Bäuerin Frühstück* as a sales review tool, why not… it works

 

*(Farmers wife breakfast)

Talking last month to a sales director of my acquaintance who raised two issues, not necessarily linked but I thought that the solution might be…

Firstly he found it tricky to get his sales folk together in a social sense, the traditional pub gathering or team dinner didn’t seem to gel with a group of lone hunters, with lives of their own, young families and already working long days.

Secondly he found the regular sales reviews to which he summoned them were transactional, factual, data-driven, defensive.

The team were performing well but he just didn’t feel they were a team, working together and he wasn’t sure how to change that.
I remembered a couple of things, well three, my father-in-law telling me how as a young farmer, after milking, as the sun rose, the farmer, the family, the workers would all gather for a big breakfast, discuss the forthcoming day, share laughs, banter and good food, start the day in a positive way.

I recalled, from a former life, running a series of high level events for senior execs, breakfast-based briefings on critical subjects but the key was that these busy folk turned up, they could enjoy an excellent meal, learn, teach, share and network and still be in the office at start of play, they loved it.

iStock_000018247691_DoubleI remember working for a great consultancy  where one of the founders decided to turn the interminable board meetings into a breakfast event, one of the management team cooking for the others, taking it in turns, it got competitive, it became fun, it engaged everyone, the meetings were better attended, better natured, more constructive.

So I suggested that my chum rebadge his sales reviews as a breakfast meet, schedule them early, restructure them as a way to start the day in a positive way, conversation amongst peers, a round table not a star chamber, an opportunity to help each other, we’re social animals.

He tried it, they liked it, it worked.

He found that decisions and actions got done (or at least started) that day, and that it’s hard to be defensive with a mouthful of bacon.

Go on, try it, get your team to go to work on an egg.

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Here you go, history, power plays, philosophy, emotion and relationship based selling.. enjoy

A long time ago a very clever chap called Adam Smith came to the conclusion that, inherent in almost all humans was a desire to make others happy, to feel good because somebody else does.

I was reminded of this during a recent meeting with a chap who needed my help, who wanted my help, but also wanted me to very clearly understand how important, powerful and impressive he was, I felt no rapport with him, couldn’t get past his performance, for performance it was, and ego. I left the room feeling sorry for his staff, his suppliers, his customers and probably his family. I won’t be helping him.

boss-new-6-cut-7-col-Alle-100komma7-gross

It’s an interesting (but rarely considered) measure for how well a meeting, a conversation, an interview has gone, I’ve observed that as someone is leaving, a room, a workshop, a meeting, shaking their hand, making eye contact and asking “did you enjoy that?” produces some really interesting reactions. It’s not what people expect, they’re primed for a platitude, a “we’ll be in touch”, a “thanks for coming”. A genuine query about their happiness invariably produces a slightly startled pause, a quick self-assessment and (mostly) a genuine reaction.

Crucially they leave actually thinking about how they feel, not their performance, not the next steps. And if I enjoyed it I tell them so.

We’re quite simple creatures, you and I, we may be awesome intellectual giants, (Well, you may be) but we still evaluate and build our relationships based on emotional responses, and I don’t know about you but happy works better for me.

Did you enjoy that?

The parting of the procurement ways

IMG_0032There is, slowly but surely, a growing awareness in the B2B marketplace that, (thanks to the web-driven commoditisation of pretty much everything), it’s not your product, your service or your price that makes the difference, it’s your relationship.

It’s getting to be all about the people.
Paradoxically however the organisations intended to deliver value to the people, paid for by the people, staffed by an enormous number of the people, our central and local government services, our public sector bodies all persist in the practice of building or buying teams of expensive resource to produce pointless questionnaires, RFP’s and ITT’s to verify  that the likes of IBM, BT, Oracle and Thales are not fly-by-night cowboys operating out of a railway arch in Clapham.
Why does the public sector persist in mandating a procurement culture which inevitably delivers the apparently cheapest but actually, invariably, over time, priciest solution with, thanks to penny-pinching procurement the highest likelihood of catastrophic and expensive failure?
Why do all the suppliers have to invest in expensive teams of expensive people jumping collectively through an ever-changing series of procedural hoops which just endorse what (if they are any good at all) the buyers must already know?
Why does the public sector spend a fortune (our taxes by the way) excluding the human element from all procurement when the commercial world is recognising, rewarding, investing and coaching on things like trust, integrity, longevity and respect?
I’d like to think that those who ‘serve the public good’ recognise the value of those things too.

Content, context, discontent and disconnect…

Websites, they’re still important, pundits opine that we’re seeing the death of the traditional homepage, that social media are now effectively the route for people to find our inspirational content but it’s rare these days that we arrive at a business meeting without our prospect having a pretty good idea of who we are, what we do, where we sit and they’ll have formed that opinion based on our web presence.

It’s tempting, as social media becomes the focus of marketing fashion to treat the classic website as an online brochure, a project for the intern or a must-have that just needs maintenance. But we’d suggest that’s not a good idea.

It’s very easy to create a website “they” say, and “they’re” right.

It’s easy to pop into WordPress and grab a template and add some words,cobbled together from your latest brochure, to stick a couple of images up, to make something that looks ok, and so very, many folk do just that.

I’m not advocating spending a fortune on the highly skilled HTML buffs in the pay of the multitude of increasing desperate web agencies, I am however pointing out the pitfalls, three in all, of this DIY approach.

1. There are people who find spelling errors, poor grammar and a casual approach to the language a turn-off, they might be potential customers, but you’ll never know that they’ve discovered a split infinitive, and they’ve split.

2. Content is increasingly the lure that brings people to your website,to any website, they’re looking for something of value and you’re looking to give them something of value, something fresh, they’re not enthused by that three-year-old case study or your turgid white paper explaining your thinking of last year that the cloud is a no-go area for smart businesses.So you have to keep it fresh, current and valuable, and that takes time, effort and a quality approach to content production.

3. Same old, Same old. Few of us are lucky enough to be gifted creative thinkers, no matter what our mum had stuck on the fridge, we’re not as good as specialists and we’re not keeping up to speed with the latest developments in user involvement and retention.

I’m not saying that using WordpScreen Shot 2014-06-04 at 15.18.18ress or Blogger as your weapon of choice is wrong, au contraire, there’s a lot of functionality built in, not least in terms of search engine optimisation but I do advocate a couple of things:

Firstly, involving an objective creative eye, a third party, a good graphic designer to spend a few days making it look good.
Secondly, if you’re not one of those unfortunates who can’t read past a misplaced colon: find a professional proofreader or gifted pedant and ask them to review your words.

I’m not advocating sticking lipstick on a pig, I am saying, quality matters, and it’s often worth investing in those who can ensure that you present yourself, your business, your clients and the work you do for them, in the best possible light.

I’m now going to sit back and see how many errors the internet grammar police can find in this epistle and the Adara websites, fair enough, bring it on.

Moving the spotlight from products to customers

Bite-the-bullet

Perhaps one of the more positive aspects of the recession (there I said it) is that many companies are now finally biting the bullet and thinking seriously about what it is they sell and how they sell it.

In good times it’s easier to succeed with a product-led sale, setting out your stall and letting customers buy from you. In tough times, buyers are scarce, investment is limited, no-one buys ‘nice to have’ and this can easily lead to commoditisation and loss of control as the initiative moves from supply to demand.

The term “solutions” has certainly lost much of it’s meaning with just about everyone using it for just about everything but that doesn’t negate the fact that there is, for many, the opportunity to regain control of their destiny by changing focus from, “what we’ve always sold” to “solving a real customer need”.

Sure, Apple has become the most highly valued company in the world by developing and marketing products that entice customers to queue up and buy. Which is nice, but what works in the B2C world does not always apply in the high value, B2B marketplace where most of us trade; increasingly we’re competing on financial value delivered not bells and whistles. Few have the luxury of a “killer app” that will sweep all before it, the new battleground is customer intimacy, it’s about knowing your customer and meeting his needs better than your competitor.

If you’re still following a  product-centric strategy it’s probably reactive, few businesses can afford to create demand, so, you’re dependent upon your customer to work out what they need, and then buy it, hopefully from you. But business today is faster moving and rarely that clear-cut, there may be many different ways to solve a problem and if a competitor gets in there first you can get locked out.

The glib answer, (and we hear it all the time), is “to become more customer intimate” but that’s a concept that’s rarely explored or understood to the level that can generate the much needed change of mindset. It’s not a trivial challenge, it requires getting to understand customers better than anyone else and then doing something for them that helps them in a unique way, something they’ll value. But, if you can do this, if you can develop a relationship where they’ll trust you to help solve their problems you’ll get back in control and can start being proactive in developing business.

The steps needed to make this happen are blindingly obvious, there’s a general agreement on what they are, they’re just really, really difficult to do in practise:

  1. Understand who your customers are and get to know in detail what needs they have, identify the ones  that you can do something about
  2. Be clear about what you can do uniquely well to meet these needs, what differentiates you from your competitors, why they should buy from you; then articulate it in a clear, consistent, compelling manner
  3. Identify where you’ve been successful, which customers will sing your praises, research those market sectors where you can replicate your success
  4. Seek out new customers in these sectors with similar problems to those you’ve solved. Calling is easier, you’re not trying to foist a product on them, you’re offering to help in the same way you’ve helped someone else with the same problem, someone who’ll endorse your success
  5. Do whatever it takes to ensure that your sales team truly understand the problems of their prospects first, it’s easy and wrong to jump to convenient conclusions. But once the client agrees you’ve got it, (and only then) develop a proposal that in client terms, shows conclusively and unarguably why they should invest in your solution. What’s in it for them?

Working with many companies making this transition we’ve found three areas that are most challenging.

Firstly, taking the time to do steps 1 and 2 in an honest, dispassionate manner. It requires activity that’s completely divorced from “business as usual”, some clear thinking, an open mind and a structure to get a result. Invariably objective facilitation is required.

Secondly, producing the tools that marketing and sales will need to take this new proposition to market in a consistent, compelling manner, and make sure it gets heard. Not easy, being customer centric is a different mindset and creativity is required to get above the noise of a busy marketplace.

Finally, the customer facing team have to learn to build interest, ask questions and, hardest of all, listen. It’s the opposite of doing a “demo” at the first meeting, it’s about building confidence by having meaningful business discussions with top management. Not all sales people can do it, and those that can usually need time and support.

If these are some of the challenges you face then we should be talking, getting it right sooner rather than later can have a dramatic effect on the bottom line…

As the “Sales Pipeline Engineers” that’s what we’re all about.

 

“When the promise is clear,the price gets easy..”
Jim Rohn