?

Ask this question and hit the mute button. You’ve just had your prospect tell you what they’re doing and why -- now have them explain what’s not working. Presumably, they wouldn’t be spending time with you if everything was perfect (see #6), so be direct and find out what’s wrong.

Don’t cut in until your prospect is done -- not only will this approach ensure you get all the essential information, it also allows your prospect to talk through every aspect of the problem, which will amplify their pain in their own mind.

5) Is there anything about your current process that you wish was easier?

Of course, fear by itself isn’t useful. Pair it with hope -- in your prospect’s ideal world, how would this process work? What do they want automated or taken off their plate? With this answer, you’ll start seeing where your product fits into their world and the specific benefits you can call out.

6) Why did you take this call today?

You won’t always encounter prospects who are willing to open up and share their fears, hopes, and dreams with you. So if they’re waffling or ducking your question, just pose it to them this way. They’ve taken time out of their day to speak with a stranger about spending their own money on something -- why?

7) What’s the implication to the business if you don’t meet your goals?

This is another way to ask #3. The more precise wording can help focus prospects who are unsure how to answer. It’ll also give you a read on whether your prospect is the right point of contact -- someone who has no idea what the larger implications of success or failure probably won’t have the influence or authority to sign off on a purchase.

8) What will happen to you personally if you don’t meet your goals?

It’s not always smart to get personal in sales, but this question is a perfect way to do so. After you’ve zoomed out and learned about how your prospect fits into the whole business, zoom back in and focus only on their world. Are they up for a promotion? A bonus? Is this project their first major initiative in a new role, or a last-ditch attempt to turn things around?

Although every employer would love if employee decisions were made 100% rationally, this just isn’t the case -- emotion influences every choice we make. So get personal and figure out exactly what your prospect stands to gain (or lose) from this situation.

9) Why wouldn’t you buy?

This might seem counterintuitive. Don’t you want your prospect to focus on why they would buy, not why they wouldn’t?

Yes and no. But hiding from objections and pretending they don’t exist won’t do you any favors. Instead, get them out in the open so you can assess whether your buyers have real doubts or just need more answers. What is your prospect worried about? Are there any particular challenges they don’t believe your product will solve?

Asking this question early also surfaces potential blockers to the deal. If your product requires two full-time employees to ensure a successful implementation and your buyer is a team of one, it’s best to learn this as early as possible so you’re not wasting time on a bad fit.

10) Take me through your day.

Understanding your prospect means understanding everything they do. Presumably, they’re not just working on one project at once. And although your product might only be able to help with one part of it, understanding everything that’s on their plate will help you best position your product by showing them where they san save time or effort.

11) What is the hardest part of your day?

There are two potential answers here: It’s a process related to your product, or it’s a process that’s not. Either way, you’ve got options. If their biggest hairball can be cleared away with your product, go in for the kill. If it’s something else, figure out how your product can free up more time to work on their most pressing priority.

12) What is the most important thing on your plate right now?

It might be the business area you serve, or it might not. But you have to ask this question to assess where your product falls in the hierarchy of other things your buyer is working on.

13) Where is your process lacking right now?

Before you start making any recommendations, have your prospect self-identify what they wish was more effective. Having them kick off this part of the conversation not only demonstrates what’s most important to them, it eliminates the need for you to guess what’s hard or try to get the buyer to see your point of view -- they’ll just tell you what matters.

14) If those parts of the process were fixed, how would that affect your day?

Ask this as a follow-up to #13. As in question #5, you’re juxtaposing a negative emotion (fear, stress, frustration) with a positive one -- hope. Once you understand what your prospect’s “better tomorrow” looks like, you can figure out whether your product will actually get them there, or whether you need to try a different tack.

It’s always easier to get someone to do what you want if you’re able have them reach the conclusion they need to take action on their own. These 14 questions are designed to do just that. By teasing out the nuances of your prospect’s situation and having them self-identify what they’re looking for in a solution, you’ll convince them to change from the status quo without ever having to employ dirty tricks.

HubSpot CRM

05 Oct 15:45

Transforming Your Sales Team into a Modern Sales Engagement Machine

by Leah Bell

Dreamforce 2016 is officially underway, and we’re live blogging some of our favorite sessions right here on the SalesLoft blog. First up, Kyle Porter and friends take the stage to introduce the new era of sales: the modern sales organization. As the traditional and conventional sales companies evolve, modern sales organizations are emerging in a way that is transforming the entire industry of sales.

But let’s go back to the beginning. What’s the oldest industry in the world? The industry of sales.

Companies make the world go ’round, and the purpose of all companies is to grow. Everybody is in the sales business. The only difference is that some have sales teams, while others are sales organizations.
Screen Shot 2016-10-04 at 12.43.37 PMUnfortunately, when it comes to “having a sales team,” sales gets a bad rap. Many conventional sellers have left a bad impression on the sales industry, and covering that impression has been like painting over permanent marker. If you’ve screened a sales call in the last 24 hours, then you know what I’m talking about here.

Thankfully, the best companies in the world today are making a transformation to the modern sales era and erasing that bad mark on the sales industry. Here are a few ways the stigmas of conventional selling are transforming:

– Where conventional sales can be uninformed — companies operating without the data of who to sell or how to sell to them — modern sales is analytical, informational, and insightful.

– Where conventional sales can be selfish — reps operating with their own objectives first — modern sales is empathetic, putting the needs of the customer above all else.

– Where conventional sales can be sloppy — people operating without accountability or motivation — modern sales is organized, intentional, and focused.

– Where conventional sales can be low tempo — teams performing slowly and falling behind on productivity and results — modern sales is quick, scalable, process-oriented, guided by the light of new technology.

– Where conventional sales can be insincere — reps trying to close the deal without caring — modern sales is honest, connected, and purpose-driven.

As the traditional and conventional notions of sales transforms, the modern sales organization is emerging as the antithesis of everything that’s wrong with conventional sales. This is the promised land of sales. And SalesLoft was built to get you there, to offer a modern sales engagement platform that includes phone, email, social Cadence as well as an ecosystem of API partners, accountability for your team, and analytics to help you improve your sales processes.

Kyle is joined in this journey to the modern sales era by 3 of the top leaders in modern sales:

Trish Bertuzzi, President of The Bridge Group, author of the #1 Amazon bestseller, The Sales Development Playbook, and veteran of two decades of service to the inside sales profession.

John Barrows, sales trainer to the world’s best companies like Salesforce.com, Box, Linkedin, and founder of SalesFromTheStreets. A prolific blogger and speaker, John is a leader of the modern sales movement.

And Craig Rosenberg, Founder of TOPO, author of Funnelholic.com, and B2B leader who’s helping companies grow revenue by enabling sales, marketing, and sales development excellence.

The sales profession needs an update, and these sales professionals are talking about more than just an updated approach or strategy document. Modern sales is a fundamental shift in the way your entire organization functions, and in order to do this, you need to be completely customer-obsessed. It’s technology-enabled and hyper-effective. In today’s competitive landscape, your sales team can’t afford to fall behind.

And that starts with sales. Here are a few of these leaders’ tips on how to make modern sales personal, data-driven, and customer-centric: 

What’s the biggest sales mistake you see companies make today? According to Craig, it’s “not thinking about the buyer experience from marketing to sales, and not making it as personal and relevant as possible is the biggest mistake companies make.” Customers today require a well-rounded experience, and that starts with their first impression of the brand.

According to John, it should be fully integrated, “Marketing should be paired with an SDR and an AE in the same way sales reps are paired together. Why not put a marketing person in that pod to come up with marketing that works, right on the front lines?”

But while brand and marketing is key, Trish is more concerned with that first touchpoint sales teams are making, “Your opening email should say something personal to me, show me your interested in helping me build a better business, and go from there… It’s all about pattern interrupt. Just be different.”

You want to get that pattern interrupt? Take Craig’s advice, “Establish value without requiring any reciprocal response. We’ve got to be thinking about delivering value across the entire lifecycle of a customer.” And within that lifecycle, you have to consider how you’re connecting with these customers. Based on John’s experience, “it’s a contact game. What’s the story you’re telling? It’s about the touchpoints and the cadence.”

Today’s buyers are different, so reaching them must be different, as well. Trish’s customers “may be more informed, but we know more about [them] than ever before. You’ve got to have a consistent strategy for how you’re going to go after these people. You need to be consistent in message, approach, and tone.”

But all of the technology and automation in the world can’t recreate what modern sales is all about: the authentic customer experience. So what is modern sales to you?

“Modern sales is creative and thoughtful. Technology is not the answer” -John Barrows

“Modern sales is having a leader that leads from the front, and is engaged with their sales team. They actually know what’s going on with their team.” -Trish Bertuzzi

“Modern sales brings technology and traditional selling together at scale. The merger of tech and process with the fundamentals of great engagement.” -Craig Rosenberg

05 Oct 15:45

How to Choose the Right Tools for Your Sales Stack in 8 Simple Steps

by Richard Harris

In the quest for the perfect sales stack, one is reminded of Icarus, who overestimated the power of his waxen wings and flew too close to the sun. During the final moments of his fatal plunge toward earth, the mind of Icarus must have swum with regrets, the chiefest among them of course being: “Why did I settle for the first wings I found? Sure, they were flashy and new and TechCrunch just wrote an article about them, but maybe I should have given this a little more thought.”

While a robust sales stack can be a powerful tool in the fight for more sales, the sales stack is not a cure all, and simply loading your shopping cart with the latest and greatest sales tools won’t get the job done. In fact, it may just weigh you down. To build the optimal sales stack for you and your company, here is how to choose the right tools.

What's Next for the Sales Stack? Register for our webinar here.

1. Define Your Pain

You may be thinking, “But pain points are for customers! I’m a salesperson!”

I hate to break it to you, but when you’re shopping for sales tools, you’re just as much a customer as the rest of them. And as a customer, it’s important to define your pain before making a purchasing decision.

So, what problem or problems are you hoping a sales tool will solve? Perhaps you’re:

  • Dissatisfied with the current visibility into your pipeline
  • Struggling to analyze customer data in a meaningful way
  • Concerned that your sales funnel clogs too easily
  • Worried your sales cycle is too slow
  • Upset by your disorganized workflows

2. Define Why You Need To Solve Your Pain

A what without a why is like a supervillain with no origin story. If you don’t know what makes a supervillain tick, how will you ever hope to defeat them?

At this point you’ve established the what. Now it’s time to understand the why. So ask yourself:

  • Why is it important for me to analyze customer data in a meaningful way?
  • What will I accomplish if I gain more visibility into my pipeline?
  • Why do our workflows need streamlining?

3. Define How Solving This Pain Will Affect Everyone

Before you toss aside your dictionary, you need to go one step further by understanding how solving your pain points will affect your company.

For example, if more visibility into your pipeline leads to a more efficient sales cycle, then perhaps a more efficient sales cycle will save people hours, increase morale, and cultivate a happier work environment.

Or, if analyzing customer data in a meaningful way will help fine tune your marketing tactics, then perhaps a better marketing strategy will bring in more qualified leads, increase productivity, and allow your company to expand its reach.

4. Put It All Together

By now you should have a holistic understanding of your pain points, which might look something like this:

One of our company’s top priorities is to streamline our team’s workflows to increase productivity, giving our team room to improve their skill sets, grow as a group, and do better work.

There are many tools that help streamline your team’s workflows, but in this specific circumstance, the most optimal tool would also help your team evolve their skills. Therefore, something like Outreach.io might be the best fit, as it not only helps organize and streamline workflows, it also provides performance insights to increase your team’s effectiveness.

5. Research with Strangers

By defining all aspects of your pain points, it’s easier to narrow down what sales tools you might need, and arrive at a more curated set of options. But creating a sales stack is a big investment, which is why it’s important to do your due diligence. Researching your tool options before making a purchase is crucial, and crowdsourcing your research can be incredibly effective.

So start your research process by talking to people you DON’T know.

Leverage the social power of LinkedIn Groups, Twitter, and Facebook to gather unbiased opinions of certain tools. What does the hivemind think? What do the outliers think? What is the overall perception of the tool? Of the brand?

6. Research With Friends

After gathering the opinions of strangers, look to friends for feedback. Their feedback may not be objective, as they know you and understand your interests, likes, and dislikes, but combining their opinions with those of strangers will result in a much clearer picture of which tools will and will not work for you.

7. Define Success

With a curated list of sales tools coupled with a comprehensively researched overview, the final step in choosing the right sales tools for your sales stack is to ask yourself the following 5 questions. The answers to these questions will help you confirm you are focusing on the right improvements and increase your commitment to improving them.

  1. Once we implement [name of sales tool], the sales reps should be able to do ______, ______, and _______ better.
  2. We will be able to measure ______, ______, and ______ for improvements.
  3. We have / do not have baselines for ________, _______, and _______ measurements from #2.
  4. It will take us ______ weeks come up with baseline measurements based on #2 and #3.
  5. Our hypothesis for success will be an increase of ______% for ______, ______% for ______, and ______% for ______ above our baseline numbers.

8. Intelligent Trials

In most cases many of the tools for your sales stack offer free trials. By all means take full advantage of them. In fact one of the smartest things to do is to assign certain tools or tool categories to your reps for testing. It’s a great way to get real feedback from the user. Additionally it gives all parties an opportunity for professional development.

As a manager it allows you to learn to delegate and accomplish more. As a rep it allows them to feel empowered and learn what it takes to be a manager. This fosters a stronger sense of teamwork, camaraderie, trust, transparency.

If you gone through your eight steps you are now able to make a smarter decision. You have data to support your decision and a plan in place to set you up for the best possible chances of success.

The post How to Choose the Right Tools for Your Sales Stack in 8 Simple Steps appeared first on OpenView Labs.

05 Oct 15:44

How to Get a LinkedIn Post to Go Viral [Podcast]

by Bernie Borges

Chris Beall, CEO at ConnectAndSell, is a 30-year veteran of the software industry with a background in sales. Aside from being a very cool name, ConnectAndSell is a groundbreaking service that delivers live business conversations to sales people at an astounding pace. Naturally, Chris uses their service to generate leads.

ConnectAndSell gets B2B sales people into a conversation with the people they need to talk to. Chris described it like this; you log in, push a button, and start talking to someone on your list in three to four minutes. The business thrives on the effectiveness of cold calling for its clients. Who knew? Cold calling still works.

Chris became a LinkedIn member around 2003, but he admits his skills with the platform are minimal. Recently he had a mind blowing experience on LinkedIn that opened his eyes to the potential of social selling. Although you don’t usually hear the words “viral” and “LinkedIn” in the same sentence, Chris posted an image with a comment and the post went viral on LinkedIn.

His post was a photo of a recent ConnectAndSell test drive that showed what Chris called typical results; a 2000% increase in dials, leads, etc. With the image, he posed the question, “If cold calling is dead, who got these results last Thursday?” The post caught viewers’ attention, and the likes and comments started rolling in.

In addition to those who agreed with the main point of his post, there was a group of people who had their feathers ruffled. Some influencers and senior executives were upset by Chris’ point that cold calling still works. Chris tactfully responded to the many comments with succinct, fact-based reasons and ended up seeing more engagement on his post.

The data Chris shared attracted high-quality inbound leads to the ConnectAndSell website and proved to Chris the merit of engaging on LinkedIn. He found an audience interested in cold calling through this experience. Even though he doesn’t know how to repeat it, Chris plans to continue to engage with his newly discovered audience, or as he called it the “calling majority” – be that online or on the phone. He wants to continue personal conversations with people, to learn his audience’s thoughts and opinions.

133_connectandsell_analytics

Chris pointed out that all marketing is a means to create a conversation. Content can create context for conversations through email, social, and the phone. But unlike email and social, the phone also provides tone of voice. By posting fact-based research Chris created a viral post on LinkedIn. His eyes were opened to the potential of social selling.

As you listen to this podcast, consider the research you have available that might be able to garner attention through your own LinkedIn post.

04 Oct 23:16

Federal carbon price plan sparks fears among five Canadian industries

by CB Staff

The national minimum price on carbon proposed by Prime Minister Justin Trudeau on Monday has sparked fears from several Canadian industries that their costs and product prices will rise and their ability to compete with international rivals will suffer.

The actual impact is unclear, they say, as implementation details are missing from the federal plan to impose a carbon price in provinces without one. The federal program would impose a minimum carbon price of $10 a tonne in 2018, rising by $10 per year until reaching $50 per tonne in 2022. The funds raised are to go back to the provinces but what happens then is also not known.

Here is how the new policy is expected to affect five industries in Canada.

Auto manufacturing

Truck and car plants don’t generate a lot of emissions, says Mark Nantais, president of the Canadian Vehicle Manufacturers’ Association, but some of their suppliers do and extra costs from a carbon tax would likely be passed along. That would hurt overall cost competitiveness with the United States and could lead to new or expansion plants — and associated jobs — landing there instead of in Canada. About 98 per cent of Canada’s car industry is in Ontario, a province that has signed on to a cap-and-trade system with Quebec and California. Nantais said he fears the federal carbon price as it grows will outstrip the real cost of carbon under the provincial cap-and-trade system and costs will rise.

Manufacturing/Exporting

Mathew Wilson, senior vice-president with the Canadian Manufacturers and Exporters, says his members most worry that new carbon prices will create a competitive edge for other jurisdictions that don’t play by the same rules. Members produce everything from steel to high-technology hardware. While their emissions vary enormously, all are expected to pay more for the energy and supplies they use due to carbon prices. He said his organization will be calling on the Trudeau government to ensure carbon pricing is not only revenue neutral, but that revenue from industry be returned to industry in a way that ensures it can still be competitive.

Fuel Refining

If implemented today, the federal carbon price would apply to refineries in Saskatchewan, New Brunswick and Newfoundland because those provinces don’t have an existing carbon price scheme, says Peter Boag, president of the Canadian Fuels Association. Refineries in British Columbia, Alberta, Ontario and Quebec either already pay or are set to pay carbon levies. He said so-called “carbon leakage” is a key concern for his members because if refinery costs rise, customers may turn to buying fuel from international suppliers. That could move economic benefits out of Canada but still allow emissions from across the border to enter the atmosphere.

Mining

A typical mine in Canada spends about 30 per cent of its budget on energy, ranging from diesel for trucks to electricity used to process base metals in a refinery, says Pierre Gratton, president and CEO of the Mining Association of Canada. He said the impact of the federal carbon price will vary across the country depending on energy source. For instance, miners in B.C. can often access emissions-free hydroelectric power, while those in northern Canada often must use fossil fuels. He said the association supports carbon pricing but wants to see a truly revenue neutral system, noting that B.C.’s carbon tax results in mining companies paying out more than they get back in reduced taxes.

Agriculture

The federal carbon price could increase costs for Canadian farmers who must burn fossil fuel to plant and harvest their crops, hurting international competitiveness, says Ron Bonnett, president of the Canadian Federation of Agriculture. He called on the government to consult with the industry before implementation in 2018. He added farmers could benefit from the policy if they are able to sell carbon credits from farming practices that sequester carbon or result in reductions in greenhouse gas emissions.

Follow @HealingSlowly on Twitter.

The post Federal carbon price plan sparks fears among five Canadian industries appeared first on Canadian Business - Your Source For Business News.

04 Oct 23:09

Trudeau replaces pipeline uncertainty with carbon price uncertainty

by Claudia Cattaneo

By announcing a hefty price on carbon, Prime Minister Justin Trudeau seems to be moving closer to finally approving an oil export pipeline.

But he is also creating a new problem: His targeted minimum price on carbon emissions is so high, how it will be implemented so unclear, he’s replacing pipeline uncertainty with carbon price uncertainty — hardly the recipe to restore investor confidence in beaten down Canadian oil and gas.

“We already have a highly uncertain policy environment in Canada now, here in Alberta especially with the NDP changes that have come so fast and furious it’s almost historically unrecognizable, and this is yet another dose of uncertainty in an uncertain investment climate,” said Kenneth Green, Calgary-based senior director of natural resource studies at the Fraser Institute.

Indeed, many will be wondering whether the $50 a tonne carbon price by 2022 announced by the Prime Minister Monday, which is sure to increase the cost of producing oil in Canada along with everything else in the economy, will erode the benefit of the bump in oil prices expected from increased pipeline capacity.

“Life just became more expensive in Canada, all businesses became more uncompetitive, and yet we have no accountability for the use of funds,” warned Jeff Tonken, president and CEO of Birchcliff Energy Ltd. “Eventually the economy will break.”

As details of the tax are sorted out, and legal and political battles fought, the smart money eager to capitalize on an oil price recover will continue to flow to the U.S., where pipelines are available, oil is being exported to world markets without impediments, oil resources are just as abundant, there is no national carbon tax — and none is on the horizon.

When all is said and done, Trudeau will either look brilliant for positioning Canada as a leader in low-carbon energy production, or naive for increasing Canada’s costs while others grab its market share.

But Trudeau believes “there is no hiding from climate change.” He said his government would impose a national price on carbon starting in 2018 at $10 a tonne, rising by $10 a year until it reaches $50 in 2022. He said provinces would keep the revenues under the new program.

The fast-approaching $50 a tonne target is more aggressive even than what Alberta’s money-grabbing NDP had in store, and there are no guarantees it won’t escalate further. Rachel Notley’s government will be charging $20 per tonne of carbon emissions on Jan. 1, rising to $30 a tonne in 2018. She has demanded federal approval of a pipeline to ease the economic pain of such an aggressive federal goal.

The national carbon price will hit fossil-fuel reliant economies, such as Alberta and Saskatchewan, the hardest.

Alberta’s oilsands industry, for one, is a big consumer of natural gas, and so are Albertans, who use a lot of natural gas for heating.

For sure, decisions to invest in new oil production will be more difficult, said Green.

“If you are looking at long term plays and your uncertainty level is high because of the (Alberta) climate leadership plan, and the 100 megatonne cap (on oilsands emissions), and all the other balls that are in the air that are generating a massive amount of uncertainty in the sector, the carbon tax is going to make it worse,” Green said.

Ottawa’s move is risky given the fragile state of Canada’s oil sector. According to an industry outlook by the Conference Board of Canada, it’s on track for another bleak year. After recording losses of $11 billion in 2015, the Conference Board expects Canada’s oil extraction industry to take a further $10 billion in losses this year. Economist Carlos Murillo predicted a return to black in the second half of 2017 as oil prices gradually recover.

Murillo agrees the carbon tax adds uncertainty to the economics of future energy projects, but noted many companies have supported carbon pricing.

Tim McMillan, president and CEO of the Canadian Association of Petroleum Producers, said that whether the oil and gas sector remains competitive depends on how the carbon tax is implemented.

In announcing the tax, Ottawa said it wants to help energy intensive industries remain competitive and to minimize carbon leakage, McMillan noted.

“We are working toward getting as much certainty as possible and certainty is important,” he said. “In many jurisdictions in Canada, we are working through climate plans and what implementation would look like and that is just the reality of the time we are in right now.”

In the past, the sector would have fought against such aggressive targets. But with some of Canada’s major oil companies getting behind Alberta’s climate agenda last year, or openly supporting carbon taxes, they’re in a weak position to push back.

Financial Post

ccattaneo@nationalpost.com

04 Oct 23:05

5 WAYS TO MAXIMIZE YOUR SALARY NEGOTIATION

by Jasmine Bosch
04 Oct 23:04

Best Practices: Gathering Customer and Prospect Data

by Vanessa Rombaut

Gathering Customer Data

Best practices: Gathering Prospect and Customer Data for your Marketing Campaigns

Gathering customer and prospect data is essential for sales and marketing teams alike. After all, the more we know about our customers, the better we are able to tailor to their needs, soothe their pain points and ultimately sell to them.

Before your customers are customers, they’re prospects. They don’t really know you, but they might be interested in what you’re offering.

Your job is to get to know them and in turn let them know you, to see if the relationship is going to be a good fit.

In this sense getting to know your prospects is no different than getting to know someone you’ve just met. You start off with general small talk, and as trust grows, more personal information is offered.

A report from Experian Data Quality found that “Understanding what consumers want through the data collected and knowing how to apply that data is what will differentiate laggards from leaders.”

So it’s wise to invest some time and effort in an on-going data collection campaign for your prospects and customers alike.

Techniques for Gathering Customer and Prospect Data

Building a robust customer database takes time and dedication. A majority of your database will consist of organically gleaned nuggets of information from phone calls or email opt-ins. However, if you want to use highly-personalized targeted marketing campaigns, or win customer loyalty, you will need more information beyond the standard Name and email address.

You need to create opportunities where your prospects and customers give you the information you require in a value exchange. While it seems like you’re giving something away for free, you’re actually obtaining information that can prove to be invaluable.

“For example, if you sell ski and snowboard equipment, valuable pieces of information include an individual’s sport preference, skill level, how often they ski or snowboard, preferred mountains/venues, brand preference for gear and if they have additional family members that join them on trips,” writes marketing veteran Ellen Valentine.

Industry professionals recommend sticking to a maximum of 6 questions then using multiple platforms to get the answers to these questions. Here are four suggested platforms for gathering prospect and customer data:

  1. Pop-ups

Give your website visitors an incentive, such as access to gated content or a free download ,so they will hand over their information. This is a great way to start gathering info on prospects so you can start nurturing them.

  1. Email Surveys

Surveys are a great way to gather more in-depth data on your customer base. You can fill the survey out any way you want, whether it’s blog topics your customers are interested in reading, to demographic information. Don’t expect an avalanche of information, but you’ll get some helpful responses.

  1. Train your reps

If you’ve got a physical point of sale such as a store or a call centre, train your employees to collect information that goes beyond zip code. You can also note their purchase history and incorporate this information for online experiences such as product suggestion emails.

  1. Progressive Profiling

You don’t have to hit your customers and prospects with a massive form to fill out from the get-go. Instead, ask them new questions every time they visit your website or landing pages.

“This makes it easier for a prospect to trust the company in small steps while the company continues to learn more about the prospect,” says Aaron Ross in his book “Predictive Revenue”.

If you’ve got content on offer that keeps them coming back for more, you will eventually gain a deeper insight into each persons’ interests and website behaviour without overwhelming them with too many questions at the beginning of the relationship.

Types of Customer and Prospect Data to Gather

Customer website behavior and activity

With systems out there Like HubSpot Marketing, that can track website activity, it is now possible to analyze customer website behaviour and gain deeper insight into their psyches.

It’s important to find out things like how long they stay on your site, what they’re clicking, what types of content they like to share, what downloads interest them, analyzing and finding insight within these customer activities leads to the holy grail of Big Data, needs anticipation.

Referral Source

Always find out how your customers discovered you. This gives you valuable information on which marketing channels are working.

Personal preferences from social media accounts

Want to be more informed on what your customers like? Stay in contact via social media, you’re more likely to get customer interaction that way. Also, many customers prefer to connect with you via social media channels – don’t ignore this. In fact, it’s a great way to deepen your company’s relationship with the customer while also gathering in-depth data about their tastes and preferences.

If you’re in real-estate and you’ve got a great lead, a quick look at your lead’s Facebook or Twitter account could tell you what their tastes are when it comes to housing. Do they seem to like opulence and prestige? Or is your lead a hip urban single looking for an easy to maintain condo?

Demographic Data

This information will allow you to deliver highly-personalized marketing campaigns to your customers. It’s invaluable in today’s world where every customer wants to feel known to their brands.

Gathering customer data does take time and effort, but the pay off is worth it once you’ve got those nuggets of gold.

Obviously, you’re going to need a place to store all of this wonderful data, and various apps to implement your marketing campaign.

If you’re not already working with a CRM, be sure to download our free ebook “Beginner’s Guide to CRM”.

Originally published at blog.piesync.com

04 Oct 23:03

The Mainstreaming of Augmented Reality: A Brief History

by Ana Javornik
oct16-04-156578191

The launch of Pokémon Go this summer was a huge success—both for the gaming industry and for Augmented Reality (AR). After launching in July 2016, the game hit its peak in August of almost 45 million users. Despite the fact that Niantic, the American software development company that developed Pokémon Go, has failed to maintain high levels of engagement on the game (its current user base is now 30 million users), the phenomenon demonstrated AR’s potential to be adopted by mainstream culture.

In a previous piece I discussed why some AR apps are destined to be forgotten as gimmicks, and what mistakes marketers should avoid when trying to deploy them. But it is just as important to ask: What has contributed to AR’s increasing success?

Aside from complex technological advances (e.g., mobile devices are now powerful enough to handle AR software and tracking systems), three other elements have enabled the mass adoption of AR apps: 1) meaningful content, 2) convincing and realistic interaction of the virtual with the physical environment, and 3) unique value that goes beyond what other technologies deliver.

Pokémon Go hits all of these targets, and it offers useful direction for designing future AR games. But it also has implications for areas outside of entertainment, such as marketing, fashion, tourism, and retail, where commercial AR apps have already been increasing in numbers and popularity. This growing presence of AR results from a long trajectory of development that has been full of hits and misses. Understanding this timeline is crucial, as it highlights the value that AR can offer in various contexts.

Phase 1: Attention-grabbing early efforts

The first AR technology was developed in 1968 at Harvard when computer scientist Ivan Sutherland (named the “father of computer graphics”) created an AR head-mounted display system. In the following decades, lab universities, companies,  and national agencies further advanced AR for wearables and digital displays. These early systems superimposed virtual information on the physical environment (e.g., overlaying a terrain with geolocal information), and allowed simulations that were used for aviation, military and industrial purposes.

The first commercial AR application appeared in 2008. It was developed for advertising purposes by German agencies in Munich. They designed a printed magazine ad of a model BMW Mini, which, when held in front of a computer’s camera, also appeared on the screen. Because the virtual model was connected to markers on the physical ad, a user was able to control the car on the screen and move it around to view different angles, simply by manipulating the piece of paper. The application was one of the first marketing campaigns that allowed interaction with a digital model in real time.

Other brands started adopting this idea of situating content on a screen and having consumers interact with it through physical tracking markers. We start seeing more advanced versions by brands such as National Geographic in 2011, which showed rare or extinct animal species as if they were walking through a shopping mall; Coca-Cola in 2013, which also simulated environmental problems, such as ice melting right beside you in a shopping mall; and Disney in 2011, which showed cartoon characters on a large screen in Times Square interacting with people on the street.

In each of these examples, the AR technology was used to engage customers at events or in public spaces. These types of displays aren’t always scalable, as they require considerable investment—but we still see them today. For instance, Skoda ran a campaign in 2015, placing an AR mirror in a Victoria railway station in London, so that people passing by could customize a car and then see themselves driving it on a large screen.

Phase 2: Trying on products at home

Simulating digital products, so that they interact with movements in the real world in real time (usually through paper printouts), was a popular approach to AR in the early 2010s, especially for watches and jewelry. This technology let people virtually “try on” a product. Even the Apple watch was available for a similar virtual try-on. However, the task of printing out and cutting a special paper model so that it could fit one’s finger or wrist has always been somewhat clunky, and it requires some effort from the consumer.

Much more successful apps are those that can offer a more seamless experience. Trying on products virtually, by instant face recognition, has been one of the most successful uses of AR in the commercial context so far, and make-up companies have been leading this use. Predecessors of this technology were websites that overlayed make-up on an uploaded photo or avatar. But AR mirrors, developed by agencies like Holition, ModiFace and Total Immersion, have allowed customers to overlay make-up on themselves in real-time. The technology behind this is highly sophisticated, as it requires adapting virtual make-up to an individual’s actual face. In order to create this personalization of virtual content—and make it seem real—the software uses 2D modeling technology and advanced face-tracking techniques. The effect delivers a highly perceived value: seeing one’s face augmented with make-up not only offers a more convenient and playful way to try it on, but also allows consumers to assess looks that they would not have been able to create themselves or to try on combinations that they would not have thought of. That can’t be delivered by simply uploading a photo to an app.

And this type of technology continues to advance. London-based AR agency Holition and agency Coty recently launched an AR app for the make-up company Rimmel, which lets a consumer scan the make-up of another person or an image and then immediately try that same look on his or her face. It takes the experience of look creation to a whole new level. Not surprisingly, the fashion industry has touted the technology, already picking up on its practicality, and consumer ratings for this type of AR apps keep increasing.

Phase 3: A broader range of uses

Aside from try-ons, a rich body of research also shows that AR can be incredibly valuable for exploring various cultural, historical, and geographic aspects of an environment. This type of app typically operates on the basis of a user pointing his mobile device towards an object or a site, in order to see superimposed content on the screen.

Apps developed for tourism purposes started appearing in the 2000s, but initially they were predominantly created in university labs. They’ve only started to become more widely used in recent years, thanks to technological advancement and a better understanding of the consumer experience. For example, the Museum of London has an app that shows you how the particular London street you’re standing in used to look in the past—you just have to point your phone camera at it for the augmented version to appear on your screen. Similarly, apps designed for museum contexts let visitors get more information about famous paintings by overlaying a description over it on smartphone screens in real time. Then there’s also Google Translate, an app that lets you instantly translate a text, whether it’s on a sign or elsewhere, into a language you can read. And Google Sky Map can help you identify stars and planets if you just point your phone camera view toward the sky.

Research I conducted with Professor Yvonne Rogers and Dr. Ana Moutinho from University College London and with the English National Opera, suggests that AR apps could offer innovative support to cultural institutions as well. We observed how opera singers and theatrical make-up artists would take to virtual try-on apps: the AR mirror assisted singers as they were getting into character and building their roles; and make-up artists used it as a helpful tool for developing the artistic looks for each character. Visitors also interacted with the mirror to see what they’d look like as one of the operatic characters.

Each of these examples demonstrate how AR has distinctly evolved to complement and transform the way users experience products and their surroundings. And it will continue to advance as people come to expect more from it. Recent research I conducted with Dr. Chris Brauer of Goldsmiths, University of London, explored how this new generation of digital technologies are changing consumer experiences. Wearables and the Internet of Things have made consumers expect highly customized solutions and instant access to detailed personal data. And AR is reinforcing consumers’ appetite for compelling and creative visualizations of content.

However, our research has also shown that despite the increased use of such technologies, consumers are not yearning for the robotic digitization of their everyday lives. Rather, they want technologies that weave themselves seamlessly into their activities. Consumers expect their digital experience to be more human and empathic, to be filled with emotional content, to surprise them with serendipitous occurrences, to allow for reciprocity and interactivity, and to offer the option of personalized adaptations. As designers and marketers continue to craft AR experiences, it will become crucial to acquire better understanding which areas of human lives can be visually enhanced.

04 Oct 23:03

Metrics Used by Email Marketers [#chartoftheday]

by Robert jones

What metrics are EMEA email marketers using to measure their campaign performance?

Following on from the  launch of the "Wowing with Contextual Email Marketing" - Email Personalisation report yesterday, I found it interesting how marketers measure the success of their email marketing activities. No matter what type of dynamic content, contextual personalization or segmentation used, the metrics used are largely the same.

q7

Most marketers use the basic metrics to measure success

  • 78% of marketers are using Open Rates and Click-Through Rate
  • 58% are using conversion rate
  • 1 in 3 are using "sales value per 1000 emails"
  • Every other metric is used by less than 29% of email marketers

For more insight into the state of email personalisation in 2016, download your free copy of the report from our partners MovableInk.

The report also includes:

  • Which campaign types drive the most revenue. Welcome series, birthday promotions…?
  • Which targeting is most commonly used? Behavioural? Demographic? Contextual?
  • What metrics are used to determine campaign success
  • And much more!

 

04 Oct 23:02

Marketing Automation Hacks

by Sydney Gordon

B2B marketers are always pressed for time. Marketers build strategies, run programs, manage technologies and teams, so how do we make the most of our time? The goal is to be as efficient as possible while still producing a quality product. Work smarter, not harder.

Marketing Automation Platforms (MAPs) are often referred to as the “Swiss Army Knife” of technology. They are such a powerful tool that there aren’t many things that a robust MAP can’t enable. Modern marketers use MAPs to help streamline processes, reduce errors during production and there are a million and one hacks to make the most of this technology.

Here are a few marketing automation hacks you need to try:

Tokens-
In Marketo, tokens are variables for dynamic content that create a shortcut to a specific value. Tokens can be set for programs, campaigns, leads, etc. If you have common elements across emails, tokens are a great way to not only reduce error but reduce time for editing. If you need to change the value of a token you can do so once, instead of having to manually edit every asset in the instance.

The first name greeting in your emails is a great example of how you can use a lead level token to populate personalized content. However, as a best practice, be sure to set a default value for your lead level tokens in case the lead doesn’t have a value for what your token is referencing.

A blog post by RevEngine states “When used properly, program tokens cut down the time marketing spends creating programs in half (or more).”

Cloning-
Cloning gives users the ability to replicate programs, assets, and lists identically. It reduces the amount of time it takes to build out a program or an email, simply by cloning an existing program or email with identical features. Just be sure to update the information relevant to the new program or asset.

Also as a best practice, be sure to confirm that what you are cloning from has passed through quality assurance tests and is free of errors. If not, you could be cloning multiple mistakes into new programs and assets, therefore creating more work for yourself versus saving time.

Snippets-
Snippets can be a time saver in the production process. Snippets are sections of reusable code and can be used in any editable region of an email or landing page. This is ideal for commonly used elements across multiple assets. Instead of writing new code for each element on each email or landing page, you can use a Snippet to automate the coding across multiple assets.

As Litmus states, “With the help of snippets, you can build emails more easily – and more quickly – than ever before. Spend less time building and troubleshooting emails, and more time creating better email experiences for your subscribers.”

If you are not already utilizing these marketing automation time-savers, you should be. There are numerous resources that can not only explain more in detail what Tokens, Cloning, and Snippets are, but they can teach you how to implement them in your instance. Get some time back in your work week by improving your production process and becoming more efficient with these marketing automation hacks and work smarter, not harder.

Author: Sydney Gordon @SydneyDGordon Marketing Automation Production Associate, ANNUITAS

 

The post Marketing Automation Hacks appeared first on Annuitas.

04 Oct 23:02

7 Habits That Will Boost Productivity at Work

by Caitlin Zucal

Being more productive isn’t rocket science; in most cases, it only takes a few small changes to our work habits. If you find yourself needing to boost productivity, but want to avoid working longer hours or packing more into your already-full calendar, take a step back and think about how you can work smarter, not harder.

Here are seven easy ways to make every day more productive:

1. Take 17-Minute Breaks

The Association for Psychological Science suggests that working in 90-minute intervals may be the prescription for maximizing productivity. Scientists monitored elite performers, including musicians, athletes, and chess players, and found that the best performers typically practice in uninterrupted sessions that last no more than 90 minutes.

For those of us not included in the elite cohort, the secret may be 52 minutes on, 17 minutes off. Research conducted by DeskTime, a productivity app that tracks employees’ computer usage, concluded that the highest-performing 10% of employees tend to work for 52 consecutive minutes followed by a 17-minute break. During those 17 minutes, employees left their computers to take a walk, exercise, or grab a cup of coffee. So, instead of chaining yourself to your desk (or working through lunch as so many of us often do), reward yourself with a break. You will probably feel more refreshed, focused, and productive.

2. Tackle Unresolved Issues

We all have tasks we wish we could magically cross off our to-do lists (e.g., writing the first draft of an upcoming press release or completing an expense report from a recent business trip). Instead of ignoring the tasks and adding extra stress to your life, psychologists suggest making a plan to address the issues. Set a recurring meeting everyday – maybe an hour in the morning or after lunch – to tackle unresolved issues. This will free up your intellectual and emotional resources while maximizing productivity.

3. Use Apps to Prevent Distractions

Are social media and email distracting you from completing your work? Over 100,000 people use Freedom, an Internet, social media, and app blocker, to improve focus, boost productivity, and prevent valuable time from becoming fragmented and lost. With Freedom, users can create block lists, add devices, and schedule sessions for specific amounts of time. The Google Chrome extension, StayFocused, also increases productivity by limiting the amount of time users can spend on certain websites.

4. Write a List of Daily Goals

With so much going on, it can be difficult to keep track of everything you need to do. To stay focused, create a list of daily goals and keep it somewhere visible on your desk. Not only will this keep you focused, it will allow you to prioritize your work. David Allen, author of Getting Things Done, explains that prioritization governs productivity. He suggests the 1-3-5 Rule. Assume that you can accomplish one big mission, three medium tasks, and five small things on any given day. Get those done the best you can. Then, at the end of each workday, make the next day’s 1-3-5. This will allow you to create a condensed list of priorities and stay on track.

5. Try a New Playlist

Is a noisy workplace affecting your productivity? Grab some headphones and turn up the music! Studies conducted by the University of Birmingham, England show music can help workers complete repetitive work – such as checking and responding to emails – much faster. Not sure which playlist will work best for you? Researchers at Rensselaer Polytechnic Institute suggest listening to nature sounds to enhance cognitive functioning, optimize concentration, and increase overall worker satisfaction. Not interested in the sounds of waterfalls or thunderstorms? One study by Canadian researchers found subjects performed better while listening to up-tempo beats, such as classical baroque music.

6. Catch Some ZZZ’s

Economists have realized a great night’s sleep is a critical part of the productivity equation. A study by two economists found that sleep has a definite effect on productivity, which in turn might affect worker wages. In fact, just one extra hour of sleep a week raised short-run wages by 1.5% and long-run wages by 4.9% as a result of raises and tips for higher productivity. For an employee earning $50,000 a year, that’s a bonus of $2,450 at the end of the year for sleeping an extra 12 minutes per work day.

7. Schedule Fewer Meetings

Meetings aren’t always time wasters; some solve problems, align teams, and spark innovation. However, meetings can take up 35% to 55% of your time without adding any value to your work day. Instead of scheduling unnecessary meetings, invest in tools like AnswerHub Knowledge-Driven Productivity (KDP) to allow your workers to capture and share knowledge, discuss new ideas, collaborate, and boost productivity without the need to sit in a conference room for an hour.

You don’t have to be superhuman to accomplish more each day. Start by mastering a few simple habits – such as getting a good night’s sleep or making a 1-3-5 list – and the increase in your productivity might surprise you!

04 Oct 22:56

Business Books to Watch in October

by News

In order of their release date, here are just some of the books being released in October that we're excited about.

Artificial Intelligence: What Everyone Needs to Know by Jerry Kaplan, Oxford University Press

Over the coming decades, Artificial Intelligence will profoundly impact the way we live, work, wage war, play, seek a mate, educate our young, and care for our elderly.

It is likely to greatly increase our aggregate wealth, but it will also upend our labor markets, reshuffle our social order, and strain our private and public institutions. Eventually it may alter how we see our place in the universe, as machines pursue goals independent of their creators and outperform us in domains previously believed to be the sole dominion of humans. Whether we regard them as conscious or unwitting, revere them as a new form of life or dismiss them as mere clever appliances, is beside the point. They are likely to play an increasingly critical and intimate role in many aspects of our lives.

The emergence of systems capable of independent reasoning and action raises serious questions about just whose interests they are permitted to serve, and what limits our society should place on their creation and use. Deep ethical questions that have bedeviled philosophers for ages will suddenly arrive on the steps of our courthouses. Can a machine be held accountable for its actions? Should intelligent systems enjoy independent rights and responsibilities, or are they simple property? Who should be held responsible when a self-driving car kills a pedestrian? Can your personal robot hold your place in line, or be compelled to testify against you? If it turns out to be possible to upload your mind into a machine, is that still you? The answers may surprise you.

Competing Against Luck: The Story of Innovation and Customer Choice by Clayton M. Christensen, Taddy Hall, Karen Dillon, and David S. Duncan, HarperBusiness

The foremost authority on innovation and growth presents a path-breaking book every company needs to transform innovation from a game of chance to one in which they develop products and services customers not only want to buy, but are willing to pay premium prices for.

How do companies know how to grow? How can they create products that they are sure customers want to buy? Can innovation be more than a game of hit and miss? Harvard Business School professor Clayton Christensen has the answer. A generation ago, Christensen revolutionized business with his groundbreaking theory of disruptive innovation. Now, he goes further, offering powerful new insights.

After years of research, Christensen has come to one critical conclusion: our long held maxim—that understanding the customer is the crux of innovation—is wrong. Customers don’t buy products or services; they “hire” them to do a job. Understanding customers does not drive innovation success, he argues. Understanding customer jobs does. The “Jobs to Be Done” approach can be seen in some of the world’s most respected companies and fast-growing startups, including Amazon, Intuit, Uber, Airbnb, and Chobani yogurt, to name just a few. But this book is not about celebrating these successes—it’s about predicting new ones. Christensen contends that by understanding what causes customers to “hire” a product or service, any business can improve its innovation track record, creating products that customers not only want to hire, but that they’ll pay premium prices to bring into their lives. Jobs theory offers new hope for growth to companies frustrated by their hit and miss efforts.

This book carefully lays down Christensen’s provocative framework, providing a comprehensive explanation of the theory and why it is predictive, how to use it in the real world—and, most importantly, how not to squander the insights it provides.

Messy: The Power of Disorder to Transform Our Lives by Tim Harford, Riverhead Books

From the award-winning columnist and author of the national bestseller The Undercover Economist comes a provocative big idea book about the genuine benefits of being messy: at home, at work, in the classroom, and beyond.

Messy: The Power of Disorder to Transform Our Lives celebrates the benefits that messiness has in our lives: why it’s important, why we resist it, and why we should embrace it instead. Using research from neuroscience, psychology, social science, as well as captivating examples of real people doing extraordinary things, Tim Harford explains that the human qualities we value—creativity, responsiveness, resilience—are integral to the disorder, confusion, and disarray that produce them.

From the music studio of Brian Eno to the Lincoln Memorial with Martin Luther King, Jr., from the board room to the classroom, messiness lies at the core of how we innovate, how we achieve, how we reach each other—in short, how we succeed.

In Messy, you’ll learn about the unexpected connections between creativity and mess; understand why unexpected changes of plans, unfamiliar people, and unforeseen events can help generate new ideas and opportunities as they make you anxious and angry; and come to appreciate that the human inclination for tidiness—in our personal and professional lives, online, even in children’s play—can mask deep and debilitating fragility that keep us from innovation.

Stimulating and readable as it points exciting ways forward, Messy is an insightful exploration of the real advantages of mess in our lives.

Rock Bottom to Rock Star: Lessons from the Business School of Hard Knocks by Ryan Blair, Portfolio

The New York Times bestselling author of Nothing to Lose, Everything to Gain shares the hard-won life lessons and counterintuitive advice they don’t teach you in business school.

If you’ve ever felt unsure of what to do with your life, Ryan Blair can relate. In his first book, Blair shared the brutally honest story of how he went from being an at-risk youth, sleeping on a mattress on the floor of a shack, to a self made multi-millionaire by his early twenties. As both the book and his story became a national sensation, Blair realized it was time to share a detailed road map on how you can reach financial freedom yourself.

Blair has battled extreme obstacles—growing fame, bad press, outrageous lawsuits, making and losing tens of millions of dollars (sometimes all in one day)—and still came out on top every time, and continued his mission to positively impact the lives of millions of people. Now he reveals how he did it; his personal formula for going from rock bottom to “rock star,” and being the absolute best at what you do.

If you’re serious about making the most of your life and you’re ready to become the “rock star next door,” instead of just looking up to them, this may be the most rewarding book you’ll ever read.

The Analytical Marketer: How to Transform Your Marketing Organization by Adele Sweetwood, Harvard Business Review Press

Analytics are driving big changes, not only in what marketing departments do but in how they are organized, staffed, led, and run.

Leaders are grappling with issues that range from building an analytically driven marketing organization and determining the kinds of structure and talent that are needed to leading interactions with IT, finance, and sales and creating a unified view of the customer. The Analytical Marketer provides critical insight into the changing marketing organization—digital, agile, and analytical—and the tools for reinventing it.

Written by the head of global marketing for SAS, The Analytical Marketer is based on the author’s firsthand experience of transforming a marketing organization from “art” to “art and science.” Challenged and inspired by their company’s own analytics products, the SAS marketing team was forced to rethink itself in order to take advantage of the new capabilities that those tools offer the modern marketer. Key marketers and managers at SAS tell their stories alongside the author’s candid lessons learned as she led the marketing organization’s transformation. With additional examples from other leading companies, this book is a practical guide and set of best practices for creating a new marketing culture that thrives on and adds value through data and analytics.

The Content Trap: A Strategist's Guide to Digital Change by Bharat Anand, Random House

From Harvard Business School Professor of Strategy Bharat Anand comes an incisive new approach to one of the key questions of our time: how to thrive rather than be destroyed by digital transformation.

Companies everywhere face two major challenges today: “getting noticed” and “getting paid.” To answer these questions, Bharat Anand examines a range of businesses around the world, from Chinese internet giant Tencent to Scandinavian digital trailblazer Schibsted, from The New York Times to The Economist, and from talent management to the future of education. Drawing on these stories, and on the latest research in economics, strategy, and marketing, this refreshingly engaging book reveals important lessons, smashes celebrated myths, and reorients strategy.

Companies that flourish today are finding that the connections they foster are more important than the content they create. Success comes not from making the “best” content, but from recognizing how content enables customers’ connectivity; it comes not from protecting the value of content at all costs, but from unearthing related opportunities close by; and it comes not from mimicking competitors’ best practices, but from seeing choices as part of a connected whole.

Digital change means everyone today can reach and interact with others directly—we are all in the content business. But that comes with risks; risks that Bharat Anand teaches us how to recognize and navigate. Filled with conversations with key players and in-depth dispatches from the frontlines of digital change, The Content Trap is an essential new playbook for navigating the turbulent waters we find ourselves in today.

Unsubscribe: How to Kill Email Anxiety, Avoid Distractions, and Get Real Work Done by Jocelyn K. Glei, PublicAffairs

A modern, no-nonsense guide to getting rid of email anxiety, reclaiming your productivity, and spending more time on the work that matters.

Let’s face it: Email is killing our productivity. The average person checks their email 11 times per hour, processes 122 messages a day, and spends 28 percent of their total workweek managing their inbox. What was once a powerful and essential tool for doing our daily work has become a near-constant source of frustration, anxiety, and distraction from our work.

In Unsubscribe, Jocelyn K. Glei will show you how to tame your inbox, reclaim your productivity, and rediscover your creativity with tips on how to:

  • Break free from email addiction by understanding the psychology of reciprocity, completion bias, and the asker’s advantage.
  • Learn how to email smarter, faster, and less by prioritizing based on what really matters—your goals, your agenda, your people.
  • Master the art of crafting emails that get people to pay attention, take action, and like you as a human!
  • Jumpstart your email messages with word-for-word scripts for everything from getting clients to pay you to negotiating fees to delivering criticism.
  • Develop daily routines and boundaries that minimize your time on email and free up your energy for more meaningful work.

With illustrations, activities, and checklists, Unsubscribe makes learning how to become a zen master of email simple and—dare we say—fun. Are you ready to unsubscribe from inbox overwhelm?

A Brief History of Entrepreneurship: The Pioneers, Profiteers, and Racketeers Who Shaped Our World by Joe Carlen, Columbia University Press

Through engaging vignettes, A Brief History of Entrepreneurship charts how the pursuit of profit by private individuals has been a prime mover in revolutionizing civilization. Entrepreneurs often butt up against processes, technologies, social conventions, and even laws. So, they circumvent, innovate, and violate to obtain what they want. This creative destruction has brought about overland and overseas trade, colonization, and a host of revolutionary technologies—from caffeinated beverages to the personal computer—that have transformed society.

Consulting rich archival sources, including some that have never before been translated, Carlen maps the course of human history through nine episodes in which entrepreneurship reshaped our world. In an engaging style highlighting the most colorful characters of each era, he discusses Mesopotamian merchants' creation of the urban market economy; Phoenician merchant-sailors intercontinental trade that came to connect Africa, Asia, and Europe; Chinese tea traders' invention of paper money; the colonization of the Americas; and the current "flattening" of the world's economic playing field. All of these are products of the entrepreneur's profit-driven quest. Yet the pursuit of profit hasn't always been positive. From slavery to organized crime, Carlen explores how entrepreneurship can sometimes work at the expense of others. Lastly, he discusses the new entrepreneurs who, through the nascent space tourism industry, are leading humanity to a multiplanetary future. By exploring all sides of this colorful and controversial legacy, Carlen brings much-needed detail to the role of entrepreneurship in shaping the course of history.

The Only Sales Guide You'll Ever Need by Anthony Iannarino, Portfolio

The most user-friendly and comprehensive guide to sales success since THE SALES BIBLE, from the rising star sales blogger, lecturer, and consultant.

Why is it that a small number of salespeople are hugely successful, while the rest struggle to win deals? It’s not because they sell more popular products or have less demanding clients. It’s because these top producers have the right mindset and skills to continuously deliver for their companies and their clients.

Anthony Iannarino built a formidable career in sales from the ground up, then began blogging, consulting, and lecturing to help others understand how to be successful in sales. He gathered everything he’s learned about the discipline of sales—from the impact of social selling to how to fill your sales pipeline—and distilled it into an accessible and clear handbook for salespeople.

Sales performance, in Iannarino’s experience, can be broken down into 19 distinct strategies, including:

  • Self-discipline: the most crucial element of sales success, and the most difficult. Create a discipline list of good daily practices that break down your ultimate goals into actionable steps, such as calling three prospective clients a day. Make your commitments public to hold yourself accountable.
  • Business acumen: It’s no longer enough to know your product well; salespeople need to understand the general business landscape and common business terminology. Most importantly, your clients are businesspeople. Sell to them by proving that you can think like a businessperson as well.
  • Closing: closing a sale isn’t just about the final commitment to buy. There are a series of smaller commitments required along the way. Make your prospective client commit to you by adding value through a deep understanding of their needs and a clear vision of their future.

Iannarino’s book is as useful for sales rookies who want to get their dream clients as it is for veterans who want to return to the basics to reach new heights. This is the definitive book on sales in the modern era.

The Man Who Knew: The Life and Times of Alan Greenspan by Sebastian Mallaby, Penguin Press

The definitive biography of the most important economic statesman of our time.

Sebastian Mallaby’s magisterial biography of Alan Greenspan, the product of over five years of research based on untrammeled access to his subject and his closest professional and personal intimates, brings into vivid focus the mysterious point where the government and the economy meet. To understand Greenspan’s story is to see the economic and political landscape of the last 30 years—and the presidency from Reagan to George W. Bush—in a whole new light. As the most influential economic statesman of his age, Greenspan spent a lifetime grappling with a momentous shift: the transformation of finance from the fixed and regulated system of the post-war era to the free-for-all of the past quarter century. The story of Greenspan is also the story of the making of modern finance, for good and for ill.

Greenspan’s life is a quintessential American success story: raised by a single mother in the Jewish émigré community of Washington Heights, he was a math prodigy who found a niche as a stats-crunching consultant teasing out patterns and trends from data sets. A master at explaining the economic weather to captains of industry, he translated that skill into advising Richard Nixon in his 1968 campaign. This led to a perch on the Council of Economic Advisers, from which the path to the Fed was relatively clear. A fire-breathing libertarian and disciple of Ayn Rand in his youth who once called the Fed’s creation a historic mistake, Mallaby shows how Greenspan governed as a pragmatist once in power. In his analysis, and in his core mission of keeping inflation in check, he was a maestro indeed, and hailed as such. At his retirement in 2006, he was lauded as the age’s necessary man, the veritable God in the machine, the global economy’s avatar. His memoirs sold for record sums to publishers around the world.

But then came 2008. Mallaby’s story lands with both feet on the great crash which did so much to damage Alan Greenspan’s reputation. Mallaby argues that the conventional wisdom is off base: Greenspan wasn’t a naïve ideologue who believed greater regulation was unnecessary. He had pressed for greater regulation of some key areas of finance over the years, and had gotten nowhere. He had grave doubts that government officials could assess risk any more wisely than private actors, and he failed to anticipate the magnitude of the danger, but to argue that he didn’t know is to miss the point. He knew more than almost anyone; the question is why he didn’t act, and whether anyone else could or would have. A close reading of Greenspan’s life provides fascinating answers to these questions, answers whose lessons we would do well to heed. Because perhaps Mallaby’s greatest lesson is that economic statesmanship, like political statesmanship, is the art of the possible. The Man Who Knew is a searching reckoning with what exactly comprised the art, and the possible, in the career of Alan Greenspan.

Let Me Out: Unlock Your Creative Mind and Bring Your Ideas to Life by Peter Himmelman, TarcherPerigee

A unique and inspiring guide to breaking free of fear and unlocking the mind’s potential in order to achieve personal and professional goals.

Award-winning musician turned communications expert Peter Himmelman’s lively, inspirational voice and unique techniques to harness fear and take the steps to make goals a reality will give readers the tools and confidence they need to stop listening to the negative thoughts holding them back and achieve success in their lives and careers.

Using science-based techniques plus methods designed to unlock creative potential (mined from his years as a successful musician) Himmelman shows readers how to open their minds and unite left AND right-brained thinking in order to take action through powerful and deceptively simple Brain Bottle Opener exercises that will enable them to:

  • Create more fearlessly, whether it’s an ad campaign, a song, or a new business
  • Communicate more effectively
  • Finish projects that have stayed in the “bits and pieces” phase forever
  • Make their ideas take shape in the real world

 

A Capitalist's Lament: How Wall Street Is Fleecing You and Ruining America by Leland Faust, Skyhorse Publishing

Leland Faust unmasks Wall Street’s unsavory tactics in powerful detail by giving readers a high-level view of how the financial services industry misleads them, overcharges them, and exposes them to needless risk. He documents the financial industry’s alluring come-ons, airbrushed risks, high-stakes gambling, half-truths, misleading statements, outlandish predictions, tricks to overcharge customers, bad deals, and outright fraud by the most prominent and renowned of Wall Street’s players.

A Capitalist's Lament is about what happens when financial firms and their employees forget whose interest they are supposed to protect. It shows how making foolish or wrong predictions is of no consequence to those who make them and how Wall Street luminaries with poor track records still garner celebrity status. Most of all, it spotlights how Wall Street manipulates the system and furthers its own interests at its customers’ expense and puts us all at great risk. Here is what you need to know to protect yourself from “business as usual” and get ahead—instead of getting taken.

The Human Way: The Ten Commandments for (Im)Perfect Leaders by Kelly Odell, LID Publishing

In this counter-intuitive book for managers, the author argues that no one is perfect and that success as a leader is not about being perfect and always doing the right thing; it is about accepting your own humanity and adopting a number of down-to-earth attitudes and values. That's when we achieve true (adequate) success. Through ten commandments—starting with "Be humble-as a manager, you are also an employee"—management expert Kelly Odell provides a new perspective on how we should behave as managers in this age of differing cultures and values.

How we think about people, motivation, power and relationships is the foundation for successful management. Odell argues that too much emphasis is placed on the leader setting a good example and becoming a (heroic) role model, when in fact a leader whose priority is on other people is more likely to create value for their company and succeed as a manager.

Earning It: Hard-Won Lessons from Trailblazing Women at the Top of the Business World by Joann S. Lublin, HarperBusiness

More than fifty trailblazing executive women who broke the corporate glass ceiling offer inspiring and surprising insights and lessons in this essential, in-the-trenches career guide from Joann S. Lublin, a Pulitzer-Prize winning journalist and management news editor for The Wall Street Journal.

Among the first female reporters at The Wall Street Journal, Joann S. Lublin faced a number of uphill battles in her career. She became deputy bureau chief of the Journal’s important London bureau, its first run by women. Now, she and dozens of other women who successfully navigated the corporate battlefield share valuable leadership lessons.

Lublin combines her fascinating story with tales from more than fifty women who reached the highest rungs of the corporate ladder—most of whom became chief executives—in industries as diverse as retailing, manufacturing, finance, high technology, publishing, advertising, automobiles, and pharmaceuticals. Leaders like Carly Fiorina, former CEO of Hewlett-Packard, as well as Mary Barra, CEO of General Motors, and Brenda Barnes, former CEO of Sara Lee, were the first women to run their huge employer. Earning It reveals obstacles such women faced as they fought to make their mark, choices they made, and battles they won—and lost.

Lublin chronicles the major milestones and dilemmas of the work world unique to women, providing candid advice and practical inspiration for women of all ages and at all stages of their career. The extraordinary women we meet in the pages of Earning It and the hard-won lessons they share provide a compelling career compass that will help all women reach their highest potential—without losing a meaningful personal life.

The Attention Merchants: The Epic Scramble to Get Inside Our Heads by Tim Wu, Knopf

From Tim Wu, author of the award-winning The Master Switch and who coined the phrase “net neutrality”—a revelatory look at the rise of “attention harvesting,” and its transformative effect on our society and our selves.

Attention merchant: an industrial-scale harvester of human attention. A firm whose business model is the mass capture of attention for resale to advertisers.

In nearly every moment of our waking lives, we face a barrage of advertising enticements, branding efforts, sponsored social media, commercials and other efforts to harvest our attention. Over the last century, few times or spaces have remained uncultivated by the “attention merchants,” contributing to the distracted, unfocused tenor of our times. Tim Wu argues that this is not simply the byproduct of recent inventions but the end result of more than a century’s growth and expansion in the industries that feed on human attention. From the pre-Madison Avenue birth of advertising to TV’s golden age to our present age of radically individualized choices, the business model of “attention merchants” has always been the same. He describes the revolts that have risen against these relentless attempts to influence our consumption, from the remote control to FDA regulations to Apple’s ad-blocking OS. But he makes clear that attention merchants grow ever-new heads, and their means of harvesting our attention have given rise to the defining industries of our time, changing our nature—cognitive, social, and otherwise—in ways unimaginable even a generation ago.

People First Leadership: How the Best Leaders Use Culture and Emotion to Drive Unprecedented Results by Eduardo P. Braun, McGraw-Hill

The book that redefines leadership for our time—inspired by personal interviews with Jack Welch, Bill Clinton, George Lucas, Madeleine Albright, Pope Francis, and others.

In this life-changing book, former Director of the World Business Forum, Eduardo Braun, introduces a new vision of leadership—someone who puts people, cultures, and emotions first. Through thousands of hours of conversations with world-class leaders, Braun has identified 5 Key Roles any person can adopt to not only fire people up for success, but change the world for good, thus becoming a true leader.

With this refreshingly human approach, readers will find it easy to integrate the 5 traits into their roles as leaders. They’ll hear intimate stories and practical life lessons from CEOs like Jack Welch and Tony Hsieh, who trusted their instincts, followed their passions, and shared their visions with others. Best of all, they’ll learn how to make stronger connections that get better results—and discover a truer, deeper meaning of success.

Braun shares insights and anecdotes from his famous encounters with world leaders in business, politics, charity, and the arts, and a new leadership model for the 21st century: socially aware, culturally sensitive, emotionally intelligent, and successful. Everyone can learn to the importance that emotion plays in being an impactful leader.

04 Oct 22:53

Simple Tactics to Increase Your Social Media Shares

by Dhariana Lozano

DhariLo Social Media Marketing Tip 125 - Simple Tactics to Increase Social Media Shares

Part of building up your audience is getting people to engage with and share your content. This means spending time creating content that resonates with your network and entices them to share. In this post I’ll go over some simple tactics to help you increase your social media shares.

12 Simple Tactics to Increase Your Social Media Shares

1. Share Content More than Once

One of the best ways to get more content shares is to share the content more than once. Use a different photo, and change the caption up but lead to the same article. Getting in the habit of sharing content more than once also lets you get to know what kind of images, messaging and hashtags work with your audience, and can help determine when your audience is the most active.

2. Create Content that Adds Value to Your Customer

People won’t care to share things that don’t add value to their life. This can mean informing them about unexpected ways to use your product, or just giving them a beautiful photo to look at. This means figuring out what matters to your audience, from what activities their involved in to what they do in their spare time.

3. Create “Snackable” Content

Snackable content is content created around sharing information in a quick and easily digestible form. This makes it ideal for sharing a lot of information in a small amount of room. Snackable content includes quotes, infographics, and stats. Get creative in the way the information is presented. To learn more about snackable content read: How to Create Snackable Content

4. Share Posts When Followers are Active

Figuring out when your followers are online and active is essential to getting the most impact out of each of social media post. Use in network analytics tools (like the new Twitter Dashboard) to help you determine which time your audience is on. You can also use third party tools to calculate when your audience is on.

5. Provide Context in Headlines/Messaging

Your headline can make or break your readers’ choice to click through to your article or blog post. Make sure headlines and messaging offer context into what the reader will get out of the content. Use action and descriptive words to entice readers to interact with you. Never exaggerate the benefits of your post, or be misleading – that will only hurt you as readers will not trust your content anymore.

6. Make Social Media Share Buttons Easy to Find

Your follow and share buttons should be easily found on your site. Popular places for these buttons are website headers, footers, or in sidebars. Your post itself should include social media sharing buttons. Another thing to remember is to clearly mark which buttons do what on your site. Confusion on which buttons do what won’t encourage people to share.

7. Add Sharing Buttons and Light Boxes to Your Website Articles and Posts.

I use AddThis.com for the floating share bar you see on my blog. SumoMe also provides a slew of tools to make your website social media friendly.

8. Pre-Populate Share Messaging

The less work your readers and sharers have to do the better! Some social media share services will allow you to populate your own messaging and hashtags into shares. If your service does not allow you to adjust captions make sure you adjust elements appropriately to pull your post title and tag your handle. Don’t forget the same goes for emails and newsletters as well.

9. Photos Matter

Try to include a good image in your post. Some sites, like Pinterest or Facebook will pull the post’s featured image – and including images increases shares. Here are a few ways to create visual content on the go. If you are using a photo to promote your content make sure the photo is sized correctly for the specific network you’re sharing it on.

10. Try “Click to Tweet” Options

Click to Tweet lets you choose parts of your post that your reader can simply click on to tweet. I love this option because it allows you to pull snippets from text and is easy for the reader to use. I use a plugin, but if your site isn’t on WordPress you can try ClickToTweet.com or run Google search for click to tweet services.

11. Use Calls to Action

Take it back to old fashioned called to action. Ask your audience (nicely) to share your post if they’ve enjoyed it. Include this messaging in landing pages.

12. Share Lifestyle and Related Content from Other Sources

Customers don’t necessarily always want to hear about you. Break up posts with shares from related brands or lifestyle content. Even if a piece of content that isn’t yours gets a slew of shares, this still brings visibility to your account. Lifestyle content can include quotes, industry stats, or images and videos that relate to your target audience. These types of images tend to get re-shared and interacted with more often that other more brand related material. Not sure what lifestyle content is? Read up and get some lifestyle content ideas here.

BONUS:

Get an initial boost from friends, family and employees.

Increasing social media shares on your website, posts or campaign requires well thought out (preferably brand related) content that adds value, messages that entices sharing, and making these pieces easy to share. I know, easier said than done – but well worth the effort when you see the shares start coming in. Have a question? Leave it in a comment below.

This article was originally posted here.

04 Oct 22:53

How to Recognize a Great Client

As helpful as school can be, there are many topics design programs fail to breach—particularly in the realm of operating within the professional sectors of the design world. 

On our discussion boards, Core77 moderator Mr-914 recently brought up an apt point about a subject no design student would predict they need to know in their future. Mr-914 writes:

"Louis Sullivan said, "Great architecture requires great clients" or something close to that. This weekend, I was thinking about this in a moment of design rage and it dawned on me. I've never had a class, seen a lecture or read an article on how to get or even recognize great clients. I was hoping the collective C77 board intelligence could help me out. Any clues? 
One example I have is an architect once told me about when his office got successful enough to start turning clients away. He had a client that just kept insisting for bad design in their million dollar house project and after 2-3 meetings the architect told them he wasn't their man.
The problem with that is that it depends on judgement based on hundreds of client meetings. Even then, he had to burn 8-12 hours on preparation and meetings just to turn the job down. Are their signs we can depend on earlier?" 

Here are some words of advice from our fellow discussion board members that may be helpful to any freelancers or agencies in this predicament:

If the brief is vague, stay away

"The clarity of [the potential client's] brief can be taken under consideration. The more vague, the more I'd stay away. But I have never seen a design firm at 100% capacity. And instead of turning away customers, they will add capacity before they hit critical mass. Maybe it's different for the architecture folks, but those guys take themselves way too seriously." - iab

Beware the "Inventor" 

"The greater the instance on an NDA, the greater likelihood the idea is crap and not worth it. I've had billion dollar brands work with me with no NDA (obv. they have big lawyers) and 'inventors' want a 10 page NDA and more signed." - rkuchinsky

"Sometimes your gut reaction is the best indicator. I took a lot of jobs and would argue that most of them were with terrible clients. 'Inventor' types who watched shark tank too much and insisted because they had already spent money on patents that their ideas would be worth millions, and were not open to any changes or improvements. Just wanted somebody to 'CAD it up' or 'make it look prettier'...Ultimately you will need to spend some time with them to get a sense of their level of arrogance and demands, and even then until you actually start negotiating a real statement of work the craziness might not come out. The best thing you can do is plan deliverables and payments in a way that minimizes your risk, and gives you an exit strategy if you need to jump ship." - Cyberdemon

Good clients are knowledgable about NPD...

"You either know the NPD [New Product Development] process or you don't. Bad clients will tend to be the ones who don't know and will say 'I need to launch.' Good clients will know the process and be specific about where they are in the process and what they need at that time. 'We see this opportunity and need to to run some ideas by our customers.'"- iab

...But listen to your gut—you shouldn't necessarily rule the others out

"Gut feel has a lot to do with it. I actually work a lot with startups, new brands and people not experienced in the process. It's given me a different attitude to client and process management. They hire me because I do what I do, and they can see the value in it." — rkuchinsky

Basic "dos" and "donts"

"I don't take projects where I think I can do great design, but will ultimately sit on shelf because the client has no money for development or getting to market.
I don't take projects where I know I will be not seeing eye to eye on the process or design.
I don't take projects where my value is not recognized by the client, regardless of if they pay me what I'm looking for.
I don't take projects where I think the idea is stupid and even if they can get to market.
I don't take projects if they don't need me, or need so much more than me that I wouldn't make a difference to the end result.
I don't take projects if I can't get paid.
I don't take projects only for the money no matter how much, if that's the only thing going for it.

.....

I do take projects I think I can do good work on.
I do take projects that I think are a good idea by a good person I can work with.
I do take projects that challenge me and provide me with an opportunity to do something new or get involved in a different area or skill." — rkuchinsky

Share your thoughts—do you agree with these tips? Have any advice of your own? Client horror stories? Contribute to the discussion in the comment feed below, or chime in on our original discussion board post
04 Oct 22:51

How to Generate Relevant Messages and Content for Account Based Marketing

by Jon Miller

Account Based Marketing (ABM) has the most mojo in marketing right now. It’s an evolving practice that will progress differently in different organizations, but when you look at the most successful ABM practitioners, a pattern emerges. Most ABM journeys follow a familiar, six-step process:

  1. Select accounts
  2. Discover contacts and map to your accounts
  3. Develop account insights
  4. Generate account-relevant messages and content
  5. Deliver account-specific interactions
  6. Orchestrate account-focused plays

I’ve written an entire eBook around this process: The Clear and Complete Guide to Account Based Marketing, but in this post I want to focus on generating account-relevant messages and content. We start off with how to use insight to fuel your ABM efforts, follow that up with how to nail personalization, and end with examples you can use immediately. You can find some good posts about the other steps, but I think generating account-relevant messages and content is one of the more exciting pieces of the ABM puzzle.

Before we dive into messaging and content, we first have to develop account insights. The power of ABM comes from personalization—without it, you’re contributing to the generic marketing spam that plagues everyone’s inboxes.

The 5 Types of Account Insights for Effective ABM

In order to generate personalized messages relevant to your target, you need to know as much as you can about them, otherwise they’re going to tune out, opt out, or toss out.

Here are five types of insight to look for at each target account.

  1. The target account’s market—The market dynamics, news, trends, growth drivers and inhibitors, M&A activity, and so on.
  2. The target company—Their stated strategy, strengths, weaknesses, opportunities and threats; competitors (and which similar companies use your solution already); their organization chart and unique buying centers; which buying centers own your products, which own competitors’ and which are open (whitespace analysis); any recent sales triggers (new funding, new hires, etc.); their culture and values.
  3. The target personas—The agenda of each member of the buying team; their priorities, prejudices, preferences, styles, tactics; where they’ve worked in the past (and what systems that company used).
  4. The relationships inside the account—How each key contact relates to the other members of the team; who reports to whom; who holds budgets; who are the influencers, blockers, mobilizers, enablers etc.
  5. Your connections to the account—Your existing connections to the key contacts; previous deals; customer service experiences; your experience with their close competitors; LinkedIn connections to people you know; university or past company ties.

If you’re able to uncover insight at each level, this translates directly into relevance and personalized content, which drives engagement, and ultimately, closed deals.

Creating the Right Content From Your Insights

The insights you generate are only an asset if you use them—in every sales interaction and in all of the messages, offers, and content you send to the buying team in each account.

The idea is simple: every sales process is the sum of its engagements. Dial up the relevance and resonance of your interactions and content and you increase the quantity and quality of your engagements.

Every kind of content you’d use in a normal sales and marketing process is effective in an account based marketing program—as long as it’s targeted and relevant—including emails, eBooks, webinars, white papers, web pages, blog posts, SlideShares, videos, infographics, podcasts, social media posts, interactive content, surveys, quizzes and graders.

The key is to focus on tactics and formats your audience engages with. Some personas read eBooks widely, others don’t. Some will happily watch half-hour videos; others won’t even watch a one-minute video.

Information Technology Services Marketing Association (ITSMA) research shows 75 percent of executives will read unsolicited marketing materials containing ideas that might be relevant to their business. Would you read unsolicited marketing materials containing ideas that might be relevant to your business such as success stories, research reports, or webinar invitations? Would you pay attention to these marketing materials even if they were from solution providers you had not previously done business with?

Every piece of content does not have to be specifically created for a target account—that approach doesn’t scale. Instead, think about a balanced mix of content, with each piece falling somewhere on the content personalization spectrum:

Content personalization spectrum for account based marketing

Simple Personalization Versus Super-Personalization

Simple Personalization

You can turn a relevant but broad piece of content into a super-relevant piece with some simple tweaks, including:

  • A targeted title or subtitle
  • Imagery that reflects the target industry
  • Case studies from the target market
  • Tweaking the introduction and conclusion
  • A targeted landing page and email

This allows you to scale up your content personalization efforts without breaking the bank.

“Persona plus Industry is where the magic happens. That’s powerful targeting.”

  • Johan Sundstrand, Freya News

Super-personalization

Content prepared ‘just for you’ can be the most compelling of all. Consider using your company’s unique expertise, resources, or assets to produce a special report specifically on the target account and its key challenges. Email and direct mail done right can be a great channel for highly personalized plays.

For example, OpenDNS created a custom visualization of the network for each target account and used it in their campaign. And a network security company would get meetings by scanning a client’s network, finding vulnerabilities, highlighting some of them, and asking for a meeting to go over the rest. Other vendors make highly personalized ‘Annual Reports’ for each major account (especially powerful for existing customers).

While these may be labor-intensive exercises, there are automated approaches. For years HubSpot’s ‘Website Grader’ was a top-performing content asset that auto-generated a report from the target’s website URL.

Start Using Content in Your Account Based Marketing Program Today

At TrackMaven’s Spark Roadshow stop in San Francisco, Dayna Rothman, VP of Marketing at EverString, gave some great examples of how to use content in account based marketing. Once you’ve gained insights into the account, try something like this:

  • For highly customized content, use a platform like Vidyard for delivering a video experience to target accounts. Vidyard allows you to sync with your marketing automation platform and CRM system, allowing you to keep tabs of who is watching.
  • Create a customized cover to an existing eBook or whitepaper with your account’s logo on it. You can even tweak the content, such as the introduction, to show something unique to the target account. We all get excited when we receive something personal, which makes us read it. Sometimes, we even end up keeping it.
  • For top Tier 1 accounts, you can go even further by producing a webinar for just one account. Make this unique content around a challenge specific to the target account while positioning your company as the experts.

One of the keys to creating content that drives your ABM program is the need for content for each buyer persona and at every stage of the funnel. Remember, taking an account based approach means quality over quantity. It has to deliver value for the prospect and keep them moving down the buying process.

But wait, there’s more! Not only do you have to create content for each stage of the funnel and for each buyer persona, you also have to diversify your channels. Channel diversification is a critical factor for account based marketing success. What does this mean? Don’t use just one channel—a single piece of relevant content isn’t enough. One eBook and a Vidyard video isn’t enough either.

Here are some ideas to help you diversify your channels. They don’t all have to be highly personalized and customized, but they all have to be relevant and valuable:

  • Social media: Follow your target accounts on Twitter, comment on their blog posts, sign up for their newsletter, join the LinkedIn communities their influencers are a part of, and so on.
  • Micro-ad targeting: Using a platform like AdRoll allows you to pull in segments from your CRM or marketing automation and launch campaigns against those specific segments. You can also use ad targeting on social media to accomplish the same thing.
  • Earned media: Hire a research firm or pull together a research report on an important matter to your target account. Better yet, include them in your research. These reports are a great way to get press, and now you’ve gained free press for your target accounts (as long as you show them in a positive light).
  • Owned media: If you have a podcast, webinar, or interview series, invite a key influencer to be an expert guest. This is a great tactic for initially breaking into an account and building rapport quickly. Another approach to owned media is to create specific landing pages that talk their language.

As you can see, there are countless ideas for how you can leverage content to fuel your account based marketing program. But this is just the tip of the iceberg. There’s a lot more that goes into successfully deploying a successful ABM program. We cover that and a whole lot more in our upcoming webinar: How Content Marketing Fuels Account Based Everything.

04 Oct 22:51

Bridging the Sales Performance Gap

by Bob Apollo

Crossing_the_Chasm_Pic_Trimmed.jpg

In the majority of sales organisations, a high percentage of sales revenue is generated by the same minority of top sales performers, quarter after quarter. According to research published by the CEB in “The Challenger Sale”, this performance gap between top sales people and the rest is amplified in complex, high value sales environments.

They found that in a transactional selling environment, the performance gap between average and star performers was 59 percent – but in complex sales environments the gap was almost 200 percent – more than three times as wide. It’s clear that even a modest narrowing of this gap could drive a dramatic improvement in revenue.

The natural response from many sales leaders who are faced with this situation is to resolve to hire smarter next time, or to invest in sales training – but neither strategy seems to have a particularly good track record. When it comes to recruitment, it seems that there simply aren’t enough natural high performers to go around…

And when it comes to sales training, there’s abundant evidence – much of it from the training providers themselves – that simply putting sales people through an occasional series of training courses does little to drive sustained performance improvement.

In the post-startup, pre-corporate, growth-phase companies with whom I largely work, my observations suggest that the only lastingly effective way of bridging this sales performance gap is through a programmatic approach that engages every member of the sales team in the quest for continuous improvement.

There are two particularly important contributor groups: the first group are our current top performers; through a combination of interview and observation we need to understand what they know and do at each stage in the sales cycle, and encapsulate this learning in defined yet adaptable sales processes that serve to guide the actions of every member of the organisation.

The other critical constituency are our first-line sales managers: if they haven’t bought-in to the concepts, and if we haven’t prepared them to coach and mentor their teams, all the evidence suggests that our chances of executing a successful change programme are slim-to-none.

I’ve come to believe that the key to success lies in getting the whole sales organisation to feel a sense of collective ownership of the performance improvement programme. They need to be actively engaged in helping us establish what good currently looks like – and what great could look like if we could only get everyone pulling together.

Some find this hard to reconcile with the traditional view of the independently minded top sales performer whose overarching goal is to achieve their number and maximise their commissions, without much concern or regard for how their colleagues are doing.

But I think many sales leaders have already recognised that this is an ineffective and unsustainable model. The rate at which sales people and teams need to learn and adapt to an every more demanding customer base means that collective learning and sharing of best practices has become an essential foundation for top performance – and something that even the “lone wolves”, no matter how successful they might have been in the past, can afford to ignore.

If it is to have maximum impact, this team effort needs to embrace more than just the sales organisation: In many of today’s fastest growing companies, marketing’s role has evolved far beyond branding, demand generation and brochures to a genuine partnership with sales in which an increasing amount of their effort is directed to not just finding opportunities, but providing the sales organisations with the tools to progressively qualify and close them.

If you’re serious (and why wouldn’t you be?) about bridging the sales performance gap, I suggest you start by understanding the common characteristics of your top performers, analysing what they know and do at each stage in a successful sales campaign, and working out how to guide the remainder of your sales team to replicate these winning habits. You can then encapsulate this information in your defined sales process.

04 Oct 22:49

22 Sales Email Mistakes New Reps Make In Their First 100 Days

by afrost@hubspot.com (Aja Frost)

Writing good sales emails is an art and a science, and good salespeople know how to write professional and personalized messages to prospects. No matter the tone or writing style you choose, your communication should be free of common sales email mistakes.

New sales reps have the opportunity to show their credibility in their sales emails. So as you begin your role, you should learn the best ways to communicate — and how you shouldn't. In this post, we'll share the biggest email mistakes that salespeople make so you can avoid them.

Download Now: 25 Sales Email Templates  [Free Access]

Email Mistakes at Work

1. Sending too many emails.

Brand-new reps often assume sales is a numbers game. To meet their quota, some will make the mistake of emailing as many prospects per day as possible.

But as seasoned salespeople know, the spray-and-pray approach doesn’t work. It prioritizes quantity over quality, so reps aren’t dedicating time to research buyers and personalize outreach. As a result, many won’t be a good fit.

Those who are probably won’t respond, as people are rarely compelled to answer non-personalized, generic messages. As a result, you might create a bad name for yourself and your company.

Pro Tip: Rather than sending out mass emails, focus on learning your organization’s buyer personas, conducting effective research, improving your prospecting skills, and writing personalized messages.

2. Waiting too long to email prospects back.

Some reps struggle with the opposite problem: Spending too long on every message. One new SDR recently told me she spends roughly 30 minutes researching each prospect before she emails them.

This level of preparation might be necessary for industries with limited numbers of buyers. However, most reps who spend this long on each email won’t hit the required activity level to meet their quota.

Strike a balance between too much research and needing more. At a minimum, you should look up the company’s recent announcements, browse its website, and check out the prospect’s social media profiles. However, you shouldn’t dive deep into your prospect’s blog or Twitter archives. If the relationship moves forward, you can do more homework — otherwise, it's not an efficient use of time.

3. Giving up after one or two emails.

Salespeople who have been around the block recognize the importance of following up. After all, 80% of sales require five touches to close — so if you don’t succeed at first, you should try, try again. However, 44% of salespeople give up after a single follow-up. New reps are likely to be in this camp. Silence from a prospect can feel like rejection if you don’t have much experience.

Once salespeople understand the difference between pushy and pleasantly persistent, they’re less likely to let a few unanswered emails stop them.

4. Emailing the wrong person.

You'd be surprised how many salespeople struggle with this mistake. Tessian research found that 40% of employees have emailed the wrong person. In that same study, almost 29% said their business lost a client or customer because of the error.

Double-check your tagged recipients before emailing your customers — especially if you're about to share confidential information.

5. Misspelling your prospect’s name or company.

Maybe you were tired when you sent the email. Maybe your eyes were blurry from staring at the screen for too long. Guess what? Your prospect won’t appreciate it. They’ll think you haven’t researched or aren't prioritizing their account. None of the above bode well for your ability to make the sale.

6. Misspelling your own company’s name.

Does this one even need an explanation? You're supposed to be the expert on your company and its product or service. Don't misspell the company's name.

7. Mistyping your phone number.

This is a mistake many salespeople learn about the hard way. If your email signature contains your mistyped phone number, that can be a big roadblock. A customer would have every right to be frustrated and wonder why you aren't picking up — or worse, disconnected.

If you’re going to provide a way for your prospects to get in touch, make sure it’s correct. If they take the initiative to call you, ensure it’s not wasting their time.

8. Miscommunicating the date.

Scheduling a meeting over email is supposed to be a reliable way to organize meetings with your prospect. If you ask them to meet on “Thursday, November 16th” when November 16th is actually a Wednesday, it creates confusion and necessitates an additional email to correct the mistake.

Pro Tip: Ensure you reference a calendar when including dates in your emails, or just share the invite via Google Calendar.

9. Having a cluttered email signature.

Simple, well-designed email signatures are few and far between, and they’re even rarer among new salespeople. One of the biggest mistakes new reps commit with their email signatures is choosing an obnoxious font, color scheme, image, or quote.

Pro Tip: Focus on the content of your email signature. And I get it — it's tempting to want to lean into a creative design. Still, you need a clean, professional email signature with critical information, such as:

  • Cell phone number
  • Links to social media profiles
  • Region (if relevant)

Email Mistakes to Avoid

10. Writing out your entire sales pitch.

Crafting engaging, concise emails is an art even experienced reps struggle to master, so it’s not surprising new salespeople often struggle with it. Many fall into the trap of describing their product’s bells and whistles rather than focusing on their prospect’s challenges and objectives.

Buyers don’t typically respond well to sales pitches from strangers. You need to learn to write messages that speak to your prospect’s point of view to get responses.

11. Writing like a robot.

Novice reps often assume using five-dollar words and a formal tone will make them seem more intelligent and credible. But usually, this strategy makes salespeople sound stiff and unnatural, which doesn’t help them demonstrate their personality or put their prospects at ease. In addition, a study from Princeton University found that people who use overly complex words appear less intelligent.

Pro Tip: Be mindful of the industry your prospect works within. Unless they're in a conservative or traditional industry, you should try to sound more business casual. You want to show buyers that there’s an actual person on the other end.

12. Misspelling words.

According to Grammarly Business, 93% of business leaders acknowledge that effective communication is the backbone of business, yet ineffective communication costs businesses up to $1.2 trillion annually. Misspelled words are among people's most common email mistakes, and they can lead to misunderstandings.

Pro Tip: Use a tool that checks your spelling as you type to catch your errors without slowing down. Salespeople don't have all the time in the world to proofread, so you might as well use a free tool to help.

13. Misusing “your” and “you’re” in sentences.

Successful salespeople are intelligent, and an error like misusing homophones could leave a different message. It’s easy to slip up, but asking your prospect, “Do you have any time on you’re calendar to chat tomorrow?” can make you seem unprofessional.

Similarly, you should know the difference between “there,” “their,” and “they’re.” Writing "There excited about the new product," or "Their is no update yet" is another common grammar mistake that makes it harder for you to be taken seriously.

Misusing “its” and “it’s” is another commonly confused homophone. One's a possessive adjective, and the other is a contraction. Make sure to get it right before pressing send.

14. Repeating words.

Repeating words is another mistake that many salespeople overlook in their emails. That means accidentally typing the same words twice, for example:

"When will the report be be ready?"

While it's not the end of the world, your message will undoubtedly look cleaner without the doubles. And especially with grammar-checking tools, it would take only a moment to delete unnecessary words.

15. Using inline lists instead of bullet points.

Break out lists into easily scannable bulleted lists to make your prospect’s job even easier. Would you prefer to be asked if a meeting on "Monday at 3:00 PM, Tuesday at 12:00 PM, Tuesday at 1:45 PM, Wednesday at 9:00 a.m., Wednesday at 4 PM, or Thursday at 12:20 PM" or receive this email:

Let me know if any of the below times work for you:

  • Monday at 3:00 PM
  • Tuesday at 12:00 PM
  • Tuesday at 1:45 PM
  • Wednesday at 9:00 AM
  • Wednesday at 4:00 PM
  • Thursday at 12:30 PM

Do you prefer the second option? Yep, me too.

16. Failing to format for better readability.

You can accentuate important points during an in-person conversation using body language, voice tone, and gestures. It’s much harder to convey that type of tone in emails. If your email is longer than a paragraph and contains information your prospect must read, bold or italicize it to ensure it catches their eye.

Pro Tip: Don’t go too wild. An email where every other word is bolded or underlined is jarring to read and looks unprofessional.

17. Including too much information.

You want your emails to get to the point. If you’ve written 800 words but only felt the need to bold one statement, take a moment to check whether you need to include everything you’ve written. Save your prospect as much time as possible by cutting right to the point — they’ll appreciate it.

18. Being way too vague.

Vagueness isn't just irritating, it's inefficient. Your recipient has to work harder to understand what you're saying — and sometimes even ask for more information. Do your best to be specific. Rather than saying, "Are you interested in getting my thoughts on your strategy?" ask, "Do you want to spend 15 minutes reviewing your 2023 lead gen plans?"

19. Burying your call to action.

When addressing your prospect, you want to give them valuable information and a clear ask, next step, or variation of a call-to-action for them to complete afterward. And sometimes, you'll need to write a longer email. Pull your call to action into its own line or paragraph, so it’s not lost in the rest of the text.

20. Not including a clear call-to-action.

Whether it’s asking for 10 minutes to discuss resources you’ve just sent over or offering a product demonstration, every action you take should advance a prospect through the sales process if it’s a good fit.

Before you end your email with a signature, leave a clear message indicating what you'd like your customer to do in response to the information you've given them.

21. Including broken links.

Including a link or two in your sales emails is great when it's applicable. You're providing more content and an opportunity to click around your site and learn more about your product.

Ensure those links are updated and work, especially if you use a template. If your prospect is interested enough to click through, they deserve a good experience. After all, your prospect won't feel as supported if you include links that offer no help.

22. Copying and pasting without removing the previous formatting.

Have you ever gotten an email where a single section is much smaller than the others or appears in a different font? If so, you know how distracting it is. This weird issue is caused by copying and pasting without removing the formatting. To ensure this doesn't happen with your emails, highlight any sections you've pasted and click the "Remove Formatting" button in your email browser.

Pro Tip: If you're using Inbox or Gmail, you can remove formatting by highlighting a section and pressing Command + \ (the backward slash key). Outlook users, press Control + Space.

Why Do Email Mistakes Happen?

Tessian's 2022 Human Error Report shares that 52% of respondents are more likely to make work mistakes if stressed, while 43% say they are more error-prone when tired. Over a quarter of people will make mistakes when they feel burned out, and nearly half of the employees experience burnout to a certain degree.

Working in sales is tough, and it's important to recognize when you need to take a break, step away from your computer, and get well-needed rest. If you prioritize your well-being, email communication between you and your customers will become more concise.

Watch Out for These Sales Email Mistakes

While nothing beats personal experience, new reps can cut down on their learning curve by browsing sales email templates, checking out best practices, and asking veteran reps for feedback on their messages. The sooner salespeople begin crafting effective emails, the sooner they’ll start meeting quota.

Editor's Note: This article was originally published in October 2016 and has been updated for comprehensiveness.

sales email templates

04 Oct 22:49

14 Overused Sales Email Subject Lines Your Prospects Are Sick of Reading

by afrost@hubspot.com (Aja Frost)

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Emails often live and die by their subject lines. A great subject line motivates prospects to open the message, while an uninspired one means they won’t read a single word.

The 14 subject lines on this list fall into the second camp. They’re presumptuous, annoying, misleading, and confusing -- sometimes, all of the above. If reps want their buyers to actually click “open,” they should avoid these lines like their quota depends on it.

1) “We’ve got a lot in common”

This line has been landing in my inbox fairly frequently. In the email body, the rep will list various similarities between HubSpot and their company, share their typical results, and ask if I’d be interested in learning more.

Building common ground with prospects can help create rapport -- but this is a poor way to do it. The so-called similarities are usually pretty weak, like “Our director used to be a board member of one of your current clients.” A referral from a mutual connection would be far more effective at establishing credibility and trust.

2) “Re: [Same subject]”

If you make someone feel stupid, do you think they’ll want to talk to you -- let alone buy from you? Not a chance.

That’s why it’s mind-boggling salespeople are still using this trick. The “Re:” might fool your prospect into thinking that they’re opening an email chain -- but once they read the message, they’ll realize they’ve been duped.

(Of course, email platforms automatically add “Re:” to subject lines when the message is a reply to an existing thread. If a rep is replying to a previous message they’ve sent their prospect -- rather than starting a new thread -- keeping the “Re:” is fine.)

3) “Request”

People are happy to do small favors for their family members, friends, coworkers, and managers. They’re not so eager to step up to the plate for strangers (or near-strangers). Before reps ask anything of their prospects, they must make themselves relevant. Once a rep has established herself as credible, informed, and trustworthy, she’s got more leeway for requests (like a 30-minute discovery call or advice for dealing with the decision maker).

4) “Next step?”

This subject line needs to be retired. Buyers want to spend as little time as possible in their inboxes, so asking them to do extra work won’t get results. This line gives them the burden of driving the process -- many will decide to do nothing instead.

5) “Complimentary [product] demo”

Talk about putting the horse before the cart. Why would prospects be interested in a product’s features and benefits before the rep has established a need for it? It’s like offering a free test drive before you know if someone has their license.

6) “[Prospect], I am NOT a Robot”

Although this subject line is eye-catching, it veers into obnoxious territory -- reps should never use caps lock or take an aggressive tone. In addition, salespeople should make it obvious they’re not “robots” by personalizing every interaction with their prospects.

7) “Congrats”

Right after a trigger event is a great time to reach out: Your prospect’s situation has just changed, and their needs have probably changed as well. But a generic “Congrats” won’t do you any favors. Not only does it lack creativity and effort, but it’ll make you look like every other rep who’s also emailing their congratulations.

8) “Catch me at [event]”

Salespeople who use this line are putting the burden on their prospects to “catch” them at an event -- before establishing why the prospect would get any value from the conversation. This line also takes for granted that the recipient is attending the event. However, that’s not a sure conclusion. What if the prospect registered for their boss? What if the prospect has changed their mind about going? What if the prospect’s team member is attending on their behalf? Instead of using this line, reps should opt for a prospect-centric one -- then mention the event in the body of their message.

9) “Today’s the day!”

While this line attempts to create urgency, it flops. Today’s the day … for what? Many people will never click to find out. The exclamation mark also screams (literally) “over-the-top salesperson.” Reps should avoid exclamation marks if they can help it.

10) “In case you missed it”

Prospects have busy lives and full inboxes, so it’s plausible they could have missed a message from a rep or saw it and forgot to answer.

However, the rep doesn’t know if that’s why they haven’t gotten a reply. It’s equally possible the buyer read the email, wasn’t interested, and moved on. To catch their attention, the salesperson should try something new and provide an additional dose of value -- not regurgitate old messaging or push prospects toward an old email.

11) “Free [ebook, infographic, report]”

The idea behind this subject line is spot-on, but the execution falls flat. Although content lets you build relationships and provide value, you don’t want to sound like a marketing robot. Your prospects are used to getting mass promotional emails with words like “free,” “sale,” “discount,” “exciting,” “unique,” “offer,” and so on. Include any of these words in your subject line, and there’s a good chance buyers will ignore your message.

12) “Coming in ice-cold, but hoping to help!”

This subject line comes from Salesfolk’s “hall of shame” for horrible sales emails.
The reps who used it had his heart in the right place -- after all, he’s offering to help -- but he definitely shouldn’t have announced this was a cold email.

Most prospects hate getting mass email blasts, so referencing cold emails in the subject line will immediately turn them off.

13) “Email invite”

Sometimes, a vague subject line can evoke intrigue and curiosity. But this one is puzzling in the wrong way. Are prospects receiving an invitation to do business? Go to an event? Attend a webinar? Have a sales call? Depending on the prospect, all of those could be valuable -- but prospects can’t tell whether or not they’re interested without a more explicit subject line.

14) “[Prospect name] + [company]”

If you want buyers to actually contemplate a partnership with you, don’t use this tired subject line. It screams “I want to sell you something” -- and few people will click on the email to find out what that “something” actually is.

You might be wondering if there are other email subject lines in your repertoire secretly annoying prospects. To figure out which ones to keep and which ones to stop using, A/B test your subject lines. If you have 50 prospects, for example, email 25 of them with one subject line and the rest with a second one. Then compare your open and response rates to see which line performed better. In time, you can hone in on the best subject lines for every message at every stage of the buyer’s journey.

HubSpot CRM

04 Oct 22:49

Is Your Content Marketing Matched to the Buying Cycle?

by Arthur Germain

NASCAR tiresWhy does the buying cycle seem to be upside down to the marketing cycle in most ads? Why does it seem that our first instinct is to pick some arbitrary feature or benefit and immediately use it as a basis to make a sale?

For example, every Sunday, my local paper runs an ad for a local tire store. These ads showcase tires from various manufacturers, showing the great deals to be had if I buy now. No mention is ever made about how to know whether I actually need new tires, just how much the new tires will cost. The ads are clearly using a shotgun approach — someone, somewhere MUST need tires. But it’s not effective and it’s not very efficient either.

A better way to work is to consider where your prospect is in their buying cycle and then provide them with the appropriate marketing content to move them along to the next stage in the cycle.
Jeff Ogden at Find New Customers Now says this about matching marketing content to the buying cycle:

“So what does sales really need? Content that moves deals forward.” and he suggests that you “use the customer buying process as your road map for developing compelling marketing content.”

It’s great advice. It means that you need to consider that some people may only be vaguely aware of their need for a product or service (let alone the fact that you provide such a product or service). Others may be near the point of choosing options (“Does it come in black”). You must have appropriate marketing content at each stage.

And more to the point, you must make it available only at the point when it is needed. Back to my tire store example, when I am ready for new tires, that’s when I want to know the cost. When I need more computing power, I want to know what choices are available.

Let me know what you’re doing in your business to match your marketing content to your buyers’ cycles.

04 Oct 22:49

A Simple Framework for Pricing Your New Product. And Nailing it the First Time.

by Kyle Poyar

Established companies have ample resources and a deep bench of existing customers from which to gather data and make informed pricing decisions. Bootstrapped startups like you don’t have the same people, knowledge, resources and customers at your disposal. It becomes far harder to set a price point, let alone to foster full confidence that you picked the right price.

Since you’re most focused on getting your product launched and out the door, determining price is urgent. In order to get to that number faster, let’s drastically simplify the pricing decision and focus on getting to a dollar amount you can confidently stick on your first proposal. This will ignore a host of complex pricing decisions – packaging, value metrics, freemium, discounting, etc. We’ll get to those later, but for now, let’s focus on a number.

pricing-webinar

To decide on a launch price, you’ll need to quickly gather as much data as you can from four sources: industry benchmarks, competitive analysis, economic value analysis and market research. No data point is a single source of truth, rather you’ll want to stitch together the insights from across all four mixed in with the best judgment of your team.

Data Source #1: Industry Benchmarks

Your starting data point should be industry benchmarking based on the target segments you plan to go after. This arms you with a quick understanding of the range of ACV that your customers expect to pay, and that you can expect to charge. That said, the ranges can be quite wide, with prices depending on the level of buyer reached within the organization, how many users interact with the product and the breadth of the product offering.

To give you a leg up, we analyzed the 2015 10-K statements of 52 publicly traded SaaS companies to see what prices they were realizing. For each of the companies, we collected data on their target segment(s), annual revenue, number of paid customers and annual average revenue per customer (ARPC).

Across the 52 companies, ARPC ranged from $100 to a whopping $1.8M per year. Thankfully the range gets far more compressed when you hone in on target segments such as Enterprise, Midmarket and SMB (see chart).

ARPC

A plurality of companies, 21 of the 52, squarely target large Enterprises including Veeva, ServiceNow, Apigee and Medidata Solutions. As a working definition, Enterprise-focused companies tend to have in the hundreds of customers (or in the low thousands) with a strong focus on the Fortune 1000. Take Apigee as an example; they reference 260 clients including 30% of the Fortune 100, five of the top 6 retailers and five of the top 10 telecoms companies. Enterprise-focused companies go after a very thin slice of the market but more than make up for it by commanding a median ARPC of $200,000 (although it can swing from $29,500 up to $1.8M).

Meanwhile, 14 of the 52 companies target Midmarket buyers, which can either mean that the company only goes after the Midmarket or that their customers are evenly distributed from very small to very large. Midmarket-focused companies, such as HubSpot and LivePerson, achieve a median ARPC of $16,400, far below that of Enterprise-focused customers. It ranges from a low of $5,300 to a high of $46,100.
Purely SMB-focused companies were fewer and farther between, representing only 4 of the 52 companies in the study. These companies, like Xero and Constant Contact, earn a median of $500 per year, of $40 per month, from their customers. To make up for such a low ARPC, these companies need to chase a huge market and adopt an extremely cost-efficient go-to-market model.

Data Source #2: Competitive Analysis

To narrow your price range, conduct in-depth competitive analysis of your specific technology market.
For many innovative SaaS startups, there may not be a like-for-like product alternative. In those cases the competitive analysis should cover companies that you would consider to be peers rather than direct competition. If you are in the HCM space as an example, you should consider a whole plethora of technology solutions including Applicant Tracking Systems, CRM, Event Management Platforms, Job Distribution, Job Boards, Employer Branding and Career Sites. Your buyer will be doing the math on how much of their budget goes to your solution compared to the other key components of their stack, and so don’t forget to factor this into your pricing.

Gathering competitive intelligence on pricing can take on a number of forms. Online secondary research makes for the clearest starting point. Certainly check out pricing pages, but don’t stop there. You can find great information from company interviews in the press, 3rd party research reports, software review services like Capterra or G2 Crowd, database services like Siftery and even forums like Quora. For publicly traded companies, it is also worth reading through financial statements like 10Ks to search for their average revenue per customer and what customer segments they are targeting.

Data Source #3: Economic Value Analysis

Once you’ve understood the market and competitive landscape, you should layer in how much economic value your product creates for customers, or at least how much value you think it will create for customers. This typically comes in a few flavors: incremental revenue, reduced cost, reduced risk or time savings (increased productivity). For each you can attach a back-of-the-envelope dollar value.

Example: Your service is used 10 hours per user over the course of a month. Each hour of using the product shaves 50% of the time that the task would otherwise take. If the typical user is an executive and makes $125/hour, then you’ve saved the company $1,250/user/month (10 hours saved x $125/hour). If the typical user is a lower skilled employee and makes $15/hour, then you’ve saved the company only $150/user/month.

You will not be able to capture all of the economic value you create, and if you tried to your customers wouldn’t have much of an incentive to buy. The portion of it you can capture depends strongly on your ability to prove the benefit, the consistency of the economic value across customers and how much that benefit matters to your target customer. Capitalizing on the value of time savings may be critical for a business that pays its employees hourly, for instance, whereas it could be of little importance to a government agency.

Data Source #4: Market Research

The remaining data source, primary market research, helps you get specific buyer feedback on needs, value and willingness-to-pay. You have two main types of pricing market research at your disposal: qualitative and quantitative.

Qualitative research, in-depth 1:1 interviews with potential buyers, are most common in a B2B setting and when you have a relatively small universe of target customers. These typically last about 30 minutes each and can cover a wide array of topics. I recommend positioning these interviews as needs and value conversations, rather than “pricing” interviews. That helps put the interviewee in the right frame of mind, and protects against low-balling on price.

Towards the end of these interviews, after the prospective buyer understands and has provided feedback on the product and value proposition, you have an opportunity to ask pricing questions. The van Westendorp method, a common questioning technique, entails asking the interviewee a series of open-ended questions about what price they would expect for your product. While the proper technique involves four categories of questions, I focus on two: what would the buyer consider to be an “acceptable” price (good value for the money) and at what point the price would start to get “expensive” (they’d have to think twice about buying it). If the price you were thinking of is below what an average buyer considers to be “acceptable,” then you are likely leaving money on the table. If the price is above what an average prospect considers “expensive”, then you’ll probably face adoption hurdles and need to work especially hard at proving the value.

Meetup applied qualitative pricing techniques to help them set the launch price for their new and rapidly growing B2B product, Meetup Pro. According to Strategy Director Brian Lafayette, “We talked with existing customers about possible features, what would be most interesting to them, and how they were using Meetup for their existing groups. We also had the price discussion so we could begin to understand the different price thresholds.” Insights from their research led Meetup to a segmented pricing strategy that addressed companies that were willing to pay different amounts: large enterprises, small enterprises and startups/non-profits.

Quantitative research, or surveys with a large number of potential buyers, come in handy when you are targeting a larger universe of potential customers such as SMB’s or when your audience is diversified. These provide you with statistically significant data and allow you to compare and contrast responses across different segments of respondents. I recommend keeping surveys on the shorter side, typically under 15-20 minutes, to minimize the risk of survey fatigue and poor quality data.

A quantitative survey gives you more opportunity to use indirect pricing methods, such as conjoint analysis. With conjoint methods like CBC and ACBC, you show respondents sets of product configurations and price points and they choose which they would be most likely to buy. By testing a wide variety of options across a large sample of respondents, you can tease out the incremental utility and willingness-to-pay for different product features.

Indirect research methods like conjoint are more reliable than qualitative methods in allowing you to optimize price levels and forecasting outcomes across a population. On the other hand, they require much more time, skill and expertise to do correctly, and so rarely get applied in the start-up software world.

What comes next?

Even if you launched your product with limited data, the good news is that you still have time to collect additional data and improve your pricing over time. Now that you are having regular conversations with prospects, you have new data at your disposal which you can use to lower or raise prices from where you started. Your pricing strategy impacts nearly all important SaaS metrics, so don’t just ‘set it and forget it’.

Are you a SaaS company that recently launched a new product? How did you set the launch price and what results did you see? Let us know in the comments, we’d love to hear from you!

pricing-webinar

The post A Simple Framework for Pricing Your New Product. And Nailing it the First Time. appeared first on OpenView Labs.

04 Oct 22:47

Foreign buyers just lost 25% of the gains they made on housing

by John Shmuel

Cross-border tax and legal advisors are in for a busy week as a retroactive closing of a tax loophole that allowed foreign home buyers to avoid paying capital gains taxes went into effect this week.

The closed loophole means that investors must report the sale of a primary residence to the Canada Revenue Agency, which they did not have to do before. In the past, any gains made on a home designated as a primary residence were not taxed.

While Canadians will continue to be allowed to designate one family home a primary residence, foreign investors who are not residents of Canada will no longer be available to do so. 

Derek Holt, vice-president at Scotiabank Economics, points out that a lot of foreign investors just lost a big chunk of the gains they’ve made on their investments. 

“American, Asian and European clients are — or should be — suddenly sweating over losing up to a quarter of the value of past investments in Canadian real estate,” he said in a note to clients. “Those Muskoka cottages bought by American families over the decades that — depending upon exactly when they were bought — are now almost entirely made up of capital gains just went sharply lower in after-tax terms if no advance cottage/estate tax planning was done to mitigate the effects, and that’s about revenues versus cooling what long ago happened in the property market.”

The closing of the loophole went in to effect the day before the announcement. Holt notes it was a smart move, because there would have been a flood of for sale signs being erected if a future date had been set. 

But Holt also questions implementing the law at all, especially because it’s not quite clear how many foreign buyers only invested on the assumption that they could avoid paying capital gains taxes. 

“It’s fairer to tax foreign investment the same way as non-primary residences held by Canadians, but is it fair to dramatically and retroactively alter the nature of the tax regime that guided past investments?”

The economist adds that another concerning part of the law is that it essentially means that the primary residence exemption, often cited by home buying advocates as a big reason to own a house in Canada, is no longer untouchable. 

“The first barrier to potentially one day taxing your principal residence has been removed by now requiring full disclosure of sales to the CRA in tax filings going forward,” he said. “That puts in place the systems necessary to do so.”

To be clear, there is no indication from the federal government that it has any intention to tax permanent residences. Because some 70 per cent of Canadians own their home, it would likely be political suicide for any government to announce such a measure.

Still, Holt says it’s food for thought for Canadians about their investments.

“The speed with which inhibitions to taxing housing even further have been lowered over recent weeks and months should be set against the back drop of an already highly taxed asset class,” he said.

04 Oct 22:47

The 3 Things You Should Do to Build Your Email List

by Ashley Irving

Customers love free stuff.

White_Brine_cheese_cubesYou don’t have to go far to see this in action. Visit a local grocery store and look for customers taking samples of free cheese.

We both know these freebies aren’t for charity. This is how companies bait the public—luring shoppers into buying their product.

The same theory applies to building an email list.

  • look for a problem
  • create a solution
  • publish it
  • ask readers to “learn more” by subscribing
  • rinse, repeat

People are more inclined to work with you if you share your knowledge with them for free.

It is as if they feel obliged to return the favor and end up asking how they can do business with you.

So today, I’m going to show you how to build an email list: the foundation of today’s businesses.

3 Ways to Build Your Email List Right Away

Guest Blogging

Joe Girard, the world’s greatest salesman, grew his reputation by one simple rule: Instead of working hard, work smart.

Likewise, instead of writing hundred – even thousands – of blog posts, why not go for gold and leverage someone else’s customer base?

That means less effort on your side while increasing traffic to your business.

The key is to find the type of blogs your prospects are visiting.

Then, simply pitch a topic you want to write about. In doing so, you funnel readers back to your site and into your list.

For more lesson about guest blogging, read Gregory Ciotti’s article where he discusses his guest blogging strategies.

Write an eBook

Have you published eBooks, whitepapers and case studies?

If not, you’re losing potential customers who would’ve probably done business with you had you put forth a little more effort.

Look, blog articles aren’t enough.

It’s like the customers are saying, “Flyers and brochures are nice, but can I have more than that?”

Lead magnets satisfy a customer’s need for information, and it takes your credibility to a whole new level.

In the words of Peep Laja, lead magnets (are) email list building on steroids.

Create an Email Course

Question: how many times have you downloaded a free eBook only to stash it away … never to be seen again?

I bet hundreds of times!

While eBooks are effective for capturing leads, it cannot guarantee you’re getting qualified buyers.

An email course is a different animal.

By enrolling in your course, customers are telling you that:

  • They’re serious about doing business with you
  • They’re most likely promote your business to their circle of influence
  • They’re most likely buy from you not once, but many times.

You can create an email course once and it will run for as long as you wish. You may have to update it every now and then, but the work required is minimal.

On to you …

I’d love to hear your thoughts on building an email list.

Also, if you’re looking for someone to optimize your website and draw traffic to your business, then shoot me a message through this link. I can offer expert advice on how to turn your website into a traffic-generating machine.

abc

04 Oct 22:46

Salespeople, You're Thinking About Voicemails All Wrong

by afrost@hubspot.com (Aja Frost)

salespeople-thinking-about-voicemails-all-wrong-458661-edited.jpg

Leaving a voicemail for a prospect can feel like sending out a message in a bottle. Because the communication is one-sided and there’s no way to track whether a voicemail has been listened to, it can be easy to assume that they’re less important or effective than emails or phone calls.

But this couldn’t be farther from the truth. When used as part of a thoughtful outreach strategy, voicemails help reps build relationships with their prospects and position themselves as valuable resources.

Let’s dive into the right -- and wrong -- ways to approach sales voicemails.

The Power of Voicemail

A good voicemail can be more powerful than an email. Research reveals people have roughly 50/50 odds of correctly interpreting a written message’s tone -- which means even a great sales email may easily be taken the wrong way.

A verbal message, on the other hand, lets reps communicate additional meaning with their tone of voice. A comment that would obviously be friendly if delivered in person or over the phone could be misinterpreted but might seem aggressive over email.

Listening to a voicemail also reminds buyers that there’s a person at the other end of the line. In 25 seconds, salespeople can transform themselves from anonymous names in their prospects’ inboxes to actual humans.

How to Think About Voicemail

Reps can’t reap the benefits of voicemail without the right attitude.

When it comes to voicemail, there are three general schools of thought:

  1. Successful voicemails generate callbacks.
  2. Successful voicemails educate buyers on your product.
  3. Successful voicemails add value to buyers’ lives.

Reps who judge their success solely based on whether a prospect returns a voicemail will inevitably decide they don’t work. According to Jill Konrath, 97% of sales calls go to voicemail. If the typical salesperson's callback rate was that high, prospecting would be a walk in the park.

Reps who simply dump their sales pitch in their buyer’s mailbox will also be disappointed. These types of voicemails are irrelevant to buyers, who will quickly press “Delete.”

That leaves the third school of thought -- that reps should use voicemails to help their prospects. This approach benefits both parties. Buyers won’t waste their time listening to a boring or pointless message, and salespeople build their reputation as strategic consultants rather than order-takers.

The prospect might not call back, but that’s fine. Reps should think about each voicemail as another touchpoint, not an end-all be-all solution. It takes an average of five touches to close, so leveraging this opportunity can help shorten the process.

How to Leave Effective Voicemails

Good voicemails reinforce sales emails, not repeat them. Salespeople should assume their prospect is going to read or listen to every message they send. There’s no way to know whether they’re skipping any, so err on the side of providing new value.

There are a few ways to structure a voicemail.

First, reps can leave a one- to two sentence tip to instantly improve the buyer’s life while piquing their desire for more.

Check out this sample message:

“Hi Sarah, it’s Greg from HubSpot. I noticed Grasshopper tweets at the same time every day -- have you tried varying your posting schedule to reach more people? There are a few additional things you can do to optimize your social strategy. If you’d like to walk through them together, give me a call at 123-867-5309.”

Greg’s request is more effective than a typical sales voicemail because he’s proactively providing value. Even if Sarah doesn’t return his call, she’ll likely be more open to communicating with him down the line.

Alternatively, salespeople can use their voicemails to “warm up” their prospects for their emails.

Here’s an example:

“Hi Sarah, it’s Greg at HubSpot. The GIFs Grasshopper posts on Twitter and Facebook always crack me up. I rounded up some of my favorite lesser-known GIF sites that might come in handy for future social posts. I’ll email you those right now. If you’d like a couple more social media suggestions, my number is 123-867-5309.”

This message puts Greg’s email on his prospect’s radar. And without this heads up, she might have passed over a valuable email.

For the best results, salespeople should vary the types of voicemails they leave. Here’s a sample sequence to give you an idea:

  • First voicemail: Quick tip
  • Second voicemail: Warm-up for email
  • Third voicemail: Quick tip
  • Fourth voicemail: “Breakup” message

Leaving a boring, self-centered voicemail -- or worse, no voicemail at all -- is a wasted opportunity. With a well-crafted message, reps can add value and increase their credibility.

HubSpot CRM

04 Oct 22:46

4 Benefits of Using eBooks In Your Content Marketing Strategy

by Will Humphries

Are you using eBooks as part of your content marketing strategy? Although actual lengths vary, eBooks are a great way to help with your demand generation.

If done correctly, they offer several distinct benefits that make them an integral part of a thorough content marketing strategy. The following are several of the most important benefits of eBooks for demand generation.

Help Project Credibility

Long-form content generally allows a business to establish credibility and expertise more than it can through short-forms like blog articles.

Electronic books, in particular, allow you to conceive both the message and the expertise you aim to project to the target audience.

Because people who download eBooks are actively looking for information or education, an effective structure and execution of your message will enhance your credibility.

Inexpensive To Produce

Compared to the broad range of marketing materials a company produces, you could argue that eBooks offer the best bang for the book.

Yes, you do have to invest time and resources to create the content, but the production costs are minimal. Compare an eBook to a full print media kit, for instance.

Developing and publishing an eBook is efficient as well. The total time from initial concept, to content creation to publication can take as little as a few weeks.

Simple Distribution

A common marketing challenge is figuring out how to get the content you create into the hands of the right people. You have a variety of delivery options with eBooks.

Most marketers offer eBooks via website download in exchange for a user’s name, email address and other bits of contact information.

There are other options too. You can also expand your reach by making your eBook available through Amazon.com or other large online digital self-publishing platforms. James A. Martin wrote a good piece about this on CIO.com.

Readers want the ability to download eBooks on desktop, tablet or smartphone devices so make sure to connect your eBook content marketing strategy to your email communications too.

Promote it as an added-value tool for people that sign up for your email marketing, and remember to attract attention to your social channels by promoting your eBook there.

Last but not least, is using content syndication to target a very specific audience for your content. This is something we do for a lot of clients to develop genuine leads for their business.

Subtle Marketing Form

It is difficult to build marketing strategies that audiences not only accept, but often seek out. This factor is one that makes eBooks unique.

People download eBooks because they want to access the information presented in them.

In fact, by offering your eBook for free, you give readers a high perception of content value. Then, after you establish credibility and potential problem-resolution, you subtly guide the reader toward your business and solutions.

ebook-mockup-content-marketing-strategy

This & main image property of Kevin May. https://dribbble.com/kevinjmay

Wrap Up

Because of the powerful and distinct advantages of eBooks relative to other content formats used in demand generation, it is only logical to include them in your content marketing.

Consider the types of questions or issues your target buyers have that lead to opportunities for a longer content message.

If you use buyer personas, use them to help improve your target messaging for your content, and not use a “one size fits all” approach.

Your prospects want content to help them make informed decisions.

Develop content that resonates with your target audience, and integrate your eBooks into a content syndication plan that helps achieve your demand generation goals.

Talk to us today to learn more about the success we have created for other clients by using content syndication as part of their content marketing strategy.

04 Oct 22:44

Lead Gen is Dead — Focus on Pipeline Marketing

by Alex Biale

Lead gen is dead. It’s time for marketers to focus on pipeline marketing.

Marketing methodologies are always evolving. There’s never been one right way to do anything. There are best practices we all follow — stages of the buyer’s journey and personas we all leverage — but each company tackles marketing with its own spin based on its unique challenges. Regardless of the differing methodologies (inbound marketing, account based marketing, content marketing, social media marketing, influencer marketing — all of which fit under the umbrella of growth marketing) marketing’s core responsibility has always been recruiting new potential customers — lead generation. This post dives into the next iteration of the marketing — pipeline marketing.

Marketers have been using lead generation as a core success metric for decades. However, as new technologies provide marketers with more granular data insights into the behavior and makeup of these leads, we still focus on a legacy (I say “vanity”) metric — the number of net-new contacts sourced by marketing.

If you’re a growth marketer tasked with driving 400% net-new marketing-sourced leads in Q4, you could open up that ICP, double down on content syndication efforts, and blow out your PPC budget to get there. No problem. Well, one problem: Your CEO would find a new growth team. Your business won’t care about the number of net-new marketing-sourced MQLs you drove in H1 unless those MQLs resulted in net-new marketing-sourced customers.

The foundational problem with this mindset is that it focuses on a metric that begins and ends with a team’s board slides. A chart that shows consistent MoM net-new marketing-sourced lead growth (which really isn’t that hard to do), is always nice, but what happens when the CEO gets to the sales slides and presents the number of new marketing-sourced customers the sales team closed? Will that chart also be up and to the right?

If the answer to that question is no, then the team has a problem.

The problem with lead generation goals is that they are focused too heavily on the top of the funnel, weighing too much on quantity. This is just another reason why the marketing team is always at war with the sales team. Take a mental note if this sounds familiar:

Inbound Marketer to Sales Rep: “We sent you 2x the MQLs we sent you last month. Why haven’t you closed 2x deals?”

Sales Rep to Inbound Marketer: “Yes, you sent us 2x the MQLs, but half of them barely knew about our platform and the other half weren’t the right ICP.”

There are a lot of things at play here, but a couple big themes are a lack of marketing and sales alignment on MQL criteria / ICP and marketing’s lack of focus on the true business objective shared by both marketing and sales — MRR (monthly recurring revenue).

The role of marketing is to recruit new potential customers — the keyword being potential.

We’re all probably familiar with the standard lead funnel —

screen-shot-2016-09-25-at-8-22-56-pm

Image sourced via Bizible

Growth marketing (lead generation in conjunction with pipeline marketing) does not end when a new contact submits a marketing form on a landing page, or when they have doubled their organic web traffic by optimizing focus keywords and image alt tags. Growth marketing is about driving scalable and predictable growth in both the marketing and sales organizations. Marketing hasn’t hit its goal until marketing-sourced MRR is in the bank.

04 Oct 22:44

How Verbal Referrals Increase Referral Marketing’s Humanistic Approach

by Jessica Edmondson

pexels-photo-2

How to perfect digital humanism within referral marketing

The digital marketing revolution has been in full swing for quite a while now. But while many have been focusing on the technological side of it, the digital revolution is surprisingly not defined by technology, but by people. No matter what marketing technology you’re using, it is trying to deliver you one or more of four things.

  1. Insight into buyer behavior
  2. Engagement/interest in your business
  3. Increased lead generation
  4. Management of relationships

However, despite how much technology is focused on buyer insight and relationships, very few prioritize the many facets of customers’ organic journey before and after purchase. Instead a good portion of technology opts for the most convenient, trackable and accurate solution for the business without truly putting the ease of the customer first.

But even though many different marketing technologies may not be putting the customers’ journey before the convenience of automation, they have increasingly tried to balance the benefits of automating interaction with the desire for a personalized approach. This balance of technological convenience and people is an attempt at what Gartner calls digital humanism. However, digital humanism is considered its most powerful when our shared humanity is not a secondary consideration, but as Daryl Plummer, vice president, chief of research and Gartner Fellow says, “A good humanistic design would place the desires and needs of humans ahead of the most convenient or most accurate solution.” In fact, Plummer has found that “By 2017, 40 percent of organizations will place humanistic-based approaches and architectures at the center of their solution designs. They will accomplish this by introducing processes designed to observe human behavior, rather than specify requirements.”

Even referral marketing – an initiative that epitomizes digital humanism by observing or complying with the natural exchange between customers or partners and their peers, often falls into this trap. This happens when businesses overlook the part of the referral process that comes naturally to customer and partners making referral. I am course referring to the organic interactions and conversations that occurs between a business and their customers or partners when suggesting a referral verbally.

The verbal referral is referral marketing’s origin story. Originally, referrals all took place verbally. But when referral marketing programs developed, many overlooked this natural interaction that takes place between a customer or partner and salesperson because it wasn’t part of their convenient and trackable buyer journey.

So how do you correct that?

Well . . . by instituting trackable verbal referrals.

Verbal referrals increase referral marketing’s success

No matter the industry, customer success and sales teams have many points of interaction with customers after a sale. Whether it’s regular check-ins, success counseling, a product having a specific success, a customer reaching out with a question, or a user event, with the further development of a customer relationship you have an opportune time for them to refer someone to you either though the natural flow of conversation or by prompt. But for many referral marketing programs, this leads to directing the referring customer to create or login to an account and refer digitally for the referral to be entered into the lead flow. However, by doing this the salesperson or customer success agent is requesting customers to abandon the referral method that has come naturally rather than adapting their referral process to observe a customer’s preference to referral verbally. And the same goes for partners.

With the added steps required to refer to accommodate lead flow, how likely is it for an advocate to follow through on their referral?

By incorporating trackable verbal referrals into a referral marketing program you can perfect digital humanism within your referral marketing initiative and increase the number of referral your referral program generates.

How does verbal referrals work?

Let’s take a look at how Sandy Salesperson goes about using verbal referrals within referral software.

As part of a regular check-in, Sandy Salesperson is talking to Andy Advocate over the phone to see if there’s anything extra he needs and how the products and services are working for him and his business. Andy brings up that he knows someone named Penny who is looking for this exact kind of service. While Sandy is on the phone with Andy she can add Penny Prospect as a new lead within the CRM. Sandy sets the lead source as ‘referral program’ and selects Andy from the CRM contacts as the advocate. If Andy is not a contact in the CRM, Sandy Salesperson can then create a contact record for Andy.

If Andy hasn’t yet registered for the referral program, an account will be created connecting the referral of Penny Prospect to Andy Advocate. An invitation will then be sent to Andy prompting him to fill out the required information and giving him access to his personal homepage where he can keep track of his referral status and continue to refer.

If Andy has already registered as a referral advocate, the referral of Penny Prospect will automatically be connected to his account for him to keep track of.

If Sandy had not been able to create a trackable verbal referral for Andy, there’s a large chance he would have never put forth the extra effort to go back later and refer. And Sandy Salesperson would have received one less high-quality lead that could help make her quota and increase revenue.

Discover how a referral software that puts digital humanism at the front and center of its functionality generates unmatched ROI. Try the ROI calculator now!

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