As many colleagues and sales people I have trained will attest, there is nothing more important than the sales and marketing dialogue your firm has with the marketplace. I believe a challenge presented to most businesses is the integration of marketing content and sales dialogue, as described below in my latest guest post for CMSExpo. On May 15, I will be presenting a new approach to integrating sales and marketing messages which was created out of client experiences over the past year with 99 Questions. My article provides an overview of the issues and a high level overview of the 99 Questions Methodology. I hope to see you at CMSExpo on May 15!
Sales Versus Marketing – What’s the Real Conflict?
As a content management professional, no doubt you’ve been exposed to the process of creating and delivering content for your firm (or your client) to market and sell your (their) products and services. A primary use of your CMS is to act as a delivery channel for that content. Hopefully, that content is also used by all members of your firm, including your sales team, your service personnel, or other “customer-facing” employees within your business. The reality is that in most cases, that’s simply not the case. Continue reading “Sales Versus Marketing – What’s the Real Conflict?”
For a moment, allow me to be “Captain of The Obvious” in the sales world:
“You don’t know what you don’t know”
And another famous cliché:
“It is what it is”
Let me explain why I’m using clichés to begin this post. The essence of what it means to be a Sales Manager in today’s marketplace is to work in clichés. You sit in sales meetings reviewing pipelines, arguing (again) the definition of a “qualified” deal with each rep. Your team members passionately describe how “good” their deals are, but half their opportunities are “stretched” over 60 days, and nothing seems to be moving. You need to hire a new rep, but takes 3 months because your HR person “doesn’t have a good job description”. More important, you sense the frustration in your management team peers, and worse your CEO keeps asking, “Why can’t we change this situation?”
Arguably the clichés above point to a certain resignation in the sales organization, and in management itself, that these problems are commonplace. And by commonplace, it follows that somebody ought to know how to fix these issues, or at least know enough to have a plan for addressing them. But when push comes to shove, the “why” question continues to be asked and the problems seem to be chronic. Continue reading “I am Captain of The Obvious”
In my last post, I challenged the notion of Sales MAN-ager versus Sales MANAGER because I believe many Sales Managers don’t spend enough time actually managing their people. Instead, they focus on pipeline administration and sales “results” instead of managing behaviors. An critical part of Sales Management is the effort Sales Managers make to work with their sales people on personal development. One of the most important things you can do as a Sales Manager is to address sales behaviors instead of results. I want to share how you can create an appropriate process of monitoring and managing sales performance based on behaviors. Continue reading “Practicing Sales MANAGE-ment”
It’s often the case that “good” Sales people are promoted to Sales Management. I personally know of only one exception where a “good athlete” manager (who was the Purchasing Director) was promoted to become a Sales Manager. I myself graduated from selling to Sales Management (Click here for the story about how I became a top performing Sales Manager).
Are you are Sales MANAGER, or are you a Sales MAN-ager?
Continue reading “Are you a Sales MANAGER or a Sales MAN-ager?”
CRM has had a huge impact on executive perceptions about what it really takes to manage sales teams. I credit CRM vendors for selling the benefits of CRM while minimizing the extensive planning and implementation effort that went into accruing those benefits. (Hence, the phrase, “Never confuse selling with delivery!”)
Because of this, I think that senior management and Sales leaders mistake what is done in CRM for sales management. Yes, you can monitor sales pipeline and activities in CRM, but what did you do to establish the fundamentals behind these outputs before you started using the tool?
I would argue that managing Sales has nothing to do with CRM at all. After all, there was Sales before there were computers and CRM tools. Certainly CRM helps you perform sales and management tasks more efficiently, but it’s only a tool. It’s not the endgame.
Continue reading “Don’t Confuse Sales with CRM”