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03 May 21:57

The Untold Secret of How to Market to Millennials

by Kyle Wong

After attending enough marketing conferences, I’ve started to notice a common theme. Regardless of the conference and no matter what the topic of the panel is, somehow the conversation always touches upon a familiar recurring question, “How do I market to millennials?”

This is a common question in the marketing industry. You hear it asked in Twitter chats, podcasts, white papers, webinars, and more. What you typically get as a response is a list of broad generalizations and statistics, infused with buzzwords and recommendations on the latest social platforms that your brand should have a presence on.

But when I’m asked to comment on how brands should market to millennials, I always give the same advice:

The secret to marketing to millennials is to remember that millennials are also people.We follow the same hierarchy of needs and the same laws of thermodynamics just like everyone else. What millennials want is not very different than what every customer wants: a better customer experience or product and an authentic brand that stands for something.

But the common mistake that I believe many large brands make is that they spend too much time figuring out how to get millennials’ attention, and not enough time thinking about what to do with their attention once they get it. For many large brands, their problem with millennials isn’t an awareness problem—it’s a perception problem.

Don’t get lost in the newest trends and platforms you need to be on. Yes, it’s important to reach millennials, and part of that includes having a presence on the platforms that your customers are active on. However, these marketing hacks, designed to reach millennial consumers, are ineffective if they already believe that your products are not for them. Just because your company created a mobile app or started an Instagram account doesn’t make it noteworthy.

As digital natives, millennials have grown up with more access to information than any other generation. They think that they know your brand, and they have already built a schema of what they think that your brand stands for. If you’re a large brand that’s having a hard time resonating with millennials, you need to address how they perceive you.

While I don’t speak on behalf of all millennials, based on my work and personal experience, this is an area where I have some expertise. Professionally, over 150 brands work with my startup because we help them connect with the millennial demographic. Personally, in board-rooms around the country, CMOs are presenting a slide deck that describes someone that sounds a lot like me as their ideal millennial buyer persona. This includes:

  • Well-educated millennial with a college degree
  • Working in the tech industry and living in a major city,
  • Very active on social media with a sizable social following
  • Has an expendable income and buys plenty of stuff that he or she doesn’t need

Now, what I can tell you from my personal and professional experience is that there is too much money being spent on marketing hacks that don’t deliver any value.

Don’t just create any content just to get someone’s attention; Create content that is relevant, authentic, engaging, and helpful. And most importantly, be consistent! For example, don’t create campaigns to ask people to add your brand on Snapchat if you’re not going to invest in ongoing content for the channel. Instead, spend more time improving your entire customer experience and defining an authentic brand story. One great campaign doesn’t matter if you’re delivering a poor customer experience.

There is an underlying assumption that millennials are a challenging demographic to connect with. This might be true. However, never have I heard other generations talk about how they like inauthentic brands, that they like cumbersome user-experiences, or that they enjoy being spammed with ads that aren’t relevant to them.

By better marketing to millennials, you will better market to all demographics– all consumers would rather buy from a brand they consider to be authentic. When you market successfully to millennials, the rising tide lifts all boats.

This piece was originally posted on Forbes.
03 May 17:02

Predictive Lead Scoring: A Necessary Supplement to Account-Based Marketing

by Blake Grubbs

Predictive Lead ScoringMarketing’s job as a lead generation engine has changed. It’s no longer good enough to provide sales with just any leads; providing ultra-qualified leads that are sales-ready is now the imperative. Models based on past behavior and engagement help marketers more effectively qualify leads, but even these traditional engagement-driven models have become unreliable in a world of ever-changing and complex buying situations. Marketing and sales are at a constant tug of war, pulling against each other when in reality both teams want the same thing: quality leads that have a high propensity to buy.

A recent report from Gartner indicates that more and more companies are utilizing predictive technologies to combat this problem, specifically through predictive lead scoring. Predictive lead scoring combines traditional data models from lead management and marketing automation systems and combines them with third-party and proprietary data systems, ultimately helping companies see higher conversion rates with more targeted, sales-ready leads.

Let’s face it: the growth of marketing-qualified leads (MQLs) only matters if it leads to coinciding revenue growth. Instead of simply generating as many MQLs as possible, leading marketing and sales teams today are much more focused on converting these MQLs into active sales opportunities (and ultimately closed deals). Predictive scoring can help marketers streamline this part of the conversion process by utilizing advanced data models to determine which leads are most valued by the sales team, and more importantly, which leads have a higher propensity to buy.

The rapidly growing trend of Account-Based Marketing has aimed to retarget marketing’s efforts at key accounts or groups of accounts to get qualified, high-value prospects in the door. Predictive lead scoring can serve as an ideal tool to enhance account-based efforts by prioritizing leads from key accounts and more quickly moving them to sales. To make account-based marketing work, however, it’s essential for all stakeholders to be involved in the process. Sales teams need to communicate which accounts to target and why, content creators need to determine proper messaging and positioning for every target individual, and lead generation specialists need to ensure they are focusing their campaigns in a hyper-specific way.

In addition to prioritizing the right leads, predictive signals can provide lead generation specialists with insights and data that can help to adjust and fine tune nurture campaigns to fit these unique indicators. Content creators can also utilize these insights to help create more refined and targeted messaging, while sales teams can use the insights to create more contextually relevant sales presentations. Predictive signals, in sum, help account-based marketing teams anticipate and scale hyper-specific messaging in high-value accounts to increase revenue.

On top of revenue generation, integrating predictive scoring into your account-based strategy yields huge ROI. According to ITSMA, account-based marketing is one of the highest value marketing tactics in terms of ROI—and Gartner has noted similar findings from its clients using predictive scoring systems. Specifically, those using predictive lead scoring today have seen glaring improvements in .

Predictive technologies are becoming a necessity in the realm of account-based marketing. According to a report from Forbes Insight, only 15% of marketers indicated using predictive technologies for two or more years, but 83% indicated that they planned to increase their investment in 2016. Ensuring your sales and marketing engine is investing in predictive technologies–for your lead generation strategy, account-based efforts or both—may prove to be the best way to stay ahead of the game and gain a competitive edge.

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02 May 21:08

Easily transform your boring bike into an ebike with the GeoOrbital Wheel

by Chloe Olewitz

Transform your regular bicycle into a fully powered electric bicycle in under 60 seconds with the GeoOrbital wheel. The fully contained electric wheel snaps on in place of your regular front wheel, so it can turn virtually any bicycle into an eBike.

The post Easily transform your boring bike into an ebike with the GeoOrbital Wheel appeared first on Digital Trends.

02 May 21:05

Strong bitumen blending prices expected to continue to hurt oilsands

by CB Staff

CALGARY – High prices for condensate, a diluent that allows sticky oilsands bitumen to flow in a pipeline, are expected to remain a thorn in the side of producers already reeling from low prices.

In first-quarter results last week, both Cenovus Energy Inc. (TSX:CVE) and MEG Energy Corp. (TSX:MEG) complained their losses were magnified by the high cost of condensate. For every 10 barrels of raw bitumen, about three barrels of condensate are required.

While bitumen prices tumbled briefly to below US$10 a barrel in the early part of 2016, condensate prices in Canada were at or near the much higher price of West Texas Intermediate crude in New York.

“Oilsands growth into 2019-20, with its heavy weighting towards non-upgraded bitumen, remains the driving force behind rising condensate demand in Alberta,” said RBC Dominion Securities in a research report released Monday.

“Although the North American condensate market appears in equilibrium with adequate pipeline import capacity for now, we envision a wider supply gap emerging in Western Canada over time bridged by mounting U.S. rail imports.”

RBC forecasts that oilsands production, driven by projects including Suncor Energy Inc.’s Fort Hills mine, will grow by 760,000 barrels a day to about 3.1 million bpd by 2020 before stabilizing.

Raw bitumen is expected to account for 600,000 bpd of the growth, thereby driving condensate demand growth from 451,000 bpd in 2015 to 631,000 bpd in 2020.

Meanwhile, according to RBC, growth in condensate production in Western Canada is slowing as companies cut back on drilling liquids-rich natural gas wells — the source of the condensate — due to low prices for the other products in the gas stream. It said growth will moderate to about six per cent per year.

Canadian condensate production was 226,000 bpd in 2015. Condensate imports averaged 225,000 bbl/d in 2015 and are set to reach 335,000 bbl/d in 2020, RBC said.

High diluent prices further complicate oilsands marketing strategies. Bitumen doesn’t need to be diluted to be transported in a rail car but rail transportation tends to be much more expensive than pipeline.

Both Cenovus and MEG have access to crude-by-rail loading operations in the Edmonton area, although the bitumen must be diluted at their northern Alberta operations to be piped to the railheads.

MEG has regulatory approval to build a $75-million diluent recovery unit to strip out the condensate before it’s loaded in railcars.

“We like the strategic advantages and economics,” said MEG spokesman Brian Bellows. “With capital constraints in the current low price environment, construction has been postponed, but we are continuing to advance engineering.”

Cenovus CEO Brian Ferguson said last week his company is also considering a project, noting it could save the company $2 to $4 a barrel in certain market conditions

RBC said it expects two key condensate import pipelines, Enbridge’s Southern Lights and Kinder Morgan’s Cochin, with a combined capacity of 275,000 bpd, will run fuller into 2018, opening the door for more transport by rail into Canada.

Follow @HealingSlowly on Twitter.

The post Strong bitumen blending prices expected to continue to hurt oilsands appeared first on Canadian Business - Your Source For Business News.

02 May 21:04

Mainstream medicine’s not perfect, but it beats the alternative

by Chris MacDonald
health community services manager

(Fuse/Getty)

Defenders of David and Collet Stephan are right about the Canadian healthcare system, and about the “mainstream” approach to healthcare. Sometimes the system kills. Sometimes errors are made. Some pharmaceuticals, in some circumstances, do more harm than good. Preventable “adverse events” may kill as many as 23,000 adults Canadians each year. Sometimes a trip to the hospital makes things worse, rather than better.

Mr and Mrs Stephan were recently convicted of failing to provide the necessaries of life to their toddler, Ezekiel. Their story has many elements, but a central one of them seems clearly to be a mistrust of the mainstream healthcare system. Rejecting that system, David and Collet Stephan opted instead to treat (or rather, “treat”) their child’s very serious illness with herbs and with vegetable smoothies. They didn’t seek the help of mainstream, evidence-based medicine until it was far too late.

There are plenty of people who mistrust mainstream medicine. That’s why “alternative” and “complementary” medicines sell so well. People object to a system that they see as being dominated by big pharma, a system that intrusively asserts control over our lives, telling us what’s wrong with us, and telling us what we must do in order to get better (as they choose to define “better”). It’s a system that is notorious for “medicalizing” everything. Menopause? That’s a disease, and we’ve got the cure! Baldness? There’s a chemical solution to that! Pregnancy? Let’s treat it like an illness!

The thing is, for all its flaws, mainstream medicine works. That is, it mostly works, and doctors and scientists search pretty relentlessly for the bits that don’t work, and they tend to toss those out. Is there an error rate? Yes. Do pharmaceutical companies have too much influence? Certainly. Do physicians sometimes prescribe medicines that pose risks but do little to help? Yes. But overall, mainstream healthcare works. Antibiotics work. Chemotherapy works. Vaccines work. The same simply cannot be said for almost any of the wide array of complementary and alternative “medicines.”

So failing to take your dying child to the hospital because you don’t trust “modern medicine” is literally like failing to get your kid out of a burning building, simply because you don’t like the look of the weather outside.

Those who mistrust mainstream medicine ought to think, before opting out, not just about what they’re jumping away from, but what they’re jumping into. Imagine you don’t like the way your physician is imposing his view of the world for you, and worry that his view is unduly influenced by the the marketing dollars of big pharma. So you opt to visit a naturopath instead. What you get is your naturopath imposing his view of the world on you, a view that is likely to be unduly influenced by the marketing dollars of the big alternative medicine companies. The move—from a system that “medicalizes” your health to one that “alternativizes”—is not clearly a positive one, even from an ideological point of view. And from the perspective of what we know about what actually works, the move is a disastrous one. And when the stakes are as high as the lives of our children, it’s a move that warrants considerable scrutiny.


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02 May 21:04

Military tests unmanned ship designed for seafaring missions

by CB Staff

SAN DIEGO – The military is starting tests on the world’s largest unmanned surface vessel — a self-driving, 132-foot ship designed to travel thousands of miles out at sea without a single crew member on board.

The so-called “Sea Hunter” has the potential to revolutionize not only the military’s maritime operations but commercial shipping, according to military officials. If successful, it could usher in the arrival of unmanned cargo vessels moving between countries.

Military officials showed off the ship in San Diego on Monday before it set off to a nearby Naval base where the testing will be conducted. The sleek, futuristic-looking steel-grey vessel was docked at a maritime terminal in the heart of San Diego’s shipbuilding district, where TV crews filmed the robotic craft. No media access was given to the inside of the vessel.

The Pentagon’s research arm, the Defence Advanced Research Projects Agency, or DARPA, developed the ship along with Virginia-based Leidos. DARPA will test it in conjunction with the Navy over the next two years off California’s coast. The tests will largely focus on its ability to react on its own to avoid collisions with seafaring traffic.

“For our military operations we want to make sure we have unmanned vessels like this to supplement the human mission so that we’re not putting people unduly in harm’s way,” said DARPA spokesman Jared B. Adams.

During the testing phase, the ship will have human operators as a safety net, but once it proves to be reliable, the autonomous surface vessel will manoeuvr itself — able to go out at sea for months at a time and travel up to 10,000 nautical miles.

Program manager Scott Littlefield said there will be no “remote-controlled driving of the vessel.” Instead it will be given its mission-level commands telling it where to go and what to accomplish and then software will enable it to drive itself safely.

The military initially built the diesel-powered ship to detect stealthy diesel-electric submarines, but developers say they believe it has the capability to go beyond that, including detecting mines. There are no plans at this point to arm it.

“There are a lot of advantages that we’re still trying to learn about,” Littlefield said.

Some see the possibility that the full-size prototype could pave the way to developing crewless cargo vessels for the commercial shipping industry someday, he added. Countries from Europe to Asia have been looking into developing fleets of unmanned ships to cut down on operating costs but the idea has sparked debate over whether it’s possible to make robotic boats safe enough to run on their own far from land.

The International Transport Workers’ Federation, the union representing more than half of the world’s more than 1 million seafarers, has said it does not believe technology will ever be able to replace the ability of humans to foresee and react to the various dangers at sea.

Others have expressed concern about hackers capturing a robotic vessel.

Military officials have been working on hacker-proof protections and say it’s possible to make drone ships cyber-secure.

The “Sea Hunter” was built off the Oregon coast, and moved on a barge to San Diego’s coastline. The prototype can travel at a speed of up to about 30 mph and is equipped with a variety of sensors and an advanced optical system to detect other ships.

The program to develop the ship cost $120 million, though DARPA officials say the vessels can now be produced for about $20 million.

During the collision tests, the ship will be programed to follow international traffic rules for traditional boats of its size.

Commercial ships must have a minimal number of crew members and there are no standards for unmanned ships yet, but military officials believe that could change if vessels like this one make it out of the experimental stage.

The Navy over the years has experimented with a number of unmanned systems — from drone helicopters to small, remotely controlled boats launched from ships. The Pentagon’s budget over the next five years calls for investing in more high-end Naval ships, including $600 million to be invested in unmanned undersea vehicles.

The post Military tests unmanned ship designed for seafaring missions appeared first on Canadian Business - Your Source For Business News.

02 May 21:02

These three Earth-like planets could be our best-ever shot at finding signs of alien life

by Rachel Feltman, Washington Post

It seems like scientists are finding potentially habitable planets all the time these days, and they are – the Kepler Space Telescope is very, very good at its job, even though it’s technically broken. But the three exoplanets described Monday in the journal Nature manage to stand apart: According to the scientists who discovered this trio, the Earth-like worlds might represent our best-ever shot at finding signs of alien life.

The three planets were detected based on the dimming of the star they orbit, which has been named TRAPPIST-1 for the telescope it was discovered with (TRAnsiting Planets and PlanetesImals Small Telescope). As the three planets orbit, transiting in front of TRAPPIST-1 from the telescope’s perspective, the star blinks and dims out of our view. Scientists use this dimming to calculate the size of the planets and their distance from their host star. Because planet composition is closely tied to these metrics, scientists can say with confidence whether a world is rocky, like Earth – as opposed to a massive planet composed of gas or ice – and whether or not it could host liquid water.

The three worlds are close by, located just 40 light years away in the constellation Aquarius – the water bearer. But the fact that they’re Earth-like and promising doesn’t mean these planets actually hold water.

 NASA / AP
NASA / APAn artist's rendering of the Kepler space telescope.

The researchers, led by Michael Gillon and Emmanuel Jehin of the University of Liège in Belgium, believe the worlds are tidally locked, which means they have one hot side that faces their star and one cold side plunged in eternal darkness. The planets are incredibly close to their sun, orbiting it in just a matter of days. They likely don’t receive more than a few times as much radiation as Earth does, but the first two planets are still probably a smidgen too close to have water covering their surfaces. Still, it’s possible that certain regions of the planet are just right for water, which could allow some simple life to evolve. Other factors, such as cloud cover and geothermal activity, could tip the scales toward habitability as well. And the third, most-distant planet’s orbit has yet to be determined, meaning it could fall into the perfect orbital range for water and life.

But it’s the star at the centre of this foreign system that makes the planets so exciting.

What we don’t know is whether these three elements are enough, or if life is some kind of cosmic accident

The three worlds orbit an ultra-cool dwarf star – one just one eighth the mass of our sun, and much cooler. It’s more similar to Jupiter, a planet so massive it’s almost star-like, than it is to our own sun. Generally speaking, the holy grail for an Earth-like planet is one with a star just like ours. After all, the more conditions a world has in common with our own, the more likely it is that similar life could evolve there. But when it comes to detecting the kind of atmosphere that would support life as we know it, smaller stars are better. This is the first time scientists have detected rocky planets in a system like this one, making the worlds great candidates for study.

When a planet passes in front of its star, the star’s light has to pass through the planet’s atmosphere in order to reach our telescopes. Scientists can use the wavelengths of the resulting light to analyze the molecular makeup of the atmosphere – revealing the presence of water and life-giving organic molecules. But big stars shine too bright for small, Earth-like planets to give off a signal that the Hubble can detect. That’s why scientists have previously only used this method for studying the atmospheres of gas giants and so-called “super-Earths,” which are rocky but too close to their suns to host life as we know it.

“Relatively speaking, the amplitude from these planets will be the same as that coming from giant planets and more solar-type stars,” study lead Gillon told The Post.

NASA / JPL-Caltech via The New York Times
NASA / JPL-Caltech via The New York TimesA NASA/JPL-Caltech infrared image from NASA’s Spitzer Space Telescope shows the center of the Milky Way galaxy. The Event Horizon Telescope team hopes to find details of the black hole that scientists believe lurks there.

The team has already started to collect atmospheric measurements from the three planets using the Hubble, and they hope to have an approximate assessment of their atmospheres soon. When the James Webb Space Telescope, which is much larger than the Hubble, launches in 2018, the team will collect even more precise data.

Around 15 per cent of the stars near to the Sun are ultra-cool dwarf stars like TRAPPIST-1, so if this glut of Earth-like planets is “normal” for such a system, we could have lots of potential targets in the search for life. TRAPPIST (the telescope, not the star) focuses on these ultra-cool dwarfs, so the team hopes this is just the first system of many.

The team hopes this is just the first system of many

“While such a ‘cold’ star might sound exotic, many, if not most, of the stars in our Milky Way Galaxy are of this cool, red, small and dim variety,” study author Adam Burgasser of University of California in San Diego said in a statement. “If Earth-like planets around these stars turn out to be common, there may be many more habitable planets out there than current estimates predict.”

And that brings us back to the question that all of these surveys hope to answer: How common is life in the universe?

“We know that life on Earth requires water, requires energy, requires organic compounds, and we know these three elements are very frequent in the universe,” Gillon said. “But what we don’t know is whether these three elements are enough, or if life is some kind of cosmic accident.”

02 May 21:00

Forest industry vows to cut emissions, seeks government help on R&D, procurement

by CB Staff

OTTAWA – Canada’s forest products industry is committing to cut its emissions of greenhouse gases by 30 million tonnes a year by 2030.

The industry association says about half the promised reductions will come from improved forest practices, including using the slash from downed trees rather than burning it or letting it rot and emit methane.

Improved and expanded use of carbon-sequestering wood products, plus efficiencies in mill operations will make up the balance of the emission cuts.

Derek Nighbor, the new CEO of the Forest Products Association of Canada, says the federal government’s Canadian Forest Service estimated how much the forestry sector could contribute to reducing emissions and the industry bettered that estimate.

As part of the most recent United Nations climate negotiations in Paris, Canada committed to cut its overall emissions 30 per cent below 2005 levels by 2030 — a reduction that amounts to about 225 million tonnes a year.

The forestry industry association says its carbon measures will make up about 13 per cent of that 2030 emissions promise and that the industry will be tracking its progress to ensure its emissions are coming down.

“We’re the first industry to come forward with a comprehensive plan and it’s a plan that we’re going to be reporting on every three years,” Nighbor said Monday in an interview.

The forestry association is also contributing to all four federal-provincial policy working groups that are negotiating policy options for a pan-Canadian climate plan to be hammered out next fall. Those working groups, formed following a first ministers’ meeting in Vancouver at the beginning of March, were given six months to find some common ground on areas such as climate mitigation and adaptation, carbon pricing and clean technology innovation.

The forestry association’s “30 by 30 climate change challenge” is part of an intense lobbying effort that includes seeking government financial support for clean tech research and development and forest products procurement as part of infrastructure spending.

“There are a few levers here we need the government to pull,” said Nighbor.

The forestry sector says it has spent $1.5 billion on clean tech innovation over the last five years and that since 1990 it has reduced emissions from existing mills by two thirds.

Bob Larocque, the forest association’s environment and labour market policy director, said using wood waste for new laminate products and biofuels can reduce carbon emissions, as can planting faster-growing, climate-resistant trees that absorb more carbon from the atmosphere.

Canada is also re-introducing taller wood structure buildings, including construction of an 18-story residence at the University of British Columbia in Vancouver and a 13-story building in Quebec City. The association argues that wood laminate buildings not only sequester the carbon in the timber for the life of the building, they also don’t require the carbon-intensive concrete or steel of more conventional tall structures.

— Follow @BCheadle on Twitter

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02 May 20:55

Beyond the Sales Process – Book Review

by Tibor Shanto

By Tibor Shanto – tibor.shanto@sellbetter.ca 

When Dave Stein and Steve Andersen get together to write a book, you can bet it’s going to be something special, so when Beyond the Sales Process: 12 Proven Strategies for a Customer-Driven World was released earlier this month, I took the opportunity to get a copy and see what these two sales performance heavyweights had to say. I was delighted and gratified to discover that it was not another flash-in-the-pan methodology-of-the-moment for salespeople to learn and toss aside. In this book, Dave and Steve articulate (with confidence and conviction) an approach that is clearly grounded in their combined, extensive understanding of what B2B customers want and value, and how they buy. Even better, every strategy they define can be applied almost immediately, because they also tell you how to execute each—a component that typical sales books often lack.

Specific and Actionable

Beyond the Sales Process is engaging and purposeful, prescribing specific actions, activities, and tactics for building a high-value relationship with your customers. You’ll encounter no ambiguity, no guesswork, and no gaps or lapses, as you join the authors on a comprehensive exploration of before, during, and after the sale, with “actionable awareness” (See Strategy 5) to be gained on every page.

Beyond the Sales Process doesn’t pander, presuming you know industry-specific terms and trendy acronyms, nor does it talk down to its audience, treating every reader as a beginner. You could be an up-and-comer or a seasoned expert—you’re going to learn something valuable about how to succeed in this post-recession, buyer-driven economy. And don’t skim over the nine case studies, where global leaders from a range of industries—and their customers—describe firsthand how they implement Engage/Win/Grow strategies and co-create value together. That level of insight about how stuff really works can be hard to come by—in Beyond the Sales Process, Dave and Steve have served it up in generous portions.

Comes with success built in

Are you absorbing and putting their strategies to work? At the end of each chapter, Dave and Steve provide no-nonsense diagnostics, so you can test yourself on where you are and where you need to go. (Ignore these questions at your own peril. If you can’t answer them, you’re likely to lose your customer and the deal.)

Looking at the “sales process” from a different perspective, this book urges readers  to leverage the time when your customer isn’t actively buying anything, to build trust before there’s a sales opportunity, and to build on your past proven value after the sale closes—and it tells you how to do it. Want to be included your customer’s long term plan? Beyond the Sales Process breaks down how to get there.

If you’re looking for tips, trips, and shortcuts, there are mountains of sales books that claim to have the magic bullet.  If you want to know how to build and execute a proven plan to engage, win, and grow a long-term relationship with your customers, read Beyond the Sales Process.

Become one of the thousands of sales professionals receiving my latest updates on sales execution, tools, tips and more.   

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The post Beyond the Sales Process – Book Review appeared first on Renbor Sales Solutions Inc..

02 May 20:55

Can Free Sales Content Send You Down a Dangerous Path?

by Dave Kurlan

Did you ever drive down a street and see a "free stuff" sign?  Maybe it was a free sofa, chair, or table.  Maybe it was a free lawnmower or bicycle. It even could have been free kid's stuff.  Nearly all of the free stuff you find on the side of the road, available to the first taker, is somebody else's junk.  Instead of throwing it out, and rather than taking the time to donate it (if an organization would have it), they are simply giving it away.  

On the Web, there are three kinds of free sales content available.  

There are free articles - like this one - where you could be inspired, might have to think a bit, might learn of an approach you weren't aware of, or might be privy to some statistics or science you hadn't read about.  

There are free White Papers, which could be anything from a scientific report on Sales Selection, Longevity,Trust, or The Challenger Sale (the topics of my White Papers), to a marketing piece made to look like a scientific report.  

And there are Free Downloads offering a great value in exchange for your name and email address.  I downloaded one such free value this weekend - a Sales Process Cheat Sheet - which promised a standardized playbook and a simple, easy-to-follow sales methodology to help managers coach their inside sales reps into following a proven, standardized process from discovery to close.  Was there value?  It was a joint promotion from Hubspot and InsideSales.com. - maybe you received the same offer in your inbox.  Was it any good?  Was it a process?  Was it a playbook?  Was it a methodology?

02 May 20:53

Definition

by Chris Brogan

Chris and Jacq I’m at an interesting time in my career. Everything I’m “most known for” is mostly stuff from between 2006 and 2009, and though I’ve continued to be in the public eye and adding lots and lots of value where I can, it’s not like I’ve delivered any next BIG thing that has people talking. People quote me, but a lot of what they quote is from a whole different time. (The quotes still apply, I guess.) And I just stumbled onto one reason why. I need to give you some backstory.

Play the Hits

I’ve talked about this before. My “shorthand” for this comes from a story about the Beach Boys that might be fake, for all I know. Evidently, one detail that keeps ruining their plans for a reunion is that most of the band wants to play “Good Vibrations” and “Surfin USA” and Brian Wilson wants to play the experimental music he was working on when the band broke up. He wants to explore forward, but the band knows that people going to a reunion concert want them to play the hits.

Continue Reading

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02 May 20:50

What You Won’t Hear About Trade and Manufacturing on the Campaign Trail

by Willy C. Shih
may16-02-567092207

In this U.S. election year, presidential candidates in both parties have tied the loss of American manufacturing jobs to “unfair” trading practices and pacts such as the North American Free Trade Agreement (NAFTA). While executives of American exporters cite the Trans-Pacific Partnership (TPP) as an agreement that will be of enormous benefit to American workers, for politicians, it is another third-rail issue that few wish to support. Donald Trump, the leading Republican candidate, claims it is “designed for China to come in through the back door.” Hillary Clinton, the leading Democratic candidate, states that the current form of the deal “didn’t meet my standards … My standards for more new, good jobs for Americans, for raising wages for Americans.” And Bernie Sanders said TPP is “designed to protect the interests of the largest multinational corporations at the expense of workers, consumers, the environment and the foundations of American democracy.”

Maybe these comments are just campaign rhetoric, but to someone who recognizes the importance of manufacturing and manufacturing competitiveness, they sound naïve and even dangerous. They ignore the realities of how global manufacturing now works — how it has evolved into a complex network of interlinked factories that together build many of the products sold today. And they do a disservice to the many Americans who don’t understand this complex picture: a recent Gallup poll found that 43% of Americans didn’t know enough to say whether TPP was good or not; the rest were split equally for and against.

For my part, I think opposition to TPP is misdirected. Not signing the TPP will disadvantage American exporters without addressing what I believe are the issues that politicians are angry about, which is the mercantilist behavior of some of America’s large trading partners.

To many consumers in advanced economies like the U.S. and Europe, globalization means more imports from China and other low-cost countries. That is true at a high level — Section 304 of the Tariff Act of 1930 (and subsequent amendments) required every imported product to be “conspicuously and indelibly marked in English to indicate to the ultimate purchaser its country of origin, so we can see this plainly on store shelves. Generally, what we see is the country where the final assembly of a product took place.

If you were to walk through some of those foreign factories, you would get a very different picture. Almost every sophisticated manufacturer uses some kind of lean production system that pulls raw materials in from a warehouse. And if you look at where the raw materials came from, you would find they come from all over the world. During a recent visit to an Asian factory that assembled sophisticated medical instruments, I saw sub-assemblies from Massachusetts and other parts of the United States, Singapore, China, Japan, and Malaysia.

It is hard to discern the whole picture, because the parts often have passed through many countries before they reached that final assembly point. The raw wafer for an iPhone chip might have been processed in Texas before it was shipped to a factory in Taiwan to be diced into individual chips and tested, then wire bonded into a package before going to a parts distribution center, before finally making it to that assembly line in Zhengzhou, China. Such global sequential production systems are dependent on the free movement of goods with minimal tariff and non-tariff barriers.

Why are supply chains structured this way with tiers of component makers who assemble progressively larger pieces? A big reason is technological complexity. Long gone are the days of vertical integration when a manufacturer could make everything itself. In high-tech products, specialists focus on narrow slices of the value chain where highly specialized skills are necessary. The LCD touchscreen in your iPhone is extraordinarily complex to manufacture, and only a handful of companies in Japan, Korea, Taiwan, and China have invested in the capabilities and manufacturing capacities to make them. They, in turn, buy components and materials from another tier of specialists located mostly in Japan and Korea. The supply chain looks like a web with many tiers, and each major sub-component has its own web.

Since there is no supply chain in the United States, you couldn’t make it in America if you wanted to — unless you imported each and every part, and by the time you packed them up and shipped them, it would cost more than importing the completed touchscreen.

Similarly, as cars get more complex and incorporate more electronics content, a greater percentage of the parts will come from outside the walls of the traditional assemblers like General Motors. Automatic lane-change or braking systems, electric power steering, complex engine controllers — all require microcontrollers and power semiconductors. It simply is neither possible nor practical to be the best at building everything oneself. That is one of the forces behind the dramatic changes in the U.S. automobile industry over the last five years. While production is approaching all-time highs, the percentage of parts that come from U.S. sources continues to steadily decline.

Does this mean everything will eventually come from China? Far from it. Consider China’s efforts to build commercial aircraft. It incorporates engines assembled in North Carolina with turbine blades made in Mississippi and a low-pressure section from France. And the very expensive automated-assembly system that did some of the work on its wings came from Washington State and incorporates Kuka robots made in Germany. Or look at the new Airbus A350 XWB with fuselage sections coming from North Carolina and an auxiliary power unit coming from Arizona. One of my friends is the CEO of an Ohio-based company that makes components for the brakes of Boeing’s 787 Dreamliner. It ships them to a French company, which assembles the landing gear and then sends them to Washington State or South Carolina.

Would raising tariffs on Chinese goods cause manufacturers to move production to the United States? Not if the parts aren’t already made in the United States. Raising barriers will mostly lead to more complexity for U.S.-based assemblers of all kinds. And U.S.-based exporters of components will likely face countervailing tariffs and more difficulty securing spots in global supply chains. It might even lead to more factory relocations out of the United States.

This leads to the most important question: What are the most important determinants of where a manufacturer locates a factory in today’s world? You have to understand these fundamentals to craft trade-policy prescriptions — which, by the way, I think the free trade agreements largely do:

A thick supplier market. Manufacturers want to be close to their suppliers, because this can speed time to market and minimize the risk of disruptions. Regions that have thick markets of suppliers have a big advantage. For example, if you want to manufacture high-volume electronics, it’s hard to not locate in China today because so much of the supply chain for components has moved there. And the Chinese government’s push for self-sufficiency in semiconductors is likely to make this an even more compelling choice in the years ahead. That doesn’t mean that it is impossible to set up elsewhere, but shipping delicate components around can cost much more than simply assembling them close to the source, as Motorola found out in Texas. Samsung took extreme measures when it set up smartphone manufacturing in Vietnam: It told its suppliers to pick up and move with it or face losing its business.

Infrastructure to support efficient logistics. In a world of globalized supply chains, the ability to move materials efficiently and at low cost is a basic requirement. Inadequate transport infrastructure is the biggest impediment to the development of India’s manufacturing capacity. And it’s an issue in the United States as well. Many Americans visiting China for the first time are shocked at the efficient road, airport, and port infrastructure that the country has built. The Yangshan Deep-water Port near Shanghai makes Port Newark in New Jersey look like a backwater; many U.S. ports lack the ability to handle the largest container ships and strain to move containers efficiently into the port’s hinterland. America’s inability to invest in maintaining and upgrading infrastructure will have long-term detrimental consequences.

Availability and challenges of managing labor. Fifteen years ago it was a no-brainer to move labor-intensive assembly to China just to take advantage of labor arbitrage. By that argument, Malaysia today would look pretty favorable. But it is difficult to recruit native Malaysians to work in factories, and the Malaysian government has just imposed limits on foreign expatriate workers. So while Malaysia’s labor rates might be low cost, the country is really less attractive. The United States has a similar problem. If it wants to bring jobs back by imposing costs and restrictions like trade barriers, it had better make sure it has workers who are willing to sign up for those jobs. I visited a factory in Texas where workers threw their badges in the trash after a week on the job because they didn’t like assembly work. Another factory I visited had trouble getting workers to show up on time. You can’t start running a line if everyone isn’t there.

Nearness to market. This has become a more important consideration in recent years because it allows firms to be more responsive to changing tastes and demands, and reduce inventory in the pipeline. With U.S. factories’ direct labor costs running about three times those of China, the differential is small enough to justify the move of much more manufacturing back to the United States — if the other needs mentioned above can be met. But until that time, it makes Mexico extremely attractive because it is close to the U.S. market, labor costs there are comparable to China, and firms can find a capable workforce where workers actually want the jobs. Those are some of the reasons we have seen tremendous growth south of the border, especially in automotive and aerospace and even clothing.

Government-imposed costs and restrictions. Historically the United States is not good at achieving desired outcomes by imposing costs like tariffs. Manufacturers fight to be competitive every day, because if they don’t provide the best product at competitive costs, customers will find someone else. Erecting trade barriers makes life more difficult, but firms react. In 2012, when the United States imposed tariffs of 31% to 250% on solar panels produced in China, Chinese manufacturers quickly moved their final assembly operations for U.S.-bound panels to Malaysia. Most of the components still came from China. This made the U.S. price of solar panels the most expensive in the world. In some ways it was a repeat of what happened with the Multi Fibre Arrangement (MFA), which governed world trade in textiles from 1974 until its expiration in 2004. Firms moved garments around and sewed labels into them in a country that had quota allocation for shipment to the United States.

Factor costs. A century ago factor costs played a major role in location choices. They still do, but they are now only one part of the mix. A large construction equipment maker told me that steel costs made up 50% of the bill of materials of some of its products, which meant that when medium carbon steel costs 40% less per ton to purchase in China, there is a substantial cost savings to locating manufacturing there. Electricity and natural gas costs have been highly favorable in the United States over the past five years, and that has driven a boom in petrochemical manufacturing here.

As you hopefully now see, the picture of modern manufacturing is not so simple. It is one of complex multi-tiered global supply chains that draw key components from around the world but draws individual manufacturers to clusters where there are good supplier networks that are close to large markets. While simple solutions to the very complex problem of restoring manufacturing jobs to the United States may sound great, a future president had better understand the problem in great depth lest he or she inadvertently make the problem worse.

02 May 20:49

“Can I buy you a coffee?” Here’s what to say (and not say) to earn 30 minutes with an in-demand person

by steli@close.io (Steli Efti)

When you go to events or attend conferences, you’re likely eager to get in front of the right people: influencers, industry leaders, the big shots. You want to steal some of their time to get business advice, guidance and feedback.

You reach out on Twitter, LinkedIn or over email ahead of time and ask, “Can I buy you a coffee?” Later, however, you’re probably looking at an empty inbox.

These people are busy. They have other commitments outside of the event. They are also being hit with dozens of requests to connect, grab a coffee or go for drinks.

Yup. You’re not the only one.

So how can you make them make time for you?

Why “Can I buy you a coffee?” doesn’t cut it

It’s a nice gesture. But the person’s inbox will be flooded with 20 requests just like yours. As much as he or she would love to sit down and connect with you, there’s simply not enough time.

How do you break through the noise and build a connection?

The number one tactic that’ll get the attention of an in-demand person

Tell the person how you can be a resource to them. This changes everything.

It’s no longer about taking up someone's time. It’s about providing them with value, and then getting something in return.

how-to-network

Let me share a recent example with you.

Last year, I was doing a speaking tour in Europe and arrived in Austria to speak at a conference. A few weeks prior to this conference, I started receiving emails and messages on Facebook, LinkedIn and Twitter.

They all said the same thing, “Hey Steli, I heard you’re going to be in Austria. Can I buy you coffee? I’d love to just steal half an hour of your time to pick your brain about [insert need].”

I love to connect with people and I love it when people reach out. I love that they think I have something of value to offer and I want to meet and help as many people as I can.

I want to say yes to all of these people. But there’s only so much time in a day. And when I go to these conferences, my schedule gets pretty packed. There are dinners, breakfasts, networking events. There’s a lot of stuff going on.

If I get 50 requests to meet for a coffee, I’m not going to be able to say yes to all of them. Here’s how I replied to these people:

“Hey, I really appreciate you reaching out, but my schedule is super busy, it’s going to be hard for me to tell how much free time I’m going to have. But when you’re at that conference, if you see me just come grab me and say hi and we’ll figure it out on the go.”

Most people responded saying, “Cool! I’ll do that.” But I ended up not connecting with most of these people.

How to stand out

But here’s what one smart guy did. He used a tactic you can steal (and you really should) if you want to meet with someone at a conference or any other type of event.

It’s just a mindset of how to reach out to people that are in high demand and effectively get their attention and some of their time.

His message read: “Hey Steli, I’m excited that you’re speaking at this conference. I’m a big fan.”

Up to this point he said the same thing many other people had said, but what he said next set him apart and got him 30 minutes of 1-on-1 time with me.

“Steli, I know this city like the back of my hand, I know all the places, I know all the restaurants, all the bars, I know everything about this city. Let me be your personal assistant. Let me be at your service. Do you need a drive from the airport to the hotel? Anything that you can think of, I will make it happen for you. Just use me as your resource. Let’s start with me picking you up from the airport.”

That pitch was both smart and compelling.

It’s no longer about him using up my time for his own gains. He didn’t ask for my time, he offered himself as a resource to create value for me.

He continued, “You need to get from the airport to the hotel anyway. If you take a cab or if you drive with me, what’s the difference? Isn’t it more fun driving with someone who’s a fan, who’s an entrepreneur and will ask you smart questions and will be able to have a smart conversation?”

And that’s exactly what we did. He picked me up at the airport and gave me a ride to the hotel.

During those 30 minutes, he questioned me about business, entrepreneurship and his ideas.

The result? A powerful and productive conversation.

When he dropped me off at the hotel, he said, “Tomorrow I’m going to be at the front row of your talk and I’m going to be your biggest fan.”

Do you know what I did? I put him in my presentation. My presentation was all about Hustle Nation. People that put in the work and make shit happen. I thought he was a great example of that.

 how-to-network-with-in-demand-people.jpg

I highlighted him as a local hero because this guy is a true citizen of Hustle Nation.

Create value, start building relationships

Next time you want to connect with an in-demand person, don’t offer to buy them a coffee. Don’t ask them for their time.

Instead, think about what you can do for them. Figure out how you can create value for them to start building a relationship.

That’s how you stand out.

Recommended resources:

The follow up hustle: How I got Gary Vaynerchuk to do an interview
Here's how I got a the internet's own superstar Gary Vaynerchuk to dedicate an hour of his time to me, even though I had little to offer in return (hint: follow up hustle)

How to become a priority for someone? The follow up!
Here's a simple hack to get people to deliver on their promises, stick to their deadlines and fulfill their commitments: follow up persistently!

Cold calling: How to respond to "I don't have time"?
If you're a sales rep, here's how you respond to the sales objection "I don't have time".

02 May 20:49

All for One and One for All – Unifying Development, Marketing and Sales

by Enrique Espinosa

It’s an exciting time to be in enterprise software. IT is now perceived as an enabler of growth rather than overhead, enterprises of all sizes are adopting cloud technologies to modernize their application stack, and the available cloud infrastructure has become a catalyst for entrepreneurs to build and deploy enterprise grade software faster and cheaper. Though it is easier to launch a new product than ever before, it’s harder to gain market traction.

Scaling go-to-market is not easy. Especially when you lack alignment between your development, marketing, and sales teams. When a product fails to get market traction:

  • Sales blames Marketing for not generating enough quality leads
  • Sales blames Development for building something that customers don’t need
  • Development blames Marketing for not crafting correctly the product’s value proposition
  • Development blames Sales for not closing deals for a product that is clearly what customers need

It’s a finger-pointing game that can be avoided with three simple tactics designed to create transparency and foster alignment among Development, Marketing and Sales

1. Write a one-page press release

Force your developers to write the initial draft of a hypothetical press release before writing the first line of code. This document should explain in simple terms why customers need your product. Involve Marketing to polish the edges, and get Sales to read it and pitch it. This simple tactic will help create alignment around your product’s Promise-to-Customers.  

If Sales can’t understand the press release, neither can your customers.


Force your developers to write a draft of a press release before writing the first line of code.
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2. Quantify the economic value of your product

Customers buy software to grow revenue, minimize costs or reduce risk. At some point during the buying process, your customer will ask for a business case that objectively measures their return on on investment.

So once again, before writing the first line of code, translate the product’s value proposition from your hypothetical press release into economic terms: Dollars and Cents.

This will force Development, Marketing and Sales to have an objective conversation around economic value for customers, and will clarify for everyone your product’s promise-to-customers.

If you can’t quantify your product’s value in economic terms, you will have a hard time selling.


If you can’t quantify your product’s value in economic terms, you will have a hard time selling.
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3. Create an “Educate to Close” plan

Sales is about trust. You gain customer trust by educating customers in understanding the problem they have, and how your product helps them solve this problem.

The best way to do this–in a structured and programmatic way–is to understand your customer’s buying journey; identify the objections or doubts that they will have along this journey; and develop the content to address those objections.

For example, during the buying process of a CRM product, your prospect will need to create alignment among multiple stakeholders in his organization. In anticipation of this, you can create an educational content piece that addresses the question directly: “Getting buy-in for your CRM implementation: a 5 step process.”

Your customers go through an emotional journey when they buy your product. Getting Development, Sales and Marketing in a room to develop a common understanding of your customer’s buying journey and build an “Educate to Close” content plan tailored to this journey will force you to put yourself in the shoes of your customers and spark the right conversations that help you amplify your product’s Promise-to-Customers.

Don’t Leave This to Chance

As your product portfolio grows and your company becomes more geographically dispersed, the importance of alignment between Development, Marketing, and Sales becomes more critical to gain market traction.

My lesson learned through years of experience in enterprise software is to never take alignment for granted and never assume that a meeting, call, or the sponsorship of a senior executive will create the alignment you need.

Alignment is a process, a contact sport. Fortunately, alignment can be engineered with the right set of tactics. Investing in these tactics can maximize your chances of ensuring market traction.

The post All for One and One for All – Unifying Development, Marketing and Sales appeared first on Sales Hacker.

02 May 20:49

B2B Companies: Case Studies Can Help You Reach More People

by Angie Geffen

As a B2B company, you face special challenges in reaching your target audience. Your customers are other businesses. They know all the marketing tricks that are in your bag to drum up business because they use them, too.

With experience and testing, marketers have found that certain strategies tend to work better than others when other businesses are your customers. B2B companies: case studies may be your secret weapon in reaching more of your target audience.

The Content Marketing Benchmark Report has found that 66 percent of B2B marketers say that case studies are the most effective tool they use to reach their target audience. Here are a few reasons why they work:

Tell Stories

Narratives are powerful tools for reaching people.

Whether you are trying to sell a product or win an argument, finding a way to tell a story to illustrate your point can help you reach your goal.

Stories engage your audience. They pull people in, and they provide an emotional connection.

With the right storytelling, your target audience will see how your product or service can make a real difference to their business. They might be convinced that your equipment will help them lower their overhead and increase their profits, or they might get inspired to find success with your marketing system.

The stories inspire and convince your audience in a way that straight marketing copy cannot.

Provide Evidence

The case studies you should be sharing are those that show the effectiveness of your product or service — or the effectiveness of some benefit that your product or service provides.

For example, you may sell software that helps you save money by better managing your finances, or the software may help you control inventory, which has the added benefit of helping you save money. You can share case studies of businesses that used your software to lower their overhead and increase their profits.

Case studies prove the claims you make about your products. Customers know that your advertising will make big claims to try to make your product seem great, but they will actually believe those claims if you can show how you’ve achieved results with real customers.

Establish Credibility

In the B2B niche, your credibility is everything.

Businesses have a lot riding on the products and services they choose, so they can only afford to choose the best. Your case study establishes your credibility by using real clients and showing how they have benefited from your product or service.

The more examples you can use, the greater your credibility will be. The fact that your customers are so happy with your product or service that they are willing to provide quotes for and be used in your case study will speak volumes.

Interview your clients to get good quotes for your study. The better the quote, the more effective it will be.

Provide Practical Tips

The best marketing copy doesn’t just sell your company — it also provides something of value for your customers.

Case studies offer a great opportunity to provide practical tips for your customers. For example, you can provide a case study of how other clients used your payroll management software and include practical tips for how to get the most out of the software. You can create a case study with tips of how to use your display products to promote a new product line or special event.

The more specific and helpful your guide is, the more effective it will be. Not only will customers be more interested in reading the case study, but they will have more incentive to buy your product or service after they are finished reading. The best case studies will show customers exactly what they can get from following your tips, and buying your product or service will be the natural last step.

Supply Content

You need a steady stream of content to attract traffic to your site and keep your rankings high in search results.

Case studies help you to create fresh content for your site. You can create case studies from other content that is already there, and you can write blog posts from your case studies. You can continually recycle the content so that it works for you again and again.

You can also share your case studies on your social media and in your email newsletter, allowing you to maximize the results from your content marketing. You’ll get more engagement on all your channels, increasing exposure for your brand and helping to generate more leads.

B2B marketing is more challenging than traditional online marketing, but using the right tools can help you overcome those challenges. Creating case studies is one of the more effective ways that you can reach your business clients. If you are not already using case studies on your blog, now is the time to start implementing them.

02 May 20:48

5 Steps for Finding Superstar Talent as a Small Business

by Alexandra Siegel

When a position opens up, small business leaders begin the hunt for a candidate who’s not only qualified — but also savvy, innovative, and knowledgeable across many different areas. Since these small yet resourceful companies don’t have the same staggering recruiting budgets as large corporations, it can be more challenging to find the perfect fit. Equally as important as unearthing a small business superstar is the ability to retain that individual, especially in such a competitive job market.

Here are five steps to finding and keeping the best talent, supported by stats from Salesforce’s recently published “Benchmarks for Small Business Growth” research report:

1. Look for out-of-the box thinkers.

We’re in an era of constant innovation. Larger companies are being disrupted by smaller companies every day. Successful small businesses are able to use their size to their advantage, reacting more quickly to big ideas, while also keeping budgets tight. The perfect small business employee is a quick and creative thinker who is able to stretch budget and stay competitive by being innovative and thinking on his or her feet.

2. Seek early tech adopters.

Digital transformation is driving most, if not all, of the innovation we are experiencing. Mobile, social, and cloud are now all common-place terms. Make sure your candidate is ahead of the technology curve. According to the “Benchmarks for Small Business Growth” report, top-performing sales and service teams are more likely than underperformers to be heavy tech adopters. A successful small business team is proactive about exploring and learning new technologies.

Don’t stop there — make sure to arm your new hire with the technology she or he needs to be successful. Two-thirds (65%) of IT leaders at small businesses say they currently empower business users to solve problems using technology tools.

3. Make sure they are data-driven.

In a world where big data is at our fingertips, successful companies make data-driven decisions by prioritizing a culture of analytics. Ask your candidates how comfortable she or he is with analytics tools and gauge how important the resulting insights are to their decision-making process. High-performing small business teams are 1.3x more likely to be using sales analytics, states the report.

4. Hire someone who will put your customers first.

Customers are in the driver’s seat of today’s market — businesses that want to be successful need to prioritize their customers. High-performing small businesses are constantly finding new ways to engage with consumers. It’s important that your candidate prioritizes the customer experience and has knowledge of the different channels where your customers are interacting. The report finds that high-performing small business sales teams are 2.1x more likely than underperformers to actively create customer experiences across a wide range of touchpoints such as omni-channel sales interactions.

5. Prioritize post-hire satisfaction.

Finding a rockstar isn’t easy and it’s important not to lose them. The report finds that small businesses actually place a higher value on a happy workforce than enterprise companies do, especially when it comes to customer-facing positions like sales and service. When you find someone who knows how to delight your customers, is tech savvy, and is also a creative thinker, make sure you keep him or her engaged with the right training, development, and productivity tools. Over half (52%) of small businesses will increase their budgets for productivity apps over the next two years.

Since small businesses are unique, innovative, flexible, and budget-conscious, make sure you’re looking for a candidate who is the same. Your next small business superstar will be able to master all of the strategies that separate high performers from the rest — early tech adoption, data-driven decision making, and a customer-first mindset.

For more small business growth strategies, download the full report:

02 May 20:48

Mindfulness Can Improve Strategy, Too

by Justin Talbot-Zorn
may16-02-feridun-akgungor-web-08
FERIDUN AKGÜNGÖR

Over the course of a couple of decades, meditation has migrated from Himalayan hilltops and Japanese Zendos to corporate boardrooms and corridors of power, including GoogleAppleAetnathe Pentagon, and the U.S. House of Representatives.

On a personal level, leaders are taking note of empirical research documenting meditation’s potential for reducing stress, lowering blood pressure, and improving emotional regulation. Mindfulness meditation — the practice of cultivating deliberate focused attention on the present moment – has caught on as a way to bring focus, authenticity, and intention to the practice of leadership.  Harvard Business Review contributors Daniel Goleman and Bill George have described mindfulness as a means to listen more deeply and guide actions through clear intention rather than emotional whims or reactive patterns.

In an age in which corporations and public organizations are increasingly under attack for short-term thinking, a dearth of vision, and perfunctory reactions to quick stimuli, it’s worth posing the question: Can mindfulness help organizations — not just individual leaders — behave more intentionally? Practically speaking, can organizational leaders integrate mindfulness practices into strategic planning processes?

Seventy years ago, Viktor Frankl, an Austrian psychiatrist who had just emerged from years as a prisoner at Auschwitz, shed some light on the question with a now-classic teaching. “Between stimulus and response, there is a space,” he wrote in 1946. “In that space is our power to choose our response. In our response lies our growth and our freedom.”

Mindfulness — the practice of watching one’s breath and noticing thoughts and sensations — is, at its core, a practice of cultivating this kind of space. It’s about becoming aware of how the diverse internal and external stimuli we face can provoke automatic, immediate, unthinking responses in our thoughts, emotions, and actions.  As the University of Virginia’s Timothy Wilson has argued, our brains are not equipped to handle the 11-plus million bits of information arriving at any given moment. For the sake of efficiency, we tend to make new decisions based upon old frames, memories, or associations. Through mindfulness practice, a person is able to notice how the mind reacts to thoughts, sensations, and information, seeing past the old storylines and habitual patterns that unconsciously guide behavior.  This creates space to deliberately choose how to speak and act.

Organizations, like individuals, need this kind of space.

As UCLA’s Richard Rumelt, a leading expert on strategic planning, writes in his book Good Strategy, Bad Strategy, one of the quintessential components of good strategy is the ability to take a step out of the internal storyline and shift viewpoints. “An insightful reframing of a competitive situation” he writes, “can create whole new patterns of advantage and weakness. The most powerful strategies arise from such game-changing insights.”

To craft strategy on the basis of what Harvard’s Richard Chait and other scholars have called generative thinking, it’s not only necessary to identify a coherent set of policies or actions in response to a problem or opportunity, it’s also necessary to elucidate the full range of values, assumptions, and external factors at play in a decision-making situation.  It’s essential to step back and ask not only whether the team has identified the right plans or solutions but whether they have identified the right questions and problems in the first place.  All this requires space between stimulus and response.

So how can organizations bring more space to strategic planning?  Is the answer to simply recruit leaders and board members who engage in contemplative practices?

It can’t hurt. Steve Jobs, a regular meditator, made use of mindfulness practice to challenge operating assumptions at Apple and to enhance creative insight in planning. Ray Dalio of Bridgewater Capital has likewise used mindfulness not only as a tool for increasing productivity but also enhancing situational awareness as a strategist.

But it’s also possible to build mindfulness directly into planning exercises.

One of us recently had the opportunity to test the concept of mindful strategy with a group of middle managers and senior executives from the legal, advertising, finance, and non-profit sectors in the Bay Area.  The experience gave us a clearer practical understanding of what works when it comes to integrating mindfulness practice into strategy retreats.

  1. Take mindful moments: One simple approach is to integrate straightforward mindfulness activities into meetings and retreats. By punctuating planning exercises with deliberate time for those present to simply connect with their breath and recognize unnecessary distractions, organizers can create the conditions for intuition to arise.  As Rasmus Hougaard and Jacqueline Carter wrote in HBR in March, it’s possible to integrate simple practices of focus and awareness throughout a workday.  Google’s Chade-Meng Tan, has developed dozens of such workplace meditation modules that could fit neatly into planning retreats.
  2. Explore alternative scenarios: It’s also possible to inject an element of mindfulness without meditating at all.  Scenario planning exercises, for example, open decision-makers to numerous, plausible alternative “stories of the future” that inherently challenge assumptions and mindsets. Corporations including Shell and governments including Singapore have used such practices — first and foremost for their heuristic value — with considerable success for decades.  Much like meditation, the practice of nonjudgmentally assessing different plausible futures is a practical way of shining light on old unexamined thought patterns and making room for new ideas.
  3. Visualize positive outcomes: As Daniel Goleman argues, positivity is part and parcel of focused attention. “Pessimism narrows our focus,” he writes, “whereas positive emotions widen our attention and our receptiveness to the new and unexpected.” Organizational leaders can benefit from imagining organizational “end-states” during strategy sessions.   This can be as simple as posing a variant of the question Goleman suggests— “if everything works out perfectly for our organization, what would we be doing in ten years?”—and taking time to contemplate.

Mindfulness practices like these can help leaders — and their organizations — identify which ideas and aspirations are important and which assumptions limit their growth. They’re useful not only for attaining enlightenment but also for making sense of a changing world.

02 May 20:46

For the record: Conrad Black on Canada’s tradition of greatness

by macleans.ca
Photograph by Andrew Tolson

Photograph by Andrew Tolson

Conrad Black spoke at the Civitas Society’s national conference, a convening of top conservative minds to discuss the state of the movement. Below, a transcript of his remarks, examining Canada’s history and his thoughts on how it can achieve greatness.  

The title of this address reflects my contention that since the first arrival of the Europeans there has always been a vocation to create and maintain a great and distinctive country in the northern half of this continent. No one with the least familiarity with Samuel de Champlain’s 32 years as governor or lieutenant governor of New France, could fail to see that he foresaw a great nation in Canada. He often stated this in his letters to Cardinal Richelieu, the omnipotent French prime minister, and to the French kings Henry IV and Louis XIII, and in the books which he published. Of course, he expected it to be entirely French, except for the Natives, whom he respected more than almost anyone who governed Canada after him, until relatively recently.

Champlain’s accomplishments in mapping and exploring, describing and developing a vast part of eastern North America, in befriending the Native peoples despite some frictions, in founding Quebec and developing the fur trade, leave no doubt that he was a great visionary and an enlightened governor. He promised King Louis XIII that ultimately there would be a great capital, Ludovicus, named after him in this French empire in the New World and broadly foresaw the development of cities, harbours, canals, and roads.

Especially in his early years in Canada, he and the several score of his countrymen who wintered in what is now Quebec faced desperate cold, scurvy, loneliness, Native hostility, and frequently indifference in Paris. His courage and perseverance through decades of travail and ordeal were almost beyond admiration. Not the least of his talents was his high political acuity in lobbying Richelieu, and naming the Cardinal’s famous confidant, the original grey eminence, Joseph du Tremblay, as the editor of his book elaborating his plan for Canada.

I believe that Champlain began to spin the thread of faith and vision that founded Canada and has guided it progressively through 400 years, the great majority of which were times of acute uncertainty about the prospects for the development of a viable state in Canada. Once Europeans were established here, the inhabitants were bound to be reasonably prosperous because of the natural resources of Canada, despite its frequently hostile climate. But for Canada to become and remain a viable state independent of the United States required an almost miraculous series of unlikely steps to occur. First, it had to be French and not English. Otherwise it would be assimilated into and governed with the English-speaking jurisdictions in what became the original 13 states of the United States. Second, New France would have to become economically self-sufficient, to enjoy the patronage of France, and not to be too burdensome to it, and to resist conquest and assimilation by the American colonists or revolutionaries.

A 1612 map of early Canada by French explorer Samuel de Champlain is pictured in a handout photo. THE CANADIAN PRESS/HO, Sotheby's

A 1612 map of early Canada by French explorer Samuel de Champlain is pictured in a handout photo. THE CANADIAN PRESS/HO, Sotheby’s

The great intendant, Jean Talon, accomplished this in the 1670s, by developing a variety of industries including brewing, shipbuilding, the manufacture of iron goods and basic textiles, and various forms of agriculture, as well as by the importation of 1,000 nubile French girls from whom today approximately seven million French Canadians and Franco-Americans are descended. Louis Frontenac, a childhood friend of Louis XIV, alternately defeated and conciliated the Natives and repulsed an American assault on Quebec in 1690. He vastly enhanced and modernized the city of Quebec and extended the fur trade.

French Canada itself produced swashbuckling explorers and warriors. The d’Ibervilles of Montreal captured British forts in Hudson Bay, British settlements in Newfoundland, and founded the present American cities of Biloxi and New Orleans and captured Havana from the Spanish. Pierre de La Vérendrye was born in Three Rivers in 1685, fought at the Battle of Malplaquet against the Duke of Marlborough in 1709, and returned to Canada and explored the far Great Lakes and the mid-west almost to the foothills of the Rocky Mountains. Louis Jolliet was also born in Three Rivers and with Jacques Marquette, he discovered and mapped the Mississippi River in the 1670s. These were great foundation-stones of this country, laid in the 160 years of the French regime. Very few English, or now even French-speaking Canadians, realize today what an amazing achievement it was for New France, with a population of only about 20,000 in 1700, to span this continent from Hudson Bay to the Gulf of Mexico and from the Atlantic coast to the Rocky Mountains.

The next part of the sequence was [that] Canada would have to become part of the British Empire, because the strategic division between France and Britain for centuries was that France had the greatest army and Britain the greatest navy, and so no desirable French overseas possession could be secured against the British. Thus did Great Britain take over North America and India and large swaths of other continents. Britain was excluded from continental Europe, but overseas, France was effectively confined to Britain’s leavings.

But almost as Canada became British, the Americans had to cease to be British, or the two jurisdictions would have been combined and the French Canadians would, as they have always feared, be assimilated by the larger English-speaking population of North America. In the process of the American secession from the British Empire, it was necessary for a significant number of Americans who wished to remain British to move to Canada, in order to secure the protection of the British colonial authorities. These officials, though many of them are celebrated in Canadian lore and geographic recognition, were essentially cynics who, if there were not a profound moral debt in Britain to the loyalty of the British inhabitants of Canada who had fled the American revolutionaries, would have been capable of trading the formerly French colony to the Americans for other consideration.

Though New France had passed into history, and conditions had changed radically, the genius of adoptive Canadian statesmen had not perished. In the 1770s, Sir Guy Carleton, Lord Dorchester, the governor of Canada for 20 years ending in 1796, instantly remade Champlain’s dream of a powerful and rich New France into a powerful and rich Anglo-French Canada. He quickly came to like the French Canadians, who found him a much more congenial governor than the French had usually been.

He presciently saw the American Revolution coming and returned to London to lobby for four years for the passage of his Quebec Act. This was adopted just in time in 1774 and guaranteed the French civil law, preservation of the French language, and the free practice of the Roman Catholic religion in exchange for French Canada’s promise of loyalty to the British crown. Both sides of the Quebec Act firmly adhered to their promises. The Quebec Act was fiercely attacked in the American Declaration of Independence as an attempt to import the French civil law into the American colonies (which was nonsense), and was widely denounced in those colonies as a surrender to popery.

As a result of the Quebec Act and Carleton’s military leadership, by the narrowest of margins Canada declined George Washington’s invitation to join the American Revolution. The French-Canadians and a small British garrison drove Benjamin Franklin and the then loyal revolutionary Benedict Arnold out of Canada. In his second term as governor, Carleton was instrumental in setting up what became the province of Ontario and began the institutional structure of a bicultural country.

Once Canada was under British control and an Anglo-French society, and the Americans were independent and not particularly friendly with the British, Canada had to take the next step on the march to nationhood and develop a talent for Anglo-French co-operation. And it had the exacting challenge of winkling its autonomy out of the British without so offending the British that they lost interest in the maintenance of their position in Canada and traded it away to the United States. If Canada were to succeed it could not continue indefinitely to be a British colony. But it could not elect to revolt as the Americans had done, because dispensing with the British would only ensure an early American conquest of Canada. This, of course would not have been the worst of fates, but it would have been the end of any idea of an independent and distinctive Canadian nation.

The explorer Alexander Mackenzie, a Scot who emigrated as a child to Montreal by way of New York, crossed the continent by land and arrived at the Arctic shore in 1789 (following the river now named after him), and on the Pacific coast in 1793. I don’t want to make invidious comparisons, but we did get to the Pacific overland 10 years ahead of the Americans. General Sir Isaac Brock was particularly important in Canada’s again narrow survival of an American attack in the War of 1812. While Britain and America drew that war, Canada was the only winner, as it gained a lot of credibility opposite both the British and the Americans. The large number of newly arrived Americans did not defect to their invading former countrymen as had been feared, and in the half-century following that war Canada pursued autonomy as a jurisdiction, as Canadians demanded the same right to elect those who governed them as other British subjects and as the former subjects in the United States already possessed.

Robert Baldwin and Louis-Hippolyte LaFontaine only sought the achievement of responsible government and the secularization of the University of Toronto and of much land that had been consigned to the churches. They achieved this, another great step toward national greatness and withdrew from public life like Cincinnatus. They relied on the Gilbert and Sullivan revolutionary outbursts of McKenzie and Papineau to worry the British without overly annoying them.

Please appreciate their achievement of conciliation, when in successive elections in the 1840s, the skulduggery of the colonial regime caused their electoral defeat to the parliament of the so-called United Province of Canada designed by Lord Durham to assimilate the French-Canadians, Baldwin had LaFontaine elected for a district near Toronto and LaFontaine had Baldwin elected for Rimouski, an entirely French-speaking constituency.

Sir John A. Macdonald.  (1815-1891)   National Archives of Canada/CP

Sir John A. Macdonald. (1815-1891) National Archives of Canada/CP

Throughout this period, the United States had been walking on eggshells toward the resolution of the crisis of slavery. Finally, with a terrible Civil War in which more than 750,000 Americans died in a population of only 32 million, five American states were smashed to rubble and burned to ashes by the Union armies of General Grant and General Sherman, slavery was abolished and the insurrection was suppressed. As Canada executed a delicate minuet with the British, gaining autonomy but maintaining British protection, it also generously encouraged and received more than 40,000 fugitive slaves without seriously antagonizing the United States. It is a matter of some legitimate interest to this country that the fierce Anglophobic slaveholder, General Andrew Jackson, is now being replaced on the twenty-dollar American banknote by Harriet Tubman, an African-American anti-slavery activist who lived in the 1850s in St. Catharines, Ont., and regarded herself as a Canadian.

The United States then possessed the most powerful army and the greatest generals in the world and had not much appreciated overt British partisanship for the insurrectionist Confederacy. In these circumstances Canadian statesmen, particularly John A. Macdonald, George-Etienne Cartier, and George Brown, recognized that if the country was not to drop into the lap of the United States that was now emerging as one of the world’s greatest powers, the English and French of Canada would have to unite in devising a new form of country. Thus was born the only transcontinental, bicultural, parliamentary confederation in the history of the world. And it has served the country quite well for nearly 150 years. Of all countries in the world of Canada’s population or larger, only the British and Americans have political institutions that are older.

Macdonald conceived and led every stage of the construction of one of the engineering marvels of the world, the Canadian Pacific Railway. It was built over much more rugged terrain, the Canadian Shield, than much of the American track across the continent, and as Canada did not have serious financial markets, it had to be financed in New York and London. Leading financiers in these cities did not at that point have great confidence in the likely viability of Canada. Macdonald managed the supreme mastery of two potentially mortal crises, the impending bankruptcy of Canadian Pacific and the 1885 Riel rebellion calling for American annexation of the West, by tying them together: he utilized the railway to suppress the rebellion, and then secured parliamentary funding out of gratitude for the deliverance of the country from Western revolt, to complete the railway. Macdonald also supported the acquisition of extensive steamship fleets to cross both oceans at the terminal points of his great railway. He devised a tariff structure to foster Canadian industry and he rebuffed rather assertive American efforts to promote the peaceful annexation of Canada to the United States. I don’t want to leave the subject of Macdonald, especially as he has been unfairly criticized recently, without making the point that even by the standards of the times of Lincoln, Disraeli, Gladstone, and Bismarck, Macdonald was a great statesman, and was so regarded by the first three of those men. He and Bismarck never crossed paths.

Macdonald and the great Liberal leader, Wilfrid Laurier, governed Canada for 33 of its first 44 years as an autonomous confederation. They both recognized the necessity of a double majority of English and French speaking support for major initiatives. And they both continued the tradition of public sector-private sector co-operation which originated with Jean Talon in the 17th century.

Laurier personified the bicultural nature of the country; he compromised on the issue of Roman Catholic schools in Western Canada, and he addressed the issue of a steady drainage of population to the United States as that country expanded with immense waves of immigration, by an extraordinarily ambitious program of immigration to keep pace. Immigration to Canada was aggressively promoted throughout Europe and vast tracts of land with free passage to Canada were given away to encourage a more steeply growing Canadian population. In 1913, two years after Laurier had left government but under his policy, Canada, which had a population of a little over seven million, admitted 402,000 immigrants. This was equivalent to admitting almost two million immigrants in one year today. Having had as little as 1/15th of the population of the United States at various early times, that ratio is now approximately 1 to 9 and Canada has rather more people than did the United States at the end of the U.S. Civil War.

Sir Wilfrid Laurier is shown in a file photo. (THE CANADIAN PRESS/National Archives of Canada)

Sir Wilfrid Laurier is shown in a file photo. (THE CANADIAN PRESS/National Archives of Canada)

For Canada, the immense contiguity of the United States was both an opportunity and a severe challenge. Canada’s successes were obvious except when measured against the meteoric rise of its immense neighbour. But throughout the three centuries from the time of Champlain to the First World War, in which Canada and the United States ended up as allies in arms, there was an almost constant threat of the Canadian project succumbing to what Americans often considered their “manifest destiny.” And in much of the last century, the benign and not threatening presence of America and its immense popular cultural influence have frequently generated enthusiasm in this country for a federal union which would of course only be the subsuming of Canada into its neighbour. It has taken the collapse of Quebec separatism after several tense decades, and an unprecedented series of reversals and an extended period of political confusion in the government of the United States for this last threat to recede.

Where as late as 1999 almost 20 per cent of Canadians expressed in polls an interest in federal union with the U.S., the corresponding figure today would be almost negligible. Canadians are not in general anti-American; but the astounding, unprecedented, and in some respects intimidating rise and rise of America left some Canadians improvising spurious, envious, and even spiteful reasons to distinguish this country from the United States.

While there is always room for improvement, in general Canada has made its point that it is a well-governed and well-functioning country. It has always been a truism that Canada operated politically, in a sports metaphor, between the 30 yard lines, unlike the United States which knows peaks of genius and depravity, wealth and poverty, that are generally outside the experience of other nations. The reason for this must reside in the national American genius for showmanship, the encouragement of individuality, and the scale upon which the United States operates, which has been beyond what the world had previously imagined to be possible.

Though the placid nature of Canadian life is sometimes mocked, including by Canadians, the fact that fewer than 200 people have died from civil strife in the last 200 years is a remarkable testament to the talents of Canadians in working out problems.

In practice nations are great because they are sufficiently numerous and strategically and culturally rich that they have an unusually high impact upon the world, particularly if they are the principal source of one of the world’s distinguished civilizations. A dramatic history is also useful in building a national mythos.

CAROUSEL-Canada2020

Of course, Canada is only the third or possibly fourth (after India) English-speaking country, and the second French-speaking country. Historical drama is usually blood-soaked wars and revolutions and no sane Canadian regrets that we have been almost completely spared that, apart from our voluntary sacrifices for the cause of freedom in the world wars when this country was not itself under threat. And while a member of the G7 countries, Canada is the junior member and we should not celebrate our escape from universal inattention by taking on the airs of a national bearer of a great civilization as are France, Germany, Italy, Russia, Japan, and China and the British and Americans jointly.

If we are to be objectively great, we will have to do it by example and by the compelling quality of the society that we build here. All major countries except possibly India, are now in a policy stasis that arouses broad public discontent. And I think the time is opportune for a radically new series of social and fiscal policies and foreign initiatives that will be welcome in themselves and indicative to the world of Canada’s unsuspected, even by ourselves, political creativity.
I will conclude, if I may, by suggesting a few such initiatives.

We should abolish incarceration for non-violent offenders other than for the most gigantic financial offences and the most incorrigible recidivists. We imprison non-violent people out of habit, as we long imprisoned people in debt, and this generally causes a deterioration in the personality and character of the individual so sentenced, and is horrendously expensive. I am all for punishment of crime and for the repentance of wrongdoing, but this can be accomplished to the public’s benefit by requiring extensive community service performed by people living at large but in obligatorily Spartan circumstances but not brutal, impersonal, or celibate isolation.

Everyone must have the means to defend themselves legally just as they must have adequate access to medical attention, whether they possess the means to pay for these services unaided or not. Legal aid will have to be vastly expanded to give most people any chance against the power of prosecutors, and we must never approach the scandalous condition of the United States where 99.5 per cent of prosecutions are successful, 97 per cent without trial, because of the hideous perversion of the plea-bargain system.

We should have a comprehensive system of continuous consolidation of statutes and regulations to reduce their unceasing proliferation. We must end the ever-escalating requirement for a larger numbers of lawyers to conduct what amounts to a restrictive legal cartel of legislators, practitioners, prosecutors, and the bench, all swaddled in pious claptrap about the rule of law being all that raises us above the level of the jungle. Of course we must tolerate and encourage private sector medical care, the costs of which must be tax-deductible to the patients.

There should be medical users’ fees for those who can afford them and the principle of universality in social benefits should be varied to account for the means of the recipient and those who are thus able to pay more would benefit from tax deductions for necessary or at least advisable medical expenses.

Unionization has been one of the principal causes of the terrible destruction of the quality of state education systems throughout the Western world and it should be ended. Instead of collective-bargaining, and the regular occurrence of strikes in the school years, and the constant atmosphere of blackmail of parents with the threat of unscheduled school closings, conditions of work should be determined by citizens’ panels representing all interested parties and with clear guidelines to provide a reasonable income for teachers hinged to fair evaluation of performance. Schools should cease to be daycare centers and the scandalous decline of public standards of education throughout the West, which is reflected and amplified in the deteriorating quality of information and entertainment, must be reversed. The federal government should withhold educational assistance from non-reforming provinces. Why shouldn’t Canada take the lead in this?

Fiscally, Canada should lead the world back to hard currencies by providing a yardstick of measurement against the currency composed of a combined standard of gold, oil, and consumer necessities. There is now no currency in the world that has any value except in relation to other currencies and they are all accelerating down the path of inflationary debasement. Canada is uniquely qualified as a rich and latterly very fiscally responsible country, to take this step that would be widely emulated and admired.

Nothing could be more obvious than that the way to greater prosperity without inflation or stoked-up deficits is selective increases of the HST as it applies to elective spending, and reductions in personal and corporate income taxes especially of people of modest means and of small businesses.

When inflation threatens, instead of raising interest rates, which merely pours gasoline on the fire until a bone-cracking recession is induced, we should have standby authority to eliminate taxes on all forms of saving and investment, and to raise taxes on elective spending. This would be a first line of defence against inflation that would reduce the impact of the current widespread policy of simply strangling the economy with higher interest rates.

We have gone as far as we can trying to reduce poverty with the traditional welfare system. I propose a slight and self-reducing wealth tax, that would be paid by wealthy taxpayers funding projects for poverty reduction that they would devise and direct. They would be approved as charities are approved, and the tax would be reduced as poverty declined. In this way, we would put the most agile financial minds to work attacking poverty and incentivizing them to eliminate it.

Canada should pursue some level of domestic ownership in the automobile industry and a higher level of autonomy in key defence production industries including shipbuilding and sophisticated aviation. We have never recovered from John Diefenbaker’s cancellation of the Avro Arrow and of our entire jet engine industry with it. To this end we must revive the tradition of Jean Talon, the railway-builder Francis Hincks, John A. Macdonald, Laurier and his immigration minister Clifford Sifton, and C.D. Howe. There is nothing embarrassing in the fact that Canada, to advance up the ladder of serious states, has frequently needed recourse to co-operation between private financial markets and industrial expertise and the strength of the federal government as a silent partner. Every serious country in the world has done this, including, disguised in its huge defence budget, the United States.

In foreign policy, Canada is uniquely placed to propose drastic and much-needed reforms to the United Nations, and NATO. As Canada is a founding member of both organizations with an unblemished record in them, our views would be taken seriously. The United Nations must cease to be primal scream therapy for its most despotic and corrupt members. Any country that does not achieve at least China’s inadequate level of respect for human liberties should lose the right to vote and be only an observer until it reaches that threshold. I only cite China as the benchmark because as a practical matter it would be inadvisable to try to disenfranchise so important a country. Members’ votes should be reapportioned on the basis of respect for human rights, national economic product, and population.

Obviously there would be a great deal of objection to any such reform but it would get attention and it would attract the support of most responsible countries and could gradually be negotiated into some sort of compromise to be a vast improvement on the present disgraceful condition of that organization.

NATO should be reconstituted as a worldwide defensive alliance of all democracies, which could accept associate states that are not democracies, and which would co-operate in upholding and extending the concept of an attack upon one is an attack upon all. Countries that completely ignored agreed-to targets of military spending and capability for years on end and merely coasted under the implicit American guarantee of their security, a category that unfortunately now includes Canada, would be suspended from membership until they met the target.

Canada is one of the very few important countries that is fiscally and politically capable of embarking on such a comprehensive reform agenda as I have sketchily outlined. We are not going to achieve greatness by being the biggest, most powerful, most exciting, or most culturally uplifting country, and I think we are all tired of trying to get there solely by imagining ourselves to be the most virtuous. Canada can now do more than tug at the trouser-leg of the United States and United Kingdom, though we were quite proficient at that for many years, apart from the Diefenbaker and Trudeau eras.

If we were to do anything remotely along the lines of what I have suggested, the level of recognition and influence we would achieve would vastly exceed anything imagined even by the great men, many of whom I have just mentioned, who have built this country to its present enviable state.

Thank you.


Related video

The post For the record: Conrad Black on Canada’s tradition of greatness appeared first on Macleans.ca.

02 May 20:44

The Anatomy of the Perfect Sales Prospecting Email Sequence [Infographic]

by lye@hubspot.com (Leslie Ye)

ideal-sales-email-prospecting.jpg

Emails are a mainstay of sales prospecting, and with good reason. Buyers don’t always pick up the phone, so salespeople can choose between crossing their fingers that prospects will check voicemail or sending a follow-up message.

Unsurprisingly, most salespeople worth their salt will opt for the latter option. But there’s no guarantee of connecting electronically, either. The volume of email sent and received per day has reached an all-time high at an average of 246 per person, so standing out in your prospects’ inboxes is no easy feat.

Luckily, salespeople don’t have to rely on guesswork to optimize their outreach emails: There’s data to back up what the ideal approach looks like. For example, 58% of emails with subject lines that are 10 characters or fewer are opened, and almost two-thirds (64%) of professionals open emails based on subject line. Not sure when to send an email? Thursday at 11 a.m. is your best bet, with that weekday and time seeing the highest rate of email opens.

Check out the infographic from Sales Staff below to see more eye-opening stats about sales emails, as well as check out a sample optimized three-email prospecting sequence.

The-Anatomy-of-a-Successful-B2B-Sales-Email.jpg

HubSpot CRM

02 May 20:44

16 Things to Say In a Sales Prospecting Email Instead of “Are You Free For a Call?”

by lye@hubspot.com (Leslie Ye)

alternatives-to-do-you-want-to-have-a-call.jpg

You’ve spent the better part of the last hour scouring LinkedIn and your CRM system for professionals with a certain job title whose companies are headquartered in your sales territory.

By 9 a.m., you’ve amassed a good-sized list of fresh accounts to target. They all seem like good fits, many of them have previously converted on your website, and now you want to get in touch with them.

You start calling down your list, but very few prospects pick up, so you wind up leaving a bunch of voicemails instead of having real conversations. Because you understand the value of following up, you send a follow-up email after each call. You briefly recap what you said on your voicemail and ask for the next 15 minutes your prospect’s got.

You’re golden. Right?

Not quite.

Many salespeople prefer speaking over the phone to exchanging emails, but they forget that buyers often have different communication preferences than salespeople. And even if your buyers are phone people, you may not have proven enough value to get a time on their calendar.

In sales, you should never bury the lede. This doesn’t mean you start pitching the first time you speak with a buyer, but never wait to demonstrate exactly what they’ll get out of speaking with you. Ironically, slowing down a sales relationship might ultimately prove a more fruitful strategy: If you take the time to help your buyer in a non-pushy way before asking them for something, you’ll have an easier time getting buy-in when you do ask for a meeting or a call.

So how do you start demonstrating that value from day one? Whether you’re calling on an inbound lead or a previously unengaged good-fit company, use any of these 16 soundbites below to get a substantive conversation going -- without ever asking for a call.

If they downloaded content/viewed a blog post on your website:

  • What were you looking for when you found this piece of content?
  • Why were you interested in this piece of content?
  • Have you read it? What did you think?
  • Did it help answer your questions, or are there areas I can help with?
  • How is this content relevant to your objectives?
  • Is this content related to any of your current projects?
  • What strategies are you using to tackle those projects?
  • Did this content change the way you think about those strategies? How? (Or why not?)

If you haven’t spoken with the prospect before:

  • I saw [recent news event about prospect’s company] -- congratulations!
  • I noticed your tweet/LinkedIn post/blog post about [problem]. I think I can help -- how do you currently approach [problem]?
  • I was impressed by [recent blog post] I read on your blog. I wanted to follow up and send you this article I think is an interesting take on the issue.
  • I help companies like yours achieve [value proposition]. Is this currently a priority for you?
  • My role at [company] is to help businesses like yours achieve [value proposition].
    I did some research on your company, and I noticed [weaknesses related to your product]. Have you tried X or Y in the past?
  • We recently completed a study on [area relevant to prospect’s concerns], and wanted to share [relevant insight]. How does [prospect’s company] currently approach this area?
  • I just worked with [company similar to prospect’s] on solving [common industry problem] by doing X. Have you tried anything similar in the past?

How do you start conversations with prospects? Let us know in the comments below.

HubSpot CRM

02 May 20:44

Anatomy of a Lost Sale: Case Study

by info@sharondrewmorgen.com (Sharon Drew Morgen)

phone-fine-thanksI’ve been writing a lot lately about how we lose sales and forego success because we enter and conduct conversations through our biases and assumptions. Here is recent dialogue with a potential partner that gives a terrific example of possibility lost.

The representative of a sales/marketing blog called to discuss republishing my articles. Sounds great, right? But the hidden agendas, assumptions, and lack of collaboration ruined what might have been possible.

Here’s the story – and I’ll call my Communication Partner Bill.

DIALOGUE

Bill: Hey Sharon Drew. We love your content and would love to make it available to our 100,000 readers. Are you interested?

SDM: Sure. But I notice you’re a ‘sales’ blog, and my stuff is not exactly sales. Do you know the difference between Buying Facilitation® and sales?

Bill: I’d like to say yes, but I probably don’t.

SDM: Should I explain it? And if you still like what I’m doing we could see if your readers would like it too.

I then proceeded to explain my change facilitation model, known in the sales as Buying Facilitation®.

Bill: I hadn’t known all that. Good stuff. So we can repurpose your articles, and then you can use social media to link back to us?

SDM: What do you mean, Repurpose?

Bill: I just sent you links to 5 articles we’ve already repurposed so you can see. We reserve the right to change 25% of our contributor’s articles to enhance Search capability. Take a look. We haven’t published them yet and are awaiting your approval.

SDM: Wait. You want to rewrite one quarter of what I’ve written, possibly without fully understanding what I’m saying, and then use my name as the author? How do you know what you’ve changed imparts the same message?

Bill: Well, we hope we get it right.

SDM: You hope? So you rewrote some of my article to suit your needs, didn’t ask me to do it myself so it would line up with my intended message, didn’t understand Buying Facilitation® before you changed it, and spent hours rewriting my stuff before getting my approval – and still want me to have my name on stuff I didn’t write so your site can align with my brand?

Bill: Well, yes. But we have 100,000 readers that you’d then have access to.

SDM: Do you know how long those articles take me to write?

Bill: No idea. A couple of hours?

SDM: 10-20 hours. I’m a writer!  Each word is carefully chosen to mean exactly what I want it to mean; a specific flow that I carefully create. No one – no one – touches my articles! Even my editor just writes me notes, like ‘Too wordy’ or ‘This is in the wrong place.’ And you want to rewrite 25% of my articles? And you were so sure that I’d be ok with this that you already rewrote 5 articles? That’s quite an assumption, not to mention time waste.

Bill: We didn’t mean to annoy you. Other bloggers are happy to have 100,000 eyeballs reading their stuff.

SDM: My blogs have plenty of eyeballs. But that’s not the point: why would I put my name on something I didn’t write and may not represent my thinking accurately? I find your assumptions infuriating and arrogant.

Bill: How ‘bout if instead you just share links to some of our articles with your social media connections?

SDM: The mainstream reader isn’t my audience. Did you know that? Did you ask who my readers were?

Bill: Oh. I didn’t know that. How ‘bout if you wrote an article just for us?

SDM: Sure. Any thoughts on how you might compensate me for my time and ideas?

Bill: We can’t pay you.

SDM: If you think of any way to compensate me, let me know.

Bill entered the call with biased expectations and assumptions based on his needs – access to my readers and the use of my name and content. His assumptions absolutely infuriated me, stepped on my beliefs, my ego, my professionalism, my time/hard work/ideas. I felt disrespected, abused, and annoyed that he merely wanted to meet his own goals, hadn’t done his homework, and assumed that his ‘product’ (100,000 eyeballs) met my criteria of a ‘win’ (It didn’t.). Unethical and out of integrity. If he had entered by assuming that between us we’d find a ‘win’ we could have found a way to serve us both.

A DIALOGUE USING BUYING FACILITATION®

Sellers lose sales when entering with biased, self-serving assumptions that limit possibility. Conversations that might have proved fruitful end up inadvertently annoying buyers, miss real prospects, and only connect with those having the same assumptions and biases. Here is what the conversation, and a partnership, could have been using Buying Facilitation® (and a bit of homework).

Bill: Hey Sharon Drew. I’m calling from X blog, and we love your stuff. I wonder if there is a way we could share your ideas with our readers in a way that would enable Google search for us both? From reading some of your articles, it seems that your target audience are early adopters and we might have some in our database.

SDM: Cool beans. Thanks for the call. How do you generally enhance search capabilities in your author’s articles?

Bill: We change about 25% of the content to use the most productive search terms. We might have to discuss if the same terms work for you also. How would you know, before we begin, that it’s possible to add search terms that could maintain the integrity of your message while effectively reaching the right audience?

SDM: As a professional writer, I don’t allow anyone to touch my writing. But I’d be happy to discuss search terms that would work for us both, and add them into the article. Does that work?

Bill: I’m sure between us we could find the right words. Worth a try. Another thought: maybe you could write an article for us? Since we couldn’t pay you money, do you have some ideas about something we could do together to make it a win for both our readerships?

By entering with the goal of win/win, by entering without self-serving assumptions that biased the entire conversation, we could have found a creative win for both of our readerships.

I don’t know what might have been. Maybe we could have created the largest sales blog in the world together. Or co-authored a book on the arc of the past and future of sales. Maybe we could have started a podcast series and invited disparate professionals to speak. Maybe. But we’ll never know. And that, my friends, is how you lose sale.

____________

Sharon Drew Morgen is the author most recently of What? Did you really say what I think I heard? as well as self-learning tools and an on-line team learning program – designed to both assess listening impediments and encourage the appropriate skills to accurately hear what others convey.

Sharon Drew is also the author of the NY Times Business Bestseller ‘Selling with Integrity’, as well as Dirty Little Secrets: why buyers can’t buy and sellers can’t sell, and 7 other books on how decisions get made, how change happens in systems, and how buyers buy. She is the developer of Buying Facilitation® a facilitation tool for sellers, coaches, and managers to help others determine their best decisions and enable excellence. Her award winning blog sharondrewmorgen.com has 1500 articles that help sellers help buyers buy. Sharon Drew recently developed 3 new programs for start ups.
She can be reached at sharondrew@sharondrewmorgen.com  512-771-1117

02 May 20:43

How Channel Marketers Engage on Social Media

by Craig Rosenberg

Whether you’re a B2B marketer working at a fledgling startup or in an enterprise organization, you most likely understand the importance of channel partners. As a matter of fact, Accenture says that over 70% of the typical high-tech companies revenues now come from indirect channels. And in today’s competitive marketplace, having strong partners is key to winning… if not survival.

So who are the executives tasked with making channel relationships payoff big-time? Turns out these channel marketers come in many flavors, with each wrestling challenges unique to their organization, the needs of their particular partners, and the imperatives of their industry.

What’s the one thing they have in common? They’re embracing social media to ask questions, engage in conversations, and share valuable content – in short, to do their jobs better. But who are the top channel marketers to connect with on social media, and what can you learn from them?

Social Insights About Channel Marketers

My firm, Leadtail, in collaboration with the smart folks at Elastic Grid, decided to delve into these very questions by looking at the Twitter activity of 368 channel marketers over a four month period. Specifically, we analyzed 43,963 tweets and 30,524 shared links to better understand their social media activities. These social insights were then summarized in our report: Channel Marketing Leaders to Connect With on Social Media.

Channel Marketers on Social

What Channel Marketers Talk About

We compiled the top hashtags used by channel marketers to identify the topics grabbing their attention. Why hashtags? Like search keywords, popular hashtags are a good indicator of what people are paying attention to, talking about, searching for, and sharing on social media.

Since many channel marketer work for technology vendors, it’s no surprise that their social conversations are focused on topics including #cloud, #bigdata, #analytics, #innovation, and #digitaltransformation. Of course, as marketers, they also engage in conversations about #marketing, #socialmedia, and #contentmarketing, with a few other interests thrown in for good measure.

Popular Channel Marketing Hashtags

 

Which Social Networks They Share From

When it comes to the types of content they share on social media (via Twitter), these executives lean into the trend toward more visual content. For instance, over half the channel marketers we analyzed have shared content from YouTube during the report period. And many also turn to LinkedIn to publish and share brand content through their Twitter feeds.

Channel Marketing Publications

Top Channel Marketers to Connect With

Besides analyzing how channels marketers as a whole engage on social media, we also discovered 50 channel marketers in particular that you should consider connecting with on Twitter. For instance, here are some of the channel marketers we profiled in the report:

·      Ira Simon of SAP – @IraASimon
·      Karen Lorentson of Autodesk – @KarenLorentson
·      Luis I. Cortes of RedHat – @licortes_redhat
·      Meghan Grady of Twilio – @MegRaeGrady
·      Matt Hurley of Juniper Networks – @MT_Hurley

These marketing executives have embraced content marketing and tap into social networks to amplify the reach of their company’s website, blog, or partner community content. And if you’re not following them yet, now’s the time!

How Channel Marketers Can Use This Data

How can you use these social insights to become a better channel (or B2B) marketer?

·      Search on and use popular hashtags to stay in front of your audience
·      Read and share content from the top publications so you can better understand and engage with the issues grabbing the attention of channel marketers
·      Follow and learn from the social media activities of top channel marketers

The good news is that you still have a genuine opportunity to establish yourself as a top channel marketer on social media by sharing thought leadership content and building influence with your community of peers, partners, and customers.

Interested in learning more about what channel marketers are up to on social media? Download the full report here.

Today’s Guest Author:

Carter Hostelley is the Founder and CEO of Leadtail, a social strategy and insights firm. For the past six years, he has championed the importance of social media to CMOs and senior marketers at leading business brands and venture-backed companies. Specifically, how social media can reach, engage, and influence buyers. He also writes about B2B social marketing and customer experience for CMSWire. You can follow him on Twitter or LinkedIn.

02 May 20:41

Landing Pages: 5 things you need to generate leads

by Expert commentator

Optimise your landing page designs to boost your conversion rate

Landing pages are a vital conversion trigger within the Customer Journey. Typically, they are used within internet marketing campaigns that use Calls To Action, and are a core component of online advertising too. Indeed, Hubspot’s Marketing Benchmarks From 7,000 Businesses report identified that companies experience an increase of 55% in leads when increasing their number of landing pages from 10 to 15.

So it’s about volume, then? Well, not entirely. There is no point in having lots of landing pages if they do not convert. Generating and capturing leads is critical to the sales process. Therefore, converting the traffic on your landing pages effectively and efficiently has to be the goal. These aspects are fundamental to business growth.

Quite simply, if you are going to invest time, resource and money into driving traffic to your landing pages, then you must ensure that you fully optimise the page your target audience clicks through to.

A home page is NOT a landing page

Note: In my view you must not rely on your home page as a pseudo-landing page that will convert. By its nature, your home page is generic – it is your business’ digital shop window to showcase all that you do and your key USPs. (Editor: An exception is for companies with a single proposition when the home page is designed as a landing page as these examples show).

As such, your home page has to rely on visitors to spend (their precious little) time finding the specific product, service or piece of content that they need. There are just too many distractions and too much irrelevant information on a home page for an individual visitor for it to convert effectively. So don’t even consider it!

Types of landing pages

There are actually many different types of landing page, including those for lead capture, product specific (akin to product data sheets), infomercials / advertorials, clickthroughs, and even microsites are used as landing pages for larger campaigns.

Typically, landing pages are one-page destinations for those clicking through from an online ad or a search engine optimised result (aka SERP result). However, no matter what the specific use of a landing page, they can all be grouped into one of two types: reference or transactional landing pages.

  • Reference landing pages: These are more generic in nature and do not necessarily include a sales goal or call to action. Essentially, they provide additional contextualised information relevant to the visitor that is a continuation of an ad or SERP result that they clicked through from. They are ideal for brand awareness or education campaigns, and to build relationships with a larger target audience or to strengthen existing relationships.
  • Transactional landing pages: Contrary to the above, the point of these is to convince the visitor to perform some kind of action – for example, clicking on a CTA button, signing up to a newsletter or subscription by providing their email address, downloading a piece of content such as a white paper or ebook, starting a trial of a product or tool, or making a purchase. These “transactions” are designed around capturing as much data and information about each visitor as possible with the ultimate goal being to convert them into a customer.

Now we’ve outlined the main types of landing pages, here are our five top tips on how to create landing pages that convert your traffic to generate leads.

1. K.I.S.S. – Keep it simple, stupid

The classic rule of “less is more” applies particularly to landing pages. You must remember that they are about a specific offer, product, tool, service and so on. Therefore you need to make sure that you provide the visitor with precisely what they want, and to do so with minimal clutter or confusion.

The design must be clean and easy to navigate, perhaps with the main navigation menu stripped out too so your page is ultra targeted. The copy must be concise and to the point; nobody wants to read walls of text having just been enticed through from an exciting offer or call to action! Bullet points work well at breaking up copy too – three succinct bullet points are better than a three-sentence paragraph.

Also include a striking image that summarises the landing page’s purpose, perhaps with a CTA in there, is a must. While a video (animated or otherwise) would be much more appealing than reading and scrolling, and therefore much more effective!

Howsoever you decide to populate your landing page, you need to ensure that visitors can quickly scan all content above the fold to understand at-a-glance who you are, what the “offer” is, and why they should take action.

2. Forms with strong CTAs

Forms are perhaps the biggest reason why landing page conversions fail. Indeed, 46% of marketers consider optimising their form layout to have a very significant impact on their landing page’s ROI. On top of this, human nature is to avoid providing personal data. It is essential that you only ask for what is absolutely necessary for someone to perform a particular action.

Strong call to action

For example, if someone clicks through to your landing page to take advantage of a free whitepaper download, then they would expect to provide an email address, name and maybe company name too. They know that they have to give something in order to receive something of value to them. But they also know where to draw the line – phone numbers, for example, will stop someone completing a form as they do not want to receive a sales call in the future. You should also make your forms as compact and easy-on-the-eye too.

Always consider why a visitor is on your landing page in the first place. In this example, their only reason for being there is to download a white paper (and do so quickly). So give them what they want within minimal fuss – this is part of the Customer Journey after all!

If forms are mechanisms for you to gather information for your sales and marketing funnel, then CTAs are the triggers to complete a form. So that have to be strong, with very short, action-oriented requests to cause an action to take place. Words like “Get”, “Save”, “Free”, “Download” and “Book now” are ideal. The WIFM effect (What’s In It For Me?) means that visitors won’t do something unless they get something they want that makes it worth their while. For some best practice and tips, then have a read of this post by Conversioner.

On the other hand, generic CTAs like “Find out more” should be avoided for lead generation purposes. It is neither one thing nor another, when it comes to generating leads. It doesn’t give the visitor something tangible (which is probably the reason they were compelled to click through in the first place), and it doesn’t give you any data to facilitate a follow up.

4. Speak your customer’s language

Forget industry jargon; it is a turn-off. Demonstrate that you understand your customers. Speak about the challenges that they face, and provide solutions to them. And literally speak to them – use “you” and “your” in the copy to help personalise it further, while also providing some empathy to their situation.

Knowing your customer’s pain points is critical in any content you produce, particularly so within landing pages where you have minimal ‘time to engagement’. After all, the average visitor will scan for relevance before reading anything – if you have a load of jargon or sales-speak then they will be turned off. This applies to goals on any type of landing page.

Additionally, the age-old business tent of “know your customer” applies just as much today, if not more so in this digital world that we live. There are very few excuses (if any!) for not understanding your target market, or segmenting them into demographics and customer personas. You need to understand and cater for their online behaviours, expectations and particular challenges or pain points.

5. Responsive design

Mobile, mobile, mobile! Every digital part of every business should be mobile-friendly. And this applies especially to landing pages – having a responsive design that automatically serves up the right display on the right devices (whether mobile, tablet, laptop or desktop) is a must-have. In much the same way that you need to speak your customer’s language, you need to deliver your content to your target audience on their terms.

However, it is not just about the prevalence of smartphone usage. Different people have different devices that they use to browse the web. Maybe one person uses their phone when on-the-go or commuting, uses their tablet when watching TV, and uses their laptop or desktop when working. You need to provide a seamless user experience of your landing page that works across any device for any potential visitor.

It is therefore about making it as easy as possible for each person that clicks through to your landing page to digest your content – no matter where they are, when they are doing it, and on what device. And let’s not forget that Google favours a responsive design approach. This means that your landing page will rank higher in SERPs if you adopt a responsive design.

You should check out GetResponse’s Landing Page Creator that has, amongst other features, more than 100 completely responsive landing page templates that you can tailor to your needs and branding in just 30 minutes.

5. A/B testing - continuously

This is perhaps the most important and obvious point, yet is often overlooked. You can test virtually any aspect of your landing page – from different titles / headlines or length of copy, to different images or the positions of your CTAs. Indeed, the layout of your website can also have an impact – you could even use exactly the same copy, visual cues, forms and CTAs, but put them in different positions and even in different colours.

testing

One essential component you should test is the form. Experiment with a form that only has two fields: “Name” and “Email address”. Simultaneously run this against a form that has four or five fields, of which the only mandatory ones are “Name” and “Email address”. After all, the more customer data you secure, the better you can target your leads, and therefore the more effective your follow-ups and conversions will be.

The golden rule of any type of A/B testing should also be applied: test, measure, compare, adapt, change, and repeat. This is the only way you will have a clear idea of what is working and what isn’t.

Landing Pages that generate leads – final takeaway

Landing pages, without doubt, should be seen as a primary weapon in your sales arsenal. They can be laser-targeted for specific audience segments to help shorten and streamline the Customer Journey. This means you will also increase the number of leads you drop into the sales funnel.

Doing all of this yourself could seem daunting and time-consuming. However, there are various tools out there that can help and, if you are to take advantage of the many benefits of having multiple landing pages, then you really should invest in a landing page creation tool.

The five tips outlined in this article will help you generate better returns from your business development and lead generation campaigns. They are not the only five tips, but they are vital in terms of generating leads.

Thanks to Lilach Bullock for sharing their advice and opinions in this post. Highly regarded on the world speaker circuit, Lilach Bullock has graced Forbes and Number 10 Downing Street. She’s a hugely connected and highly influential entrepreneur. Listed in Forbes as one of the top 20 women social media power influencers and was crowned the Social Influencer of Europe by Oracle. A recipient for a Global Women Champions Award for her outstanding contribution and leadership in business.
02 May 20:40

It’s Time to Humanize Your Sales Development Emails

by Aleksandr Peterson

Email prospecting is a vital tool for B2B sales reps. If you haven’t had an actual conversation with a prospect yet (or even if you have), a well-written, aptly-timed email can be a perfect way to get the ball rolling. That’s why 71 percent of B2B marketers say email is their most effective communication channel.

Here’s the problem: your prospects already receive dozens of sales emails in their work and personal accounts every week, and they read very few of them. Despite the fact that you’re objective is the same as every other vendor’s, you can’t send the same emails as every other vendor. Unless you want to be ignored.

What can you do to distinguish yourself and catch the reader’s attention? Instead of sending some canned email that you copy and paste to follow up with every new prospect, try being human. If you’ve forgotten how to do that, here are some pointers:

Use Data to Personalize

If your team has been properly managing the sales and marketing process, you have a wealth of data about each of your target accounts in your database — the acquisition channel they came from, their demographic and firmographic information, their browsing behavior on your site, what assets they’ve downloaded, and so on.

Use this information to personalize your messages. For starters, address them by name. I really shouldn’t have to mention that one, but my “promotions” folder on Gmail is evidence that many brands still don’t understand the value of a basic, personal touch.

Another obvious, but important point: use your own name in the email signature. Even if you’re using some form of marketing automation, you want the emails to seem like they were created and dispatched by a flesh-and-blood salesperson.

Mind Your Subject Line

There are plenty of researchers who insist that an optimum subject line contains a certain number of words or a certain type of language. There may be some loose correlations, but the truth is, every business will see different results depending on their prospect base and the type of products they sell.

This is an area where you should avoid analysis paralysis and, instead, use common sense. Think about how you would write a subject line for a personal email, and use that same approach when following up with prospects. After all, your prospects are people. Try not to sound like every other solicitor in their spam folder. I.e. Our Magical Service Will Increase Your Revenue By $90M!!

Instead, be direct and concise. Tell them why you’re emailing, and reference something specific about their company. Here are a few examples:

  • Congratulations on your recent __________
  • Quick question about _________ at [company name]
  • Hearing great things about your _________
  • Would love to meet while I’m in town
  • Will you be attending [x event] next month?
  • Have you thought about doing ________?

Avoid Over-Beautification

Stay away from fancy, stylized HTML templates. You might think they look nice — even “professional” — but to a buyer, they look automated. Template emails are usually associated with batch and blast B2C emails. They have their purpose, but it’s usually to advertise promotions and/or offer a discount.

As you know, the B2B buying process is much more complicated than that. Instead of luring people in with an easy promotional offer, you need to start a meaningful conversation about their needs and business objectives. With that in mind, your emails should all sound and look like they were sent from a human being.

Here’s an example that debuted on the HubSpot blog last month:

TechAdvice April Image 1

It’s clean, simple, and cuts right to the chase. An email like this also takes a lot less time to put together than some intricate, stylized template.

Focus on the Reader

It’s an easy trap to fall into: you need to sell your product, so you talk about your product. You talk about it’s features, it’s low price, it’s insane return on investment. But this approach will quickly dissuade a B2B buying group still in the needs-definition stage (which many are). It’s also just bad form.

To lower your reader’s guard, focus on their interests, their priorities, challenges, and goals. Heck, you can even ask them questions. I’m trying to get a better feel for the way you manage XYZ at [company name]. Can you tell me more about that? Most of the time, people are happy to talk about themselves. Remember, your objective is to start a meaningful conversation — one that places the buyer at its center.

Think Outside the Box

If all you ever do is plug names into a template, you’ll never gain the element of surprise. You’ll never grab someone’s attention in an unexpected way. Try to loosen up a little and do things that regular old people do. Be imperfect.

Here are a few ideas to try:

  • Leave a typo in your email copy: Seems counterintuitive, but proves that the sender is, indeed, human. You can always apologize later. Just make sure the typo isn’t part of their name, and try to avoid grammatical errors.
  • Tell a joke: Probably want to stay from the “guy walks into a bar” routine, but don’t be afraid of humor. Humor is one of the quickest ways to connect with a new person.
  • Deliberately forget to attach a file: Again, this may seem counterintuitive, but it proves your humanity and gives you a chance to send a second follow-up email (Woops! Forgot to attach). That second email could be just enough to stay at the top of mind, or it could elicit a quick response directly from the recipient.

* * *

Sending “human” sales development emails is fairly straightforward. The problem is that so many of us have been automating and complicating the process for so long that we’ve forgotten how to be normal.

Get back to the basics: plain text, personalization, and a direct, succinct message. Chances are, you’ll start to see a higher open rate, higher response rate, and a lot more leads converting into opportunities.

Sales & Marketing Benchmark Collaboration Survey

We’d appreciate it if you would complete our survey created with Samantha Stone of The Marketing Advisory Network here. Once you’ve submitted your entry you will receive a copy of the report and be entered into a drawing to win an Amazon Echo!

02 May 20:40

Complex or Simple Buying Process

by Dave Brock

Over the past few months, I’ve been reviewing a lot of my thinking about business to business buying and selling processes, and how we achieve success in both. I’m not sure I’ve changed any of my position, but perhaps clarified some of my thinking. Hope you don’t mind my “thinking aloud.”

First, probably some definitions are in order, so we are at least on the same page.

When I refer to the complex buying process, or the complex selling process, it’s typically one involving many people in the decision-making process, typically a consensus driven decision by the “5.4” or however many you think are involved. It’s a process that involves aligning disparate agenda’s, personal goals, and issues among the team. The issues or problems customers are seeking to address are typically more complex, maybe only because of the impact on the organization. For example, selecting a CRM system is basically not complex–flip a coin, any will do the job–but implementation, integration, utilization, process re-engineering make the decision-making process more complex. It may carry higher risk, at least a perceived by the buyers. It may or may not be a “high value purchase.” (That is the purchase can be $1,ooo’s and up.) Usually, the sales cycles are longer, typically months to years.

When I refer to a simple buying process, it is typically one that involves very few decision makers–usually just one. There may be other people involved, but typically an individual makes a decision. The risk is usually smaller. For example, you face a pissed off customer, not a customer who has lost their job as a result of the decision or whose business may have suffered because of the decision. Implementation issues, change management issues are pretty small, buying cycles are usually short–several meetings over days/weeks. Transaction values tend to be less than those in complex buying situations–but it’s a matter of context. Since these typically focus on the individual or a small group, the magnitude of the transaction may be smaller than an enterprise purchase. But the dollar values can range from $100’s up. (For example, a friend recently bought a corporate jet (actually replaced an older one). While it was a multimillion transaction, the buying process was very simple.

Some people refer to these simple buying processes as “transactional,” or “commoditized.” I don’t like using these words–more because the examples used are seldom really “transactional” or “commoditized” examples. (e.g. selection of RF shielding for a smartphone, selection of specific bulk chemicals).

I, also, don’t believe we can segment these based on the type of product or solution the customer is buying. The same product can be the focus of a simple or complex buying process. Buying a year subscription to 1 seat of a CRM system, is a very different process than an enterprise considering a year subscription to 2000 seats of the same CRM system. (which is the very issue many maturing SaaS companies face.).

The simple buying/selling process is a volume and velocity focused process. You make money simply by getting more people to say “Yes,” quickly. It’s easier to templatize and formularize this process. It’s very well known and has been studied for millennia. It’s a model targeted primarily to B2C. The B2B incarnation of this is simply business buyers looking after their own personal or department’s interests. Buyers are interested in getting their jobs done, they have little concern about how the person at the desk facing them gets their job done—though they may later advocate by bragging about the cool new thing they bought.

Developing value is different in these sales situations. Typically, the funding will come out of some individual or department’s budget. While sales people may argue productivity, the decisions probably focus on “simplifying my too complex life, help me do my job better.” Pricing becomes more important in these sales. (not that it isn’t important in any sale.)

The skills critical to success in selling in simple buying processes are dramatically different than those for complex process. The ability to handle volumes of leads, quickly is critical. The ability to determine, are you a customer for my product, within minutes is critical. The ability to guide the customer through their buying process in as fast a time as possible, with as few touches is critical. The ability to abandon a deal, moving to the next one when something gets stuck is critical. While quality of engagement is important, volume and velocity are critical—there are always another 100, or 1000 to call.

From a sales management point of view, metrics become pretty easy and pretty predictable. Because volume and velocity is high, historical run rates, trend analysis provide great insight to sales growth. Challenges are hiring, onboarding, and making sure there are the right scripts/content for the sales people to use.

Scaling over the long term becomes a challenge. If 3 people are required to drive $1M, 30 drive $10M and so on. Over time, cost of selling becomes an issue, as the company scales. Most of the time, as long as the buying process is still a simple process, the goal of sales execs is to migrate more of the process to the web. But since the process in so predictable and formularized, much of it can be automated. It can be moved to web/ecommerce. The ideal is to move 100% to the web, eliminating the need for sales people. When we read about “the death of sales people,” it is largely sales people in this category that are most threatened.

The complex buying/selling process presents very different challenges. These challenges actually have less to do with the product/service being sold, or even the transaction value. Even commoditized products are involved in complex buying/sales processes. The challenges have more to do with the customer; getting them committed to change, getting their project organized, aligning diverse interests/priorities/agendas, managing risk, facilitating the buying process, justifying the investments. It’s because these solutions impact so many parts of the organization, and the number of people involved (directly or indirectly) that drive the complexity in the buying selling process.

The skills needed for sales people to be successful in helping customers, are very different than those required in simple sales processes. The sales deployment models are also very different, often requiring specialists, partners, and other unique skills for success.

Sometimes, things that used to be characterized by simple buying/selling can shift and become complex buying/selling. For example, many of the SaaS companies now moving into enterprise sales are seeing this shift. This shift has profound impacts to the sales organizations. Since the skills and capabilities are very different for each process, an organization involved in this shift may face huge changes in the people, processes, tools needed for success.

Sometimes, situations that have been characterized as complex buying/selling shift and become simple. As decision risks, become smaller or more easily managed, the process can become a simple process. Again, organizations going through these changes see profound shifts in the requirements for their sales teams. People who had been good in managing complex situations are not as good at managing the simple processes.

Sales executives have to constantly be tuned to the dynamics of their businesses, understanding how things are changing and making sure they have the right skills, systems, tools, capabilities to support their customers buying process–whether simple, complex, or both.

02 May 20:31

Marketing Hacks: 10 New Ways to Use Your Marketing Automation Platform

by McKenzie Ingram

MA Hacks

True or False: Modern marketing departments are dominantly focused on demand generation activities? Well, the answer is slightly more complex than true or false… but if we had to choose, we’d say false.

While this may come as a surprise to the hordes of demand generation groupies using marketing automation, the truth is that 87% of companies spend more time in other functions of marketing than demand gen. Additionally, top performing companies (those that met or exceeded revenue expectations in the last fiscal year) spend less time on demand generation than underperforming companies do.

The lust for leads remains, but marketing’s role has always been broader, and it’s becoming broader still. Marketers are no longer focused as narrowly on the acquisition of new customers; they’re spending time and resources nurturing their customers to be successful, and those customer relationships to be long-term.

Marketing is easy to overcomplicate. At a high level, it can be simply broken down into three major levels of focus: Brand Marketing, Demand Generation, and Customer Marketing (you may name them differently, but essentially these are the three core segments of marketing). How companies apply these varies widely.

Brand marketing supports every stage of the lead lifecycle.

The Attract stage of the lifecycle, in which you interest new buyers, is especially dependent on brand marketing and brand awareness. Brand marketing tasks and responsibilities can include public, press, analyst, shareholder, and influencer relations; corporate communications; social media; advertising; events and sponsorships; and content marketing.

brand marketing

Demand generation usually covers the Capture, Nurture, and Convert stages of the lead lifecycle.

Here your resources are spent on the early-middle-late stages of the customer lifecycle, making sure that the prospective customer is attended to and gets the answers they’re looking for, and making sure that sales has what they need for a smooth hand-off and a quality closing deal. Demand tasks and responsibilities can include marketing activities such as lead generation and nurturing, lead scoring, sales alignment, sales enablement, and field marketing.

demand marketing

Customer marketing can be considered the Expand stage of the customer lifecycle.

Here you build and deepen the relationship after the lead has become a customer. Strategies and tactics at this stage might include on boarding, training. customer satisfaction, retention and loyalty programs, upsell and cross sell, community-building, and advocacy – all aimed to increase customer lifetime value.

expand marketing

A CMO must focus her efforts across all three functions of the marketing department – awareness, acquisition, and retention. And for the most part, marketing automation has been used to aid only one of these three segments –demand generation. But that’s changing.

Marketing automation has evolved a bit to better meet the needs of the holistic marketing department, and can now be used across the entire customer lifecycle, from initial branding and attraction, to customer retention and expansion. But the real change is in how people are beginning to apply the same processes they’ve been using for demand generation across the rest of the stages.

Don’t believe us? Here are 10 new ways to use your marketing automation system to build your brand, drive demand, and expand customer relationships.

1. Influencer Relations + Press Release Attribution

While marketing automation hasn’t traditionally been thought of as a technology to help PR activities, you can actually apply a lot of the same demand den-style tactics to branding activities! Score press, analysts, and bloggers on the web pages they visit (or other engagements) so you can see who your most engaged and interested influencers are. Be aware of the pages they visit on your site, what they’re interested in, and the emails (pitches, press releases, events) they are engaging with. You might, for instance, assume that a reporter is interested in your new widget, but they might have something else entirely in mind, like your fantastic track record of growth. You’ll know if you see which pages they visit. Use this intelligence to prioritize who you pitch and what your talk track is.

You can also create trackable URLs for press releases to tie PR activity back to the lead-to-revenue process. Sales do come from press releases! Look at multi-touch attribution and how press releases contribute to the sale.

2. Recruiting Top Talent

We all know that attracting (and keeping!) top talent is crucial to growing a great business. Use marketing automation to establish and nurture relationships with prospective employees. Track their engagement with your content to get a feel for what they’re interested in, and zero in on prospects who you feel might be a good fit for certain positions.

3. Brand Identity Management

Your brand should be consistent across all teams and all channels, and the marketing department owns that responsibility. To make things simple and controllable, use marketing automation to help your corporate marketing team control ALL visuals including:

  • Brand look and feel
  • Templates
  • Logo usage
  • Corporate messaging
  • Headers/footers

By creating approved templates you’re allowing other departments within your organization to successfully stay within your brand guidelines. Once you’ve created the templates, distribute them companywide using your media library.

4. Event Management

Make the most of your events. Know who to invite, and manage all communications before and after, with more precision and less effort. Create an automated workflow (save the date, official invite, seats are limited, registration responder and reminders) to make it easy. Then re-use and refine the workflow for the next event.

5. New Customer Onboarding

How is your onboarding process working? Take the next steps in order to make sure your new customers are having the best experience possible. Optimize the effectiveness of your onboarding process by automating it with 30-, 60-, and 90-day onboarding drip programs.

Successful onboarding drips help your customers to feel as though they’ve entered into a partnership instead of feeling abandoned after signing. Solid onboarding drips should deliver a mix of:

  • Tutorials
  • Product features
  • Educational content
  • Help resources

Your goal here should be to help your customer master your product or service quickly, and be successful on their own terms.

6. Customer Use Expansion + Retention

Help your customers expand the use of your product using newsletters and new feature announcements to keep them in the loop, and let them know their satisfaction matters. If marketing communication stops after onboarding, you’re missing a huge opportunity to make sure that your customers go on to be happy and ever-more successful. Measure product consumption and trigger communication based on feature/non-feature use in order to make sure your customers are getting the most out of their purchase.

If your customer doesn’t hear from you until suddenly it’s time to renew the contract, that’s a sign (to them) that you don’t really care about them, other than as a revenue stream. You never need to get into that position if you just keep communicating (just as you did when they were a lead and you were nurturing them).

7. Upsell/Cross-Sell

Leverage your marketing automation, CRM, and ERP data to understand when a buyer is ready for an upsell. Look at pages visited, datasheets downloaded, and contract renewal information and payment history, and tie it to engagement data to understand when to reach out on an upsell or cross-sell. Alert the customer success team when one of their accounts is indicating that they might be ready to expand (or renew) their purchase.

While demand generation has been marketing’s golden child, and the main use case for marketing automation for more than a decade, we’re thrilled about the expansion of the technology’s capabilities and usage.

Demand generation is still a critical component to growth, however, forward-looking CMOs are rethinking their approach to marketing. This includes looking holistically at marketing automation’s relationship to the customer experience and its role in brand awareness, demand generation, and customer retention & loyalty.

rethink marketing

Want to unlock the other three unknown use cases for marketing automation? Download our new eBook, Rethink Marketing [Automation], to find out how you can get the most out of your marking technology purchases.

02 May 20:30

9 Lessons From Writing and Revising Countless Sales Processes

by pcaputa@hubspot.com (Pete Caputa)

sales-process-lessons.jpg

I've been in various sales and sales management roles for about 15 years. During this time, I’ve been involved in the creation of over 20 different sales processes.

  • We’ve written and revised HubSpot’s sales process at least five times since our founding in 2006.
  • We’ve created internal sales processes tailored to the different personas we sell to, such as small and large B2B companies, marketing agencies, media companies, non profit organizations, schools and ecommerce businesses.
  • We’ve created and published several iterations of a sales process for HubSpot’s partners -- marketing agencies who want to sell marketing retainers.
  • Lately, I’ve been advising a handful of startup companies and helping them document their first sales processes.
  • Just this month, HubSpot launched a free sales training course which includes mock sales process examples that I helped author.

Each of these processes presented its own unique challenges and takeaways, though there were more commonalities than differences. Here are the nine most important lessons I learned from creating and iterating on these sales processes over the years.

9 Lessons Learned From Defining 20+ Sales Processes

1) Always start by defining one primary persona.

When businesses are small, it feels risky to commit to a specific buyer. The fear of alienating buyers who could be an okay fit often delays the decision to focus on the ideal fit. In HubSpot's early years, we split our focus between very small businesses (VSBs) as well as small and medium-sized businesses (SMBs) . We later chose to focus on the higher end of SMBs even though some savvier VSBs still buy HubSpot today.

In a recent Medium article, HubSpot CEO Brian Halligan explained that this split focus was a mistake. Developing a simple sales process that is flexible enough for multiple types of buyers is almost impossible. Our process attempted to speak to the needs of both a VSB owner (Owner Ollie) and a marketer (Marketer Mary) at a mid-sized, growing firm. However, this lack of focus prevented us from creating a great sales process for either persona. Several years ago, when we finally picked Marketer Mary as our primary persona for our direct sales team, we were able to finally agree on a sales process.

It's really powerful when a company commits to focusing on one persona. Focus brought amazing results for us. When we finally named, studied and focused on our primary "Marketer Mary" persona, sales and retention results improved drastically. This focus drove growth that allowed us to build sales processes for more personas down the line. Today, we have different teams that focus on other personas, and a process to match each.

Small businesses should pick one buyer and build a process around that persona. Once you do so, your entire company can align their projects and processes around it. When everyone is rowing the boat in one direction, it goes a lot faster.

Here’s a detailed guide to defining your ideal buyer persona.

2) Include your team when creating the process.

We never created a new sales process at HubSpot without input from our sales team. Salespeople are on the phone with prospects all day, every day, and provide a necessary reality check for any talk track or question sequence.

Be careful to not let them run wild, though. There’s a difference between seeking input and ceding control. Your job as a leader is to bridge the gap between what is and what should be, so make sure you filter out bad sales habits your team might try to write into the process. 

To ensure you write sales best practices into your process, use a proven sales methodology as the basis for it. Have your team take some training as they are creating the process. For example, have your team watch the first two classes in HubSpot's free inbound sales training course, then have them create process that helps them better identify and connect with prospects. They'll have creative ideas that have worked previously for them, but they can use the methodology as a guardrail to make sure they're not making obvious mistakes, like starting every sentence with "I wanted to" in their sales email templates.

Need to convince the team that a sales process will benefit them? Focus on how it'll help them learn best practices and approaches that work for their peers. Michael Webb of Sales Performance Consultants, Inc explains how a sales process helps individuals learn from each other:

"People need explicit, motivating, practical ways of improving their performance. They need an agreed-upon means of learning and improving together. So, the real purpose of a sales process is to give salespeople, their managers, and the business a means of learning and improving. A real process enables participants to connect their own activities to outcomes. It enables all to see what works, what doesn’t work, and why.”

If that quote doesn’t convince you and your team to document your sales process, I’m afraid the rest of this article isn’t for you.

3) Start documenting the problem area.

Nine times out of 10, companies just don't have enough opportunities entering their funnel. Even if that’s not you, it’s hard to argue with the fact that more qualified opportunities in the top of the funnel will help increase the quantity and quality of opportunities that reach the bottom. So most companies start by creating and documenting their prospecting processes. (If this describes your situation, here are 45 sales prospecting tips you can use to kickstart your process.)

I've also advised a few companies with plenty of inbound leads. Their biggest problem was figuring out which prospects to call and spend time with. In these cases, devising and documenting the exploratory process with a strong qualification framework was their first move. If your sale is transactional in nature and you have strong demand, it might even make sense for you to document your presentation and closing process first.

Also, there’s no hard and fast rule about how many separate steps should be in your sales process -- your process just needs to include the necessary components that lead to a successful sale. Different companies define these necessary components differently, but they are generally:

  1. Identifying companies and contacts
  2. Connecting with these contacts
  3. Exploring mutual fit to identify qualified sales opportunities
  4. Advising prospects on how to effectively leverage your services to their benefit
  5. Ensuring customer success.

As an example, here’s a schematic of HubSpot’s Inbound Sales Methodology:

inbound-sales-methodology.png

These first four components could take as little as one call to complete or much longer. Defining a typical call cadence for each of these components -- whether your reps execute them as separate calls every time or not -- helps your reps pinpoint whether they’re spending their time with qualified prospects.

I’m also a fan of having optional steps in your sales process. For example, HubSpot has an as-needed “plan development” step in our sales process that we can use to help a prospect define their post-purchase implementation steps. When our prospect leaves our qualification call hesitant to make changes to their marketing and sales strategy, it’s usually because they can’t visualize how or who will implement the changes we’re suggesting. In this case, the reps can leverage this extra step to give the prospect confidence to make a change and an investment. This extra step also allows our rep to influence the timeline and sequence of their plan, giving them more insight into the likelihood of closing the deal.

On the flip side, our HubSpot Sales product allows users to use the product (up to certain limits) for free, has a relatively simple value proposition and is only $50/month/user for the premium version. Having multiple calls doesn’t make as much sense. In this case, it made more sense to qualify and demonstrate our product in one call. And since it’s a free product to start, there is no prospecting process -- free users actually book time on our sales rep’s calendars when they have questions about the more advanced capabilities of the premium product.

Whether you have one call or 10, start by defining the part of the process you need to improve first. Then, work up and down funnel as you define each step.

4) Know your lead sources.

Your process will vary depending on where your leads come from and how “ready to buy” they are. Inbound leads are typically more prepared to talk to you about how you can help them and how your product or service works.

If you don’t have inbound leads, you’ll need to develop a more comprehensive process for identifying and connecting with prospects who don’t yet know you exist and who might not even understand why offerings like yours exist at all.  

5) Build a repeatable process for connecting with leads.

While prospecting usually takes up the biggest portion of a salesperson’s time, companies often leave too much discretion to their salespeople in how they'll reach out. Include the team in creating messaging, but don't let brand-new salespeople write their own messages. I guarantee they'll screw it up. They’ll come off as desperate, pushy or just overly self-centered.

Follow a formula when creating email templates and voicemail scripts. Here’s my sales email template formula for initiating a dialogue and building a relationship with prospects, regardless of lead source. 

6) Choose a prospect-friendly qualification framework.

Too many companies design their qualification framework to expediently vet ready-to-buy prospects from ones that aren’t. They make budget, authority, and timing the focus of the qualification conversation. This is fine if you have loads of demand and the need for your service is clearly understood by your prospects. But there aren’t many companies in that situation, nor many that will stay there forever in this ever-changing, hyper-competitive world.

Instead, build an exploratory framework that helps prospects become aware of improvement opportunities. Focus on how you can improve their plan to overcome their challenges (known and unknown) and achieve their goals. Budget, timing, and decision making processes become a natural part of the conversation after that.

Here is a very thorough guide to sales qualification frameworks worth considering. 

7) Build customizable templates for proposals, demos, and presentations.

Uncustomized canned presentations and proposals are not that effective, but creating presentations and proposals from scratch for each prospect is extremely inefficient. Creating reusable templates that can quickly be customized to each prospect’s situation is a must for efficiency and effectiveness.

Using software like Tinderbox, PandaDoc, or Proposify, the process of assembling, sending, and executing contracts can be even more efficient, not to mention higher quality and more professionally written and designed. Many of these proposal software companies even offer free templates for specific types of services. For example, both PandaDoc (sample here) and Proposify (sample here) have created sample templates for inbound marketing proposals that marketing agencies can use as a basis for their own proposals.

Disclaimer: I’m on PandaDoc’s advisory board.

8) Commit to constant process improvement.

"A process is not a static thing; it lives to create improvement,” Michael Webb writes. “It represents respectful agreement within the team on the best currently known method of accomplishing the goal."

The most important thing about sales processes is that they need to be continuously improved. No single sales process will be effective for every future sale. Products, product features, and competitors change. In addition, buying processes have changed over the last few decades as the internet has empowered buyers, and will continue to empower them even more over time. If your sales process hasn’t changed over the years, it’s likely out of date and irrelevant.

Lastly, technology and data availability about prospects has improved drastically, giving salespeople the ability to connect with in-market prospects as if they were looking over 1,000s of their prospect’s shoulder all at once. Your process needs to change to leverage this technology fully.

It’s not always easy to know where to start when trying to improve your process. If you’re struggling with ideas on how to improve, here are 16 more ways you can streamline your sales process.

9) A process only works if the team can execute it effectively.

Sales and marketing consultant and coach Carole Mahoney recently penned an article titled, “Sales Process vs. Sales Coaching -- Chicken or Egg?

Like me, Mahoney is a big believer in the importance of sales coaching. Process only takes us so far. Your salespeople's skills (or lack thereof) and weaknesses are ultimately responsible for a deal's success or failure. When those failures accumulate across a sales team, no sales process can fix it.

In her article, Mahoney writes, “If we want to fix sales, we must fix the salespeople first.”

I agree. Every deal and buyer is different. Therefore, a one-size-fits-all sales process will not work all of the time. Salespeople need to react to their buyers and apply their selling skills and process to each situation -- not mindlessly apply a sales process to every deal. This is rarely intuitive for most salespeople. So the best salespeople always seek out help from their managers or external coaches for help on actual deals.

In short, don’t expect a sales process to solve all of your problems. Your salespeople need to learn how to apply it. You might even have the wrong salespeople on the phone or the wrong sales managers managing them. A good sales coach can help you fix these issues -- and reinforce the value and use of a sales process.

A Sales Process Is the Key to Sales Improvement

Several studies over the years have validated the value of a documented, constantly improving sales process. Research conducted by Vantage Point Performance and the Sales Management Association showed that companies with a defined, formal sales process saw 18% higher revenue growth than companies that didn’t. The Sales Management Association also found that “Sales process use” is the activity that has the greatest impact on profit goal achievement.

So what are you waiting for? Pop open a document and start typing what you do now. Dedicate time to learning sales best practices, testing them, and incorporating what works into your process.

Don’t be afraid to empower your team to be creative. As you roll out process training to your existing team and onboard new employees, encourage them to try new things and share what they learn. If you’re not a sales expert yourself, consider hiring an expert to help too. The more collaborative and iterative your 'process creation' process is, the better it will be.

HubSpot CRM

02 May 20:30

LinkedIn Just Made a Savvy Business Move – And Nobody Noticed

by John Nemo
LinkedIn has quietly jumped into the ever-expanding “freelancer-for-hire” marketplace. Here’s why it could be a game-changer on several fronts. The ability to sell your products and services on LinkedIn is about to get a whole lot easier – and that’s good news for everyone involved.

With 420 million members in 200+ countries, and adding 2 new members every second, LinkedIn already is one of the best places online to locate, engage and sell your products and services to your ideal clients and customers.

But things are getting even better.

LinkedIn’s New Move – ProFinder

LinkedIn recently (and quietly) launched its new “ProFinder” service a few months back, and it’s quickly gaining momentum.

Modeled after popular “freelancer-for-hire” sites such as Fiverr and Upwork, LinkedIn’s “ProFinder” matches customers looking for a specific type of product or service with a qualified professional.

Because of its treasure-trove of user data, LinkedIn is able to quickly and easily show you the best prospects for a freelance project or ongoing service you need based on keywords, categories or search terms you type into ProFinder.

LinkedIn can even filter search results based on your network (who you’re already connected to at a 1st or 2nd degree level), recommendations those professionals have, their physical location (if that matters) and more.

Some of the services you can find help with on LinkedIn’s ProFinder right now include:

  • Accounting
  • Business Coaching / Business Consulting
  • Design
  • Insurance
  • IT Services
  • Legal
  • Marketing
  • Photography
  • Real Estate
  • Software Development
  • Writing and Editing

The list goes on, but you get the idea. And it’s easy to see how this service becomes “win-win” for customers, vendors and LinkedIn alike.

A “Revenue-Ready” Model

As of this writing, ProFinder is completely free to use for customers and vendors alike.

LinkedIn could (eventually) make money by taking a cut of any financial transactions between parties (such as Fiverr does), or by charging service service providers a fee to be featured more prominently in certain categories, or in a myriad of other ways.

The “win” for customers inside LinkedIn’s ProFinder is that you can (ideally) find a a higher-caliber, more trustworthy professional than you might on various freelance sites, given the extra credibility and professionalism that comes with the LinkedIn experience.

(Note: If you didn’t already have incentive enough to create a killer LinkedIn profile, you do now!)

For professionals looking to land more clients via LinkedIn, ProFinder is a potential godsend – the ability to get direct, warm leads delivered into your inbox every day. It’s a great “passive” lead generation method you can pair with daily, organic efforts to find and engage your ideal prospects on the network.

The Party’s Started

LinkedIn is actively courting users to sign up for the program, and even provides tips on how to get noticed inside ProFinder.

It’s a brilliant business move – one that opens up another new line of potential revenue for LinkedIn while adding even more value to the network for its users.

Most if all, it’s yet another indication that LinkedIn remains poised to further dominate the “professional networking” world online. No other business-to-business, professionally-themed social network has the track record, power, user data and membership growth that LinkedIn does.

It’s all there for the taking, and it’s encouraging to see LinkedIn moving beyond its core offerings (finding an employee or posting a job opening) and moving more deeply into the global, online-driven marketplace so many professionals now call home.

02 May 20:30

The Six Worst SDR Emails I’ve Seen This Year

by Tim Matthews

Garbage CansAs a head of marketing, I get a lot of unsolicited emails. Because of the exploding marketing stack, and Gartner’s now well known prediction that CMOs will soon have more IT budget than CIOs, I sit in the crosshairs of thousands of eager software sellers. Many of the emails I get are really bad, and have about a zero percent chance of converting. Every day, I get more and more of them, the best of which are punchless, and the worst of which are downright annoying.

I’m not here to shame the companies who send them, so I am not revealing company names (pardon my clunky redaction). I do think that the marketing teams or the sales managers that make their sales development representatives send these out should be ashamed. My goal here is to let you sales development team leads, sales managers and marketers out there how I react when I see your bad SDR emails, and encourage you to find other ways to market to me.

Before I begin, one final public service announcement. There’s this new technology that was just developed you should all be using. It’s called a spell checker. Please use it. I mean, come one.

Without further ado or reproach, here is my top six. The best of the worst.

“Is something wrong?” No, actually nothing is wrong. Sales are booming. My son just made the honor roll. The fact is, I’m just really busy, and I don’t have time to reply to an email with this obnoxious title. I really dislike this tactic. I’ve seen it repeatedly over the years. It’s an effort to shame the recipient into responding. I’ll tell you what: If you’re trying to make me feel sorry for you, I do. But only because your emails are so lame.

“Dear Tim, my CEO’s going to be in town next week, wanna to meet?” Let me think about that. You, who I don’t know, and the company you work for, whom I’ve never heard of before, and your CEO, whom I haven’t met, wants to sell me a technology I know nothing about and don’t know if I even need. Well, by all means. Let me just clear the decks and open up my schedule for you. This tactic doesn’t work. I’m supposed to drop everything I’m doing because somebody is flying into town, which is part of their job?

“We sell excellent SEO services, and can make your website top Alexa Top 10,000.” If you’d checked you’d see that my site already is in the Alexa Top 10,000. This is sloppy, sloppy work. Take some time and actually figure out if your targets are already achieving the goals you say you can achieve for them. The thing about emails of this ilk is, not only won’t they generate a lead, but they actually hurt your company, because now I think that you don’t know what you’re talking about. I probably won’t take any more emails from you. Ever again.

“Did you not get my last email?” Well, Jim, I have no idea, but what does it matter? You’re saying, essentially, that I’m ignoring you. Which is possibly true. Or maybe I just didn’t get it. Or deleted it while cleaning out my Inbox at my son’s lacrosse game (he wasn’t in the game at the time, of course). This is another attempt at guilting the recipient into responding. (See my first rant above.)

“Hey, Tim, we’ve got a great marketing automation system I think you would love. Do you have five minutes to talk about [redacted]?” That’s funny, because we already use [redacted], so you’re trying to sell me a project we already use. This is, I think, bad on the marketing team. Not only don’t they know who their customers are, but now I know their dedupe feature must be pretty weak. Why don’t you do yourself a favor and suppress your existing customer base for these prospecting emails?

“This is my last email to you.” Really? Do you promise? That’s awesome because I’m getting tired of deleting all your emails for a product I have no interest in. I’m not sure what the tactic is, here, exactly, except to close out your weekly quota of outbound emails. Listen, I know sending cold emails is hard. I’ve got an LDR team myself. But this subject line will never work.

Just so you don’t think me an angry scold, there are emails I reply to, or forward to someone on my staff. How you can make emails that have a better chance at getting though to someone like me or any other busy buyer? First, offer something of interest. Clearly, ‘Is something wrong?’ and ‘My CEO is in town’ don’t fit the bill. Offer something that would pique my interest. Not these generic emails.

Second, offer me something I can’t get on my own. Do you have a unique study? Or do you know a way I can actually jump my website up 5,000 spots on Alexa? I would like to hear about that if it’s credible. If you have some real data to offer, then by all means, share it. If you are touting an event, I may be interested in going to a breakfast or a seminar, but it really depends on who else is going. Who could I meet? My peers, or just you and your sales people?

To help you write better subject lines, I recommend a book that Hiten Shah turned me on to, called Tested Advertising Methods. The author, John Caples, writes about the importance of advertising and direct mail headlines targeting the self-interest of the reader. Think about if your cold email subject line is in the interest of you and your manager, or me, the customer.

If your subject lines offer me something interesting and unique, chances are I’ll open it, and maybe even reply. If not, you may end up in one of my future screeds.

02 May 20:30

How to Evangelize Customers: Beyond the Bottom of the Funnel

by Jessica Lunk

The process of gaining customers and generating sales is long and time-consuming – especially for B2B companies with a long sales cycle. By the end of a closed sale, it can be easy for both the sales and marketing teams to figuratively “wash their hands” of the customer and move on to closing the next batch of leads.

But there’s a problem with this approach. The problem is that some of the greatest value generated from a customer comes after the close—or beyond the funnel.

Entrepreneur and business leader Rory Vaden explains it like this in his article, The 7 Stage Customer Evangelism Lifecycle:

You don’t need customers who are pleased with their experience and so they tell no one.

That’s neutral and neutral is negative.

What you need is customers who are so on fire about what you have provided to them that they have no choice but to take to social media and spread the positive love to all of their friends in the same way they would tell them about a great movie.

Here’s how sales and marketing professionals can create go beyond the funnel to evangelize customers and boost revenue:

Provide Excellent Customer Service

It may be obvious, but the first step to evangelizing customers is to provide great customer service. Customers are much more likely to come back if they enjoyed their purchasing experience – that’s a no-brainer.

After they have purchased, however, there is even more you can do to bring them back for future purchases:

Offer special discounts: Your customer’s purchase history indicates which products and services they are most interested in. Email customers when the things they normally purchase from you are on sale or in season, or reach out to customers when their renewal or anniversary date comes up. Reward their loyalty to your business with special customer-only discounts or perks.

Follow-up: A follow-up call or email ensures that everything went well with their first purchase and gives your business the opportunity to nip and issues in the bud before your customer turns to social media to voice any frustrations. Following up also keeps your brand top of mind and reinforces your relationship with the customer.

Survey: It’s easy to develop products and services in a vacuum, but you don’t know for sure how they will be received until you listen to your customers. Collecting anonymous survey data can help you pin-point areas you can improve to make the customer experience better. Taking time to listen to customer feedback can turn one-time purchases into repeat business and referrals when your customers tell their friends and connections about their exceptional experience.

Generate Customer Referrals

Acquiring a new customer takes a lot of time, money and hard work. That’s why customer referrals are so important to your business. Consumers are much more likely to invest in products and services when a peer makes a recommendation – here’s how to boost your customer referrals:

Ask for referrals directly: Getting referrals can be as easy as asking a question. After speaking with happy customers, a member of your team can simply ask the question, “would you recommend our product to others?” The worst they could say is “no.” If they answer, ask them who you could call about the product. You can also create a simple email that asks your satisfied customers for referrals – after all, sometimes the happiest customers are the ones you never hear from.

Keep a list of references: Sometimes a reference from a happy customer is the final incentive a prospect needs to do business with you. Ask your happy customers if they would be willing to be a reference so you have a running list of folks you can reach out to and a moment’s notice. Try to build a list that includes references from each vertical – for instance, try to have a reference in each industry you serve so you can tailor the reference to the prospect’s unique perspective.

Collect testimonials and reviews: A simple email campaign to satisfied customers can help you gather testimonials for your website or reviews for industry review sites. Tip: Don’t bombard your customers with too many asks at once – they’ll get burnt out. Track your communication so you’re only reaching out quarterly or yearly.

Tap into social media: Peer-to-peer referrals are most widely generated by social media. Reward your customers for tweeting or posting about their experience to their social network. Using social media networks, you target your customers’ acquaintances or partner-companies and offer the same results you gave your customers. Make sure it’s easy to share your message. This includes social share buttons on your website and in your emails.

When it comes to post-close success, the greatest achievement you can make is to create product evangelists out of your customers. These customers will actively invite others around them, whether in person or online, to try out your product. They become mini-salespeople and also your most valuable relationships.

A successful sale takes work. An evangelized customer takes even more work, but the rewards are well worth it. Apply the principles above to ensure your customers keeping giving you value well beyond the bottom of the funnel.