(reposting on request)
Here’s a frequent conversation I have with friends, colleagues, prospects, clients:
FRIEND: How do you get your clients?
ME: It’s a lot of conversations like this one.
FRIEND quizzical look on his face: What do you mean?
ME: Well, when I talk to people about what I do for a living, it’s my opening to inform them about my Dirty Dozen.
ME: In any business, but especially Business to Business sales, the issues a company helps others overcome can be thought of as the more-than-annoying issues that your clients face every day or at least should worry about every day. If they don’t deal with them, they fester and can damage the whole enterprise. These
If everyone I know, knows the issues or concerns that my clients have that I help them address and overcome, then they become my advertising and marketing team. If they experience any of my Dirty Dozen or know of someone else who is, it’s my goal that they remember to think of me. If I just talk about my features or my “stuff” then I am leaving it up to my audience to figure out when they or one of their contacts would need what I have to offer.
FRIEND: So, what’s your “Dirty Dozen”?
ME: well, I’m not about to go into a
- No process for ensuring that sellers are putting out the same message in sales conversations as the executive team is creating on a higher level – that is, marketing and sales are not integrated.
- Prospects attempt to treat what they sell as a commodity
- Sales cycles inexplicably long and expensive
- Salespeople find themselves having to unseat an incumbent’s product or service
- Maintaining the ‘status quo” one of their primary competitors
- It takes too long for new hires to make their first sale or management wants to
insurea quicker time to firstsale.
- Salespeople too often “Wing-it” and rely on the product too early in the sales cycle, instead of having well thought out conversations with the buyers about goals, objectives, challenges
- The decision to purchase has to be approved by ‘multiple executives’ who have diverse business issues and who are typically
- Prospects require your product or service to demonstrate a quick and clear cost-versus-benefit analysis even to be considered
- What they sell requires a major change in thinking by your prospect
- The team is composed of veterans who each bring to the job their own way of selling with no unified dictionary of terms and processes or less seasoned folks with no process at all; It is hard to provide skill and opportunity coaching with everyone doing their own thing.
- Within the sales team, there is not a process for sharing information on opportunities
See, in any company, if you are a marketer, it’s your job to condition the market to think of your company when a particular goal, issue or concern arises. For me, my customer’s goal is usually to improve sales performance, but that is too general and broad. My Dirty Dozen, I hope, addresses everyday issues that trouble CEOs and their leadership teams. When they do, I want folks to think of me. By the way, many smart execs tell me that they want a corporate culture where EVERYONE wants to be at least helping drive sales and revenue. Loading up employees with the Dirty Dozen is a good first step.
FRIEND: Yeah, that makes a lot of sense, but I am in sales; finding new prospects, that’s marketing’s job, you just said so.
ME: If you don’t hit your sales number, does your boss want to hear that marketing is not doing
Soooo, what is YOUR Dirty Dozen?
Personally, I am not one to
When asked, however, “So, what do you do for a living?” or specifically about my business, like above, I want to make sure I am prepared. Consider this: At a trade show, cocktail party, kid’s soccer tournament, if you or ANYONE in your company is asked “what you do for a living or what does your company do?”, can you answer in a way that could eventually generate a referral? Or would the listener have to figure out for themselves, when they would need it, whatever it is?
Your Dirty Dozen can be your best weapon to boost your pipeline!