The shift in perspective is small, but its impact on our results is profound. Stop looking for people to sell your products, services, and solutions to. Look for the people who have the problems you solve.
Too often, there’s a huge disconnect between our organizations and our customers. Our customers and prospects are frustrated with us and we don’t understand the frustration.They don’t get it, we don’t get it, there is a giant disconnect.
We’re all proud of our value propositions! We feature them in our web sites, we’re trained to brag about them to our customers. Usually, when I hear people describe their company’s value proposition, the focus seems to be all about the company or the product.
It’s a major sales error to use pricing actions to break a stalled deal lose. Pricing actions are meaningless until the customer decides, “I want to buy.” Pricing actions are meaningless until pricing is the only issue keeping a customer from buying.
Mindshare is top of mind (so to speak) in most marketing and sales conversations. How do we capture the hearts, minds and imaginations of customers? It seems, however, we are talking about the wrong thing.
Clearly identifying the customer is critical in focusing our sales and marketing where we have the greatest insights, where we have the greatest impact, and where we get the greatest return on our investment in time and resources. Doing this focuses us on the customer where we create the greatest value.
It’s clear we’re in a frenzy of networking and connecting. There seems to be a rush to establish connections, friends, whatever. People are reaching out, connecting, racking up the numbers. They’re using every channel possible—LinkedIn, Twitter, Facebook, Google +, and more. But then there’s this odd phenomena.
Revenue is important! The top sales executive needs to be accountable for producing the expected revenue. But the top sales executive is also accountable for executing the corporate strategy. Sometimes to do both, we have to change the way we measure (and compensate) sales people. Sometimes revenue quotas are the wrong thing.
Lean has huge traction in about every part of organizations except for sales and marketing. But if you really understand Lean, it becomes compelling for sales and marketing, purely because of the clarity, focus, and simplicity it drives.
Our worlds are too complex; we seem to keep piling things onto everything we’ve done in the past. Too often, however, in response to this complexity and all the “tools” that have been put in place to manage it, instead of seeking simplification we dumb things down.
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