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07 Aug 16:02

How 5 Brands Are Using Fan Photos to Tell Powerful Stories

by Stephanie Wharton

In the early days of eCommerce, a stock photo was enough to get the message across to potential buyers. Online shoppers were OK making purchases with little more than a stock image, a product description and a few customer reviews to guide them. Cut to 2015: It’s no longer that simple.

Rather than providing context about a product, stock images these days tend to come off as inauthentic. The highly visual consumers of today need to be inspired before agreeing to buy. As photos continue to pervade our lives—via the likes of Instagram, Pinterest, Tumblr, Facebook, Snapchat, Imgur—our standards are higher.

So, what’s the most effective way to convey authenticity and invoke a feeling of personalization? Well, every brand has a story to tell; stories that go deep beyond their products. Whether that story is about embracing your free spirit or taking comfort in yummy meals, marketers need to do their best to communicate that narrative to their customers.

When it comes to telling authentic and relatable stories, there’s no better strategy than to rely on those who know and love the products. Fans truly enjoy sharing their experiences with their favorite brands. The most resourceful thing a marketer can do is to harness those visual experiences and paint a colorful picture for other consumers.

Take a look at these five brands that do it exceptionally well and consistently see the benefits.

1. Free People: Inspiring Women to Live Creatively and Freely

Storytelling-FreePeople-01

The name says it all. Free People’s products are bohemian-chic and invoke a sense of feeling liberated. The brand’s target consumers often portray an artsy and free lifestyle on their own social feeds, so it makes perfect sense that Free People would draw from fan photos to help tell their brand story.

What’s particularly interesting is that not every fan photo features products. The brand often shares Instagram posts from their fans that simply feature beautiful sunsets and beaches. Still, it all fits into the narrative. This does a lot to drum up interest from consumers who aspire to live this lifestyle.

2. Herschel Supply Co.: Serving as a Passport to Interesting Experiences

Storytelling-Herschel-01

Herschel Supply Co. is more than just a backpack and accessories company; it’s a brand that takes its customers on “limitless adventures” around the world. In their photos, fans feature their backpacks everywhere, from the tops of mountains to urban destinations to European castles. By sharing these photos on brand channels, Herschel relays to potential buyers that the brand is a passport to interesting experiences.

On Instagram, Herschel’s visual story shows nearly every aspect of the travel journey. Some images are taken from the top down, featuring a collage of items needed for a big trip. Others show people during the trip, exploring a new city. Herschel also includes (meta) images of people partaking in the celebratory phase of travel, taking snapshots to share later with their friends. This 360-degree perspective inserts Herschel into every journey – before, during and after.

3. Walt Disney World: Making Memories in the Moment

Storytelling-Disney-01

There’s no disputing that Disney is one of the most popular brands of all time. And although everyone knows what Walt Disney World stands for, the brand isn’t holding back from using Instagram to tell its story via fan images.

Walt Disney World is in itself an experience. Vacationers who visit the park take photos and share with their followers as a way to show that they’re taking part in the magic that is Disney. The narrative on Disney World’s Instagram feed illustrates, “This is a magical place.” Photos feature visitors taking in the beauty of Cinderella’s castle, enjoying fireworks and consuming Mickey-Mouse-shaped treats.

While professional images can easily depict these things, there’s nothing more authentic than seeing it from people who are actually making memories in the moment.

4. Whole Foods: Finding Freshness and Comfort in Food

Storytelling-WholeFoods-01

The imagery on Whole Foods’ Instagram account primarily comes from fans. And they aren’t just photos of organic raspberries and granola; these images exhibit mouth-watering meals crafted by home cooks. Since it’s summer, the photos currently feature refreshing foods. Whole Foods changes its theme with each season that comes and goes, but the underlying narrative stays the same. The brand is more than just a place to get healthy food; it’s an oasis of freshness and comfort.

5. Mizuno: Pushing Negativity Aside

Storytelling-Mizuno-01

When I think of running outdoors, I immediately feel overwhelmed. “Ugh, do I really have to time myself? How far should I pretend to run? How’s my form?” Mizuno helps shift that perspective for me because of the story the brand tells through its fan photos.

On Instagram, Mizuno shares photos of fans relaxing atop cliffs, sitting back with a cup of coffee post-run and enjoying the outdoors with friends. The brand also sprinkles user-generated content on the product detail pages of its eCommerce site, showing shoppers how products come across in real life. This strategy tells consumers that running isn’t just about putting on a pair of sneakers and getting your blood pumping. It’s about being at peace with one’s self and taking the time to enjoy the great outdoors. That narrative is enough to change anyone’s mind about running.

Make Your Images Actionable

Being authentic is key to reaching the visual consumers of today, but it doesn’t end there. Making it easier to shop these photos, turning this content into commerce, and working with influencers are core pieces of the puzzle, too. To learn more about how brands are turning engagement with an entire generation of online shoppers into revenue, download our latest guide.

06 Aug 16:59

LinkedIn and Your Job Search: 5 Little-Known Things You Can Do

by Jan Wallen

LinkedIn continues to evolve as it grows. Early on in its history, LinkedIn was thought to be primarily for job searches. It was excellent for that. LinkedIn then developed that area and added a Job Seeker premium program, and also premium Recruiter packages. They’ve also enhanced a number of features in the free basic program and added more in the premium programs. Now LinkedIn is also known for Social Selling and Business Development.

What’s changed for LinkedIn job search?

  • 97% of companies and recruiters look on LinkedIn first. Be there with the compelling profile that represents you well, showcases your Expertise DNA, and is optimized job searches.
  • 10% of executives respond to cold emails and cold calls. 84% respond when the person is introduced to them and adds value (InsideSales).
  • You can now position yourself as an expert and thought leader and showcase your expertise in your LinkedIn profile.

These five little-known elements within LinkedIn can take days off your job search.

  1. Expanded Company and Showcase Pages. Look carefully here to when you research your target companies and prepare for interviews. Follow your target companies. Learn about the company and find out who you know already in that company (shared connections). They can introduce you to the right people, send your résumé to the right person, and give you background information about the company and what it’s like to work there. Showcase Pages showcase a company’s product lines or brands that a retail company carries. Do in-depth research about product lines and brands before your interview and in building relationships.
  1. Showcase your expertise as a Thought Leader. Put media such as Power Points, PDFs, and YouTube videos in your profile where they get immediate attention for job search. LinkedIn now offers the opportunity to post and publish articles in addition to Updates—short posts with a link. Publish regularly and consistently. You can also list publications where you’ve been featured and speaking engagements at national conferences. All these show that you’re an expert and a Thought Leader.
  1. Create a résumé in minutes from your LinkedIn profile. Go to: http://resume.linkedinlabs.com/, and use the self-guided résumé wizard and turn your profile into a beautiful résumé in minutes for job search. Pick a résumé template, customize the content, and print and share the result.
  1. Keep track of your connections, relationships, and activities as you conduct your job search. Write relationship notes and reminders for when to be back in touch with someone. They’re visible only to you.
    Look at someone’s profile, right below their photo. Click on the Relationship tab, and write your notes and reminders. This is not by any means a CRM or contact manager. But it is helpful to see your notes when you look at someone’s profile. For example, before I telephone someone, I always look at their profile, and I see when our last conversation was, when we met, and any notes I wrote with the relationship notes. I keep much more detailed notes in my CRM. On LinkedIn, it’s a quick memory refresher.
  1. Search with filters. Search only your connections, your second level connections, and group members if you don’t want to search all of LinkedIn. You’ll see the choices at the top of the Advanced Search screen. If your search brings up thousands of results, and you want to narrow it down further, choose criteria from the left sidebar when you see the search results.
  1. Bonus: Free now but expected to change: Here’s an extra bonus and Golden Nugget of information. Right now, you can export your contacts. LinkedIn is considering changing this so that it’s a paid premium feature. Go to Connections, and Settings. Backup and export your contacts now, and back them up periodically. You can put them into Excel, and look at them in different ways, too.

These are new and little-known elements you can use with LinkedIn to take days off your job search. Remember that your profile is critical, even more than a résumé. When it’s written to clearly and concisely showcase your Expertise DNA, optimize for searches, and be compelling, you’re visible to the 97% of companies and recruiters who are looking at LinkedIn. And you can go from between successes to doing what you love to do and do well—leading companies and earning what you’re accustomed to.

06 Aug 16:59

The 108 Best Sales Books for Boosting Your Skills & Performance in 2023

by Ralph Barsi

As a lifelong learner, I turn to books whenever I want to expand my thinking or improve my performance. And for leveling up your sales skills, nothing beats one of the best sales books.

I pulled together the top sales books from a range of disciplines to give you the information you need to stay relevant, lead conversations, understand the trends — and of course, improve your game.

This list is not endorsed or sponsored in any way. It’s simply my opinion of the best sales books to read in 2023.

Sales books that made the cut:

  • Are on my own bookshelf
  • Have been recommended by sales professionals
  • Are being talked about within the community and mentioned by experts
  • Are recently published books that aren’t being talked about yet, but likely will be

Here’s how you can find the sales books that are most relevant to you.

I’ve categorized the list (roughly) by sales discipline — and within each category, titles are listed in alphabetical order by the author’s name.

To find the sales books most relevant to you, first, find the category you’re interested in, then browse the books within that list. There are only about 10–15 sales books in each discipline, so you can easily read up on the sales books you’re likely to need or want.

Here they are…

The 104 Best Sales Books in 2023

Sales Models and Fundamentals

Strategy and Process

Sales Development and Prospecting

Pitching and Closing

Sales Engagement

Sales Enablement

Management and Operations

Sales Skills

Other Valuable Skills and Knowledge

Productivity

Mindset

Why You Need to Be Reading Sales Books

Books are key to learning and growing, regardless of what you’re doing. But speaking as a veteran sales professional, I’ve got a few additional thoughts on the matter:

Top Performers Are Students of the Game

No one rises to the top of their game without intentional growth and learning. If you truly want to be a better leader, better salesperson, better speaker, better writer, or just a better person, you need to study the craft.

And if you look hard, you’ll find there’s already a book with the instructions. Some of the sales books in this list are classics — they’ve been around for a while, but they still get read because they’re still relevant. Others are new, and they can fill you in on the approaches and mindsets that are working today.

Readers Become Leaders

Studies continue to find that most CEOs read 5 books a month, and earn 350% more income than the average American. Reading works as a tool to help us grow. So get under the hood and explore all these sales books have to offer.

Work on yourself harder than you work on your job: If you stay ready, you won’t need to get ready. You stay ready by reading.

Now, let’s dig in!

Sales Models and Fundamentals

The Transparency SaleThe Transparency Sales

Todd Caponi

It may be hard to imagine, but something as counterintuitive as leading with your flaws can result in faster sales cycles, increased win rates, and makes competing with you almost impossible.

Leveraging transparency and vulnerability in your presentations and your negotiations leads to faster buyer consensus, larger deals, faster payments, longer commitments and more predictable sales forecasts.

In this groundbreaking book, award winning sales leader Todd Caponi will reveal his hard-earned secrets for engaging potential buyers with unexpected honesty and understanding the buying brain to get the deal you want, while delighting your customer with the experience.

 


The Challenger SaleThe New Strategic Selling

Matthew Dixon and Brent Adamson

Based on an exhaustive study of thousands of sales reps across multiple industries and geographies, The Challenger Sale argues that classic relationship building is a losing approach, especially when it comes to selling complex, large-scale business-to-business solutions.

The authors’ study found that every sales rep in the world falls into one of five distinct profiles, and while all of these types of reps can deliver average sales performance, only one — the Challenger — delivers consistently high performance.

The things that make Challengers unique are replicable and teachable to the average sales rep. Once you understand how to identify the Challengers in your organization, you can model their approach and embed it throughout your sales force. The authors explain how almost any average-performing rep, once equipped with the right tools, can successfully reframe customers’ expectations and deliver a distinctive purchase experience that drives higher levels of customer loyalty and, ultimately, greater growth.

 


The New Solution Sellingbest sales books New Solution Selling

Keith M. Eades

To know where you’re going means you need to know where you came from. This is the update to Mike Bosworth’s early 90’s classic, Solution Selling.

Applying a sales methodology to your selling gives you a tried and true advantage, and enables you to plan your work and work your plan. Among the popular methodologies, this happens to be a favorite. It uses the formula PPVVC=S (Pain x Power x Vision x Value x Control = Sale) to help salespeople accurately gauge the probability of closing a deal.

 


The Little Red Book of Sellingbest sales books Little Red Book of Selling

Jeffrey Gitomer

It doesn’t matter what Gitomer book you read, you’ll learn better ways to sell. This one happens to be the one I’ve referred to the most.

Jeffrey’s style of writing, his tone, and his tips can’t be ignored – value oozes from them.

It’s a classic that remains relevant over time. This is an absolute must-read for all salespeople at any experience level.

 


21.5 Unbreakable Laws of Sellingbest sales books 21.5 Unbreakable Laws of Selling

Jeffrey Gitomer

There are laws for every discipline (physics, civil, criminal, mathematical, economic). If particular conditions are present, the laws will always occur, plain and simple. This book deeply explains the essential laws of our craft – selling.

If you’re just getting started in selling, you will find the Laws invaluable. Whether or not you learn them and follow them will make or break your career. If you’ve been in sales for a while, you will find yourself saying, “I haven’t been doing that,” or, “I knew that! How did forget?”

When we break the Laws, we pay the price. Our sales suffer. Our bank account takes a hit. It’s an effort to get out of bed and make a sales call, to do our best work — work that is aligned with the Laws. Use Jeffrey’s Laws of Selling to recharge your enthusiasm and redirect your actions back to what really works.

 


Gap Sellinggap selling book

Keenan

People don’t buy from people they like. No! Your buyer doesn’t care about you or your product or service. It’s not your job to overcome objections, it’s your buyer’s. Closing isn’t a skill of good salespeople; it’s the skill of weak salespeople. Price isn’t the main reason salespeople lose the sale. Gap Selling shreds traditional and closely-held sales beliefs that have been hurting salespeople for decades.

Gap Selling is a game-changing book designed to raise the sales IQ of selling organizations around the world. In his unapologetic and irreverent style, Keenan breaks down the tired old sales myths causing today’s frustrating sales issues, to highlight a deceptively powerful new way to connect with buyers.

It’s time to flip the script and develop immense influence at every stage of the buying process.


The New Strategic Selling: The Unique Sales System Proven Successful by America’s Best Companies

Robert B. Miller and Stephen E. Heiman

This is a must-read if you’re in complex high-value, low-volume sales because it will give you the edge. It’s a simple, timeless, and repeatable process that’s been known to help reps close 30% more sales.

This is the modern edition of a business classic, confronting the rapidly evolving world of B2B sales with real-world examples, new strategies for confronting competition, and a special section featuring the most commonly asked questions from the Miller Heiman workshops.

 

 


Agile Sellingbest sales books Agile Selling

Jill Konrath

I’ve followed Jill Konrath since 2007, when I subscribed to her “Selling to Big Companies” blog. To this day, she sheds value on the sales industry like bright, warm sunshine.

Buyers and sellers are on their own journeys – each resembling their unique roller coaster ride.

Konrath shares techniques and tactics to help salespeople adapt to these changes and arrive at the desired outcome. Everything she writes here is reinforced in her blog, eBooks and kits, and videos.

 


SPIN Sellingneil rackham spin selling

Neil Rackham

SPIN Selling is essential reading for anyone involved in selling or managing a sales team. This sales book outlines the revolutionary SPIN technique (Situation, Problem, Implication, Need-Payoff).

By following the simple, practical, and easy-to-apply techniques of SPIN, readers will be able to dramatically increase their sales volume.

Rackham answers key questions such as “What makes success in major sales” and “Why do techniques like closing work in small sales but fail in larger ones?”

You will learn why traditional sales methods which were developed for small consumer sales, just won’t work for large sales and why conventional selling methods are doomed to fail in major sales.

 


You Can’t Teach a Kid to Ride a Bike at a Seminar : The Sandler Sales Institute’s 7-Step System for Successful Selling

You Can't Teach a Kid to Ride a Bike at a Seminar

David H. Sandler

Contrary to popular sales training, you don’t have to make presentations to everyone who will listen. You don’t have to be subservient, forfeit your self-respect, or fake enthusiasm about your product or service. In fact, you don’t have to be enthusiastic at all. And, you never have to lie!

Prospects never control anyone who has mastered David Sandler’s 7-step program for top sales. In this book, you learn to master each of the fundamental principles of the Sandler Selling System® — and how and when to use them.

 


Insight Selling: Surprising Research on What Sales Winners Do Differently

Mike Schultz & John E. Doerr

Mike Schultz & John E. Doerr

Based on an in-depth analysis of more than 700 B2B purchases amounting to $3.1 billion, this book probes how high-performing sales teams differ from their peers.

The result is a simple three-level approach characteristic of the Insight Selling framework: connect, convince, collaborate.

If you need a selling template to start with, the tactics described in the book fit the requirements of most B2B sales organizations.

 

 


Spear SellingSpear Selling

Jamie Shanks

The ultimate account-based sales guide for the modern, digital seller, SPEAR Selling is the battle-tested process for both sales leaders and sales professionals to leverage in their pursuit for greater account-based sales results.

Shanks has trained and advised 100’s of companies on SPEAR Selling to increase sales pipeline in all types of sales functions (inside sales, field sales, customer success, channel sales).

The key to account-based sales results is the focus on upfront planning that leverages key competitive differentiators used to significantly improve account activation and opportunity creation.

 


Triangle Selling: Sales Fundamentals to Fuel Growth

triangle selling bookHilmon Sorey and Cory Bray

Fast growth is the name of the game, right? But long-term success depends on your team having core skills and tactical frameworks that drive repeatable results.

Regardless of existing sales methodology, market, and company size, Triangle Selling empowers salespeople, managers, and executives to quickly adopt the fundamentals necessary to fuel consistent growth within their organization, onboard effectively, and remain agile in an ever-evolving profession.

Like doctors, lawyers, and engineers who learn fundamental skills and frameworks to drive their work, salespeople will perform at a higher level with the fundamentals. And that’s just what you’ll get with this third book by industry veterans Sorey and Bray.

 


The Psychology of SellingThe Psychology of Selling

Brian Tracy

“Get serious about your career; decide today to be a big success in everything you do.” This quote from Brian Tracy is the first of my five philosophies, and a staple of my daily work.

Here, Brian walks through strategies and methods for moving deals through the pipeline and adding more “Closed Won” deals to the board.

It is a classic book you’ll reference throughout your career.

 


#SalesTruth #SalesTruth

Mike Weinberg

Can you handle the truth? Can succeeding in sales be as simple as hooking up the latest CRM tool or perfecting your social media profiles and waiting for qualified leads to automatically show up in your inbox? Are you having trouble believing what the newly self-proclaimed “experts” keep posting on LinkedIn and beginning to question their proclamation that everything in sales has changed?

Welcome to the world of sales, where the one constant you can bank on is the noise from so-called experts and thought leaders who want to convince you everything has changed and that you need their latest tools, toys, or tricks to stay even or get ahead of the pack.

Yet, ironically, it seems that the more of these new miracle solutions you adopt, the harder it is to get results.

This book is a blunt wake-up call to salespeople who are chasing bright shiny solutions — and refocuses your attention on a proven approach that actually drives results. Get past the noise, and bring back the sanity. Weinberg gives you proven, powerful principles that help you master the fundamentals of selling.

 


Buyer-Centered Selling: How Modern Sellers Engage & Collaborate with Buyers

Thomas Williams and Thomas Saine

This book combines “seller’s challenges” with “buyer’s dilemmas” — because without the collaborative efforts of both seller and buyer, many buying processes are doomed by lethargy, fear, and eroding internal support from the buying community.

Buyer-Centered Selling provides sellers strategies and tactics that help the buyer address eleven dilemmas likely to slow and obstruct the buying process. The reader will discover quickly that buying and selling are inextricably connected in their focus on helping the customer buy.

 


A Simple Guide to Technical Sales

A Simple Guide to Technical Sales Russell Jay Williamson

This book contains a set of hard-and-fast rules and techniques that will propel you out of your engineering comfort zone and into the exciting world of sales. If you have the engineering mentality — on or off, one or zero, black or white, binary way of thinking — this book’s direct, efficient approach is just the thing you need to learn the skills required to find success in your new career!

Before working in technical sales, Russell Jay Williamson had many years of design engineering experience. Experience in both a large multinational corporation with over 100,000 employees and a small company with only 11 employees has provided him with a great perspective on how Engineers work in this industry.

Since switching into sales, he has developed the skills described in this book over many years from trial and error. This book describes these techniques that he has refined and will provide you, the reader, with the shortcuts you need so you don’t waste years becoming the best Sales Engineer you can be.

 


Integrity Selling for the 21st Century: How to Sell the Way People Want to Buy

Integrity Selling for the 21st Century by Ron Willingham

Ron Willingham

The Integrity Selling method has been around for decades and is adopted by more than 2000 companies including global organizations such Johnson & Johnson, IBM, and the Red Cross.

This book represents an upgrade of the popular sales framework for business professionals in the new digital economy. As its name suggests, expect to read compelling insights on why ethical values — not your quota — should drive the way you engage and sell to customers.

 


Strategy and Process

Hacking Sales – The Playbook for Building a High Velocity Sales Machine

best sales books hacking sales playbook building high velocity sales machine

Max Altschuler

A good sales team makes or breaks a business. Which is why this pioneering guide shows you how to build a fully streamlined sales engine that uses modern techniques and technologies.

This comprehensive resource goes in-depth into the human aspects of sales, as well, because there is a point where you have to let go of technology and rely on your ability to sell.

In Hacking Sales, you’ll learn how to build a fully streamlined sales process using technology built specifically for salespeople, along with innovative new techniques.

Altschuler showcases over 150 sales tools throughout the book, enabling you to build the ultimate sales stack to support a fully efficient sales machine.

 


Hyper-Connected Selling: Win More Business by Building Personal Influence & Creating Human Connection

hyper connected selling david fisher

David J.P. Fisher

Technology has fundamentally shifted how prospects buy… which means that salespeople have to catch up and change how they sell. With the right approach, integrating technology into your daily sales activity multiplies your ability to engage and provide value.

But no matter how much technology we put in place, at its core selling is a human-to-human activity. Old-school communication tools haven’t gone out of style, in fact they’re you’re most powerful resource. Discover how to become a trusted Sales Sherpa™ for your prospects and integrate yourself into your prospects buying journey.

 


The Joshua Principlethe joshua principle Tony J. Hughes

Tony J. Hughes

Joshua Peters is a salesman in crisis – after losing a key deal his boss threatens him with the sack and he has doubts concerning his choice of career.

His father is a sales veteran who progressed all the way to CEO but with their relationship is at an all time low and he struggles to help. Then a mentor’s invitation from the other side of the world powerfully transforms everything as Joshua embarks on the journey of discovering leadership secrets of strategic selling.

He applies the principles to the biggest and most complex deal of his life and his mentorship culminates with a powerful meeting that finally reveals The Joshua Principle.

Learn about the Value Quadrant for Professional Sales Agents©, The New ROI©, the seven sins of selling, the ten laws of relationship and strategic selling, how to develop and execute effective strategy, the history and evolution of professional selling, how to gain insight to challenge thinking and create business value, how to successfully sell at the top, and much more.

 


Eat Their LunchEat Their Lunch

Anthony Iannarino

Like it or not, sales is often a zero-sum game: Your win is someone else’s loss. Most salespeople work in mature, overcrowded industries, your offerings perceived (often unfairly) as commodities. Growth requires taking market share from your competitors, while they try to do the same to you. How else can you grow 12 percent a year in an industry that’s only growing by 3 percent?

It’s not easy for any salesperson to execute a competitive displacement–or, in other words, “eat their lunch.” You might think this requires a bloodthirsty “whatever it takes” attitude, but that’s the opposite of what works. If you act like a Mafia don, you only make yourself difficult to trust and impossible to see as a long-term partner. Instead, this book shows you how to find and maintain a long-term competitive advantage

According to David Breshears, this book is “critical strategic and tactical advice for transitioning sales from a blue ocean to a highly competitive market.” Sometimes, to win the deal, you have to steal customers away from your competition — but you have to be able to do that without losing trust. This book shows you how to create a long-term competitive advantage that you can sustain.

 


Selling to Big CompaniesSelling to Big Companies

Jill Konrath

Setting up meetings with corporate decision makers has never been harder. It’s almost impossible to get them to pick up the phone. They never return your calls. And if you do happen to catch them, they blow you off right away.

It’s time to stop making endless cold calls or waiting for the phone to ring. In today’s crazy marketplace, new sales strategies are needed to penetrate these big accounts.

Use the sure-fire strategies in this sales book to crack into big accounts, shrink your sales cycle and close more business. Check out the Account Entry Toolkit for ideas on how to apply this process to your own unique business.

 


The Pirate’s Guide to Sales: A Seller’s Guide for Getting from Why to Buy

The Pirate’s Guide to Sales

Tyler Menke

In a business world that rapidly and exponentially adapts to change, our selling methods fail to keep up with human expectations. The problem with most sales books is they’re written by behavioral researchers with no real-world selling experience, or are first-hand accounts from top sales professionals and contain little to no supporting data.

The Pirate’s Guide to Sales uniquely blends years of selling concepts with real-world experience in a framework anyone can learn. We’d like you to think of it as a “pirate’s guide” as it distills all the best research and real-world sales experiences in one easy, “how-to” book with lessons from only the best.

For a practical guide to a successful career in sales, you can’t go wrong here. This book pulls from the pulled from other great thinkers in sales, then put together to create an easy-to-read and easy-to-apply sales guide. No fluff or theory. It’s all useful information you can apply right away.


Demand-Side Sales 101: Stop Selling and Help Your Customers Make Progress

Bob Moesta

For a lot of us, selling feels icky. Our stomachs tighten at the thought of reciting features and benefits, or pressuring customers into purchasing. It’s really not our fault. We weren’t taught how to sell, plus we’ve been sold before, leaving us with a bitter taste.

Here’s the truth: sales does not have to feel icky for you or your customers. In fact, with the right approach, sales can be an empowering experience for all.


The Sales Acceleration Formulabest sales books Sales Acceleration Formula

Mark Roberge

Sales leader Mark Roberge reveals the framework and formula behind HubSpot’s incredible scaling efforts. These very practices propelled HubSpot into the public market’s open arms.

Business owners, sales executives, and investors are all looking to turn their brilliant ideas into the next $100 million revenue business. Often, the biggest challenge they face is the task of scaling sales. They crave a blueprint for success, but fail to find it because sales has traditionally been referred to as an art form, rather than a science.

The Sales Acceleration Formula completely alters this paradigm. In today’s digital world, in which every action is logged and masses of data sit at our fingertips, building a sales team no longer needs to be an art form. There is a process. Sales can be predictable.

 


B2B Is Really P2P: How to Win With High Touch in a High Tech World

B2B Is Really P2P

Frank Somma

A graduate of the Neuro-linguistic Programming Institute, the same science that catapulted Tony Robbins to stardom, Somma breaks down the components of the sales gene and teaches you the nuances of body language, vocal intonations, word choice and microexpressions that lead to rapport, trust, likeability, and long-term relationships.

Whether you’re a seasoned sales veteran, sales leader or a college grad just starting out, you will find tools, techniques and best practices utilizing the varied communication skills Frank describes.

Selling is no longer the art of the deal. It’s the art of the relationship.

 


The Seller’s Challenge: How Top Sellers Master 10 Deal Killing Obstacles in B2B Sales

The Seller’s Challenge

Thomas Williams and Thomas Saine

The Seller’s Challenge is a “tactical field manual” that taps current research, best practices and real-life examples to help sellers craft action plans that optimize productivity and drive success. It’s all about what top-performing sellers do – how they research, plan and implement activities that maximize their chances of winning.

Here, you’ll find 10 of the most frequently cited deal-killing obstacles sellers encounter, as well as the harsh realities, myths, data, best practices, game-changing approaches and guerrilla tactics that will elevate a seller’s prospects of winning good business.

 


Mastering the Complex Sale, 2nd ed.Mastering the Complex Sale

Jeff Thull

When the stakes are high, you need a way to stand out and win. For that, professional customer guidance is key. In this book, Thull shares a value-based approach that positions you as the most credible solution and removes customers’ internal barriers to moving forward.

“Our business depends on delivering breakthrough thinking to our executive clients. Jeff Thull has significantly redefined sales and marketing strategies that clearly connect to our global audience. Read it, act on it, and take your results to exceptional levels.” ―Sven Kroneberg, President, Seminarium Internacional

“Jeff Thull has re-engineered the conventional sales process to create predictable and profitable growth in today’s competitive marketplace. It’s no longer about selling; it’s about guiding quality decisions and creating collaborative value. This is one of those rare books that will make a difference.” ―Carol Pudnos, Executive director, Healthcare Industry, Dow Corning Corporation

 


Sales Development and Prospecting

The Sales Development PlaybookThe Sales Development Playbook

Trish Bertuzzi

This book is about not just growth, but high growth, explosive growth, the kind of growth that weather satellites can see from space.

The success of any business-to-business company is directly linked to how effectively they acquire new pipeline. To skyrocket growth, sales development is the answer.

This book encapsulates author Trish Bertuzzi’s three decades of practical, hands-on experience. It presents six elements for building new pipeline and accelerating revenue growth with inside sales.

 


Outbound Sales, No Fluffbest-sales-books-outbound-sales-no-fluff

Rex Biberston & Ryan Reisert

This book is a step-by-step guide for the modern sales professional, giving you the framework, knowledge, and skills to fill a sales pipeline with highly qualified opportunities. It’s all practical advice — no cutesy stories, no rants, and no product pitches.

There are really only two ways to fill a funnel: inbound leads or outbound prospecting.

Biberson and Reisert focus exclusively on outbound prospecting, because it’s the half of the formula that an individual sales rep can control (that’s why so many sales job descriptions include the phrase “we’re looking for a hunter”)

 


Fanatical ProspectingFanatical Prospecting

Jeb Blount

Fanatical Prospecting gives salespeople, sales leaders, entrepreneurs, and executives a practical, eye-opening guide that clearly explains the why and how behind the most important activity in sales and business development―prospecting.

The brutal fact is the number one reason for failure in sales is an empty pipe and the root cause of an empty pipeline is the failure to consistently prospect. By ignoring the muscle of prospecting, many otherwise competent salespeople and sales organizations consistently underperform.

Step by step, Jeb Blount outlines his innovative approach to prospecting that works for real people, in the real world, with real prospects.

 


Sales Development: Cracking the Code of Outbound Sales

sales development bookCory Bray and Hilmon Sorey

Sales development is one of the fastest growing careers in the United States. It is fast-paced, often on the leading edge of technology, and people in the role have the possibility of making a ton of money!

Unlike accounting, medicine, or law, most salespeople do not study their profession in college. Instead, they are tossed into the fray without much training, context, or support, and are left to sink or swim. This method proves neither efficient nor effective for the individual or the company.

Sales Development is written specifically for the job seeker or individual contributor who has aspirations of success in a sales development role, and beyond. This is your personal guidebook to the how, why, and what-to-do’s of the sales development profession. Written practically and tactically, this book shows you how to get the job, how to perform, and how to position yourself for advancement. Based upon ten years of teaching sales development representatives in the fastest-growing companies in the United States, this book will launch you on your path to becoming a rock star.

 


The New Handshake: Sales Meets Social Media

The New Handshake

Joan C. Curtis and Barbara Giamanco

With more than 400 million active users on Facebook alone (50 percent of whom log in on any given day), today’s social media-oriented climate has redefined the way people communicate and interact. It’s also changed the way consumers operate in the marketplace. Unfortunately, as a whole, sales professionals have been slow to embrace the new technology.

In The New Handshake: Sales Meets Social Media, Curtis and Giamanco present Sales 2.0, a significant expansion from selling via the traditional face-to-face or telephone sales methods.

The book begins by examining the impact of the communication revolution on sales as well as the history of selling. It contains case examples that justify incorporating social media in business. The final chapters of the book describe each social network, explain how they work, and create a road map for a social media sales strategy―including how to empower salespeople to overcome their resistance to change.

 


Top of MindTop of Mind

John Hall

What do many successful businesses and leaders have in common? They’re the first names that come to mind when people think about their particular industries. How do you achieve this level of trust that influences people to think of you in the right way at the right time?

By developing habits and strategies that focus on engaging your audience, creating meaningful relationships, and delivering value consistently, day in and day out.

It’s the winning approach John Hall used to build Influence & Co. into one of “America’s Most Promising Companies,” according to Forbes. Here, he shows you how to use content to keep your brand front and center in the minds of decision makers who matter.

“This one spoke to my Sales/marketing/business owner soul,” said Amy Volas. In this step-by-step guide, you’ll learn how to use content to keep your brand front and center in the minds of decision-makers who matter.

Business is always about relationships, about a human connection. This book will help you position yourself for success by staying top of mind.

 


How to Get a Meeting with Anyone: The Untapped Selling Power of Contact Marketing

How to Get a Meeting with Anyone

Stu Heinecke

The hard part just got easy!

You know how to sell — that’s your job, after all — but getting CEOs and other VIPs to call you back is the tricky part. So what if that impossible-to-reach person weren’t so impossible to reach after all?

Hall-of-fame-nominated marketer and Wall Street Journal cartoonist Stu Heinecke discovered that he could get past traditional gatekeepers and reach those elusive executives by thinking outside the box and using personalized approaches that he calls “contact campaigns.”

As John Stopper says, “I’m giving this to my sales team as it simply outlines what a focused professional needs to do.  The approach of the emotional, fired up salesperson is not sustainable.  The cool, analytical, professional is.”

 


Combo Prospectingcombo prospecting by Tony J. Hughes

Tony J. Hughes

Unleash an incredible combination of old and new sales strategies.

How do you break through to impossible-to-reach executive buyers who are intent on blocking out the noise that confronts them every day?

Old-school prospecting tactics or new-school techniques alone won’t provide the answers.

But Combo Prospecting will… by showing how to combine time-tested sales processes with cutting-edge social media strategies and clever technology hacks.

The book reveals today’s new breed of Chief Executive Buyers, the channels they use, the value narrative you need, and the mix of methods that works.

 


High-Profit Prospecting: Powerful Strategies to Find the Best Leads and Drive Breakthrough Sales Results

High-Profit Prospecting

Mark Hunter

Search engines and social media have certainly changed how prospecting pipelines for salespeople are built today, but the vitality of the pipeline itself has not. Even today, the key to success for every salesperson is his pipeline of prospects.

Top producers are still prospecting. All. The. Time.

However, buyers have evolved, therefore your prospecting needs to as well. In this sales book, Hunter shatters costly prospecting myths and eliminates confusion about what works today. Merging new strategies with proven practices that unfortunately many have given up (much to their demise), this is a must-have resource for salespeople in every industry.

For the modern salesperson, prospecting is still king. This book will help you take back control of your pipeline.

 


Smart CallingSmart Calling

Art Sobczak

Many argue that cold calling is dead, and in many ways it is. “Calling,” however, is alive and well, and salespeople NEED to know how to conduct a great phone call.

Sales trainer and coach, Art Sobczak, shares “dumb mistakes” most salespeople say in the first 10 seconds of their calls; and offers new, better approaches to ensure you engage people on the phone vs. spilling info about you, your company, and your product all over them.

While other books on cold calling dispense long-perpetuated myths such “prospecting is a numbers game,” and salespeople need to “love rejection,” this book will empower readers to take action, call prospects, and get a yes every time.

 


Predictable ProspectingPredictable Prospecting

Marylou Tyler and Jeremey Donovan

If your organization’s success is driven by B2B sales, you need to be an expert prospector to successfully target, qualify, and close business opportunities. This game-changing guide provides the immediately implementable strategies you need to build a solid, sustainable pipeline ― whether you’re a sales or marketing executive, team leader, or sales representative.

It shows you how to target and track your ideal prospects, optimize contact acquisition, continually improve performance, and hit your revenue goals quickly, efficiently, and predictably.

Following this proven step-by-step framework, you can turn any B2B organization into a high-performance business development engine, diversify marketing lead generation channels, justify marketing ROI, sell into disruptive markets―and generate more revenue than ever.

 


Predictable RevenuePredictable Revenue

Aaron Ross & Marylou Tyler

Known by many as “the bible” of SaaS sales development, this book provides a bevy of proven ideas for managing the top of the funnel.

Ross and Tyler unveil proven best practices created and used by Salesforce.

It’s a guide that remains relevant, by many standards, and is a must-read for anyone in demand generation and sales development.

 


New Sales. Simplified.: The Essential Handbook for Prospecting and New Business Development

New Sales. Simplified

Mike Weinberg

No matter how much repeat business you get from loyal customers, the lifeblood of your business is a constant flow of new accounts. With refreshing honesty and some much needed humor, sales expert Mike Weinberg examines the critical mistakes made by most salespeople and executives and provides tips to help you achieve the opposite results.

You’ll learn how to: identify a strategic list of genuine prospects; draft a compelling, customer-focused sales story; perfect the proactive telephone call to get face to face with more prospects; use email, voicemail, and social media to your advantage; build rapport; prepare for and structure a winning sales call; stop presenting to and start dialoguing with buyers; and make time in your calendar for business development activities.

Basically, it’s about overcoming and even preventing buyers’ anti-salesperson reflex by establishing trust. This easy to follow plan removes the mystery surrounding prospecting and have you ramping up for new business.

 


Pitching and Closing

The Challenger CustomerThe Challenger Customer

Brent Adamson, Matthew Dixon, Pat Spenner, and Nick Toman

The authors of The Challenger Sale didn’t sit on their laurels after releasing their findings about the Challenger seller. They continued their research and found that being a Challenger isn’t enough.

You also need to challenge the right people, particularly in today’s complex multi-stakeholder deals.

This book helps you identify the hidden influencer within complex deals and gives you a blueprint for engaging and equipping them to challenge their organization from within.

 


DISCOVER Questions Get You Connected

DISCOVER Questions Get You Connected by Deb Calvert

Deb Calvert

Not all questions lead to answers. Some just annoy prospects.

This book presents a framework with which you can formulate meaningful, relevant, and interesting questions that help build rapport and glean crucial information from customers.

The book is based on 25 years of research and observations, including the analysis of more than 10,000 sales calls.

 

 


The Science of Selling: Proven Strategies to Make Your Pitch, Influence Decisions, and Close the Deal

The Science of Selling by David Hoffeld

David Hoffeld

If your playbook and sequences disappoint more than they delight you, then it’s high time for an overhaul. This book outlines a number of data-backed selling strategies that might change the landscape of success at your organization.

It’s also packed with mind-opening anecdotes culled from the sales floor. Learn how buying decisions are processed in the minds of your customers and calibrate your playbook to match their journey. Boost your sales performance and improve brand loyalty by understanding the factors that influence your ideal customers.

 


Secrets of a Master Closer: A Simpler, Easier, and Faster Way to Sell Anything to Anyone, Anytime, Anywhere

Secrets of a Master Closer

Mike Kaplan

If you want to know, step by step, how to quickly, easily, and smoothly walk anyone from being a skeptical prospect to a happy customer that refers you friends, family, and colleagues… then you want to read this book.

At its core, selling isn’t a patchwork of cheesy closing techniques, annoying high-pressure tactics, or gimmicky rebuttals. True salesmanship follows very specific laws, has very specific steps and stages, and leaves a customer feeling happy and helped.

It’s honest, respectful, enlightening, friendly, and done with real care. It’s the type of selling that wins you not only customers, but fans. Not coincidentally, this is the type of selling that truly great salespeople have mastered.

 


Pitch AnythingPitch Anything

Oren Klaff

According to Klaff, creating and presenting a great pitch isn’t an art. It’s a simple science. Applying the latest findings in the field of neuroeconomics, while sharing eye-opening stories of his method in action, Klaff describes how the brain makes decisions and responds to pitches.

With this information, you’ll remain in complete control of every stage of the pitch process.

A good friend and consummate salesperson recommends this one because it transformed the way he interacts with people — whether he’s actively selling or not.

The S.T.R.O.N.G. Method taught in this book helps you identify hurdles to selling and tips for reading subtle shifts in power during meetings.

If you want to regain control of the agenda and flow of your meetings, this sales book is a must-read.

 


The Perfect Close: The Secret to Closing Sales – The Best Selling Practices & Techniques for Closing the Deal

The Perfect Close

James Muir

The Perfect Close represents the best practice in closing sales today. Apply it yourself and discover how this simple technique along with being genuinely authentic creates the highest levels of success and happiness.

This is more than just a book. It’s a sales training course that outlines step-by-step what you need to do to advance your sales to closure.

If you are new to sales, make this the first book you read. It will teach you how to be effective immediately and will literally teach you the rest of the steps in your sales process.

If you are an experienced professional looking for ways to improve your performance, this book will help take your closing skills to a whole new level.

 


Selling to the C-SuiteSelling to the C-Suite by Nicholas Read and Stephen Bistritz

Nicholas Read & Stephen Bistritz

For B2B salespeople, selling to the C-suite is the new normal. The trouble is, top executives prefer getting practical needle-moving advice, not tired old sales pitches. This book shows how you can strike the perfect balance between being a trusted advisor and a quota-crushing professional.

Learn how to build relationships with top corporate leaders and how to positively influence their purchase decisions. Discover the selling techniques preferred by corporate leaders as revealed by more than 500 C-suite executives themselves.

 


Sales DifferentiationSales Differentiation

Lee B. Salz

In Sales Differentiation, sales management strategist, Lee B. Salz presents nineteen easy-to-implement concepts to help salespeople win deals while protecting margins. These concepts apply to any salesperson in any industry and are based on the foundation that “how you sell, not just what you sell, differentiates you.”

The strategies are presented in easy-to-understand stories and can quickly be put into practice. Divided into two sections, you’ll learn what to sell and how to sell it.

Whether you’ve been selling for twenty years or are new to sales, the tools you learn in Sales Differentiation will help you knock-out the competition, build profitable new relationships, and win deals at the prices you want.

 


Never Split the DifferenceNever Split the Difference

06 Aug 16:49

Slack's first product manager explains how it got such glowing media coverage

by Eugene Kim

Kenneth_BergerI was the first product manager at Slack. I couldn’t be more grateful for all that I learned helping grow the product and the team, so it’s high time I shared a few of those lessons.

Slack has been the beneficiary of numerous articles in the press. Rapid growth and a celebrated CEO helped, but there’s another key factor behind Slack’s PR success — they tell the stories of the big ideas behind the company.

As a founder at YesGraph, my previous startup, that quality and quantity of PR seemed unattainable. But we did have some big ideas. Slack showed me how big ideas can become stories that spread to the world.

What’s a big idea? Not just a product idea, but a vision of the future most people can’t yet see. As Peter Thiel puts it, “What important truth do very few people agree with you on?” Great companies are born from the best answers to this question. Those answers are their big ideas: the company’s contrarian truths versus the market’s conventional ones.

Countless companies are created each year backed by these insights. So where do all their big ideas go? Countless companies dissolve each year too, of course. But even those that make it big often forget their founding principles, distracted by the realities of internal politics or making numbers.

The best companies never forget their big ideas. By consistently telling their stories to the world, their truths gradually transform from contrarian to conventional. Mr. Thiel calls them “secrets” to reflect their rarity, but these are the kind of secrets that beg to be told.

Storytelling is an essential tool to bring attention to your company and its unique ideas. Investing in PR assistance early can reap big returns over time as your ideas spread.

So it’s a shame that most companies have such a limited set of stories to tell employees and the press: New funding! Growth milestone! Key partnership! These are just the technical details of running a business. There are only so many people they can inspire.

You probably already have a big idea or two. So tell the big stories behind them. Those are the stories that capture people’s imaginations and help spread your ideas to the world.

What makes a big story?

Some examples of the different stories Slack has told over time:

Slack: Email killer.
Flickr Cofounders Launch Slack, an Email Killer
Die, Email, Die! A Flickr Cofounder Aims To Cut Us All Some Slack

Slack: Catalyst of organizational transformation.
We’re selling a reduction in information overload, relief from stress, and a new ability to extract the enormous value of hitherto useless corporate archives. We’re selling better organizations, better teams.

Slack: Underdog success story.
Third life: Flickr co-founder pulls unlikely success from gaming failure. Again.
This Story About Slack’s Founder Says Everything You Need To Know About Him

Slack: The next Microsoft.
Not the current, cowed, pathetic company looking for a comeback. No, it doesn’t want to be Expendables Stallone-era Microsoft, it wants to be Rocky/Rambo Stallone-era Microsoft. But—and this is a key but—Stewart wants Slack to be the Microsoft you want to use.”

Slack: Diversity is a core value.
That ‘Useless’ Liberal Arts Degree Has Become Tech’s Hottest Ticket
Slack CEO explodes over editorial about the South Carolina shooting

Slack: Massive growth, no marketing required.
Slack Becomes Billion-Dollar Company With No Marketing Budget, Finally Hires CMO
Until now, Slack hasn’t even done any advertising. It has grown entirely (and phenomenally) by word of mouth.”

Collectively these articles tell a richer, truer story of what the company is about. Not chat software, but making your working life simpler, more pleasant, and more productive. Not huge valuations, but a maverick CEO building a new vision of enterprise software with more human values. Not growth for its own sake, but growth earned through the passion of its customers.

Slack may not have had a marketing budget until recently, but it turns out great storytelling is great PR. And great PR is great marketing.

SEE ALSO: Slack's first product manager shares how to build a $2.8 billion company

Join the conversation about this story »

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06 Aug 16:49

How Next Year's Revenue Target Suffers When You Don’t Get Strategic Alignment Right

by mike.drapeau@salesbenchmarkindex.com (Mike Drapeau)

In SBI’s 9th annual research report, we detailed the six-link revenue growth value chain. The critical links include: market, corporate, product, marketing, sales and talent.

Strategic alignment starts with the “corporate” link and the CEO defining corporate strategy. To execute that corporate strategy, functional leaders align their own functional strategies to it.

None of the groups can be successful without the others.

The results of the exhaustive research we conducted for the 2016 report are clear. Strategic alignment is the only way to systematize revenue growth.

So what happens when you don’t get strategic alignment right?

06 Aug 16:48

CMOs: Read This Before Choosing Your Predictive Marketing Solution

by Orinna Weaver

Data is the heart of market exploration today. Now more than ever before, CMOs have access to petabytes of customer information and dozens of analytics tools. It’s this same wealth of information, however, that leaves marketing teams confused.

In addition to being critical to revenue and sales optimization, data is one of the biggest sources of noise. It’s often challenging to translate signals into a clear market story—and even more challenging to reposition these insights into action.

The right path forward means knowing what to avoid. Here are the biggest risks that CMOs face when choosing an analytics solution.

Premature Solutions

Many cloud-based analytics platforms make big promises to measure customer lifetime value, predict customer behavior and optimize revenue. While these value propositions sound strong in theory, they often miss the mark in solving practical problems with fully baked software solutions.

The reason why is that simple—data science is an extremely new field, and many analytics tools are still in their infancy. Platforms may promise product features that appear accessible but are actually delivered through expensive, manual projects. Make sure that you’re working with an established, productized vendor by asking the following questions:

  • Can you login, demo your product, and align features to a marketing use case?
  • Can you walk me through a clear customer success story and what role your software played in the process?
  • What is the methodology and differentiation behind your analytical assumptions and calculations?
  • What target market do you help me analyze and why?
  • What types of customers aren’t a fit for your platform?

As data science and SaaS analytics markets begin to mature, companies will need to adapt to very precise company needs. Make sure that you’re choosing a partner that understands and builds around the needs of your organization, in-depth.

Resource Constraints

One of the biggest challenges, when it comes to successful marketing analytics technologies, is implementation. Between tracking pixels and dynamic buyers to integrating CRM data, marketing analytics systems have many moving parts.

When vetting technologies, CMOs should develop a clear picture for timelines and technical resources required to get up and running. Here are the most important questions to ask potential partners:

  • Can you walk me through a past implementation experience with a company of my type and size?
  • How much time and what organizational resources will be required for implementation?
  • Do you offer a trial or proof-of-concept that my team can easily access before purchase?
  • After the initial implementation, will my system self-learn and update? Or will further maintenance by experts or consultants be required?
  • Is there a customer success team or just engineers?

CMOs should seek out resources that can be easily implemented and tested without heavy commitments from IT, engineering, and wallets. Solutions with the most sustainable and highest possible performance are also those with the lowest possible touch.

Performance

The hard truth is that many marketing tools aren’t built for running rich or granular segmentation analyses. Systems might be antiquated and unable to rely on the multiple information sources required for making informed business decisions—third party providers, first-party data, and real-time feedback.

It’s important to choose systems that can leverage these different information sources in an efficient and impactful way. Otherwise, you’ll risk making decisions from analytics that rely on inaccurate data intelligence. And beware of opting for short-sighted enrichments or CRM data appends, which not only fail to provide marketers with analytics, but can also create problems within your system from stale, static data. Avoid this pain point by asking your partners the following questions:

  • How comprehensive is your platform’s matching technology? Does it rely on exact matches to unique identifiers like emails? What are your average match rates?
  • How granular are the segmentation and targeting capabilities? Does it allow my team to run assessments for any market opportunity?
  • What are the most creative challenges that your customers are using your platform to tackle?

The bottom line is that you need to choose systems that can grow with your business. Focus on scalability, integration with other sources of data, and actionability of the analytics. You can take an extra step to vet your partner’s technical infrastructure by asking your engineering team to join your initial discussions.

Final Thoughts

The best vendors are always learning and growing. Look for analytics providers that have experience working with and providing solutions to companies like yours. Don’t reinvent the wheel. The best partners are ones that will have spent years studying the exact pain point that you’re looking to solve.

06 Aug 16:43

Key B2B lead management stats [Infographic]

by Susanne Colwyn

Do you nurture your leads and know when they are 'qualified, sales ready' contacts?

Some interesting sales statistics to keep at the forefront of your mind when planning how to convert your leads. They could also help build your business case for investment and resources to manage your lead nurturing program. It can work both ways, in that you can miss out on sales by not responding to your 'sales ready leads' or provide irrelevant information at the wrong time to prospective buyers, which pushes them towards another brand.

The key is covering all bases; defining your personas, sharing relevant personalised content, understanding how they search for information, knowing where they are in the sales funnel and efficient internal processes.

For example, stats in the infographic from Orchestrate show by ensuring you have customer service SLAS can increase sales - 35% to 50% of customers buy from those who respond first!

The statistics show that:

  • Marketing leads convert less than those which have been nurtured over time; so think about your personalised communication strategy throughout the sales funnel rather than one-off campaigns. 75% of leads are not ready to buy!
  • Companies focusing on lead nurturing, generate 50% more qualified leads; don't hard sell if your audience is not at the buying stage.

lead management stats

06 Aug 16:43

How to Diagnose Pain When Your Prospect Doesn't Even Know They Have a Problem

by esnider@hubspot.com (Emma Snider)

diagnose_buyer_pain.jpg

Salespeople are well versed in the art of identifying, diagnosing, and solving buyers' pain points. If a prospect indicates the slightest problem, the rep is quick to hop on it and expand on the symptoms and consequences.

This sales technique is proven to work, and work well. But salespeople aren't always so lucky as to strike upon a prospect with an obvious and pressing pain. What if the buyer isn't even aware that they have a problem?

If the salesperson knows there's an issue to be solved but the prospect doesn't, it's time to enlighten them. Use the tips in the following SlideShare from Juliana Crispo to bring pain to the buyer's attention.

06 Aug 16:42

Users say ‘yes’ to Yesware in G2 Crowd’s first report on email tracking software

by Barry Levine
email

EXCLUSIVE:

Ok, so it’s not the sexiest product category in the world.

But if you’re a sales person, you want to know — immediately — when your prospect or customer has opened your email promotion or clicked and downloaded your proposal.

That’s where email tracking software comes in. Today, business software review site G2 Crowd is out with its first report on this category, and Yesware takes the top score for user satisfaction.

The satisfaction scores came from 650+ reviews submitted by software users. In addition, G2 Crowd determined the market presence of each product, based on vendor size, market share, and social impact.

Yesware is one of two products in the top Leader quadrant of the report’s Grid, which is G2 Crowd’s visual layout of product scoring. ToutApp is the other Leader (a classification for products that score highest on both user satisfaction and market presence). In total, seven products received ten or more user reviews to earn a place on the Grid, out of about 20 included in this category by G2.

G2 - email tracking

High Performers are the second level grouping, with high user satisfaction but lower market presence. In that quadrant are SalesLoft and Cirrus Insight. There were no Contenders (those with high market presence and low user satisfaction).

But there were three in the Niche section, having received low scores on both axes: InsideSales.com — which is surprising, given that it is considered a major sales platform — as well as VipeCloud and HubSpot’s Sidekick.


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While Yesware originated as an email tracker, it now also includes such capabilities as sales-tracking. ToutApp actually describes itself as a sales acceleration tool. It started out as an email tracker and is still centered around that function, but it now also includes email templates, scheduling, and tracking of sales presentations and websites.

InsideSales characterizes what it does as “sales acceleration.” VipeCloud says it’s a sales and marketing platform, and SalesLoft looks in the mirror and sees “prospecting automation software.”

G2 director of content and research Ben Legman told me via email that the products considered for this category offer advanced email reporting and analytics as core functions, and are often intended as integrated add-ons for email, marketing, or customer relationship platforms. This separates them from, say, similar functions in large marketing clouds.

The email tracking functions include reporting on the time of the open, the location, and the device type, and some tools also have specialized scheduling and reporting functions.

Legman said the reviews indicate that sales professionals, the key users of these tools, “were highly satisfied with email tracking products.” These respondents found real-time analytics advantageous because they could gauge the right time to engage with a prospect or customer. On average, reviewers said they were 86 percent likely to recommend the tool.

Sales is the third most important priority for companies of all sizes to use email marketing, according to VB Insight’s recent Buyer’s Guide: How to Navigate the Email Marketing Landscape.

It turns out that the most common complaint was about accuracy, he said. “Reviewers noted common tracking limitations such as tools not working for certain email providers, [or] requiring an additional action after the open to be recorded [as] an open,” such as allowing images in the email to be shown first. Sometimes, the tool didn’t collect the opener’s identity.

Legman said tracking “was commonly mentioned as an issue across all products in the category,” although the specific inaccuracies and rates of false positives or negatives differed by product.

More information:

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06 Aug 16:39

Cost Of B2B Lead Generation Services —Why Do They Vary So Dramatically?

by Louis Foong

Cost of B2B Lead Generation ServicesThe history of commerce tells us that the more we buy, the cheaper each of those purchased items should be. Big box stores continue to lure and train customers to expect to pay less per-unit if they buy more. While stores can do this because their cost per unit lowers through economies of scale, the economies of lead generation services do not usually follow a similar pattern.

The true definition of a qualified lead is one that is “actionable”, so a qualified B2B lead can be used to start a meaningful dialogue with a potential customer, but the differentiator is that it has a far greater chance of resulting in a sales conversion. That’s because the type of sale involves a longer sales cycle, a deeper level of engagement, and more frequent touchpoints.

You’ll know you have hit the cost-per-lead ‘sweet spot’ when you can scale the number of leads without significantly increasing the cost for each lead. It’s in this sweet spot that the number of leads you are purchasing directly matches the current available demand. Similar to a mining operation where production reaches a constant flow and costs are stabilized; the sweet spot is achieved when the desire for your goods and services is matched by the ability to close new customers and deliver.

Why You Must Resist the Lure of Cheap Data

The temptation to purchase a high volume of leads at a small price, especially when your resources are limited may be overwhelming. But you must resist and here’s why: Cheap data is ultimately expensive.

If that sounds backwards, think about it. If the leads you are getting ultimately result in a lot of unexpected effort (what we often call human touch time), you’re losing money. It costs more than a lead that’s pre-qualified and ready to go; simply because your sales team is spending more time than they should to convert that lead. It’s easy for vendors to promise “leads” for less because analytics and data gathering techniques are so advanced. What is not easy is the process of sifting the grain from the chaff and finding true leads. While analytics and Big Data are buzz words, there is nothing quite like your own, homegrown database with intelligent, predictive analytics, keenly studied, well understood and then used as the basis of your B2B lead generation strategy. Even better if your lead generation program offers 360° visibility!

Some tried and true methods don’t need to change because they still work. Here are 7 B2B Lead Generation Tactics that Still Work.

But also remember that there is no reason to continue doing things the way you have always done if it doesn’t yield the right results. Download Your B2B Demand Generation Detox Diet today.

Marketing managers and business owners need to realize that the cost of each lead is not merely the expense that you paid to get it in your hands. The full cost of each lead is the combined expense for the efforts required to nurture that lead and progress it towards a sale. The total cost must take into account the amount of time it takes your sales team or channel partner to engage those leads, nurture them the right way, and convert them into sales.

It’s important, therefore, to really examine the data around your leads. Do this with the purpose of discovering whether you are giving your sales team everything they need to manage their resources and their time well. Only then will they be able to convert qualified leads and grow your business.

Are you paying too much or too little for your B2B lead generation services? How do you measure return on investment? What metrics are you using to monitor the effectiveness of your lead generation strategy? Join this exclusive, B2B LinkedIn Group to exchange notes with thought leaders in the industry.

Image credit: Shutterstock

06 Aug 16:39

Pipeline Marketing: Turning Lead Generators Into Marketing Heroes [Part 1]

by Alexis Getscher

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This is our story. It’s a story of how a group of perplexed marketers sought out a solution to their marketing conundrums. And (surprise!), in the process learned that the story was applicable to every B2B marketer navigating today’s digital marketing landscape.

Most marketers tend to focus on generating leads for the sales team. While it might seem like a logical goal on the surface, our marketing team was frustrated by the lack of visibility into the marketing process. We watched untracked visitors pour into our website, and we watched a small portion of them magically float away into the sales team’s CRM. But who were they, where did they come from, and what happened to them?

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As marketers, our main goal is revenue generation. Metrics like pageviews, bounce rates, average time on site, click-throughs and lead volume give us a lot of important numbers. However, those metrics didn’t answer our questions, and they could not persuasively prove the value of our marketing spend.

We needed to know which content, keywords, and/or advertisements brought in prospects, how we could target those prospects from the very beginning, and what ultimately turned those prospects into paying customers.

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We Went Looking for a Solution…

While searching for an answer to those questions we decided to try something new, a marketing strategy known as pipeline marketing.

Rather than focusing solely on the top of the funnel (leads, pageviews, email open rates, etc.) we started looking at the bigger picture. We began to measure our marketing performance based on the sales opportunities we created, the money we made, and the new customers that we added to our client base.

This allowed us to optimize for the most important metric– revenue.

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In doing so, we learned some important things.

Although lead generation is a huge part of marketing, it should not be the only focus. Getting thousands of people to visit your website is great, but it means nothing if they aren’t qualified or interested in your product. How many of those leads turned into paying customers, and why? Without this connection to revenue and sales, marketing is a shot in the dark.

Imagine watching a baseball game and the TV turns off every time a batter gets to second base. Did he get to third? Did he make it all the way home? Did he steal the base or did another batter hit him in? What kind of pitch was hit to bring the runner in?

The journey and conversion of each lead matters.

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There should be one comprehensive funnel that the marketing and sales teams follow, not two separate funnels.

Nobody likes a book with an unclear beginning, middle and end. Focusing merely on top-of-the-funnel metrics does just that– it tells a half story. It leaves the marketing team wondering how the story ends and gives the sales team a protagonist without any context or character development.

The whole story matters and the marketing and sales team need to be reading the same book.

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In the past, top-of-the-funnel metrics were all that mattered, but technology today allows us to do so much more. At times, the mass amount of data to track and analyze can seem overwhelming, but while there might be more work involved, the reward is greater and more important than ever.

Stay tuned for Part 2 of our story next week, where we explain how to implement a Pipeline Marketing strategy. Can’t wait? View the whole presentation below.

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06 Aug 16:39

5 Elements of a Successful Email Based Lead Nurturing Program

by Ashley Zeckman

email lead nurturing

Today more than ever, sales needs marketing’s help. Busy customers are making traditional sales methods less and less effective. Sales metrics that once had sales teams fist pumping around the office in success, are making for discouraged sales teams.

In fact, B2B sales prospects often go through 57% of the sales process before even talking to a sales team. The modern buyer educates themselves by reading blogs, downloading white papers and signing up to receive more information.

That means that the chances of catching them on the phone is highly unlikely. According to a past study from MarketingSherpa, 79% of marketing leads never convert into sales. Lack of lead nurturing is the common cause of this poor performance.

When exploring new options for converting sales leads into customers, consider using an email based lead nurturing program to help move prospects through the sales funnel. The 5 elements below can help guide you along your journey.

#1 – Segment Your Email List

Of course this is easier said than done, especially if you’ve been building your lead list for many years. It may take some work, but it’s not impossible. Below are two helpful tips to get you started:

Step 1: Begin incorporating and requiring segmentation information in lead capture forms. Depending on your prospect base and how the information will be used you can include simple qualifiers such as:

  • Company Name
  • Title
  • Area of Interest

This ensures that new audience members are categorized appropriately from the beginning.

Step 2: Encourage contacts to self-identify. You can use an email blast such as a newsletter to encourage action by your readers. This could include having them complete a short survey or quiz about their needs, or simply asking what sort of information they would like to receive.

#2 – Develop a Lead Nurturing Strategy

Once you have a handle on the current state of your email list, it may be worth taking the time to develop a few user personas based on the data that you have. Proper persona development can help guide your strategy for different communication streams.

Each target should receive a different series of touch points based on need. Keep in mind that a good email nurturing campaign will include other forms of supporting content as well. This can be in the form of blog posts, or other content marketing assets.

#3 – Set Lead Nurturing Goals

Understanding what exactly you want to accomplish can help drive your lead nurturing strategy and execution.

Business Goals

Your business objectives should focus on the percentage of business revenue that you expect to come from your lead nurturing program as well as some sort of lead quality scoring to determine worth of leads.

Marketing Goals

Ultimately, marketing goals should lend themselves to the overarching business goals. Typically the exact marketing goals will vary from campaign to campaign. Form conversions, opens and click through rates should all be marketing goals that you are tracking.

#4 – Sales Leads & Subscribers Are Not the Same Thing

People that sign up to receive your monthly newsletter should not automatically be incorporated into a lead nurturing program. Your time is better spent focusing on leads that come in through specific campaigns and lead capture forms.

Create landing pages for content assets and lead nurturing that are easy to understand and encourage conversions.

#5 – Consider Marketing Automation

Marketing automation can simplify the lead nurturing process. However, it’s not a decision to be taken lightly. Marketing automation can be a large investment and requires the appropriate resources to execute effectively.

Start by following the steps above and when you reach a point where your lead nurturing is not effective or begins to scale, begin hunting for a marketing automation solution that can assist in your lead nurturing process.

How Much is it Costing You to Ignore Lead Nurturing?

The intent of any digital program should be to inform prospects, build trust and authority and help your company be the best answer for their need at just the right time. Deploying a full fledged lead nurturing program may seem impossible.  If budget or resources are a hurdle, start small and begin adding as you build momentum.

What have you found to be your biggest challenges in using digital marketing initiatives to help drive inquiries and leads?

Image via Shutterstock.


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06 Aug 16:39

The Inbound Way: A Client’s Stellar Growth In An Old School Industry

by Eunice David

It is not uncommon in B2B marketing to have businesses that rely mostly (or in some case entirely) on old school marketing strategies. Most well-established B2B brands have built their empire through years of forging client relationships via tradeshows, cold calling, Rolodexes and even directories. That being said, established B2B brands have over time perceived these old school marketing methods as a sort of standard operating procedure when it comes to marketing pursuits in their industry. As is the case for PHP Systems/Designs.

Industrial and commercial roofing is, one might say, an old school type of industry. For years, PHP has been spending incredibly large sums on pursuing traditional forms of marketing and advertising. The company was not engaged in any social media activities, had no PR pursuits, had a website that was designed solely as a catalog — offering no chances to nurture leads down the buyer’s journey, did not reflect their brand identity, had no conversion points and did not take buyer personas into account, did not pursue any forms of SEO nor PPC.

Here are a few snippets of their old site components:

PHP Old Website   Product Tier 2describe the image

PHP’s leadership always had a sinking suspicion that their significant spend on their traditional marketing activities had little yield and weak ROI. With little to no analytics offered by these traditional channels, one of PHP’s frustrations was that they were not even able to track the impact of their efforts. PHP’s excellent leaders soon realized they have to break away from outdated marketing practices to turn their sales around and enjoy greater success. After all, a good product line can only go so far without the means to reach its intended audience.

The Goals

PHP felt that their efforts were getting them nowhere fast. They were in all the right places but felt that they weren’t getting any substantial gains from the money spent. And they were right! We hit the ground running and pushed PHP into a sustainable, measurable, and powerful form of  marketing — inbound marketing.

Adhere Creative set out to measure following goals to prove the prowess of inbound marketing. After spending way too much money over the years with less than stellar results, PHP was understandably looking for accountability and proof that what they are about to embark on actually works for their needs. We based the effectivity of our strategy by tracking the following:

  • Increase qualified sales leads by “X”
  • Improve online brand presence
  • Improve ROI by $200,000

The Strategy

1. A New Site On The COS

Developing a new website built on the HubSpot COS designed for lead generation specific UX of each buyer persona, was the first order of business. We conducted a thorough keyword research to strategically plan our content, site pages, and SEO. After discovering what was most important to the user we were able to develop a valuable resource center for the audience.

Screen Shot 2015 07 31 at 11.10.55 AM

From there, we leveraged content to nurture visitors down the sales funnel. We have also strategically placed PHP’s primary call to action, request pricing, throughout the website. Along with the launch of the new website, Adhere Creative initiated and implemented PPC for the client as well as retargeting campaigns to capture even more new visitors and leads.

Screen Shot 2015 07 31 at 11.58.09 AM

2. Tracking Old Marketing Activities

Once PHP’s new site was up, we honed in on their then current (old) marketing activities. By placing HubSpot tracking codes on the online directories PHP were advertising on, we collected data for over a 3-4 month period and finally had enough information for the client to review CTR and lead conversion rates of their old marketing activities. The results were extremely poor and as a result, we urged PHP to suspend involvement with these outside parties which they were more than happy to do. This allowed PHP to refocus their marketing efforts and budget in more important areas that yield ROI.

3. Engagement

Building on our SEO momentum we began our engagement strategy for PHP. We branded their social media assets and began to encourage user engagement through postings and conversations, we implemented content marketing activities such as blogging and other advanced content, and pursued active PR to establish the company’s thought-leadership and influencer status in their industry.

Every activity conducted in these three categories were focused on generating new leads and increasing brand exposure. Our content marketing efforts were a success and was well- received especially since no one else in their industry was offering any type of valuable content in this manner.

4. Making Adjustments Through Measuring And Testing

Since going live we have continuously updated the website to improve conversion rates and user experience. Part of this has been adding new advanced content to the website and tweaking the layout of landing pages. We found that by changing the design of our landing pages, colors of submit buttons, and the layout of forms we could increase conversion rates of our most important CTAs. Because inbound marketing allows PHP to track, measure and analyze different facets of their campaigns, we are able to adjust the strategy as needed to ensure results are positively increasing.

By the Numbers: PHP’s Growth In Metrics

PHP   Site Traffic Since Launch

Since Adhere Creative created PHP’s new website on HubSpot’s COS and implemented active inbound marketing strategies, PHP has grown significantly. Among the highlights of this growth are the following:

  • 50% of PHP’s online leads now consist of new customers according to the client.
  • PHP saw a 20% increase in sales since launch of the new website on HubSpot’s COS.
  • Site traffic continued to increase at a steady rate since launch.
  • Their request pricing CTA converts at an average of 16-20%
  • PHP had 31 keywords ranked on the first page of Google and a total of 38 within the first two, which is amazing considering their industry competitors are much larger than they are and they have never conducted SEO before.
  • Since the beginning of  the PPC campaign in January up to now, their PPC efforts have increased from 1.14% to 4.36%. Additionally, through call tracking we were able to close the loop on PPC ROI.

PHP is now going head to head with the biggest names in their industry with inbound marketing on their side. They are definitely not going back to old school marketing set by their industry. This time around, they are setting the new terms for a new competitive landscape.17 SEO Myths debunked.  Get your ebook now.

06 Aug 16:38

3 Ideas to Generate Sales Leads While Having Fun in the Process

by billcates@referralcoach.com (Bill Cates)

I want to talk about having fun with referrals. Yes, you read that right. You can actually have fun in the process of generating sales referrals. And when you make it fun, everything gets very easy and feels very natural.

Let me give you a few examples.

1) Oh, I'll Take About 100 People.

Art is a financial professional in Baltimore. When he’s asking for referrals he says to his clients, “You know, I’m looking for about a hundred people,” and of course his clients laugh and say, “Art, I don’t even know a hundred people.” He replies, “Okay, okay, I get it -- that's too many. Well, how about five?” And now all of a sudden five introductions doesn't seem so bad.

Now that’s his personality. You want to do something that fits your personality. (By the way, if you don’t have a sense of humor you can probably stop reading this blog post right now and move on.)

2) Who Would You Not Call?

If you’re working a niche market, gather together a list of individuals your customer knows -- fellow business owners, executive acquaintances, etc. You might even create your list from your customer's LinkedIn connections.

After you have a list in hand, approach your customer and say, “You know George, I’ve identified a few folks who I'm pretty sure you know. Look at this list. If you were me, who would you not call?”

Huh? Why ask "Who would you not call?" instead of "Who would you call?" What does that do?

It creates a smile. It prompts a laugh from your customer and everything gets easier. We all have a few acquaintances who we know are a bit "tricky" to work with. After you get those people out of the way, the customer will likely be happy to recommend a few people you should call on.

3) Can You Recommend Some Lottery Winners?

Doug is a financial professional in Omaha. When Doug is brainstorming for referrals he says, “Look we’re just brainstorming here. By the way ... do you know any lottery winners?”

Every time he says this, he gets a laugh. When his customers inevitably say, “No we don’t know any lottery winners,” Doug follows up with, “Well that’s fine -- we’re just brainstorming. Hey, let me give you a couple of ideas ... ”

If you’re not having fun with referrals, it’s probably because you’re not actively seeking them out enough. It just hasn’t become second nature yet. That's okay. Remember to be confident, and don't be afraid to have a little fun.

If you have any result-producing tips you’d like to share with me, please send them to BillCates@ReferralCoach.com.

Free CRM Software by HubSpot

 

05 Aug 21:14

Six Types of Loyal Customers

by Shep Hyken

Six Types of Loyal Customers

Who Do You Want As Your Customer?

Recently I was working with a client and we were discussing different types of customers – specifically loyal customers – that any business might encounter. I thought it would be interesting to share the list that we came up with. I’ve identified six main types of customers that just about all types of businesses could have – or have already. I included businesses that have loyalty programs because so many of my clients do.

  • Customers Who Are Satisfied: A satisfied customer is not a loyal customer. They may appear to be loyal, but they aren’t. I refer to these types of customers as “dangerous customers.” You think they are happy because they are satisfied. While they don’t dislike you, they don’t love you either. These customers may like (not love) your products and services, even without incentives stay with you. They don’t complain. And, they don’t leave – until your competitor offers a better experience or something that appears to be of greater value.
  • Customers Who Are Loyal to Your Loyalty Program: Not unlike the satisfied customer, these customers are not really loyal either. These customers are loyal to your loyalty program, but not to your products or services. They appear to be loyal because they come back again and again, but not because they like you. They come back because they love accumulating points or having their card punched. The airlines come to mind. Some customers may stay with an airline just because of the points they’ve accumulated that can be put toward free tickets. Sometimes the perks are even more important than the price.
  • Customers Who Enjoy Convenience: There are customers who shop with you simply because you are convenient. It may be because of your location, or that they don’t know about the competition. They may or may not be price sensitive. These customers are ripe to be converted to loyal customers if you can give them a reason to do so.
  • Customers Who Appear to Be Loyal, but Don’t Really Like You: Not all customers like you, but they still continue to do business with you. Maybe it’s easier to stay with you, rather than switch. For example, a customer may not like the bank they go to. But they choose to stay there because it would be a hassle to go to another bank and fill out paperwork, transfer the money and more. Given the chance for an easy exit, they may take it.
  • Customers Who Are Loyal to Your Low Prices: If you choose to compete in the low price arena, you will find shoppers who are more loyal to the price than your company. As soon as they find a lower price elsewhere, they leave you. If you advertise that you are the lowest price, you better be the lowest price.
  • Customers Who Are Really Loyal: This is the customer who loves your products and services. They would never dream of doing business with anyone else. Price isn’t an issue. And, you don’t need a loyalty program to keep this customer loyal. Most likely, they enjoy the relationship they have with your company and/or the people who work in your company. This is the ultimate loyal customer. This is who you want to be doing business with.

This is the list I came up with. Are there any other types of loyal customers that you can think of?

05 Aug 21:13

The breakup email: Before you stop following up, send this

by steli@close.io (Steli Efti)

The breakup email is one of the most effective follow up email templates you can use when a prospect isn’t responding to your emails.

You’re essentially “breaking up via email” with them. Not that your unilateral relationship was that great to begin with, but by being the one who’s walking away, rather than the one who’s pursuing, you turn the dynamic of the interaction around. It’s high school all over again, but it’s also highly effective.

Both outbound and inbound

It works both for outbound emails (when you’re sending emails to people who have never expressed an interest in your offer or interacted with you) and inbound emails (when you’re sending out emails to people who have at some point expressed interest in your offer, e.g. by signing up for a trial).

If you want to learn more about writing emails that bring leads into your sales pipeline, claim your free seat for our upcoming webinar before you keep on reading:

Register free for our upcoming online course: Effective cold email strategies

How to write an effective breakup email

It starts with writing an effective subject line. For the breakup email, here are some examples of good subject lines:

  • Goodbye from Steli
  • Goodbye from Close.io
  • Thank you from Close.io
  • Should I stay or should I go now
  • It’s not you. It’s me.

Email body

The email body itself should be short and succinct.

Here are four good examples for inbound break up emails.

This one from Trunk Club, and does a good job at re-stating the value that’s being lost.

This email by Hubspot is a bit too long-winded, I think, and they might have already changed it, but it’s still a fairly good email to study.

Here’s an email from Bryan Kreuzberger's Breakthrough Email.

breakupemailkreuzberger

The ‘Should I stay or should I go’ is being used by a ton of companies nowadays. Here’s a recent example from Uberflip.

shouldistayorshouldigouberflip

Use these as inspiration for your own breakup emails, and constantly track how these emails perform.

If you’re using Close.io to manage your sales pipeline and follow up with leads, you simply make your breakup email a template.

 

 

With Close.io’s reporting features, you can measure how your email templates perform, iterate, and constantly improve subject lines and body copy.

The basic structure of an effective breakup email

Here are the elements you want to include in your email:

  • I’ve repeatedly tried to do something good for you.
  • You’ve never even replied (maybe because you’re too busy, you’re not interested or you’ve moved on to something else).
  • Thus, this is the last email you’ll ever get from me.
  • If at any time you ever want to [insert desired outcome, e.g. see how I can help optimize your sales process], I’d be more than happy to speak with you.
  • Here my contact details [phone number, etc.].

Mistakes to avoid

Sometimes I get breakup emails that have an almost accusatory or disappointed tone - that’s not what you should do.

It’s important that you keep the email on the emotionally positive or neutral side. After all, this isn’t a high school breakup; you’re a professional, this is business. No blame, criticism or disappointment.

Why it works

In a post from early 2015, I wrote about how the breakup email utilizes the principle of loss aversion. When you take a good thing away from someone, it makes them want it more.

It won’t work with people who never had any interest in your offer at all. If they’re completely cold, nothing you write in a break up email will get them interested.

But for those people who were somewhat interested but just didn’t have the time, or haven’t made it a priority yet, it might just be the nudge that gets them engaged with you.

Want to learn more about sending emails that sell?

Register free for our upcoming online course: Effective cold email strategies I’ll share my best tips on effective cold emails with you if you join me in my upcoming online class on cold emails (September 9). Claim your free spot now. It’s first come, first serve and seats are limited!

 

05 Aug 21:12

8 Actions Successful People Take On LinkedIn [Infographic]

by Alice Heiman

One out of three professionals worldwide are on LinkedIn. I’m not sure why the other two aren’t, because successful salespeople use LinkedIn. If you are successful without LinkedIn, consider how much more successful you could be if you were using it.

According to The Ultimate Sales Guide to Crushing Your Quota, in 2014, 74% of salespeople who exceeded their quota described themselves as “highly effective” social media users or “better than most.” Socially savvy reps were 6.7 times more likely to exceed quota than were salespeople with rudimentary or no social media skills.

Wondering why some people are getting daily leads on LinkedIn and you’re not? Still trying to figure out which activities produce results?

Schedule these eight actions into your daily routine to accelerate LinkedIn success

8 Actions Successful People Take on Linkedin [Infographic]

1. Read your messages and answer them

People are trying to have a conversation with you on LinkedIn. It’s important to answer them. Yes, some of it is spam. Hit delete and move on to find the people you need to build relationships with and continue the conversation.

2. Accept Invitations

People are trying to connect with you just like they would at a live networking event. Review their profile and determine if they would be a good addition to your network. If yes, accept and immediately send them a message to begin a conversation. Mention something you have in common, ask them a question, or send them some information that will be useful.

3. Share

Share great content that others post and share your own content. It can be your own blog or your company’s blog. Share industry news. Plan what you are going to share and be sure it adds value. You want to show people that you are knowledgeable so they want to connect. Become a curator of content. You can use tools like Pocket, List.ly and Feedly.

4. Click like

It’s like waving hi to someone you see at a distance. It’s a quick, easy way to stay in touch with your contacts. It only takes seconds. If you do nothing else, scroll through the activity and click like. If you are prospecting, find posts from your prospects and click like.

5. Comment

If you find posts intriguing, if you agree, disagree or have something to add, get the conversation going by adding a comment. It’s the same effect as chatting with someone you see at the grocery or coffee shop. It helps you keep in touch and build relationships.

6. Stay in touch

Clicking like and commenting on or sharing someone’s post is one way to keep in touch. I also recommend sending a private message. Once you are connected with someone, you can send a note of congratulations, a link to a great article or resource, and respond to a question. On the connection page, LinkedIn gives you suggestions of ways to stay in touch at the top of the page. It offers birthdays, work anniversaries, job changes and other reasons to reach out to people. What good is a network you don’t stay in touch with? There is even a feature on each profile to help you stay in touch. Click the relationship tab under the photo and set a reminder.

7. Connect

First, connect with everyone you know. Find classmates, former colleagues, friends, relatives and anyone else you may know. Send a connection request from their profile page so that you can send a personal message. Once you have done that, you can start connecting with the people you would like to know. You can do that by asking an acquaintance to introduce you, or send a request with a personal message about who you are and why you want to be connected.

8. Join groups

Groups are amazing. There are so many reasons to join groups. First off, you can learn from them. Find groups of interest to you and read what is being posted. Join the conversation, post a question. Interact with the other group members in positive ways. This will cause more people to ask you to connect. Better yet, if there are people in the group you want to be connected to, you can easily send a message or ask to connect from the group page. People in the same group with you are inclined to accept your invitation to connect, even though they don’t know you.

An action you should NOT take is sending sales messages to people you just met before you know if they are a prospect. Build the relationship first and if you find a need, make a personal approach. Don’t send a canned sales message. Those spammy messages do get some response, but you will get a better acknowledgment by building relationships and helping others.

These eight actions are like networking in person. You meet, chat, and find some things in common. You determine if another meeting is appropriate and whether or not the person is a prospect by asking great questions before you start to sell.

Learn more about effectively finding LinkedIn contacts with the free ebook below.

linkedin-data-blog-ebook

This post originally appeared on Alice Heiman’s Blog.

05 Aug 21:12

With crude at US$50, oil firms fear deeper crisis than in 1980s

by Ron Bousso, Reuters

LONDON — After slashing spending by US$180 billion to deal with one of the worst industry downturns in decades, oil companies are still bleeding cash and slipping further into debt to maintain dividends to shareholders.

Depressed crude prices — at below US$50 a barrel Brent crude is half what it was a year ago — mean even more cuts are needed at new projects and existing operations. Companies trying to dispose of oilfields to raise cash could be forced to sell quickly and for less than they hoped.

There is little sign that the oil price will come to the rescue as the Organization of the Petroleum Exporting Countries (OPEC) continues to pump hard into an oversupplied crude market in response to explosive growth in U.S. shale oil.

Brent is expected to average US$60.60 in 2015 and US$69 in 2017, according to a Reuters poll of analysts. The International Energy Agency said in February it saw it recovering to US$73 in 2020 as the supply glut slowly eases.

If oil prices follow the path suggested by the forward curve … this downturn would be more severe than that in 1986

Analysts at investment bank Jefferies say international oil companies lowered their break-even points by US$10 a barrel after the latest round of spending cuts, but will still need a price of US$82 a barrel in 2016 to cover spending and dividends, which have been the main investment attraction for the sector for decades.

“In order to cover the shortfall, the sector will increase its borrowing. While leverage remains manageable within the sector, this is not a practice that can continue in perpetuity,” Jefferies said in a note on Wednesday.

Oil majors such as Royal Dutch Shell, Chevron and Total are helped by profitable refining operations. Most are increasing oil and gas output, squeezing as much revenue as they can from past investments but exacerbating the oversupply.

Spending next year is expected to decline by a further 5 to 15 per cent depending on the oil price, according to Oslo-based consultancy Rystad Energy. The world’s top oil companies used second-quarter results to show they were ready for deeper, more painful measures.

oil-aug.-5

“The tone has changed. Maybe we didn’t quite create the right impression of urgency back in January,” said Shell Chief Executive Officer Ben van Beurden.

BP Chief Executive Bob Dudley said “oil prices will be lower for longer.”

Part of the problem for the oil majors is that large national oil companies and shale producers have increased their share of global production gradually for years, leaving the majors victims of forces largely beyond their control.

Their heavy investment cuts are expected to lower global production capacity by 2 million barrels per day by 2020, according to Rystad Energy. But OPEC producers will only move in to make up the shortfall.

“This has been really a tough time for the industry from Aberdeen to Angola to Houston … It does feel like 1986,” BP CEO Dudley said last week after a near two-thirds drop in quarterly profit.

In late 1985, oil prices slumped to US$10 from around US$30 over eight months as OPEC raised output to regain market share following an increase in non-OPEC production. The industry responded by cutting spending by nearly a quarter and slashing its workforce by a third, according to Morgan Stanley. Prices gradually recovered over the next decade as global demand rose.

But today’s supply overhang could last much longer. “If oil prices follow the path suggested by the forward curve … this downturn would be more severe than that in 1986,” Morgan Stanley said in a note.

The US$180 billion of cuts this year represent roughly a 20 per cent drop from 2014, according to Rystad. Oil companies have deferred up to US$200 billion worth of projects including complex, expensive ventures that hold huge resources, such as Canadian oil sands and deepwater projects in Africa, Southeast Asia and the Arctic.

Production lags investments by a minimum of six months for onshore drilling, but up to ten years for complex deepwater fields, liquefied natural gas projects or Canadian oilsands mega projects.

Some observers say the industry needed an efficiency drive with or without the oil price slump, after operating costs tripled over the past five years.

BP found it easier to adapt to the halving of oil prices because it had already sold US$45 billion of assets and lowered costs to cover the huge clean-up and fines from the 2010 Gulf of Mexico spill.

“BP is probably the most advanced among these companies in actually achieving the cost savings,” said Jefferies analyst Jason Gammel, who holds a “buy” rating on BP and Chevron.

For now, the oil majors can cover the shortfall by higher borrowing, which currently averages around 15 per cent of their market value — still relatively low compared with other industries.

Smaller exploration and production companies that lack big refining operations such as Premier Oil and Tullow Oil have been forced to abandon dividends this year.

Tullow executives said the company had “reset the business” to be competitive at an oil price around US$50. Like its peers, the Africa-focused company has slashed spending on new projects and shifted away from complex wells to focus on onshore and simpler offshore plays.

Tullow arranged financing before the oil price drop and that means it can weather the downturn for now, say analysts at Morningstar. But they said Tullow’s cash flow burn means it must eventually sell assets which, with oil where it is today, would probably fetch a depressed price.

Tullow’s interests in major oil discoveries being developed “will require far more capital than any company of its size can possibly generate from its operations,” Morningstar said.

© Thomson Reuters 2015

05 Aug 21:12

Your Guide To Super Personalizing Your Emails And Landing Pages!

by Dani Kostyra

So what do you exactly stand to benefit from if you super personalize your digital marketing?

According to CMO, personalized emails deliver six times higher transaction rates and in-house marketers who personalize their web experiences see on average a 19% uplift in sales.

And Econsultancy’s research shows that post-purchase loyalty programs that contain personalized offers are one of the most important factors encouraging repeat purchase.

Now you know why you should be doing it, let’s take a look at how to get going.

What and how to personalize

There are many channels (offline and online) that you can personalize. For example, a direct mail piece, an email, SMS, custom landing page, and even your website. And I’m sure you’re already using the data you hold on your customers to personalize these channels. Like their name, gender, location, last engagement with you (downloaded a whitepaper or product purchased from you) or an interest they’ve registered with you.

But how can you take this to the next level?

Your marketing automation platform should let you collect more than just demographic, preference data, or their last action/engagement.

Here are some examples of the kind of you data you should be collecting to transform your digital marketing. To keep the length of this blog down, I’m just going to concentrate on email and landing pages:

Website

  • What pages have they viewed on your site? And most importantly, what types of pages are these? If you can, tag them so you can pull a report on who’s visiting your products section and who’s accessing your resource center. This will give you a good idea of what they’re using your site for and you can craft your messages and offering around that. Next look into the exact pages and use that to close a sale or recommend something that would benefit them.
  • How long have they spent on these pages? If someone was on your pricing page for less than 5 seconds but spent 2 minutes scouring your careers page, it gives you a good indication about what they want from you and lets you see how valuable they are to you. A good marketing automation platform will automatically change their lead score according to activity like this too.
  • Good personalization starts from acknowledging an action someone has taken on your website and thanking them for it. Like ‘Thank you for downloading our whitepaper on: The Role of Email in Multichannel Marketing’ or ‘Thanks for requesting our wedding furniture price list.’ Even better personalization would be a follow up to this email asking them if they enjoyed it/found it useful and recommending something similar. But you should also be looking at the types of forms they’re filling in and use this to gauge how engaged they are with your brand and if they’re moving through your buying cycle appropriately.
  • Your marketing automation platform should let you pull in your service or product catalog so you can the personalize your offering in emails and landing pages based on your customers demographics, interests, and previous engagement with your website and order history.

Transactional

Collecting the following type of data will let you send highly personalized comms that will ensure you win that sale and benefit from repeat sales and upsell/cross-sell opportunities:

  • Online and offline sales
  • Free delivery VS paid
  • Budget or luxury products
  • Shop more when there’s a sale
  • Average Order Value (AOV)
  • Previous purchases

One example of a customized email or landing page is including the image, title and description of previously purchased products with a link to your reviews page for each, so you can prompt customers to review these products for you.

Social

Social is a popular channel that many of your customers and prospects will be using to engage with your brand. You should be collecting data like the networks they use (Facebook, LinkedIn, Twitter, etc.), their social interests and social influence.

Using this data you can personalize emails and landing pages based on their interests or send contextualized messages by acknowledging that you first interacted with them on xx social network. And if you know they have a strong social influence, prompt them to share your content on their preferred social network.

Custom to your business

You should also be collecting data that’s personal to your company. For charities this could be the value of charity donations made by individual customers. For tech/software companies it could be who has a free trial account and is using it or what exact features your existing customers are using, in what way and how often.

Let’s take a look at the charity example in more detail. If you know every donation each customer has made you’ll be able to identify who makes donations around £5-£10, £20-£50 or larger donations like £100. Using this data you can personalize donation request emails and the landing pages where they’ll take action. Instead of a generic request. For example, you wouldn’t want to ask someone who usually makes a £10 donation to make a £100 donation as this could put them off. But on the other hand, if you know someone frequently gives £100, you could use this as an opportunity to request £120 rather than a generic email that might be asking for £20.

There’s plenty more you can be doing when it comes to personalizing your digital marketing.

05 Aug 21:12

The U.S. economic indicators that will affect Canada’s election campaign

by Kevin Carmichael
Metals worker with sparks

Canada’s industrial exports have not tracked the U.S. recovery. (Marcus Lyon/Getty)

Last month, my fellow columnist Mike Moffatt published a list of the Canadian economic indicators that will influence the election campaign. Allow me to add a few.

Moffatt focused on the data that will make its way into campaign speeches and Twitter attacks. These figures will frame debates and allow voters to judge whether Stephen Harper’s economy is as bad as Tom Mulcair and Justin Trudeau say it is.

But Statistics Canada’s website will make for a poor crystal ball. If you want to know where Canada’s economy is headed, then you will need to keep an eye on a few U.S. indicators that correlate closely with Canadian exports. As we all know by now, exports are the economy’s only hope. Without a jump in international shipments, the country will continue to languish. Consumers are tapped out. (While the most recent export data from StatsCan showed 6.3% growth in June 2015, the export situation is more complex, as we’ll see.)

In April 2014, a few Bank of Canada economists published a short paper that should be the starting point for every conversation about the state of the economy. They studied 31 categories of non-energy exports, pairing each with a U.S. benchmark indicator. For example, they determined that Canadian exports of industrial machinery are tied to U.S. business investment. This is the Bank of Canada’s chart tracking the changes in both indicators since 2000:

Chart showing Canadian industrial machinery exports vs. US business investment

(Bank of Canada)

As U.S. investment goes, so go the fortunes of Canadian makers of industrial machinery. Same for the men and women who make electronics, computers and other tech gear, and communications equipment. There are others, but these categories are important because they are part of a puzzle that the Bank of Canada is unable to solve.

Exports didn’t return to previous levels after the Great Recession and policy makers are unsure why. Some industries were destroyed in 2009 and may never come back due to heightened competition. But other categories, including the ones above, were expected to lead the recovery. Companies in these segments still were standing and history showed they did well when the value of the currency declined.

Yet a weak dollar so far has failed to spark a surge in non-energy exports.

Subdued business spending in the U.S. probably has something to do with it. American executives hoarded cash after the crisis. It is only over the last few quarters that they have resumed investing at levels forecasters would have expected:

Chart showing U.S. private business investment , 1960 to present

(St. Louis Fed)

Business investment data are found in the U.S. Commerce Department’s quarterly tally of gross domestic product. As a bonus, the GDP reports also contain data on personal consumption expenditure; the benchmark for Canadian exports of travel services, another segment the Bank of Canada expects to lead the export recovery. The government releases three estimates for each quarter. Updated GDP reports are scheduled for Aug. 27 and Sept. 25.

Canadian exports rose in June, the first increase in five months, StatsCan reported Wednesday. International shipments of consumer goods surged more than 17% to a record $6 billion. The gains mostly were from companies selling more stuff; changes in prices had little to do with the increase, the agency said.

This is the best report on the Canadian economy in quite some time. Nick Exarhos, an economist at CIBC World Markets, said the numbers offered a glimmer of hope that the worst could be over. Depending on your definition, the data suggest Canada may have avoided a recession.

Harper and his advisers will seize on the June trade data; the temptation will be too great. Yet the export puzzle remains unsolved. Here’s a rough chart:

Chart showing Canadian fabricated metals exports vs. US industrial production

The top line is monthly U.S. industrial production over two years ending in May, and the bottom line represents changes in Canadian exports of fabricated metals over the same period. The later is supposed to track the former. But of late, that hasn’t been true.

Fabricated metals is another of the industries that the Bank of Canada thought would lead the export recovery as shipments traditionally got a boost for a weak currency. Not this time. That raises questions about competitiveness that Harper could be called on to answer.

Or it could simply be a lagged effect from sluggish U.S. demand. The Federal Reserve releases industrial production data on Aug. 14, Sept. 15, and Oct. 16. Watch for them: they should accompany any assessment of Canada’s trade figures.

MORE ABOUT ECONOMICS & EXPORTS:

The post The U.S. economic indicators that will affect Canada’s election campaign appeared first on Canadian Business - Your Source For Business News.

05 Aug 21:11

Facebook just took the next step in its clever plan to make money from Messenger (FB)

by Jillian D'Onfro

mark zuckerberg, facebook, sv100 2015

Facebook announced Wednesday that it's rolling out several new ways for businesses and people to communicate through private messages.

Instead of hacking out issues on public comment threads, Facebook users will now be able to message brands directly from ads, and businesses with Pages can now privately message Facebook users.

Companies that respond to 90% of private messages with a median response time of less than five minutes will now get a little "Very responsive to messages" badge on their Page. 

To help businesses manage the influx of new conversations, Facebook is also introducing new tools, like the ability to save common responses.

"Messaging has become a preferred communication channel for people, and now people and businesses on Facebook can start real-time conversations with each other in more ways," Facebook writes in its blog post on the news. 

FB Messenger

Facebook hinted at all these upcoming capabilities during its F8 developers conference this spring, so their announcement today is no real surprise.

However, the introduction of these features is a major step forward on Messenger's path to making money, which CEO Mark Zuckerberg explained on the company's Q2 earnings call.

Facebook won't try to make money from Messenger until it becomes an organic, common way for people and businesses to communicate. Once more people and businesses are regularly using Messenger as a tool, then Facebook can find a natural way to squeeze some money from brands. 

It's the same strategy Facebook used for Promoted Posts: the News Feed became an important way for businesses to communicate with users, then Facebook gradually started letting them pay to get their messages in front of more people. 

"The long-term bet is that by enabling people to have good organic interactions with businesses, that will end up being a massive multiplier on the value of the monetization down the road, when we really work on that, and really focus on that in a bigger way," Zuckerberg said on the company's earnings call. "So we ask for some patience on this to do this correctly."

Today's news shows how that process is moving forward. 

SEE ALSO: Facebook made a huge move that could lead to its next billion-dollar business

Join the conversation about this story »

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05 Aug 21:11

Adidas becomes the latest company to buy a fitness app

by Jason Abbruzzese
Adidas
Feed-twFeed-fb

Adidas has jumped into the fitness app arms race with the acquisition of Runtastic for $240 million

The deal, announced on Wednesday, will allow Adidas to quickly catch up with one of the fastest growing trends in fitness and athletics. Fitness software have been among the fastest growing segments of the app market, and athletics companies have been rushing to jump in. One study projects the fitness app market to be worth $26 billion by 2017.

"This investment will add considerable value on our journey to deliver new world-class sports experiences," Adidas Group CEO Herbert Hainer said in a release Read more...

More about Adidas, Fitness Apps, Business, and Runtastic
05 Aug 21:10

7 Tips For Optimizing Account-Based Marketing

by Scott Vaughan

Blog_ABM_v0.1“Companies Don’t Buy, People Do”

Account-Based Marketing (ABM) is all the rage as organizations increasingly deploy strategies to focus on individual companies that are the best fit for their solutions and services. “Single-lead generation” –acquiring one contact at a time from various companies to create an opportunity – is no longer efficient or effective for many marketing orgs.  This is especially true in B2B markets where purchases often involve multiple decision-makers and require lengthy vetting processes.

Historically, this account-focused effort has been led by sales. Today, armed with modern tools and robust data to bring more intelligence to this effort, marketers need to:

  • Integrate processes and share data with their sales siblings to drive more predictable customer acquisition strategies.
  • Close a much-needed ABM gap, moving beyond simple company-targeting to discovering, engaging and nurturing the individuals within the target accounts who are most likely to buy.

After all, companies don’t really buy anything, people do. Herein lies one of the challenges to making ABM scale.

To level up on terms, AccountBased Marketing (ABM) is, generally speaking:

A strategic approach to business marketing in which an organization considers and communicates with specific businesses as markets of one.

“Communicates” is a key word, because rather than blasting the same message at numerous businesses that likely have differing needs, with ABM, marketing, and sales work together to individually tailor dialogue to each target account.

I’ve been bantering with subject-matter experts at ABM-focused organizations like Terminus, Infer, Lean Data, MongoDB, Chiefmartec, and SalesLoft as I prepare to speak at the upcoming #FlipMyFunnel event, an ABM-focused conference next month in Atlanta.  The thought-leaders and practitioners I’ve spoken with agree ABM has tremendous potential, but only when delivered with a methodical approach.  We also agree ABM isn’t just about targeted/retargeted ads, email blasting into key accounts, or having insides sales reps dial into your top 250 accounts every day, all day. These tactics are annoying and ineffective.

Here are 7 things you can do to increase your odds for ABM success, starting with setting the right goals and equipping talent with resources to make it happen:

1) Sit down with sales leadership to create an integrated game plan.

Ask: Why these accounts? What are the core characteristics of the target companies? Go beyond company size or industry. Reach out to key decision-makers at these companies and understand their world, needs and motivations, so your content and engagement is a value-add. It’s optimal if you, as the marketer, bring a list of companies to the ABM effort. This trust-building approach with sales will increase the likelihood of success as you execute your ABM plan.

2) Dedicate a person or two who will champion ABM strategy and execution.

Because ABM spans many disciplines, this skillset requires an integrated marketing mindset, a comfort with marketing technology, perseverance for personalization, curious intuition, and a proclivity for drawing upon data. And these characteristics must be guided by an integrated marketing-sales plan to optimize spend. If you’re not going to provide the resources, time and effort to get it right, don’t do it.

3) Make sure you can engage prospective buyers at your target companies.

The last thing you want to do is just blast messages at every persona in every department. This is a flawed strategy, and I see it regularly. For example, say American Express is on your ABM target list. Well, there are hundreds of thousands of employees at American Express (each with Amex IP addresses). You only want to reach individuals at the director level or above and only those in IT or procurement.  It’s critical you go beyond ad messaging and be able to engage and create dialog with the right individuals.  You can easily burn through budget and resources without having a plan to find and develop pros that are involved in purchasing your product or service.

4) Identify and evaluate ABM sales and marketing technology to bolster your capabilities.

The number of tools now available to both sales and marketing teams is awesome. From targeting to nurturing to personalization to tracking, there’s an excellent ABM resource aggregating a significant amount of useful information about all things ABM from Docurated. It has something for all – beginners, intermediates and the pros who are deep into ABM.

5) Set up a data-driven approach to gain insights continually.

A number of companies now offer advanced intelligence on company targeting. Engage with your data and media providers to understand third-party data, targeting and appending capabilities to see how they can aid in this effort. These companies range from data and intelligence providers to organizational and predictive analytics firms such as D&B, Social123, Lean Data, HG Data, DiscoverOrg, Lattice Engines, Mintingo, Infer, 6Sense, and many others.

6) Personalize the experience.

This means knowing and using intelligent behavior you gather to create a personal experience on your website, via email or telephone outreach. For advanced efforts and highly coveted new customers, you can also create specialty landing pages, content, resources and even events for specific companies and decision makers. This obviously is much harder to scale, but picking a handful of accounts that make or break your year may be worth the investment.

7) Maximize outbound marketing initiatives.

One of the emerging ABM opportunities is to identify companies when they have a surge in activity around a specific topic.  This “intent” data signals there may be research going on for a purchase at a given business. My company Integrate partners with predictive data companies to make this actionable at the company and individual level. You can use predictive data from across the web to identify companies that may show signs of activity; for example, engaging with content around malware security. You can then retarget specific personas at these companies or, working with Integrate, you can generate leads within specific companies that have specific titles, roles, etc. This company-to-prospect targeting has great promise in the ABM world.

Blueprint-workbook

05 Aug 15:59

Try Before You Buy: How Content Promotion Is Like Sampling at the Grocery

by Nicole MacLean

For a lot of people, the best part of going to Whole Foods Market is the samples. Visit a store at the most sample-optimized time and you can practically get an entire four-course meal for free.

What does this have to do with content promotion? Everything. When promoting content, marketers already give their audience a little sample of what to expect, but is that enough to ensure that people feel satisfied with their sample and are ready hit that form submit button to commit to the new relationship?

Learn the new way of thinking about content promotion by looking at how marketers are currently sampling their content, ways to improve those techniques and how to balance enticing your audience without giving away all the value.

On The Menu

You may have never viewed your current content promotion efforts as similar to offering samples, but that’s exactly what you’re doing. Before a conversion can happen, customers take a bite here and a nibble there that hints at what your content will “taste” like.

Here are a few of the types of samples that marketers currently offer their audience:

  • Landing pages are the most common types of samples. When a person is determining if submitting the form is worth their time, they rely on the copy and major value propositions.
  • Email promotions are another common form of content sampling; again, they provide short copy that tells the audience what to expect before they click.
  • Native advertising, such as banner ads or graphical calls-to-actions, offer customers the smallest sample and need to be enticing enough to drive traffic to the landing page.
  • Social media can include both textual and visual samplings of content to persuade your audience to convert.

Making Samples Special

If every time you went to Whole Foods they only offered the same samples, you would probably stop getting excited about your next grocery visit. Offering the same samples over and over again can get boring, redundant and predictable.

Granted, you can normally count on a few staples (fresh guacamole, juicy pineapple and hand-squeezed lemonade–the traditional crowd favorites) to provide consistency. However, the excitement comes from trying the unknown!

This should also apply to your content promotion. Landing pages and email may be traditional, but they’re also effective. Here are a few ways to spice up a standard email (just like upgrading from regular lemonade to hand-squeezed strawberry lemonade) and keep your promotion exciting:

  • Highlight a full page: Let your audience sink their teeth into a big bite of that eBook. Let them see your content in action – show, don’t tell them your value.
  • Value-packed paragraph: We’re all creatures of curiosity. Pick the most interesting paragraph(s) and reveal a portion of the copy to encourage customers to read more.
  • Testimonial: Pick a select group of your audience and offer your asset before it’s released to the rest of world and ask for their thoughts on it. Then, with their permission, use their comments as part of the promotional campaign.
  • Feature an infographic: Showcase an intriguing infographic on your email or landing page that piques the reader’s curiosity and encourages them to learn more.

The Post-Sample Conversion

The difficulty of sampling is finding the right balance of how much to let them try before they have to “buy”. If I know I can eat a whole meal of samples, what’s the point of purchasing something? They key, then, is to make the sample so good that they have to have more.

As marketers, we need to be the experts at understanding when and how to implement various sampling techniques appropriately.

  • Cost: Most people are very protective of how much personal information they share with companies. The more information you ask and the more effort your offer requires, the larger the sample you may need to provide.
  • Value: What value is your resource offering? Consider the value proposition, quality of solution and length. A one-pager doesn’t have quite as much to offer as a 50-page eBook.
  • Innovativeness: If your content is something not common in your industry or you’re trying to promote a cutting-edge solution, it may require a larger sample to convince the audience that this new idea is valid and worth the time investment.
  • Unknown: Trying to stand out in an industry inundated with content may require using uncommon language, strange headlines and a lot of creativity. If your offer isn’t common, more visuals and explanations are needed to reduce that uncertainty.

It’s clear there is an overlap between how grocery stores promote their goods and how marketers promote their content. Landing pages, emails and native advertising are great tools; however, the same mix of channels and messaging can bore your audience.

Mix it up by implementing some of these ideas to enhance your customers’ experience. While experimenting with new sampling techniques, be sure to balance the sample with the content piece. Don’t give away the whole store, but give them enough to chew on.

Not sure where to start with content promotion in general? Download Relevance’s Quick Guide to Content Promotion:

Quick Guide to Content Promotion

05 Aug 15:59

Vendor vs. C-Suite: How Do You Prove Your Value to a Skeptical Client?

by Aly Saxe
Five things you can do right now to keep the marriage intact.
05 Aug 15:59

To Really Help the Global Poor, Create Technology They’ll Pay For

by Alex Deng
AUG15_05_tech

Investing in technology can help lift people out of poverty, and investments that use technology for development are good for business, creating millions of new customers. But the development landscape is littered with projects that never got past the pilot stage. When the seed funding from philanthropies or governments runs out, if projects haven’t signed up enough paying users, there’s nothing to fuel growth.

As simple as it sounds, development projects need revenue. Many organizations aim to narrow the “digital divide”: the socioeconomic gap between people with Internet access and the skills to make use of it and people who lack those resources. Using information and communications technology (ICT) for development is fairly common, but surprisingly, most digital divide projects don’t generate revenue. Some projects seem never to have been designed as anything other than pilots: they remain limited and local, delivering only marginal benefits.

To determine the best approach to using ICT for development (or ICT4D, as it’s sometimes called), Huawei recently interviewed 150 telecom operators, government bodies, regulators, NGOs, and social enterprises in 11 countries. Many people we spoke with said there were simply too many projects that were based on good ideas but lacked adequate funding. Some countries have grown so frustrated with small, unsustainable pilot projects that they have actually banned them: Uganda, for example, which has only one doctor for every 25,000 people, has issued a moratorium on new mobile health initiatives.

The most common response we received, however, was that successful ICT4D efforts start by providing something that users value enough to pay for. Value, of course, resides in the mind of the customer, and many potential beneficiaries simply don’t understand the value of being online. An Economist Intelligence Unit report commissioned by Huawei in 2013 found that “a lack of perceived value” is one of the main things that keeps a lid on digital adoption and usage rates. Another recent survey found that half of rural Brazilians would not be interested in internet access, even if it were free.

NGOs and philanthropic organizations often give away their digital products and services, as if being free could compensate for a lack of value. In fact, for-profit tech companies often do the same thing, reasoning that if they build a huge user base now, they can figure out how to monetize it later. This approach consigns many ICT4D projects and tech startups alike to failure. Hystra Consulting, which works with businesses and social entrepreneurs, studied 280 ICT4D projects and found that 136 relied completely on donor funding to cover their operating costs, while 35 were partly subsidized.

Supplying something that customers will pay for has another virtue: it provides feedback, which many digital inclusion projects lack. By charging even a small amount, ICT initiatives get a clear signal about how to adapt their offerings in response to changing conditions. Without this feedback, they operate in a vacuum of good intentions, insulated from the market and ultimately cut off from the very communities they are trying to serve. Nothing provides clearer evidence of a project’s viability than a base of paying customers, and this proof of success makes scaling up vastly easier.

For example, take Bridge International Academies, which runs over 400 for-profit schools for approximately 100,000 students in Uganda and Kenya whose families earn less than $2 a day. Its ICT systems have standardized the life cycle of education delivery: the way schools are built, how teachers are selected and trained, and how lessons are delivered and monitored for improvement. Costs are low because each school has just one manager, who uses a smart phone with tailored content. Non-classroom activities, such as billing and admissions, are processed automatically through a smartphone application connected to the school’s back-office software. Everything – tuition, school lunches, staff salaries – is paid for with mobile money. In fact, the school doesn’t accept cash at all. Bridge provides an excellent example of using technology to solve social needs in a profitable and scalable way, achieving proven social impact at a reasonable cost. It opens a new school every 2.5 days, and aims to teach 10 million children over the next decade.

Another example is M-KOPA, a revenue-generating social enterprise that sells lighting systems to the rural poor in Uganda and Kenya. Villages in those areas often lie off the electricity grid, which means the only available form of lighting comes from kerosene lanterns that emit harmful fumes and pose a fire hazard. M-KOPA sells a home solar energy system for about US $200, too much for any of its customers to pay at one time, but the same as what a household could expect to spend on kerosene in a year. The company charges customers a small payment up front, followed by micropayments of about 46 cents made daily by cell phone over the course of a year. After 12 months, customers own their systems outright—or can continue paying and get an upgraded version. M-KOPA’s strategy of providing a valuable product and charging small fees that generate revenue has allowed the company to grow: as of January 2015, it employed about 500 full-time staff and sold its products through a network of about 1,000 direct sales representatives.

Finally, Vodafone Farmer’s Club provides agricultural information that helps farmers improve their livelihoods. Launched six years ago in Turkey, where roughly a quarter of the population are farmers, the service provides early warnings of storms and extreme weather, tips on the best times to harvest, updated commodity prices, and expert techniques on how to control pests, maximize crop yields, and manage agricultural resources. Customers can pay monthly, or choose an annual billing option that lets them pay at harvest time, when their income is highest. Currently 1.2 million Turkish farmers subscribe to the service, which Vodafone will expand to India, Ghana, Kenya, and Tanzania this year. From 2012–2013 alone, the service improved Turkish farmers’ productivity by an estimated €190 million.

These success stories cannot remain the exception. The widespread failure of ICT4D pilot projects demonstrates that making digital services free is not enoughthe goal should be to make them valuable. Technologies that don’t meet this goal are exacerbating the digital divide, not helping to close it.

It’s easy to envision a technological future where those with wearables enjoy better health, where cities using “Internet of Vehicles” technology have lighter traffic and fewer accidents, and where countries that use agricultural sensors have a more abundant food supply. Without sustainable, scalable ICT4D efforts, non-adopters will continue falling further and further behind, and people everywhere will miss out on how technology can improve their lives, make economies more vibrant, and foster global development.

Editor’s note: Some details about Bridge International Academies, including number of schools and students, were incorrect when this article was published. We updated the article with the correct numbers on August 7.

05 Aug 15:57

What Salespeople Need to Know About the New B2B Landscape

by Frank V. Cespedes
AUG15_05_97614967

Selling has always been more about the buyer than the seller. So any effective sales model must adapt to changing buying protocols, not ignore or resist them. This is a big transition for firms whose marketing, sales-training and enablement tools, and wider organizational processes reflect outdated assumptions about purchasing in their markets.

For a century, buying has been framed in terms of moving a prospect from Awareness to Interest to Desire to Action (AIDA). The AIDA model and its variants are the basis for sales funnels at many B2B firms. The typical funnel starts with a marketing-generated lead for a “suspect” that, after qualification, becomes a “prospect,” and then a customer through steps that are measured and managed. In each step, sales people are expected to perform a series of tasks, usually sequentially, in order to close. It’s an inside-out process and CRM systems are there to provide data about progression (or not) through that company’s funnel steps — the famous “pipeline” metrics that dominate so much talk about sales.

But Gartner research (see here and here) indicates a very different contemporary buying reality. Rather than moving sequentially through a funnel, buyers actually work through four parallel streams to make a purchase decision.

Let’s examine these activities, one by one:

  • Explore: Here, buyers identify a need or opportunity and begin looking for ways to address it, usually via interactions with vendors and self-directed information search on the internet.
  • Evaluate: Buyers take a closer look at options uncovered while exploring, again leaning heavily on self-directed search and peer interactions as well as vendor sales representatives.
  • Engage: Buyers initiate further contact with providers (or accept proposals from providers) to get help in moving toward a purchase decision.
  • Experience: Buyers use a solution, increasingly in pilots or proof of concepts, and develop perceptions about its value based on that usage.

With these changes in mind, understanding where customers are, and how to interact with them appropriately in a given stream, are now central to effective selling.

Here are a few tips and insights to help you navigate these shifts.

The sales force is more important than ever. Regardless of which path customers take, or in which order they take them, they want to deal with people who can help them move toward a purchase decision, be the internal champion at the vendor, and bring it together for that customer. In fact, B2B buyers report that, compared to other sources of information, these interactions are the most influential in their decision making process:

W150729_CESPEDES_MOSTINFLUENTIAL

 

The source considered the least influential is social media. Don’t believe the hype. Sales people have not been replaced by digital, and providing relevant solutions remains key in most B2B buying scenarios.

One reason why the sales force remains so important to the B2B customer is that most products and services sold to business organizations are components in a wider usage system at that buyer, and customer value ultimately resides in that usage, not just the individual product.

To add to that, business buyers must justify a decision to others in the organization, especially as capital expenditures flow less liberally in many industries since the financial crisis of 2008. And you are naïve or spending too much time on your smartphone if you believe that a combination of economics, solution identification, product application, risk management, and political journey through the buyer’s organization is now handled predominately online in most buying scenarios and without knowledgeable and savvy sales help.

The research also found that, across all buying streams, buyers emphasized that interactions with sellers — technical demonstrations, sales presentations tailored to my company’s need – should be about the buyer’s needs. Among the least valued interactions are sales calls in response to registering for webinars or events. That is, core solution-selling and account-management skills still matter.

Lastly, although buyers certainly use online search, they use it as a complement to, not a substitute for, interactions with sales reps, channel partners, and others at their suppliers. If anything, access to information online has increased awareness that relevant alternatives and best practices about product applications and service requirements often reside outside one’s firm. In turn, this drives the B2B buyer’s propensity to seek information from vendors who work with companies across regions or vertical segments, and who can use that knowledge to help frame and deliver solutions for that buyer’s needs.

Buying is a continuous and dynamic process. Specious talk about disintermediation of salespeople obscures the real issues facing firms. Sales people are not disappearing, but buying processes and therefore sales tasks are changing.

For example, note that in the second figure above customer references are a close second in terms of influence, and the nature of references has changed. In the past, a buyer might ask for references and that seller would cite a few satisfied customers. But through the web, customers connect with each other and get unedited versions of others’ experience through review sites such as bazaarvoice and PowerReviews, and they gain access to thousands of people at other companies who can share experiences and options through community sites such as SAP Developer Network and Marketo Marketing Nation.

Also playing important roles are events, white papers, and the seller’s website — activities that are typically part of marketing’s domain, not sales. This puts pressure on a notoriously fraught relationship: improving coordination between sales and marketing, two functions that are increasingly interdependent but different in their perspectives and procedures. The marketing–sales relationship now tops the agenda of concerns in a survey of B2B executives.

More generally, it’s important to recognize that web sites, blogs, and other digital media have made vendor organizations more visible and transparent to potential buyers, which has disrupted the inside-out funnel approach. Prospects now touch your brand and company at many different points (online, offline, marketing collateral, and so on), when they want, and each touch has an impact on selling tasks. Buyers value interaction with others at your firm besides the sales person (e.g., product specialists, technical experts, professional services personnel, delivery personnel, pre- and post-sales applications resources). In their buying streams, they expect the rep to orchestrate those interactions purposefully, and efficient coordination of these interaction points must be reflected in an effective 21st-century go-to-market strategy.

Finally, if you consider the streams that now characterize B2B buying and what buyers value in their suppliers’ behaviors, a big disconnect becomes apparent. Despite huge advances in technology over the past two decades, most sales models and performance practices are the ad-hoc accumulation of years of reactive decisions, often by different managers pursuing different goals. This is why many B2B sales models firms are incapable of dealing with the reality that buying is now continuous and dynamic — an on-going movie, not a selfie or snapshot in a funnel.

Choices are often false. Despite what you often hear, no single tactic — e.g., a given selling methodology, “challenging” the customer, or more “big data” analytics — will address the new reality. Aligning buying and selling is a process, not a one-shot deal.

Going forward, many B2B sellers will need to reconfigure their selling processes more effectively and efficiently for each buying stream. They should not waste lots of time and energy debating whether to be online or in-person, interacting via the web or through sales reps, digital or human. They need to do both, and create the right mix for their go-to-market programs.

It’s also important that every group within an organization that deals with customers has a shared vision of how customers buy and, more importantly, a clear sense of their company’s strategy. The cross-functional communication and coordination that is required to navigate this change is the job of leadership. Is your organization, not just your sales force, ready to deal with this purchasing reality?

Finally, to paraphrase Churchill, it is not “the end of solution sales” and it’s not the beginning of the end. But it should be the end of glib generalizations about sales and selling, which remain complex, changing, and people-dependent activities in most B2B markets. As a leader, understanding how buying really works is the place to start in order to spur effective selling, profitable growth, and better resource allocations in your firm.

05 Aug 15:54

Successful Sales and Marketing Alignment, Part 5: The Lead Handoff Process

by Lisa Cannon

Happy Business People In MeetingThis post is part of a series to help B2B organizations understand and implement sales and marketing alignment. Part one was about getting started. Part two showed how to identify the target buyer and their journey. Part three outlined the steps to designing a successful lead process. Part four described what defines a qualified lead. Now we’ll talk about the lead handoff to sales, and take a look at the reporting and feedback loops you should put into place.

Once a qualified lead has been identified, the next step is to create a lead handoff process where marketing hands the qualified lead to sales so that sales can follow up on it.

A standard handoff from marketing to sales

By hand: The typical arrangement in most organizations is that marketing is responsible for ensuring that the qualified lead reaches the appropriate contact on the sales team. There are a number of common practices to ensure a seamless handoff. Some companies have a single point of contact on the sales team who receives all qualified leads and then assigns them to sales reps; others have a tele-qualification team that sets appointments; many just use email notifications.

By technology: Most marketing automation, sales force automation, and customer relationship management (CRM) technologies can automatically assign qualified leads to the correct sales rep. For example, if sales reps own geographic territories, then the CRM system can automatically route qualified leads from these geographies to the appropriate sales rep. It’s also important that marketing deliver the contact data (primarily name, phone, and email) when delivering a qualified lead to sales, along with the activity history, which should tell the sales rep why marketing considers this lead sales-ready. You can create an automated process to alert sales that they have a new qualified lead.

A standard follow up process for all qualified leads

As part of the qualified lead definition process, sales should sign a service level agreement (SLA) detailing how quickly they will follow up, the number of touches a lead will receive, how long they will work on a qualified lead, and what happens to the lead after sales has worked it. Sales reps should also be required to update the status of each qualified lead they receive as they go through their follow-up process.

Here’s an overview of the handoff process.

  1. Determine who on the sales team will receive the qualified leads. Some organizations pass the qualified leads to a single point of contact on the sales team who then routes the leads to the proper sales rep. Other organizations pass qualified leads directly to sales reps.
  2. Develop a process for passing qualified leads to sales. Once you have determined who will receive the qualified leads, create a process for getting the qualified leads to sales in a timely fashion. The best way is to have your marketing automation platform pass qualified leads to individual sales reps via the CRM system. The marketing automation system can create a prioritized list of hot leads based on lead scores. This can be accessed in the CRM and is a huge help to reps for time management.
  3. Specify a standard lead follow-up process for sales. A service level agreement should be created that requires sales to follow up quickly on leads and guarantees a certain number of phone and email touches per lead. The first step is to alert sales that a newly qualified lead has been created. Sales should then reach out to these leads within a certain amount of time, as specified in the SLA. Sales should make an agreed-upon number of touches in an agreed-on amount of time.
  4. Create a process for recycling qualified leads back to marketing. Many qualified leads will not become a sales opportunity for any number of reasons. For example, sales may not be able to reach the lead or the timing may not be right. Create a process to recycle qualified leads back to marketing, so they can be nurtured until they are ready to engage.
  5. Use a closed-loop process to optimize the program. Sales should provide feedback to marketing on the status of all the qualified leads that were passed to them. This activity requires that sales update the status of every qualified lead that is passed to them. This feedback may indicate that lead scores need to be adjusted or lead qualifications be redefined, or it may point the way to new opportunities, such as when one category of leads begins to outperform the others.

Your in-house terminology and number of stages may vary. Generic examples of status updates include: “qualified” for leads that sales confirms conform to the qualified lead definition; “recycle” for leads that marketing should continue to work on; “trash” for leads that are not qualified and will never be; and “could not reach” for leads that sales could not connect with.

Reporting and Check-ins

Image of male hand pointing at business documentSales and marketing cooperation is an ongoing process. The best way to foster cooperation is to agree to a set of metrics, create a regular feedback loop, and then work together to optimize the process. Shared metrics allow both sides to agree on expectations for what will be delivered. Regular feedback meetings facilitate communication to improve the process.

Critical sales and marketing metrics

There is a handful of metrics you should track to make sure sales and marketing are collaborating. Your business goals will determine what those are. Here are examples of common ones you might choose:

  • Qualified leads passed. Leads that have met the “qualified lead” definition and have been passed by marketing to sales.
  • Follow-up times. The amount of time sales takes to follow up on leads.
  • Sales-accepted leads. Leads that sales agrees fit the qualified lead definition.
  • Opportunities from qualified leads. Leads that have become sales opportunities.
  • Revenue generated from qualified leads. The amount of revenue generated from qualified leads.

You should also create conversion rates for each metric. For example, a common conversion rate to track is qualified leads/sales-accepted leads. If this conversion rate changes radically in a given time period, then you should review the qualified lead definition or lead follow-up process.

Hold regular feedback meetings

Feedback meetings should occur frequently, ideally weekly or twice a month. Review performance against target metrics at these meetings. For example, you could review marketing’s progress against the target number of qualified leads. There should also be a review of any wins or losses generated from qualified leads, and you should gather feedback from sales. Finally, marketing should share with sales any new upcoming campaigns.

eBook: The New Marketing Metrics for B2BBesides accountability and visibility into progress, the other purpose of creating metrics and feedback is to optimize your process. Shared metrics and expectations allow both sides to work together toward the shared goal of growing revenue and to avoid finger-pointing when things don’t go well.

Learn more about how to measure the metrics that really matter to the success of your business in this eBook.

05 Aug 15:54

Sales Ops: Take The Lead On Sales-Marketing Alignment

by Colin Fong

You know by now that the old saying “numbers don’t lie” is, ironically, a lie. The thing is, when used correctly, data gets us a lot closer to the truth than intuition or guesswork ever can.

Which is why these 10 stats on the business impact of sales-marketing alignment are so jarring. We’ve said over and over again that sales and marketing don’t like each other, but the numbers tell the story in much more vivid, graphic, and compelling detail than we ever could with words alone.

The clear takeaway is this: B2B companies with a well-aligned go-to-market function grow their revenue, and companies with a poorly aligned go-to-market team don’t. For Sales Operations, whose job is to optimize the efficiency of the revenue acquisition process, that means alignment between departments has to be a primary focus.

So what can Sales Operations do to reconcile the two departments, and ensure that disagreements between them don’t hamper the company’s ability to generate revenue? By following these 4 steps.

1. Develop Complementary Goals

The root of most disagreements between sales and marketing is poorly defined goals. For most companies, marketing is judged purely on the number of leads it delivers, while sales is on the hook for delivering the bookings goals.

While fine in theory, in practice that goal definition leads the teams to butt heads. Marketing is incentivized to generate as many leads as possible, with no consideration for quality. This causes consternation on the sales team when reps have to spend a good chunk of their time sorting through and disqualifying bad leads, and they end up pointing the finger at marketing as the cause for missed numbers.

In an ideal world, both teams should be responsible for complementary results. That means tying both teams together to revenue generation in some way.

HubSpot’s Mark Roberge leveraged that approach in the early days of Hubspot’s growth by working backwards with CMO Mark Volpe to determine the number of leads that should be needed for sales to hit its number, and setting goals up from there. That ensures both teams are held responsible to the same end goal, and discourages marketing from sending names over simply to hit their quota.

On the flip side, this approach only works if marketing has a guarantee that the sales team will work the leads that do get sent over in a timely manner. That’s where an SLA comes in.

2. Create an SLA

An effective SLA (Service Level Agreement) is the cornerstone of sales-marketing alignment. This agreement serves to set rules of engagement for the two teams — it defines MQLs, forces sales to commit to call every lead sent over in a set period of time, and clarifies the process for handing leads off from marketing to sales.

Given that Sales Operations is tasked with streamlining revenue growth, they are in the perfect position to act as brokers to settle the details of an effective SMA. Their role is (or should be) purely to identify and eliminate inefficiencies in the sales process — which means that developing an effective SLA and enforcing it is written into their job description.

3. Streamline and Automate

Once the rules are in place and the two teams’ roles in generating and qualifying leads are well defined, the final step to developing an effective working relationship between the sales and marketing team is to streamline and automate the handoff.

Finding the right tools is another essential component of sales-marketing alignment — the right tool makes all the difference between leads that convert into opportunities and deals and leads that end up rotting in the CRM system for all eternity.

The core value of technology in aligning sales and marketing is its ability to save-time. The SLA resolves the root cause of misalignment (disputes over what constitutes quality leads and when to follow up), but problems still arise when one team or the other doesn’t have the bandwidth to meet the agreed upon terms.

Sales and marketing automation tools such as marketing automation and CRM integrations, lead scoring, and of course, analytics all have a massive impact on streamlining the movement of leads between sales and marketing, improve conversions and boost revenue.

Resolving conflicts between sales and marketing and putting solutions in place that will maintain an even flow of leads and opportunities is core to the Sales Ops function.

To accomplish that goal, Sales Ops has to move beyond report building to reconcile the business goals of two departments that are consistently at odds.

Sales-Ops-Career-Chart-Blog-CTA

05 Aug 15:54

Work Hack Wednesday: Work Hacks for an Account Manager #WHW

by Lianna Macdonald

(Manager’s note: Please join me in welcoming Lianna MacDonald to our Community team here at Sysomos! Lianna has been with Sysomos for a number of years working with large enterprise customers such as Novartis, Universal and Verizon.

After delighting customers in supporting their projects, campaigns and advanced use of Sysomos products, we’re excited to have her in Sysomos’ Marketing group as a Brand Evangelist.

Along with Amber, Jason and Sheldon, you’ll see Lianna on our social channels and at our events as we start our Fall/Winter event circuit.

Please help us in welcoming Lianna to the team!

-Jason Harris, Sr. Manager of Community and Evangelism)

You’re sitting at your desk, it’s 8 am, and EMEA’s day is already half over. You have a back-to-back day with 4 hour-long client calls, an internal meeting, a lunch & learn for a new software your company is implementing to “create efficiency” and three client asks due by EOD. Your phones ringing, your frienenemy client can’t remember how to do that one thing (even though you’ve told them a million times and even sent them a step-by step email to reference), and your sales counterpart wants you to jump on a sales demo call because you do “such a good job”.

Lunch? Ain’t nobody got time for that.

If you are an account manager then you are well aware you don’t drive your own day. Your clients do. Days are busy, packed with client calls/demands and often times it’s hard to get the proactive work done when you’re putting out unexpected fires. Basically everything was due, well, yesterday.

But you already know that. This post is not to rub it in your face; in fact it’s to help. In my previous life, as an SMS (Social Media Specialist), aka “Account Manager”, I died for quick tips to give me even the smallest amount of time back in my day and increase efficiency.

Below are some of my personal favourite work hacks and I also asked my old SMS buddies to outline some of theirs, rounding out an awesome list of 7 work hacks to save you time and serve up some stellar client service.

At the end of the day, you really want each client to feel like they’re your only client, right?

  1. Following your clients’ social channels: Get to know their brand and business, what they’re up to and how they position themselves online. Not only will this give you great talking points, but show you’re genuinely interested in their online efforts and help you make better suggestions or recommendations.If you want to get more personal, LinkedIn is great to see what their work/school background is. Often times you’ll find things you have in common that you can use to build a relationship. This is also a great platform for keeping track of clients’ milestones such as birthdays, work anniversaries, promotions etc.

social channels icons

  1. Setting up Google Alerts: Similar benefits to following your clients on social, but Google Alerts allow the information to come to you so you don’t have to keep refreshing a feed. You can then use this as a proactive outreach to your client, a shout-out on social or a kind acknowledgment email of their efforts on a great initiative (ex: tell them how much you like their new partnership campaign with a charity or an online video series they just launched). This helps you offer that personalized touch to clients without having to spend hours digging for information!

Google Alerts logo

  1. Template emails: This can save loads of time! If it’s an email that you send often, something that takes some time to compose but usually pretty much contains the same information (like an onboarding email, or instructions on how to set up an account, reset a password etc.) save it as a template and that way it’s right there when you need it. Change the name, address and hit send.
  2. Setting up conference line details as a signature: Set up your WebEx room (or whatever conference system you use), as an outlook email signature. That way it’s just a quick drop down to add it to invites and emails – means you don’t have to login to your conference system to retrieve the details, then copy and paste it.

Webex Signature ex.

  1. Calendar reminders: Yes, super old school but so effective and people often forget to use it. Another good one is just using calendar notices to remind you of important things. This also blocks off the time, so you can actually get it done. Some examples include: 90 days out from a contract expiry, 30 days since onboarding, 6 month check-in, a major event for a customer’s brand, submitting expenses or a client’s birthday or return from vacation.

outlook notification

  1. The power of the re-occurring meeting: This helps so much, especially for those clients that are less responsive. You don’t have to chase them down for their time. You already have it blocked off and committed to in the calendar. Set it up on a kick-off call that way the ball is in the customer’s court not to have the meeting.  Even if the frequency is quarterly, it sets the expectation that it’s happening early in the relationship. This also gives you the opportunity to give updates on your end even if the client doesn’t require any support at that time.

reoccuring meeting

  1. Leveraging tools to help populate data: Of course we hear this all the time- measure, measure, measure. Don’t waste hours doing this manually; leverage the tools that are available to you to measure your success. Here at Sysomos, we use Salesforce as our CRM tool which is great for creating customized dashboard reports outlining all opportunities, renewals, upcoming expiries, leads etc. (vs. doing this by yourself in excel). The benefit is reports update in real time when you make edits to the data. Another one we use to track our clients’ usage and engagement in our software is Totango. Instead of asking your clients how often they’ve been using the tool and which areas they are working in, let Totango tell you, skip that step and move right to sending proactive emails of suggestions, tips or tricks matching their areas of interest.

Do you have any great work hacks that help you increase efficiency and save time? Share them with us below!

 

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