You should look at your sales organization just like a crew of new military recruits that just arrived in boot camp.  They’re all eager to be successful, but don’t quite know how and are looking for the right path to follow.  The implementation of a structure with well-established rules and procedures is what makes the military successful. Once the recruits are comfortable with it they begin to operate like a well-oiled machine.  Your sales organization should be operating the same way. Sales people want and need a structured approach to selling and a good CRM system can provide it.

What CRM software can deliver is the ability to document a structured approach to selling where each stage of the sales cycle is managed and evaluated before moving forward.   This ensures that each and every sales opportunity is being looked at through multiple eyes and not falling through the cracks.  The results speak for themselves.  Higher close ratios, higher revenue attainment, happy sales people and happy management.   It’s important to note that simply running out and implementing a CRM system is not going to deliver more sales.  CRM software is a tool and it does not run your business, people do and sales management is the key to good performance.  CRM software will at least give them the tools they need to become a more effective sales organization.

[Image "Social Business Boot Camp 2010" by Gangway Advertising on Flickr under Creative Commons license]

One CRM solution provider however has done a pretty good job of offering a comprehensive CRM system that is quite easy to use.  That company is Commence Corporation, who has been providing CRM software to small and mid-size businesses for more than two decades.   “We understand the importance of ease of use,” says Larry Caretsky, President of Commence Corporation.  “We may not have every bell and whistle of enterprise solutions, but our customers utilize our solutions and have realized substantial value from our CRM system”.

What makes Commence easy to use begins with the company’s CRM Dashboard, which enables the end user to complete routine tasks such as adding a new account, a new contact, a lead or a new sales opportunity without leaving the home page.   Sales representatives have reported that they can conduct 90 percent of their daily business without ever leaving the screen.  This makes the learning curve for Commence CRM minimal.

Commence has also incorporated what they call a multi-view inside the CRM system.  A multi-view displays multiple windows of information on a single screen. Very much like a Microsoft Windows environment does on a PC, Commence does this using HTML for their online CRM system.  This capability provides access to a complete 360 degree view of information on a single screen.  There is no scrolling up and down and no flipping back and forth from screen to screen.  This capability has delighted the management of companies that have selected Commence CRM.

There are numerous online CRM solutions to choose, but few that offer the comprehensive functionality and ease of use of Commence CRM.  To learn more about this online CRM solution visit the company’s web site at www.commence.com.

Much of this has to do with a complete lack of knowledge when it comes to selecting a CRM solution.  CRM is not an appliance that you simply plug in the wall and it magically improves sales execution and customer service.  And if you think you can buy CRM software by merely entering your credit card over the internet, you are not thinking clearly. Yet many small business executives see CRM software as a commodity item, causing them to simply select some Freeware or low cost program that delivers nothing but headaches.  These business owners initially think they got a bargain; only to find out later that the time, energy and cost they put into the free product was greater than the initial cost of selecting a quality company with a product that would address their business requirements.  The point here is simple.  There are no bargains when it comes to CRM software. Anything that seems to be too good to be true at just a few dollars a month (or even better Free) is going to cost you dearly in the end.

There are several high quality companies and products designed specifically for small to mid-size businesses that will deliver real value and provide you with expertise that will enable you to improve how you market, sell and provide service to your customers.  One of these companies is Commence Corporation, a company that has been providing customer management software solutions to small and mid-size businesses for more than two decades.  While not free, Commence has experienced sales and support personnel who have assisted hundreds of companies improve their internal business processes resulting in better lead management, accurate sales forecasting and improving customer service.  Commence customers have reported greater than a 25% increase in sales through the use of the program. Would you pay for a product or service that could deliver this kind of value to your company?  Sure you would, but this kind of value isn’t free.

To learn more about Commence CRM software visit Commence.com and view a series of educational videos that illustrate how you can become a more efficient sales and service organization with Commence CRM. 

Image ‘Bargain – Save 1c’ owned by Alpha, on Flickr (cc)

By Dave Kahle

In my first professional sales position, I spent six full weeks in sales training before I was released to go out into my territory.  Sales training was defined as memorizing two five-page, single-spaced sales presentations, presenting them to the sales training class, critiquing the video-taped playback of the presentation, and then doing it all again – for six weeks! At the end of those six weeks, every one of us could give those two presentations masterfully.

While the use of prewritten, memorized sales presentations still continues today, it’s only rarely used in the business-to-business selling environment.  It may be that today’s frantic pace of new product development makes the time it takes to memorize a sales presentation seem less valuable.  Or it may be that today’s salesperson is more sophisticated and able to adjust the sales presentation to the needs of each individual customer.

While memorized presentations may be a vestige of years gone by, that in no way reduces the need to make a well designed, practiced sales presentation. The ability to routinely make powerful, persuasive sales presentations, regardless of the customer or product, is one of the practices of the best.

The world is full of salespeople who take a casual attitude toward a sales presentation.  Some think that they know the product so well that their superior product knowledge will ooze out during the presentation, impressing the customer into buying.  Others do not put in the necessary preparation and practice time, and, in an attempt to cover their lack of confidence, focus on those parts of the presentation with which they feel most comfortable.  Still others feel that their ability to improvise will eventually lead them to a persuasive presentation.

The truth is that there is no shortcut to a persuasive presentation.  It begins with studying the customer as well as the product or service.  It takes preparation to decide which of the customer’s issues to address, and which specific features of your offer to emphasize.  It takes time to organize the facts and features into a cohesive presentation.  It takes time to build in interactive elements, and to gather the right samples and documents.  And it takes time to practice (yes, practice) the presentation before you actually make it.  A persuasive presentation begins with methodical preparation.

Maybe that’s why so few salespeople give this aspect of their job the attention that it deserves.  And maybe that’s why routinely making powerful and persuasive presentations is a practice of the very best.

To learn more about this practice, review these resources: The CD, How to Make Powerful and Persuasive Presentations, or the Video version: Persuasive Presentations, Part 1 & 2.

If you are a member of The Sales Resource Center™, consider The One Month ‘Persuasive Presentations’ Course, or The Six Month ‘Consultative Selling’ Course.

About the Author:

Dave Kahle is one of the world’s leading sales educators. He’s written nine books, presented in 47 states and seven countries, and has helped enrich tens of thousands of sales people and transform hundreds of sales organizations.  Sign up for his free weekly Ezine, and visit his blog.  For a limited time, receive $547 of free bonuses with the purchase of his latest book, How to Sell Anything to Anyone Anytime.

Copyright MMXI by Dave Kahle
All Rights Reserved.

[Image "Day 32: Yahoo BT sales exercise" by Kerry Vaughan on Flickr under Creative Commons license]

By Dave Kahle

You have made a call or two on a prospect, qualified them, and rate them as high potential.  The problem is they don’t have an opportunity at the moment. Lots of potential, but it’s all down the road a bit.  Your challenge is to maintain contact so that when they do have an opportunity, you have a chance at it.

Let’s consider all your options.

First, you can generate a regular series of emails.  Put them into an auto-responder, select a series of messages, and press “go.”  They will get the messages you send on the frequency that you determine.  That’s a very efficient solution.  Once you get the auto-responders set up, it is just a few clicks and you’re done.

It may work, too, if you have personalized the messages, and delivered something of value each time, and if they don’t have a lot to do and don’t get a bunch of email messages every day.  If any of these things aren’t true for the situation, you will find that your email messages will go unread, or worse yet, banned from their inbox.  Of course, there isn’t anything very personal about a series of auto-responder messages.

How about the other side of the spectrum?  Instead of taking the “highly efficient but not very effective” approach, you try “effective but not at all efficient” strategy.  You decide to personally visit every two weeks.  Great idea if…

• you have nothing better to do.
• they have a lot of extra time and can visit with you whenever you ‘drop by.’
• you have something new to discuss each time you visit.

That’s probably not going to happen, so maybe that’s not such a great idea after all.

So what now?

Let me suggest a powerful medium.  SNAIL MAIL!  That’s right.  Here’s an approach that may work for you.

1.  Create a series of “case studies” or “success stories.”  These are one page descriptions of other customers for whom you have done something similar.  Maybe you solved a similar problem, or solved a problem in a similar kind of company.  Regardless, on one side of one piece of paper, describe the customer, their issue, and what you did to solve it.  If you can get a short quote from one of the key people in that company, great.  If you can add a little visual interest with that customer’s logo, or a photograph of the building or the people, even better. For an example, click here

2.  Print a few of these.  Send one on a regular basis to your prospect.  Stick a hand-written sticky note to each one, with a personal message, hand written, by you to them. Mention their name.  Use yours. Hand write the address on the envelope.  Put a stamp on it.

3.  Now, fold into the mix a few personal email messages and an occasional visit, and you’ll have a multi-media stream of touches that will deliver something of value to the customer, keep your name in front of him/her, and demonstrate your company’s ability to bring solutions to folks like him.

One of the challenges in the situation is that there is not a lot you can do to force the opportunity to the forefront.  Like a child in a mother’s womb, it will come when it is ready.  Your task is to keep your name and your company’s capabilities in front of the prospect so that when it is time to act, you are on the short list of people to contact.

That requires that you begin to nurture a personal relationship with your contact person.  But, the best sales people understand that a personal relationship only takes you so far.  You must add a growing knowledge of your company’s capabilities to the personal relationship.  You can be the greatest, most entertaining and attractive person in the world, but if they don’t believe your company can deliver a value-added solution, it doesn’t matter.

Delivering a case study in the manner described above solves both problems.  The personal note is a one-on-one touch, delivering a “feel good about you” impact on the prospect, while the detailed case study demonstrates your company’s capabilities.

Mix a handful of these with a few personalized emails, a couple of phone conversations, and an occasional live visit, and you’ll have a system that will keep the prospect aware of you for months.

###

About the Author:

Dave Kahle is one of the world’s leading sales educators. He’s written nine books, presented in 47 states and eight countries, and has helped enrich tens of thousands of sales people and transform hundreds of sales organizations.  Sign up for his free weekly Ezine, and visit his blog.  For a limited time, receive $547 of free bonuses with the purchase of his latest book, How to Sell Anything to Anyone Anytime.

Copyright MMXI by Dave Kahle

All Rights Reserved.

By Dave Kahle

Q. What do I do when my goals don’t match the company’s goals for me?

A.  I can look at this is in two ways – expressing two different situations.  In the first, there is a legitimate difference in the expectations for a sales person, but a basic agreement on the issues on which to be focused, as well as the values of the organization.  In the second, there is a deeper and more significant difference of opinion.

A little reality check

Let’s consider each separately.  In the first scenario, the sales person and the company differ on the degree of what is possible.  The sales person expects a 10% increase, while the company thinks 15% is reasonable.  Both agree that sales growth is reasonable, but the amount of growth is the issue.  What do you, the sales person, do in this case?

Persuade and negotiate.  Try to convince your boss that your perspective is more accurate than his/hers.  Don’t just assert that, be convincing.  Back up your beliefs with substance.  Describe specific situations and accounts, and explain why you think about them the way you do.  Prove your point.

At some point in this process, there is going to be a resolution.  There will be a quota or a goal.  Whether it is your idea of what it should be, or your manager’s version, or some compromise, it doesn’t matter.  At that point, when the issue is resolved and the number is set, your job is to give all of your best efforts to doing what your company wants you to do.

You are, after all, an employee of the company.  Your job is to do what your company wants you to do.  That’s what they pay you for.

Sometimes sales people can get a little too convinced of their own importance.  I succumbed to that temptation more than once when I was selling full time.  We think that we really are in business for ourselves, that we own our customers, and that we know what is best for the company and the customer.  So, therefore, we become agitated and upset when the company asks for a 15% increase and we think 5% is reasonable.  We are tempted to go off mumbling under our breath about the screwy management, and we decide we are going to do what we want to do instead.

A little reality check is in order under these circumstances.  If you worked in the warehouse, would you be able to decide what you wanted to do today?  If you were a customer service rep, would you get to determine how best to spend your day, and which parts of your job you’d really do?  If you were in the purchasing department, if you didn’t like the company’s direction, would you have the freedom to ignore it?

So what makes you think you are so special?  Answer — nothing.  Let’s put the freedom that we enjoy and the money that we make in perspective.  We are, when all is said and done, employees of the company.  And, I believe, we have a moral obligation to give our best efforts to that company for as long as we accept a paycheck.

Sometimes the price is high

Which brings us to the second situation.  You have some major difference of opinion in not only the degree of what is expected, but a deep-seated difference of opinion in the basic issues themselves.  I’m not talking about issues like you think you need to focus on your current customers and your company wants you to sell new customers.  Those are relatively superficial issues that fit into the previous discussion.

Instead, I’m talking about differences in fundamental values and ethics.  Here’s an example from my own experience.  I once worked for a company that introduced a new product, and developed a quota for each of us to sell that product.  The problem was, the product never worked.  It didn’t do what the company said it was going to do.  We, the sales people, knew it, and the company knew it.  Yet, they still wanted us to sell it.  We were given quotas and strongly directed to go out and get orders at all costs.  They directed us to, in effect, lie to our customers.

I left the company shortly thereafter.

The issue wasn’t “Do I sell 100 or 130 of these?”  That’s an issue of degree.  Instead, the issue was, “Do I lie to my customers?”  That’s an ethical issue.

If it’s an ethical issue, then I think you have only one choice.  Find another job.  Life is too short to spend it violating your ethics and compromising your integrity.

That sounds simple, and it rarely is that black and white.  It almost never happens that your manager sends you an email that says, “From this day forward you will lie to your customers.”  Instead, it is more likely that a pattern emerges over a period of time.  One incident is generally not representative of a character flaw.  But, when you see a pattern of cutting ethical corners, of disdain for integrity, of fuzzy moral boundaries, then you can conclude that those are expressions of a corporate character flaw.

In my situation, the “lie to your customers” direction was not the first indication of a lack of moral compatibility between me and the company.  It was, however, the final one for me – the most recent and blatant of a string of incidents that made me feel uncomfortable with myself for being a part of it.

Also, sometimes the price is high.  The position I left was the most fun, most challenging, best paying job I ever had.  It was 15 years before I made the kind of money again that I made in that job.  Believe me, leaving that job for ethical reasons was a difficult decision.

Money is just money.  It comes and it goes.  People, and sales people particularly, who will do anything for money, who evidence no compulsion and no moral boundaries, are sad characters.  They have succumbed to the most superficial of temptations and displayed themselves to all those around them as people with little integrity.  They are unfortunate examples to their families, friends, and all who know them.

You only have to read the newspapers over the last year or so to see multiple examples of the damage that greed, un-tempered by morality, can do.  The real damage, though, is not the highly visible corporate crooks that we read about every day.  The real tragedy is all the less visible managers and sales people who we don’t read about – those business people who share the same “money at all costs” attitude – whose legacy is not as public, but none-the-less still damaging.

I would hope that you would not be one of those.  That you would have the strength of character to disassociate yourself from a situation that comprised your integrity.

So, when it becomes an issue of morality, I think it’s time to leave.

Good luck.  Sell well.

P.S. I expect that my comments may generate some responses.  Feel free to email a comment to me.

********************************************************************************************

You may want to dig deeper into the issues uncovered in this article.  I’d recommend the book, “Take Your Performance Up-a-Notch.”

If you are a member of The Sales Resource Center ™  consider reviewing these lessons:  Pod-21: “Goal-Setting,” or  Pod-34: “Ethics for the Professional Sales Person.”

Image “tired and dirty” owned by Rennett Stowe (cc)
Image “Sour Lemon” owned by Alan Maddox (cc)

About the Author:

Dave Kahle is one of the world’s leadng sales educators. He’s written nine books, presented in 47 states and seven countries, and has helped enrich tens of thousands of sales people and transform hundreds of sales organizations.  Sign up for his free weekly Ezine, and visit his blog.  For a limited time, receive $547 of free bonuses with the purchase of his latest book, How to Sell Anything to Anyone Anytime.

Copyright MMXI by Dave Kahle

All Rights Reserved.

By Dave Kahle

It is so easy to do that which is comfortable and easy as opposed to that which is smart.  It’s a common temptation to which every sales person succumbs at least some of the time.

This applies most dramatically to the fundamental decisions that every sales person makes over and over again every day:

• Where should I go?
• Who should I see?
• What should I do?

Those sales people who consistently make those decisions most effectively rise to the top of the sales profession, and those who don’t, don’t.

Here’s an example.  It’s Monday morning, and you must make those decisions.  You could attempt to see a high potential prospect, or you can go see a small customer.  You know the customer will probably see you – he likes you.  And you’ll spend an hour or so in friendly conversation.  You also know that the likelihood of increasing the business with this customer is next to nothing. But, since it’s comfortable and easy, you choose to see the customer.  You rationalize it by claiming to be “building relationships.”

Or, you are all set to visit that high potential, but challenging prospect, when you receive a call from a “C” account who has a question.  You are not too distant from them, so you change plans and drive to see the “C” account.  Why?  Because you know that he’ll see you, and you’ll be able to answer a question, and that makes you feel important, and gives you a sense that you are actually accomplishing something.

In both cases, you chose to do that which was comfortable and easy, as opposed to that which was smart.  You succumbed to the temptation.

This is such a common thing among B2B sales people that those who “focus on spending the greatest amount of time with the highest potential” stand out on the basis of this one best practice alone.

That doesn’t mean that you totally neglect smaller customers.  But it does mean that you define, with some rigor, the highest potential customers in your territory and you then, with discipline and willfulness, spend more time with them.  My recommendation?  Fifty percent of your time with the top twenty percent of your territory, and fifty percent of your time with other eighty percent.  Note that the definition of the top twenty percent is based on potential, not necessarily the amount of the current business.  So, in other words, an “A” account is a high potential account, even though they may spend nothing with you now.

This is such a crucial practice that it is a part of almost every seminar and training session that I do.  Those who consistently implement it routinely report dramatic increases in sales.  Most commonly, they report tripling their business in two years.

While that sounds almost too good to be true, it isn’t.  It is predictable and almost routine for those who consistently practice it.  That’s why it’s a best practice.

If you’d like to pursue this practice, we have some resources to help you.  Consider Chapter Six of my book, Ten Secrets of Time Management for Sales People, or the video training program,  “Prioritizing your customers to dramatically increase your sales.”

If you are a member of The Sales Resource Center™, consider Pod-55: The most powerful time management strategy for sales people.

About the Author:

Dave Kahle is one of the world’s leading sales educators. He’s written nine books, presented in 47 states and seven countries, and has helped enrich tens of thousands of sales people and transform hundreds of sales organizations.  Sign up for his free weekly Ezine, and visit his blog.  For a limited time, receive $547 of free bonuses with the purchase of his latest book, How to Sell Anything to Anyone Anytime.

By Dave Kahle

Q. How do I ensure that I get the last look in a competitive bid situation?

A.  This is a question that I’m often asked.  In a lot of industries, particularly those involved in construction, government purchases and large-volume manufacturing, most of the customers require an official bid.  It’s not unusual for these to be highly formal and structured.

Here’s a typical scenario.  The customer sends a bid to five suppliers, and each responds with a written document by a certain specified date.  The customer reviews the bids, and awards the business.

The writer of the question wants the ability to go in after the bids have been submitted, to look at the competitive bids or at least the lowest bid prices, and to change his/her prices in order to be awarded the business.

First, it should be noted that in some instances, the “last look” is illegal.  In many cases, it’s viewed as unethical.  In other industries and situations, it’s viewed as business-as-usual.  This question and answer is only relevant to the latter situation.

I have responses for this on several different levels.

1.  Avoiding a bid situation to begin with.

2.  Making a last look unnecessary.

3.  When all else fails, insuring that you get a last look.

Let’s think about each one separately.

1.  Avoiding a bid situation to begin with.

OK, I know that bids are standard operating procedures in your business.  But, I also know that a lot of business is “negotiated.”  In other words, the customer selects the vendor he/she wants to work with, and then negotiates the best deal with that customer.

I’d much rather you get yourself into a negotiating rather than a bid situation.  That way,  you’d avoid the bid scenario altogether.

And, while it is true that you’ll never convince 100% of your customers to negotiate with you rather than send out bids, if you are successful over the next few years in moving 20 – 30% of your customers to negotiating status, you’ll see a tremendous improvement in your sales.

How do you earn that position?  Two ways:  First, build powerful business relationships, be a reliable supplier, and offer a special relationship – “negotiating” – with all your good customers.

In other words, bring the subject up regularly, plant the seed in your customer’s brain, tell stories about how you were able to work effectively with others – how they cut costs, paperwork and time out of the cycle by working with you.

If you are good, and persistent, you’ll eventually convert a significant chunk of your customers.

The second way to operate effectively in this situation is to become more deeply involved in the customer’s buying process and influence the creation of the specifications in such a way so as you are the only one who can meet those specifications.  The bid then, becomes superfluous.

Some of you who have been in my programs have heard me tell the story of how I did the most profitable transaction of my life in an account whose policy it was to bid everything to five vendors.

2.  Making a last look unnecessary.

“…if you have some aspect of your product, service or offer that sets you apart from the competitors… then the customer should be happy to do business with you even if you are not the absolute lowest price.”

The whole concept of a “last look” implies that the reason the customer would do business with you is that you are the lowest price of the group of bidders.  While there is a time and place to be the low price, I’d like for you to question whether or not this is how you’d like the customer to think of you.  If you have done a good job in the past for the supplier, if you have become the low-risk supplier, if you have understood the customer’s situation at a deeper level than your competitors, if you have some aspect of your product, service or offer that sets you apart from the competitors, if you have communicated those things in a persuasive way, then the customer should be happy to do business with you even if you are not the absolute lowest price.

In other words, if you have done a good job of selling, then a couple percentage points in the price should have no impact on the deal.

So, rather than try to be the low price, I’d prefer that you do a deeper, better job of selling this account so that you don’t have to be the lowest price. And that means that you have created powerful, trusting relationships with the key people, that you have understood the dynamics of their situation at a deeper and more detailed level than any of your competitors, and that you have fashioned a unique proposal that meets their deeper needs.

When you do that, you don’t need to worry about the last look.

3.  Insuring that you get a last look.

While everything I said above is fine, the reality is that there will still be some situations where you won’t be able to implement those strategies, and are reduced to one option – be the low bidder.

Some of your customers negotiate the business with you, and the last look is, of course, not an issue with them.  Some of them will buy from you because of the good job of selling you did, and the last look, with them, is not an issue.

But you will still probably be left with those who are going to bid and award the business primarily on the basis of price.  It’s that group for which you’d like to have the last look.

How do you do that?  By achieving excellence in the basics:  building powerful, positive business relationships with those key contacts, by understanding their needs in deeper and more detailed ways than any of your competitors, by doing everything you can to assure that your company is highly respected by the customer, and finally, by asking for the opportunity.

What you are really asking for is the preference of the customer.  In other words, where the customer sees no difference between you and the other guy in your offer, he still prefers doing business with you.  This scenario assumes that there is no difference between you and your competitor, and there is no reason for the customer to pay a little more to do business with you.  Your only hope is that the customer will prefer to do business with you, providing you are the lowest price.

Ask yourself why the customer would prefer you.  Create a detailed answer. Then set about becoming the supplier with which your customer would want to do business.  And, continually ask for the opportunity to have a last look.

Remember that getting the last look is the last, least desirable strategy to pursue. While there will always be times and situations where it is your last resort, those times and situations should be minimal.

If these ideas resonate with you, you may want to dig deeper into the concepts expressed above.  Consider the CD’s, “Conquering the Number One Buying Obstacle: Reducing the Risk.” or “Sales Practices to Increase Margins.”

If you are a member of The Sales Resource Center ™, review Cluster CL-1: “Preventing the Price Objection,” and CL-11: “Price Pressures”.  Take the lessons in Pod-16: “Successfully Selling in a Price Sensitive Market,” and Pod-18: “How to Sell Value, Not Price.”

Image owned by Amanda G (cc)

About the Author:

Dave Kahle is one of the world’s leadng sales educators. He’s written nine books, presented in 47 states and seven countries, and has helped enrich tens of thousands of sales people and transform hundreds of sales organizations.  Sign up for his free weekly Ezine, and visit his blog.  For a limited time, receive $547 of free bonuses with the purchase of his latest book, How to Sell Anything to Anyone Anytime.

Copyright MMXI by Dave Kahle

All Rights Reserved.

By Dave Kahle

Having spent most of my adult life in Michigan, I have naturally grown to be a fan of the Detroit professional sports teams.  Basketball is my favorite sport, and I’ve been a Pistons fan since before the Bad Boys.

As you know, the Bad Boys were world champions for a couple of years in the 80’s.  Isaiah Thomas was the leader of the team.  He was at the top of his game — most valuable player on the world championship team.  It doesn’t get any better than that.

During that time, he built a house in Detroit, and added an indoor basketball court.  When asked about it by a local newspaper reporter, he replied that he often woke up in the middle of the night and used the basketball court to practice his free throws.

Imagine that.  The most valuable player of the world championship team practicing the most basic shot in the game in the middle of the night.  Why would he do that?  Probably because he was not a 100 percent free-throw shooter.  No matter how good he was, he knew there was room for improvement, and that he could become better yet.

“Imagine how competent you could become, relative to your competitors, if you regularly spent time, money and effort improving your sales skills!  What an opportunity!”

Dave Kahle

That belief, that you are not as good as you could be, that there is always room for improvement, is one of the marks of the best sales people.

The world is full of mediocre sales people who don’t care enough about their own performance to spend any time or money improving themselves.  My own experience is that only one out of twenty sales people has spent $25 of their own money on their own improvement in the last 12 months.

While that certainly is an indictment of their lack of professionalism, it also represents an incredible opportunity for those who want to excel.  Imagine how competent you could become, relative to your competitors, if you regularly spent time, money and effort improving your sales skills!  What an opportunity!

That’s one reason why the best sales people are the best.  They regularly spend time and money on the pursuit of perfection.  They are the ones who buy the books, listen to the CDs, attend the seminars, and eagerly participate in sales meetings.

Vince Lombardi once said, “We will pursue perfection, knowing that we will never attain it.  But in the striving for perfection, we will catch excellence.”

The best sales people continually pursue perfection, knowing that in the striving for it, they will catch excellence.  And excellence is rewarded by greater competence, greater confidence, and a more robust standard of living.

That’s why it is one of the best practices of the best.

If you’d like to pursue this practice, check out The Sales Resource Center™ where we have over 435 lessons for sales people, all delivered 24/7 over the internet.

Image owned by Neon Tommy (cc)

About the Author:

Dave Kahle is one of the world’s leading sales educators. He’s written nine books, presented in 47 states and seven countries, and has helped enrich tens of thousands of sales people and transform hundreds of sales organizations.  Sign up for his free weekly Ezine, and visit his blog.  For a limited time, receive $547 of free bonuses with the purchase of his latest book, How to Sell Anything to Anyone Anytime.

By Dave Kahle

Q. You have convinced me that spending time face-to-face with customers is the best use of my sales time.  How much of my week should I spend entertaining customers; taking them to lunch, ballgames, etc.?

Building Customer Relationships

A.  Great question.  Let me answer this is two ways.  First, spend as much time as you can interacting with your customers in social settings.  That means that you should try to have lunch with a customer every day.  You should entertain in the evening as often as your family, your boss, your life style and your budget will allow.

Having said that, here’s a second answer.  The issue has more to do with the quality of the time than it does the quantity of time.  You shouldn’t spend social time with a customer just to meet some quantity goal.  It’s not time for the sake of time; it’s time for the sake of some objective.  If, for example, you take the same customer out to lunch every week because the two of you are buddies, that’s not quality time.  If you take people out to lunch or to a ball game, and those people are minor players in an account, having little, if any, influence on the decision, that also is not quality time.

Instead, be thoughtful and strategic about the investment of your time in your customers.  Make a list of all the people who are important decision-makers or influencers in your “A” accounts.  Then, think about which of them do not know you very well.  This is a critical issue.  Remember, it’s less important that you know them, than it is that they know you.  If they feel like they know you and are comfortable with you, you will have significantly advanced the personal relationship and made it easier for them to do business with you.  So, your primary objective in spending social time with a customer is to have them become comfortable with you.  Your secondary objective is to get to know them better.

With that clearly in mind, identify those powerful people in your “A” accounts who should know you better, and try to spend social time with them.

If I found myself free for lunch on Tuesday, for example, I’d start at the top of the list, and invite my number one candidate.  If he/she couldn’t make it, I’d go to number two, and so on.  That way, I was always focusing on those individuals who were most strategically important.

The amount of entertaining by sales people has dwindled significantly in the last decade.  I recall one of my friends, a manufacturer’s rep who sold automotive components in Detroit, had an entertaining budget in excess of $80,000 annually.  And that was twenty years ago.

That sales person who is able to build real personal relationships with his/her customers will succeed where others fail.

While those days of lavish spending are in the past, it is, never-the-less, true that spending social time with a customer can be a powerful sales strategy.  In my days as a field sales person, I would take two or three customers and their spouses out to dinner at Greektown in Detroit, followed by a Tiger game.  My spouse would join me, and we would have six or eight people together for the evening.  We never talked business, but business in those accounts always grew afterward.  It was because they got to know me on a personal basis.  I met their spouses, and they mine.  We came to know one another as real people, not just people playing the role of buyer and seller.  As a result of forging this personal relationship, it was easier for us to do business together.

That is still true today, perhaps even more so.  As more and more business is done electronically, people hunger for the high-touch of personal relationships that has been excluded by high-tech communications.  That sales person who is able to build real personal relationships with his/her customers will succeed where others fail.

We have some resources to help you with this.  You may want to consider the book, “Take Your Sales Performance Up-a-Notch,” or the CD set entitled, “The Essential Secrets of Building Positive Business Relationships”.

If you are a member of The Sales Resource Center ™, consider Cluster CL-15, “Entertaining your customers,” or Pod-2: “Building Positive Business Relationships.”

Image owned by gareth1953 (cc)

About the Author:

Dave Kahle is one of the world’s leadng sales educators. He’s written nine books, presented in 47 states and seven countries, and has helped enrich tens of thousands of sales people and transform hundreds of sales organizations.  Sign up for his free weekly Ezine, and visit his blog.  For a limited time, receive $547 of free bonuses with the purchase of his latest book, How to Sell Anything to Anyone Anytime.

Copyright MMXI by Dave Kahle

All Rights Reserved.

By Dave Kahle

Upselling

Q. How do you make in-roads with a prospect who is happy with another supplier, who is providing a similar product at a lower price?  Product is lower quality, but perceived as the same.

A.  Sounds like a tough nut to crack.  Let’s think about this together.  The first question I have is this:  Is the potential of the account worth the large expenditure of time and effort that it will probably take to make progress in it?

Some accounts just aren’t worth it.  It’s OK to make a cold-blooded business decision not to pursue some accounts and some business.  (Assuming, of course, that your manager agrees.)  The situation you described will take a lot of your time, and your success is certainly not assured.  So, first decide if your time is best invested in this account or some place else.

Let’s assume that you have decided that the potential is worth the time, or that your manager has directed you to hang in there on this account.  Now what?

“Happy with their current supplier,” is the most common thing prospects will say to you.  It doesn’t necessarily mean that.  It could mean that they are too busy to spend time with you, that they don’t know you or your company and have no motivation to get to know you. It’s the catch-all comment that means a thousand different things.

Your job is to find some point of “unhappiness”– what I call “discontent” –  and then leverage that to create some interest in your solution.

Let’s start out with a little review of our own thinking and attitudes.  Your competitor is supplying a product that you think is not as good as yours.  But your customer is happy with it.

In this case, your superior quality is a non-factor.  Who cares?  Evidently, not the customer.  The lower quality product is OK with him.

When we are selling expensive products, this is difficult for us to accept, but when we are in any other aspects of our lives, we understand this position totally. For example, I drive a Mercury, not a Mercedes.  Now I understand that a Mercedes is a higher quality product than a Mercury.  But I don’t care.  I’m not a big car person and I just want something that is comfortable and reliable.  The Mercury fits my needs perfectly.  So, while you can make a case that a Mercedes is a better quality product, the point is that I don’t want it.  So, it’s not a better quality product for me.

This is not difficult to understand.  I suspect that you, too, have not spent the additional money to purchase a better quality automobile than that which you drive.

This customer is like that.  You may have a better and more expensive product, but they are happy with their Chevy.

If you want them to throw out their Chevy and buy your Mercedes, you must find a way to make them unhappy with the Chevy.

So now we are back at the basics once again.  There really is no short cut, 25 words or less magic solution.  You have to do the hard work of sales.  Find the key decision makers and influencers.  Build a relationship such that they trust and respect you.  Dig deep into the account and find some discontent – some gap between what they would like to have and what the Chevy is providing them.

If your product really is better, those portions of your product that are different that what they are using should some how save them money, or reduce their labor, or increase their profits, or make them feel more secure, or …. something.  Your product should bring them some measurable advantage that they are not now receiving.

Your job is to find that gap, and then show how your product fills that gap, and how this customer is going to receive more value than the increase in price of the product is going to cost them.

This is a laborious and time consuming project that might take you the better part of a year.  That’s why you have to make the key decision up front – is this account worth the time and effort?

If you don’t think you can do that, than don’t bother with this account.  Leave your business card, let them know you’d be happy to talk with them if they ever want to do so, and find someplace else to sell your stuff.

Good luck!

We can help you learn to do this better.  Visit The Sales Resource Center ™ and consider Pod-2: Building Positive Business Relationships, Pod-4: Preparing Better Sales Questions, and Pod-6: Persuasive Presentations.

About the Author:

Dave Kahle is one of the world’s leading sales educators. He’s written nine books, presented in 47 states and seven countries, and has helped enrich tens of thousands of sales people and transform hundreds of sales organizations.  Sign up for his free weekly Ezine, and visit his blog.  For a limited time, receive $547 of free bonuses with the purchase of his latest book, How to Sell Anything to Anyone Anytime.

Copyright MMXI by Dave Kahle

All Rights Reserved.

By Dave Kahle

One of the habits often practiced by highly successful people is the habit of regular goal setting. There is a reason for that. Goals compel you to work with discipline and concentration rather than going about your job mindlessly and routinely. Goal setting is a discipline that helps you focus.

This doesn’t mean that you can’t do your job without goals. You can, and many salespeople do. But the discipline of goal setting forces you to think about what you do. It moves you out of the realm of being reactive — doing what other people want you to do — to being proactive — doing what you want to do.

Ours is a world that is more and more full of stuff to do; interesting things, multiple tasks and unlimited opportunities. Over the course of your career, you are going to be presented with thousands of opportunities and literally millions of decisions. If you’re going to maintain your sanity and have any kind of life, you need to focus on the most important of that chorus of possibilities crying out for your attention. That’s what long-term goals help you to do.

Here’s how to go about creating long-term goals.

Goal Setting

1. Select an area in which to concentrate.

Since we are talking about long-term goals — say 10 or more years into the future — you should be working with fundamental aspects of your life.

I often suggest that people think first about these five areas of their lives:

Spiritual
Financial
Career
Relationships (social)
Physical

Pick one area, work on it, and then move on to another area until you have all five fundamental aspects of your life covered with long-term goals.

Daydream

2. Brainstorm (Daydream).

Next, daydream about what you’d like to achieve with respect to that part of your life or job. Kick back, relax, and begin to list on a piece of paper all the things you’d like to accomplish in the area on which you’re focusing. Create a list of your dreams. Don’t edit or judge what you’ve written, rather, just make a long list of your dreams. Keep the time frame in mind. We’re not talking about next month. These are long term, decades ahead, lifetime-ish sorts of dreams.
Nobody else can do this for you because no one really knows your situation and your aspirations better than you do.

Here’s an example. Let’s say that you are thinking about your career, and you’ve begun to daydream about what you’d like to accomplish in that area. You write these things down:

make a lot more money

become one of the top salespeople

advance into management

successfully go into business for myself

become a vice-president of sales somewhere

Prioritize

3. Prioritize.

If you’ve done a good job daydreaming, you probably have a long list of things you’d like to accomplish. Unfortunately, you can’t do everything. You just don’t have enough time and energy to do everything you’d like to do. And, some of your possibilities, your daydreams, may be mutually exclusive. So, you must prioritize and select those things that are most important to you.

There’s no formula for this, other than to think carefully about each of your daydreams, compare them to your situation, and select those that you feel are the most important to you. Remember to apply a dose of realism to this process.

In our example, let’s say that you’ve decided to focus on two career goals:
a. to make a lot more money

b. to move into management

To Do List

4. Specify.

This step requires you to turn your daydreams, which are often pretty vague at this point, into specific, achievable goals.
Let’s take the first of the two examples, “to make a lot more money.” What’s a lot more? After some reflection, you think along these lines: “I made $50,000 last year. But I think I’m potentially a lot better than that. Good salespeople make over six figures in today’s economy. I can be at that level.” Your goal then becomes much more specific when you say, “I will consistently earn an annual income in the range of the best salespeople in the country – at this point, that’s over $100,000 a year.”
Your earlier, vague goal of “making a lot more money” has now been turned into something very specific — “Consistently earning over $100,000 a year.”
This is a key step in the process because the specific detail of the goal is part of what gives it power. If your goals are vague and abstract, they have less power to shape and direct your behavior.
You should now have a piece of paper with your specific, prioritized goals written on it. When you’ve reached that point, you’re ready for the next step.

Focus

5. Refine.

Because the power of a goal is to direct your behavior, it’s very important that you write your goals exactly as you want them to be. You will direct a great deal of your time and effort toward achieving that goal. So, it behooves you to make sure the goal is right.
Once you have created written, specific goals, take a moment to apply some criteria to them. See if they measure up to the following questions. If so, good. If not, rewrite them to meet the criteria.

a.   Are they specific? Does each goal specify, in detail, exactly what you want to accomplish? Can you make it more specific than what it already is?
b.   Are they realistic? Deciding to be elected President of the United States may be a worthwhile goal, but it may not be realistic for you. This is where your daydreams meet reality. Your goals should be a stretch and require you to work hard to accomplish them, but they shouldn’t be so optimistic that you have no realistic chance of achieving them.
c.   Are they measurable? Can somebody else tell whether or not you have achieved your goal? Have you stated it in measurable terms? Back to the example. To make a lot more money may be realistic, but it’s not measurable. What’s “a lot more?” By turning that phrase into a measurable unit, “$100,000,” you have made your goal measurable.
d.   Do they have a specific time frame? Every goal should have a deadline for completion. That helps put power into it. A goal with no deadline has little motivational power. For each goal, specify the date by which the goal will be attained.
e.   Are they worthwhile? You can spend years of your life working to achieve goals that, upon reflection, were not worth it. Don’t let that happen to you. Rather, consider before you commit to it whether or not this goal is worthwhile. Is it a good thing? Will you be proud of accomplishing it after the fact? If so, good. You are now ready to commit to your goal.

At this point, you will have created a set of long-term goals for each of the five fundamental aspects of your life. Good work. You’ll find them to be a major force in helping you focus your life and your energies. Now, place them someplace where you can review them every few months and keep track of your progress.

If you are a subscriber to The Sales Resource Center, check out Pod-53, How to set goals for every area of your life, including sales goals.

About the Author:

Dave Kahle is one of the world’s leading sales educators. He’s written nine books, presented in 47 states and seven countries, and has helped enrich tens of thousands of sales people and transform hundreds of sales organizations.  Sign up for his free weekly Ezine, and visit his blog.  For a limited time, receive $547 of free bonuses with the purchase of his latest book, How to Sell Anything to Anyone Anytime.

All Images available on Flickr under Creative Commons license

By Dave Kahle

Q. How do you know how far to push a sale without overstepping your bounds and threatening the sale and/or the relationship with the customer?

A.  First, let me share with you an idea that may be totally opposite of everything you have heard and believe about this question.  It is OK, every now and then, to overstep your bounds.  That helps you understand where the boundaries are. If you never push it to the limit, you’ll never know where the limit is.  Believe me, far more sales people are held back by their fear of overstepping the boundaries than are guilty of doing so.

Let me illustrate with an example from my selling career.  At one time I sold surgical staplers.  I would approach a surgeon in the surgeon’s lounge of an operating room suite, demonstrate the staplers, and then ask to accompany the surgeon into surgery where I’d talk him through the application of the instruments.  Getting into surgery was the absolute essential step to selling our stuff.

In one hospital, the chief of surgery decided that I was too aggressive in approaching his colleagues, and told the Operating Room Supervisor to keep me out. I was devastated.  When I commiserated with my boss, he said, “Don’t feel bad.  Now you know where the limits are.  If you never step beyond them, you’ll always wonder if you could have done more.”

It’s the same idea as losing some business because your price is too high.  If you never do that, you’ll never know if you could have gotten more.  You have to lose some in order to establish the boundaries.

So, it is OK, every now and then, to overstep your bounds.  But you don’t want to do it too often.

With that as a preface, let’s deal with your question.  How do you know if you’re pushing too much?

As a general rule, your customers will tell you.  Now, they may not say it in so many words, but they will communicate to you via their body language, with what they say and what they don’t say, that you are overstepping your bounds and going too far. You’ll see them become uncomfortable and show it.  You’ll see them be a little irritated, and show that.  You’ll see them become personally affronted, and show that.

They key thing for you to do is be sensitive to the communication you receive from your customer.  Consider the possibility that you may be pushing too much, and sensitize yourself to reading those messages from the customer.

Once again we come up against one of the foundational truths upon which effective, professional sales is built: It is far more important to be a good listener than it is to be a good talker.  The best sales people are great listeners and are especially sensitive to the customer.

Probably a better question to ask is this:  How can I prevent pushing too much?

And the simple answer to that question is “dialogue.”  Dialogue is, according to Webster’s, “an open and frank discussion, as in seeking mutual understanding or harmony.”

If you can regularly engage your customer in an “open and frank” discussion of where the customer is in the sales process, and how the customer views your solution, you’ll be equipped to make thoughtful and sensitive decisions about your next step.

One of the best simple techniques to use to keep an ongoing dialogue going is to simply ask for an agreement following every conversation you have with the customer.  That puts the issue on the table, gives you a continuous reading of where the customer is, and ends every conversation with a mutual agreement.  As long as the customer is agreeing to do something, you are not pushing too hard.

Hope this helps.

To help you develop this key sales skill, consider these learning units in The Sales Resource Center ™:  Pod-19: Characteristics of Super Star Sales People, Pod-36: Achieve Instant Rapport with Anyone, and Nugget N-22; Push Too Far.

About the Author:

Dave Kahle is one of the world’s leading sales educators. He’s written nine books, presented in 47 states and seven countries, and has helped enrich tens of thousands of sales people and transform hundreds of sales organizations.  Sign up for his free weekly Ezine, and visit his blog.  For a limited time, receive $547 of free bonuses with the purchase of his latest book, How to Sell Anything to Anyone Anytime.

Image by storem, on Flickr available under a Creative Commons license

The highly competitive nature of the CRM software sector has software providers searching for ways to differentiate their product from the myriad of options available. While many focus their attention on adding wiz-bang features that often provide little value, one CRM software provider has focused their attention on the product’s usability and access to customer data.  That CRM software provider is Commence Corporation.

Commence is a feature rich CRM solution that is attracting customers away from industry giants Microsoft CRM and Salesforce.com.  While Commence offers several unique features over the competition, what customers find most alluring about Commence CRM is how easy the product is to use.  Commence has paid close attention to the routine functions that individuals in sales, marketing and customer service perform each day and has incorporated this functionality directly into the product’s dashboard or home page.  With Commence CRM, sales and customer service people can conduct the majority of their daily business without ever leaving the dashboard.  This not only reduces the learning curve, but provides customers with an immediate return on their investment.

Commence customers and resellers have commented about  the clean and efficient deign of the dashboard which is cosmetically appealing and so easy to use that employees immediately become comfortable with the product’s navigation and access to customer information.  “Commence CRM is well designed, has an excellent sales workflow process and enables the user to perform numerous tasks with a single click.” says Nigel Park, managing director of TPS Consulting, an IT consulting firm and reseller of Commence CRM.  “Customers who test the product prefer it every time over the competition.”

Commence CRM Dashboard

With Commence CRM the user can read and compose email right within the CRM system, add activities, create a new lead or a new account, add a sales opportunity, a service ticket or a project task right from the product’s dashboard.  You can even access both standard text and graphical reports from the reports tab on the left hand tool bar.  No other CRM system offers this level of access to customer and sales data as easily as Commence CRM.

Outlined below is a comparison of the dashboards of Salesforce.com and Microsoft Dynamics CRM.  You can see for yourself why customers prefer Commence CRM.

Salesforce Dashboard

Microsoft CRM Dashboard

To learn more about Commence CRM and the features that are making Commence one of the most talked about CRM solutions, visit the company’s web site at commence.com or call Commence Sales at 1-877- 266-6362.

By Dave Kahle

Q. I’m one of those salespeople who hasn’t spent $20.00 this year on a book or seminar to improve myself.  I just don’t want to go to the trouble.  I believe that I can learn sufficiently on the job, and I’m tired of going to school.  Should I feel bad?

A.  Now that’s an honest question.  Should you feel bad?  My knee jerk reaction is to say, “of course.”

But, on further reflection, it depends on your approach to your job, and on your aspirations for yourself. First, a definition –  “mastery.”  You achieve “mastery” of any profession when you are in the top 5% of performers in that profession.  Pursuit of mastery is the continuous striving to achieve and then to remain in the top 5% of your profession.

I believe that every serious professional salesperson ought to strive for mastery.  If that applies to you, then you want to become as good as you can become. If you want the greater sense of fulfillment, the greater degree of respect, and the increase in economic status that mastery brings, then, yes, you should feel bad because you are not acting consistently with your aspiration.

I am highly suspect of the idea that you can learn all you need to know “on the job,” particularly in the profession of sales.  The world is full of experienced salespeople who don’t sell well, but think they do.  Somehow, they have not learned “on the job.”

There are a number of reasons for this.  Here is just one: Sales is an isolated job, with no clear standards of performance readily available to the sales person.  Let’s take one of my pet issues:  asking better questions.  Left to your own, how do you know that you did well in asking questions?  You could go merrily on your way, thinking you did an adequate job, when in fact you totally blew it.  How do you know?

That’s the issue.  Unless you get out into the greater community of sales people, and expose yourself to the best practices of your profession, you’ll never know.  Having no idea of what “best” looks like, you have no standard to which to compare yourself.  So, you naturally default to the behavior that is comfortable.

I hate to sound so harsh, but total reliance on “on the job” is most often an excuse that allows mediocrity and lack of accountability.

As a side note, this is why we have created behavioral assessments in The Sale Resource Center, so B2B and distributor sales people can compare themselves to the “best practices,” and create a development plan. We’re not talking about going to school here.  We’re talking about delivering sales development instruction over the internet.

So, from one perspective, I have to say, yes, you should feel bad. You have some wrong ideas.

But it is not an ideal world.  And, realistically, only about 20% of salespeople have such aspirations.  Most are content with the status quo.  Most just want to do their job, go home at the end of the day, and be done with it.  If that’s you, then I guess you are living a life consistent with your values, and that’s OK.

The difference is what you want for yourself and your family.  If you are perfectly content with your situation and your results, if you do not want anything that can be achieved by higher performance, if you don’t want to become something better than you are, then you are perfectly content, and contentment is the enemy of growth.  If you want to be or achieve something that you are not now, that discontentment should lead you to the realization that you must change if you are going to achieve something more. And that realization should stimulate you to invest more heavily in your own development.

I guess, if you are satisfied and content, and want nothing more, that’s OK.  I just don’t want you selling for me.

About the Author:

Dave Kahle is one of the world’s leading sales educators. He’s written nine books, presented in 47 states and seven countries, and has helped enrich tens of thousands of sales people and transform hundreds of sales organizations.  Sign up for his free weekly Ezine, and visit his blog.  For a limited time, receive $547 of free bonuses with the purchase of his latest book, How to Sell Anything to Anyone Anytime.

Image Credit: By Youth Hostel (Own work) [Public domain], via Wikimedia Commons

By Dave Kahle

“You should have an objective for every sales call.” That’s a bit of sage wisdom that we have all heard, probably multiple times, throughout our sales careers. Unfortunately, I disagree.

I believe you should have four objectives for every sales call. Every sales call is an opportunity to accomplish these four things:

1. To connect with the customer more deeply and more intensely than ever before.

2. To learn about the customer in more depth and detail than previously.

3. To present something to the customer that he/she will likely think of value.

4. To gain some agreement on what happens next.

These four goals really reflect the four fundamental competencies of the best sales people. They are exceptional at connecting with the customer, learning about the customer, presenting to the customer and agreeing with the customer.

As a result, they accomplish far more in a sales call than their less disciplined colleagues. Each more effective sales call ads to the total, and they become super stars as a result of excellent execution of each sales call, one after the other.

Every sales call is an opportunity to practice your craft, to improve upon your skills in these foundational areas. As you focus on achieving the four goals of every sales call, you naturally become more and more adept at them, until you achieve excellence. Excellence expresses itself in great sales calls.

I have two rules for planning a sales call: 1) You must plan to do all four things, and 2) You must plan to do each as well as you can, given the constraints of time and the situation.

Visualize a sales call as being organized like a dart target. Imagine the dart sphere being divided into four quarters – each representing one of the four fundamental goals of a sales call. Then, imagine the rings – large on the periphery of the target, but increasingly smaller until they end in a tiny bull’s eye in the middle.

You understand that you have four darts to throw, and each dart that sticks closer to the bull’s eye scores more than those on the outskirts of the target.

So it is with a sales call. You have four goals, and you can achieve each with various degrees of proficiency – i.e. closer to the bull’s eye. For example, you can connect with the customer when you both acknowledge how miserable the weather is outside. On the dart target, that’s the very outer ring of the target, where it doesn’t count very much, if anything. On the other hand, you can share some deep common bond that you discover. That’s a dart that sticks much closer to the bull’s eye.

You see then, that each sales call is an opportunity to accomplish four objectives, and to accomplish each as deeply as possible.

The best understand the power of a sales call, and plan to wring the greatest value they can out of every sales call. This is a way to do it.

To learn more about this best practice, consider my one-hour training seminar: Best Of Dave #1: Target Sales Calls. If you are subscriber to The Sales Resource Center, consider course C-2, The Kahle Way® B2B Selling System, or Pod #1: Target Laser Sharp Sales Calls..

About the Author:

Dave Kahle is one of the world’s leading sales educators. He’s written nine books, presented in 47 states and seven countries, and has helped enrich tens of thousands of sales people and transform hundreds of sales organizations.  Sign up for his free weekly Ezine, and visit his blog.  For a limited time, receive $547 of free bonuses with the purchase of his latest book, How to Sell Anything to Anyone Anytime.

By Dave Kahle

The sales presentation is the ultimate purpose of every sales process, of every sales call, and of every sales system.  The job of the sales person revolves around the point in time when he offers the customer something to buy.

The sales presentation can take a variety of forms.  If you demonstrate a product, for example, that is a sales presentation.  If you use a hard-copy brochure or a CD Rom presentation on your laptop, that is a sales presentation.  If you deliver and detail a sample, that is a sales presentation. If you respond to the customer’s request, and provide a price, deliver a proposal, or submit a bid, each of these are sales presentations.

Without the sales presentation, there can be no sale.  It is, then, the foundational step in the sales process.  Everything that happens before is in preparation for the presentation, and everything that happens afterward is a result of the presentation.

You would think, then, that every sales person is extremely well-trained in the science of making an effective sales presentation.

Alas, that is not the case.  Left to learn on their own, many sales people make the same mistakes over and over again.  Here are the three most commonly made sales presentation mistakes.

1.  Lack of preparation.

In my very first sales position, I had to endure six weeks of  sales training.  In those six weeks, the entire training class had to memorize two four-page sales presentations, and give them to the training class.  We were videoed and critiqued, over and over, for the six weeks.  At the end of that time we were thoroughly prepared to give that sales presentation.

Now that may have been a bit of an overkill, but the point remains:  Preparation is the first step towards an effective sales presentation.

That doesn’t necessarily mean that you memorize the presentation.  But it does mean that you organize it, that you secure and check your collateral (the sample, brochures, price quotes, etc. that form the basis of what you are selling), and that you practice the presentation several times until you are comfortable with it and confident in your ability to deliver it.

Unfortunately, preparation is a discipline that seems to be fading from the routines of many sales people.  The world is full of sales people who either have little respect for their customer’s time, no particular interest in doing their jobs well, or an over-inflated view of their own ad-libbing abilities.  Any of these produces the sense that they don’t need to prepare, that on the spur of the moment, they will come up with the most persuasive things to say, in the most effective manner.

That’s too bad.  Preparation is the first step toward a better sales presentation, and lack of preparation is endemic in the world of sales.

2.  Information purging.

This occurs when a sales person thinks his/her job is to relate everything he/she knows about the product, service or proposal.

I was deeply into a training program wherein we work with six sales people every day for a week.  Sales people role-played various situations, we videoed them, critiqued them, and had them role play again, only better.

We were methodically working through the sales process, and it was time to make the sales presentation.  The class was taught to organize the presentation on the basis of what they learned about the customer in the previous “find out what they want” role play.

One particular sales person never got that message.  He thought a sales presentation was like an oral exam in school.  It was his opportunity to spill everything he knew about the product.  What should have been a 20 minute presentation dragged on and on for 45 minutes.  Even though it was a role play in front of the class, even though it was being video recorded, the person playing the customer began to fall asleep.  The hapless sales person continued on, purging himself of every bit and morsel of related information.  I had to finally step in and put an end to the tedium.

While that may have been a dramatic example of this mistake, it occurs in smaller ways thousands of times a day.  It occurs when sales people feel the need to tell the customer everything they know about the product or service they are presenting, whether the customer cares or is interested in that feature or not.

The problem is greater than just “too much information.” Sales people who do this disrespect the customer, as they don’t take the customer’s interests and requirements into account in the presentation.

As a result, customers are turned off and tuned out, and sales people leave shaking their heads, unable to fathom why the customer didn’t buy all the incredible features of his sales presentation.

3.  Failure to include the customer in the presentation.

This occurs when the sales person thinks that the presentation is all about his product, service or proposal.  The truth is that effective sales presentations are always about two things: the offer, and how it can impact the customer.

When sales people simply talk about their offer, and ignore the second half of the equation, they make one of the most common mistakes.

Customers are far more interested in how the thing being presented impacts them, than they are in the details of the offer.

The sales person may be impressed with all the neat details and features, but that reflects his/her values, not necessarily those of the customer.

The best sales presentations describe the salient features of the offer, and then relate them to how they impact the customer.  Remember “features and benefits”?

This third most common mistake occurs when sales people emphasize the features, and forget the benefits.

If you are guilty of any of these mistakes, or, as a manager, if your sales force is guilty of them, their sales presentations are not as effective as they could be.  You are leaving money on the table.  Fix these mistakes, and watch your sales rise.

About the Author:

Dave Kahle is one of the world’s leading sales educators. He’s written nine books, presented in 47 states and seven countries, and has helped enrich tens of thousands of sales people and transform hundreds of sales organizations.  Sign up for his free weekly Ezine, and visit his blog.  For a limited time, receive $547 of free bonuses with the purchase of his latest book, How to Sell Anything to Anyone Anytime.

By Dave Kahle

A study of the behavioral characteristics of the best sales people was published a few years ago.  One of the not-so-surprising conclusions was this:  The best sales people “listen more constructively” than their more average counterparts.

What does it mean to “listen constructively?”  My wife is a crises counselor, and she talks about listening “empathetically.”  That means that she listens to understand and relate to how people are feeling.  But the study didn’t say great sales people listen “empathetically,” it said they listen “constructively.”

There is a clue to its meaning in the word itself.  Think “constructively = construction = building.”  Listening constructively means to listen for things upon which to build.

Great sale people ask great questions, and then listen more constructively.  They focus intently on what the customer is saying, filter it through the perspective of things “upon which to build.”  So, they build their next question on the braces and beams of the customer’s answer.  As they dig deeper and listen intently, they gather a better picture of the customer’s issues, needs, situation, motivation and concerns.  They form a clearer mental “blue print” of the selling situation, and are able, therefore, to provide a more accurate and appealing solution.

This, of course, flies in the face of a piece of conventional wisdom that proclaims that good sales people are good talkers.  Nothing could be further from the truth.  Good sales people are good listeners, not good talkers.

A study published by RainToday.com, found that 74% of 200 purchasers surveyed at companies nationwide said they would be “much more likely” to buy from a sales person if the seller would simply listen to the prospect.

Imagine that.  Almost three quarters of customers would be more likely to buy if the sales person would just listen!

Listening well — listening constructively — is not a natural skill.  It takes intentionality and dedication to work consistently at it and to become, over time, one of the best listeners.   As in every aspect of sales success, the best decide to become the best, and put in the time and effort it takes to gradually develop the skills that take them to the top.

There are few things more important than listening well.  The best do it better than the average.  That’s why they are the best.

To learn more about this skill, consider my training video, “Improving Your Listening Proficiency.”, or read Chapter 16 of my book, Question Your Way to Sales Success.

If you are a subscriber to The Sales Resource Center, consider taking course C-2: The Kahle Way® B2B Selling System.

About the Author:

Dave Kahle is one of the world’s leading sales educators. He’s written nine books, presented in 47 states and seven countries, and has helped enrich tens of thousands of sales people and transform hundreds of sales organizations.  Sign up for his free weekly Ezine, and visit his blog.  For a limited time, receive $547 of free bonuses with the purchase of his latest book, How to Sell Anything to Anyone Anytime.

Proto Credit: source openclipart license Public Domain Free photos from acobox.com

By Dave Kahle

            Here’s a situation.  You have created a list of 20 highly qualified prospects.  You’ve researched them, and you know that these 20 people hold your prosperity in their hands.  But they don’t know you, have never spoken to you, and aren’t inclined to drop everything and see you. 

            How do you get to see them?

            You can do what everyone else does.  Send them an email.  Maybe leave a voice mail message.  Then be really frustrated that no one calls back.  Or, you can do something a bit different, and much more creative.

            For those highly qualified prospects, think of using a “pre-call touch.”  A pre-call touch is something you deliver to the prospect that says something about you, catches his attention, and makes it more likely that he/she will see you when you call.

            Here are two examples of “pre-call touches” from my most recent book, How to Sell Anything to Anyone Anytime.

            One of my clients was an advertising agency.  They had identified 100 “right people” – the key people in their market and location who held the future of the advertising agency in their hands.  They had accomplished the first step – identifying the right people – with excellence.

            Now, the problem was to move those highly qualified prospects to interact with the agency.  The experienced team knew that those key people with whom they needed to interact were busy and difficult people to see.  They just wouldn’t respond to the normal channels.  So, they came up with this very creative way of engaging with their prospects.

            They sent each of the 100 prospects a box, about the size of a watch box.  It was wrapped in brown paper and contained no return address.  The name and address of the prospect was hand-written in a female hand.  Inside the box was a sugar cube and a small piece of paper, like the size of a fortune cookie message, with the words, “Keep it sweet.”

            That was it.  Nothing else.

            One week later, those same prospects were sent another box, wrapped and addressed in exactly the same fashion.  This time, it contained a lemon with the message, “Don’t let it go sour.”

            Again, nothing else in the box. 

            On the third week, yet another box, wrapped and packaged identically.  This time, the box contained tinsel foil, like that which you use to decorate a Christmas tree.  The message?  “Make it sparkle.”

            Once again, nothing else.

            Week four and yet one more box arrived, identical to the others.  This time there was only one thing inside – a business card from the advertising agency sales person, with a self-stick note stuck to it.  On the note was the hand-written message, “I’ll call you tomorrow for an appointment.”

            Of the 100 people who received that series of deliveries, every single one of them took the call and made the appointment.  The advertising agency, when faced with the difficult task of engaging the prospect, had developed an effective and creative solution.  They gained their prospect’s attention, they captured their interest, and they prompted them to take action – they took the phone call and made the appointment.  In other words, they engaged the right people!

            Here’s another example.  This time, I was on the receiving end of a well done “pre-call touch.”  I was busily typing away on my computer when the FedEx guy walked into my office, put a box down on my desk, and said, “sign here.”  I did.

            You know what you do when you get a personally addressed FedEx delivery  — stop everything and open the box.  That’s what I did.  Inside was a  package of microwave popcorn.  Underneath that was a plastic bottle of Diet Pepsi.  Underneath that was a linen envelope with my name hand written in a female’s script.  I opened the envelope.  Inside was an invitation, personally written in the same script.  It said, “Dave, We have researched your company, and concluded that yours is the kind of company who gains the most from our service.  I’d like to invite you to take 30 minutes and watch a webinar as I introduce what we can do for you.  Enjoy the popcorn and soda, and let me do all the work.  I’ll call you this afternoon to confirm.”

            I thought to myself, “Not bad.  This probably cost them $30.00 to $40.00.  They wouldn’t have invested that money and time in someone who was not a good prospect.  I probably am right for them.  I’ll take the call.”

This sales person could have sent me an email, and I would have deleted it unopened.  She could have left me a voice mail message, and I would not have returned it.  Instead, she chose to deliver something to me that got my attention and made it much more likely that I would accept her phone call.

Clearly, a “pre-call touch” isn’t for every situation, nor every prospect.  For those high potential, qualified prospects, however, it can be the event that opens the door.

I don’t know what you can use as a “pre-call touch.”  A little creative brainstorming on your part could develop just the right delivery.  Don’t give in to the temptation to send a company brochure (yawn), or just a letter.  Break out of the box and think about what you could deliver that would catch the prospect’s attention, say something about you, and make him more likely to take your call.

It can make all the difference. 

About the Author:

Dave Kahle is one of the world’s leading sales educators. He’s written nine books, presented in 47 states and seven countries, and has helped enrich tens of thousands of sales people and transform hundreds of sales organizations.  Sign up for his free weekly Ezine, and visit his blog.  For a limited time, receive $547 of free bonuses with the purchase of his latest book, How to Sell Anything to Anyone Anytime.

Photo Credit: by snowmanradio at en.wikipedia source Wikimedia license GFDL Free images from acobox.com

By Dave Kahle

Q. I wanted to do some sales training last year, but it just wasn’t the right time for it.  We had too many things on our plate.  Looking at our calendar this year, I am coming to the same conclusion.  Am I ever going to have time to do sales training? Will it ever be the right time?

A.  Great question.  Probably the number one reason sales managers don’t provide sales training for their teams is “the timing just isn’t right.”

Why is it that some companies, regardless of the press of the urgent and the demands of the customers, find time to provide regular training and development opportunities for their sales force, and others, in the same industry, just can’t make the time?

The answer really does not lie in the ebb and flow of “things to do.” Nor does it lie in the open spaces of the calendar – if only you could find some empty days, you could slot in a sales training event. The answer does not lie in the world of stuff outside of ourselves that so occupies our time and attention.  Rather, the answer lies inside ourselves and our organizations – in our attitudes, our values and our corporate culture.

Let me lay some ground work with a bit of thinking about effective sales, in general and then circle around to address the question head on.

1.  I think everyone would agree with this statement:  Better sales people sell more than average sales people.

Better sales performance is not a matter of inheriting the best customer, or falling into a lucky deal.  Those things happen occasionally, but year in and year out, the best performing sales people are those who ‘sell better’ than the rest.  They do something, and usually a lot of things, better than their colleagues.  As a result, their customers respond more positively to them, and the sales people post better numbers.  They sell more because they act differently.  Not just differently – but better.

There is a direct relationship between what the sales person does and how much he sells.  Here’s a simple example.  One study found that 74 percent of purchasing agents said they would be “much more likely to buy from a sales person, if that person would just listen.” Doesn’t it follow, then, that those sales people who listen better sell more than those who don’t?  So, if you could help all of your sales people listen better, wouldn’t that result in more sales?  Of course it would. And listening is just one of a number of sales practices that are essential to better sales performance.

That’s my point.  What a sales person does directly and measurably impacts how much a sales person sells. And better sales people, because they do things better, sell more than average sales people.

2.  Most of my readers would also agree with this statement:  Almost every sales person can become better.

One of the things that I have most enjoyed about my career as a sales person has been the fact that I have never yet reached my potential.  I can always do better.  And, frankly, I’m a pretty good sales person.

I’m not perfect yet, even though I have tried to get there my whole life. Rarely does a day go by that I don’t find myself saying, “I should have done this or that better.”  Unfortunately, it is in the nature of sales that one is never as good as he can be.  Vince Lombardi aptly summed up the challenge of continuous improvement in a different area:

We will relentlessly pursue perfection, knowing full well that we will never attain it, because no one is perfect.  But, we will chase perfection, because in the process we will catch excellence.

Put these two paradigms together (#1 & #2 above) and you have a pretty good rationalization for continuous and immediate sales training.  If better sales practices bring in more money, and every sales person can become better, then investing in making them better will bring in more money.

How can you afford the luxury of not improving the practices of your sales team?

3.  But wait, some of you are saying, sales training doesn’t automatically mean better sales practices.

You’re right.  It doesn’t.  But it sure outperforms the alternative of not doing anything and expecting everyone will just automatically improve by trial and error. I’m going to make a radical statement here:  I believe that there is not an exceptional performer in any endeavor who is entirely self-taught (with the once in a generation exception for the occasional savant).  Tiger Woods, for example, has a swing coach.

The more sophisticated and challenging is the endeavor, the more likely that the exceptional performer has had multitude of coaches, mentors and trainers along the way. Sales is an incredibly sophisticated endeavor, where learning on your own can only take you so far.

Everyone who wants to improve, in every endeavor known to mankind, sooner or later puts himself in a situation where he/she learns from a coach, trainer or mentor – someone who has gone before and has a gift of being able to discern and communicate the intricacies and insights of the field. It takes someone outside of ourselves to help us see and realize our real potential.

The dedicated sales person, for example, buys all the books, gets the Ezines, listens to the podcasts, etc.  The sales manager who wants his team to perform well, constantly injects them into learning experiences.  He brings in the videos, distributes good articles, sends them to the seminars, etc.

And, like everything else, there are qualities of sales training.  You can bring in old Tom, for example, who is getting ready to retire and is looking for something less demanding than sales to do. Or, you can employ the local unemployed sales person who always wanted to be a trainer. The world is full of both types.

But, if you are going to invest your sales force’s valuable time and your hard-earned money, I’d recommend you invest it into a safe choice – professionals who have an understanding of how people learn and change, real life successful experience in sales, and years of proven experience in the profession of training.

4.  One more point.  Have you ever stopped to calculate the cost of maintaining the status quo?

Today — just this one day — how many opportunities did your sales people not uncover because they haven’t been trained in how to better uncover opportunities?  How many opportunities did they miss because they have not been trained to listen well?  How many new customers should have been developed this month, but weren’t because your sales people have never been instructed in how to develop a new customer?  How many high-potential customers languish in business-as-usual because your sales people have never been taught how to penetrate large accounts?

Just play around with those numbers and the conclusion will stagger you.  The greatest cost in most companies is one which never makes it on the P&L statement – the cost of opportunities lost, customers not created, and sales not made due to a sales force performing at far less than its potential.

Now that I’ve laid some ground work, let me go back and answer the question.  Is there ever a good time to do sales training?  It depends on your values, your attitude and your culture.

If you believe that your sales people can not become any better, then NO, do not make the time for sales training.

If you are perfectly content with the numbers your sales force is producing, then, NO, do not make the time for sales training.

If you think everyone will improve forever on their own, then NO, there will never be a good time for sales training.

If, on the other hand, you believe that just a small change in the behavior of a sales person can leverage into huge increases in sales and profits, then by all means make the time, as soon as possible.

Is there a good time to do sales training?  That really is the wrong question.  The question you should be asking instead is: How can you justify continuing to bear the costs of a sales team performing at less than optimum?  How can you justify the maintenance of the status quo?

Parenthetically, our Sales Resource Center provides a virtually unlimited number of sales development lessons, delivered to every sales person’s computer, 24/7, for one low monthly fee.

About the Author:

Dave Kahle is one of the world’s leading sales educators. He’s written nine books, presented in 47 states and seven countries, and has helped enrich tens of thousands of sales people and transform hundreds of sales organizations.  Sign up for his free weekly Ezine, and visit his blog.  For a limited time, receive $547 of free bonuses with the purchase of his latest book, How to Sell Anything to Anyone Anytime.

TINTON FALLS, NJ–(Marketwire - April 26, 2010) –  Commence Corporation, a leading provider of Customer Relationship Management software for small to mid-size enterprises, today announced the availability of Commence Lead Scorer, the latest addition to its suite of award-winning CRM solutions. Commence’s lead scoring feature moves beyond traditional CRM programs and enables increased sales effectiveness by targeting high potential customers.

Commence Corporation’s CEO, Larry Caretsky, remarked, “Most companies rely on the expertise of their individual sales representatives to qualify opportunities, which can be inefficient and costly due to a lack of consistency. The amount of time sales teams are spending following up on poorly qualified opportunities may be costing more than most businesses might think. With the addition of our Lead Scorer, companies will receive critical sales intelligence that can support measurable results.”

The Lead Scorer is an automated business process that ranks and scores leads based on a set of pre-defined criteria. The criteria consist of a series of customizable questions that are used to automatically provide a score for each lead based on the responses entered into the system. With a standardized set of qualifiers established by sales management, the process is no longer dependent on the varying experience levels of sales representatives resulting in a high level of consistency.

Combined with Commence’s suite of fully integrated applications for sales, marketing and customer support, the Lead Scorer will give sales teams a laser-sharp focus on the most qualified sales opportunities. By including an automated drip-marketing application that is directly tied to the lead qualification system, the solution nurtures each long-term lead with periodic mailings so the sales team can spend the most time on their most qualified opportunities.

“Commence has a long history of consistently providing added value to our customers. We’re the only CRM that delivers this unique lead scoring functionality at no additional charge to users,” added Caretsky. “By relying on Commence Lead Scorer, companies will shrink their sales cycles and improve their bottom-line results.”

The Commence CRM solution, which may be deployed on-premise or on-demand as a software-as-a-service (SaaS CRM), provides a consolidated system for all customer information, as well as powerful reporting and analytics and support for remote and mobile users. More information about Commence Lead Scorer can be accessed at www.commence.com.

About Commence Corporation
Founded in 1988, Commence develops and delivers a diverse suite of award-winning CRM products that integrate people, processes and technology. Delivered via the popular software-as-a-service (SaaS) model or implemented as on premise licensed software, Commence CRM solutions are used by thousands of companies to streamline sales and customer service front-end business processes. As a result, Commence clients increase workforce productivity, generate positive customer interactions, and reduce cost. More information about Commence can be accessed at Commence.com or at 1-877-COMMENCE.

Click the image above to download the free eBook

TINTON FALLS, N.J. / MMD Newswire/ April 21, 2011 –-  Commence Corporation, a leading provider of Customer Relationship Management (CRM) software for mid-size and small enterprises, has announced the release of a CRM Best Practices E-Book which may be downloaded from the company’s web site at no cost.

Today’s sales environment is characterized by intense competition, strategic sourcing contracts, online purchasing, customer pressure for self-service and an ongoing debate over fee-based services. To thrive in this environment, businesses need more than leading CRM technology to achieve long term growth and many are beginning to look outside their four walls for growth ideas. In an effort to help businesses sell more and sell more effectively, Commence Corporation has developed a compendium of more than 40 Smart Business Practices, culled from interviews with leading executives within high growth companies and building on a comprehensive review of published perspectives on smart selling.

“… the only path to successful selling is to first develop a consistent marketing and sales process…”

Larry Caretsky
Commence Corporation CEO

“Commence Corporation knows that the information technology investments of sales departments are often wasted due to failed implementations and lack of structure,” says Larry Caretsky, president of Commence and author of the e-book. “This study focuses on the keys to successful selling, all of which can be enhanced with the proper application of technology.” Based on the company’s extensive experience, Commence believes that the only path to successful selling is to first develop a consistent marketing and sales process, then utilize these processes in a disciplined manner reinforced by dynamic training and carried forward through effective coaching. Many companies are contemplating adding a centralized sales and marketing database system sometimes called CRM, sales force automation or contact management. The objective of the e-book is to ensure that these initiatives, by whatever name, succeed for sellers and deliver the results promised.

About Commence Corporation:

Commence develops and delivers a diverse suite of award winning CRM software that integrates people, processes and technology. Commence CRM solutions are using throughout the world to streamline sales and customer service front office business processes. Commence is delivered online as a cloud based CRM solution or as a desktop CRM system. For more information about Commence’s web based CRM offerings visit the company’s web site at www.commence.com.

The techniques for marketing and building brand awareness have changed radically in the past decade and the Internet has become one of the most powerful vehicles for introducing new products and services.  The problem with the Internet is that it is becoming more and more like television where people seem to believe that anything they see or read about is true.  Most people are aware of how Internet search engines work:  The companies that are listed in the top three positions have simply paid more than the others, but the consumer does not seem to care. They assume that if you are listed in the top position then you must be the best at what you do.

Customer Relationship Management software is a good example of this. Companies like Microsoft and Salesforce.com are willing to out-bid everyone to hold the top positions, but does this mean they are the best solutions for your business?  What’s interesting about the CRM software sector is that industry experts have indicated that as many as 70% of all CRM systems fail to get implemented or fully utilized.   If this is true, does this mean that the top rated CRM or leading CRM providers have a 70% failure rate?  I can’t say, but it does make one question whether selecting a CRM solution that is top rated on the Google search engine means you have selected the best CRM solution for your business, doesn’t it?

The Formula for CRM Success

The good news for the consumer is that there are a number of very good CRM software programs available from companies that are not listed in the top three search engine positions. One of these companies is Commence Corporation. Commence has been providing CRM software solutions to mid size companies and small enterprises for more than two decades. While the company is not listed in the top three spots, Commence offers perhaps a more compelling statistic: positive customer testimonials and one of the highest success rates for implementation and use of their CRM software.

One of the reasons for this success is that Commence doesn’t just sell CRM software. The company combines the CRM software with a proven implementation plan and a set of CRM “best practices” for sales execution and sales optimization. The implementation plan outlines the company’s responsibilities and those of the customer along with a timeline to ensure the project remains on track.  These CRM best practices have been designed by a team of highly trained sales professionals that help companies create and implement a proven sales methodology resulting in better sales execution while ensuring timely and accurate reporting.

Over the past two decades, Commence Corporation has established a proven track record for helping companies to become a more efficient sales and service organization.  Many of these companies have remained customers for as long as the company has been in business.  This certainly illustrates that the Commence CRM software complemented by its CRM best practices have provided a winning formula for its customers.  Unfortunately, you won’t find this listed on the Google search engine.

Learn more about the Commence CRM product and best practices at www.commence.com or consult with our CRM experts at 1-877- 266-6362.

Smart businesses are now implementing CRM business software to capture, manage and share information about their customers with departments throughout the organization. The objective is to ensure that everyone who interacts with the customer has access to the information they need to effectively do their jobs.

CRM has now become a strategy for customer retention. CRM systems traditionally enable you to capture information about your customers and improve sales execution by helping you manage the sales cycle. More mature CRM systems now incorporate Customer Service functionality that allow you to maintain a complete history of every customer transaction, including what they purchased, when they purchased, the sales representative they purchased from and notes that describe if the transaction and delivery went smoothly. This information is tied to the account or company record thereby providing all authorized staff with a complete 360 degree view of the customer’s purchase history and buying experience. Having this information immediately available to both sales and customer service personnel is vital to providing high quality service because it enables the staff to react quickly if the customer’s experience was not what they expected. In addition, businesses are beginning to utilize this information to separate high profit customers from low profit ones, analyze re-order history and predict future buying patterns and revenue.

Another strategy that is taking shape with CRM is that of providing customer self service. CRM vendors refer to this as a customer portal. The portal enables customers to update their profile, check the status of an order or simply access a knowledgebase of information that is available anytime and anywhere via an internet connection. For companies that operate globally, the customer self service portal has proven to be an efficient vehicle for providing world-class service while reducing the cost associated with maintaining staff around the clock.

While the traditional role of CRM has been clearly focused on contact management and sales force automation, several CRM vendors are taking CRM to the next level with customer service applications that help businesses put the customer first. One of the CRM providers moving in this direction is Commence Corporation. To learn more about Commence, see www.commence.com.

Photo owned by Intersection Consulting (cc)

Building brand recognition and lead generation at one time required a marketing mix of magazine advertisements, article placements, internet advertising, banner ads, public relations, joining industry specific trade groups, and more.  But things have changed and social networking also referred to as viral marketing mixed with search engine optimization, site linking, data mining and bulk e-mail campaigns have become today’s standard for building awareness and attracting new customers.  Mature CRM solutions incorporate marketing software programs and tools to automate many of these processes.  While many small to mid-size firms seem to overlook this critical component of CRM, it is the one area that can have the greatest impact for getting an edge over your competition.

Leading edge companies are also paying close attention to customer retention.  This may be because the cost of attaining new customers is significantly greater than retaining the ones your have.  Smart companies are looking to improve the customer’s buying experience and maximize the lifetime value of their business relationships by providing world class customer service before, during and after the sale.  Many are using CRM software to ensure that everyone within the organization has immediate access to the customer profile including what they purchased, when they purchased, the sales representative responsible for the sale, how the delivery went and if the customer is pleased with the product and the buying experience. This is the type of personalized service that drives customer loyalty.

If you are looking to move past the traditional contact management and sales forecasting stage for your business, this narrows down the selection of top rated quality CRM products and companies.  Commence Corporation has been helping small to mid-size businesses become more effective sales and service organizations.  The company’s award winning software provides the foundation for building brand awareness through automated marketing and lead generation programs while improving sales execution and customer service.  Experienced professionals offer the guidance, coaching, and CRM Best Practices that ensure that Commence customers realize the maximum value from the CRM software features.

What’s perplexing about the CRM software sector is why so many companies that have engaged in the implementation of CRM software programs have failed to realize a return on their investment.  The CRM software industry has matured very rapidly and there are a number of very good products that provide robust functionality, are affordable and relatively easy to use.  There are now CRM products designed for specific market segments such as small business, mid market and enterprise solutions and we are beginning to see an increase in vertically based solutions as well.   In addition, the introduction of web based or on-line CRM programs have made the deployment of these systems easier and less costly than ever before.  Despite all of this, the failure rate for implementation and utilization of CRM software remains one of the highest in the software industry with analysts documenting failure rates higher than 70 percent.  This is almost inexplicable, unless you dig into the reason why.

About a year ago I wrote a CRM white paper comparing the implementation of accounting software with customer relationship management or CRM.  While CRM had an exceptionally high failure rate accounting software did not, so I took the time to look into this a bit further to discover why.  Here is what I learned.  The successful implementation and proper utilization of computer software is traditionally the result of three specific components: mature business processes, professionally trained people, and quality software solutions.

Accounting departments, and the profession for that matter, are quite structured with mature processes that have been defined over the years by the federal government.  The staff traditionally consists of professionally trained people with accounting degrees that understand the principles of accounting and follow the regulatory requirements.  The software programs that automate accounting processes have been around for decades and are quite mature and trusted. The implementation process is also well defined with everyone knowing exactly what is required in order to realize a successful implementation.

The sales department has quite a different pedigree. Most small to mid-size businesses do not have a well defined structure or methodology for managing the sales process.  This means that each sales representative goes about their business their own way, which results in a lack of consistency and inaccurate sales and revenue reporting. The staff is often made up of people from different educational and business backgrounds who more often then not, have had little if any professional sales training.  The systems and the requirements for implementation, while more mature than years ago, are not fully understood by the end user and require management to make decisions about processes and procedures they may not fully understand or are prepared to manage.  The end result of this is a failure rate that simply cannot continue.

In order to address this, companies that are considering the implementation of CRM software need to fully understand the core competency of their staff and take an active role in managing the change that will occur as a result of its implementation.  They need to place the same level of importance to their CRM implementation as they have done with their accounting software.  In many businesses CRM software is looked upon as just something the sales team uses and that nobody else really cares about, yet the sales organization is one of the costliest and most critical components to the success of the business.  In order to ensure the proper implementation and use of CRM software, it is critical to assign an implementation manager that has the backing of senior management and the decision making authority to implement and manage changes in internal policies and procedures.   Then and only then will we begin to see more successful implementations and a return on investment from CRM software.

About the author: Larry Caretsky is the President and CEO of Commence Corporation, a leading provider of web based and on premise CRM software for small to mid-size businesses. Caretsky is considered an expert in the subject of CRM and has written several white papers on the subject. They may be accessed via the company’s web site at www.commence.com. Commence supports several thousand customers in more than 22 countries around the world and has outlets in North and South America, Europe and Asia.

This all changed for me a few years later when I joined Commence Corporation, a provider of Customer Relationship Management software.  At Commence, I was forced to trade in my spiral notebook for a sales automation tool and while I was a bit dubious that a sales automation system would help me, after a few weeks of use I thought I had died and gone to heaven.  I began capturing every customer and prospect interaction from basic telephone calls, quotes and documents I had sent to e-mail correspondence.   I learned to enter follow-up activities on my calendar and set alerts that reminded me to contact people on the dates and times I committed to.  Each day new leads with contact information were dispatched to me electronically and an automated sales methodology helped me to manage each opportunity through a structures sales cycle.  Best of all, with the simple click of a button I had the ability to view a complete 360 degree view of all current and historical information about my customers and prospects.  This was truly unbelievable.   I even learned that I could integrate a Smart Phone so that I could have contact information at my disposal and have also begun to utilize the systems mass e-mail feature to help generate more business.  I had never imagined that I would attain so much value from this tool.

“On a personal level I am more productive than ever.”

The CRM system has impacted me both personally and professionally.  On a personal level I am more productive than ever.  I have access to customer and prospect information anytime and anywhere and I am confident that things are no longer falling through the cracks. On a professional level I have become almost fanatical about the product, which has helped me to serve potential customers more effectively.  I continue to utilize my past experience as a vehicle for delivering a powerful testimonial of how CRM software has helped me better manage the sales cycle and improve sales execution.  It’s a well known fact that prospects are more likely to buy from someone who believes whole heartedly in the product or service they are selling and my newly found enthusiasm for CRM software has enabled me to gain credibility with potential buyers.

As I talk with new prospects each day I understand and appreciate the reluctance they may have in implementing a Customer Relationship Management solution.  I’ve learned that It’s a lot easier to understand their concerns and provide valuable assistance if you have been in a similar position, so I tell my story.  Their interest level grows and often turns into a new sale. If you are considering a CRM system give me a call.  I am confident that I can help you consolidate data, and improve sales execution so that your team and sell more and sell more easily.

About the author: Steve Fischkin is an Account Manager at Commence Corporation, a leading provider of CRM software which can be deployed in a web-based, cloud-computing environment or on premise. For more information about Commence visit www.commence.com or e-mail Steve at sales@commence.com

Commence Corporation has moved beyond traditional Customer Relationship Management software programs that are primarily focused on managing the sales cycle to delivering a solution that enables you to increase the effectiveness of your sales organization and focus on business with the greatest potential. Commence has introduced an automated business process that ranks and scores leads based a set of pre-defined criteria.  The criteria consist of a series of questions that are used to automatically score each lead based on the responses entered into the system.  The questions are completely customizable and users may create as many as required. (See sample below):

Lead Scoring Questions

The lead qualification questions and rating criteria are determined by sales management and ensure that every new opportunity is ranked according to the criteria.  It’s an efficient process that results in a high level of consistency because every opportunity is scored using a standardized set of qualifiers and is no longer dependent on the experience level of the sales representative.

Each lead is then automatically color coded as highly qualified (red), requires additional follow-up (yellow), or not qualified (blue).  (See diagram below)

Lead Qualification

The value here is two-fold:  First, there is no question with regard to where the sales team should be focusing their attention.  The leads coded red are the most qualified opportunities based on the company’s lead qualification criteria and need immediate attention.  Secondly, sales management can quickly view the most qualified opportunities and assist with the process of moving them toward closure.

Part of the Commence value proposition also comes from an integrated marketing application that is directly tied to the lead qualification system.  Yellow and blue coded leads may be placed in an automated drip-marketing program that nurtures each lead with periodic mailings while your team is focused on the most qualified opportunities.

The Commence lead scoring feature provides critical intelligence and has proven to deliver measurable results.  It will ensure that your sales team has a laser-sharp focus on the most qualified sales opportunities.  With the Commence CRM features, you’ll shrink the sales cycle and improve your bottom line results.   I guarantee it.

About the author: Larry Caretsky is the president of Commence Corporation, a leading provider of CRM software which can be deployed in a web-based, cloud-computing environment or on premise. Caretsky is considered an expert in Customer Relationship Management and has written numerous white papers on the subject, which may be accessed via the company’s web site at www.commence.com.

The Role of Technology

The last several years have brought a radical change in the relationship between the customer and business as a whole.  More and more customers are collaborating with businesses and technology is playing a key role in this new collaboration. An increasing percentage of interaction with customers is coming by way of social networks and online communities.  These interactions include suggestions for product improvement, requests for help, information requests and even customers assisting their counterparts directly.  These customer conversations are driving the need for the business to respond in a timely fashion and to also convince potential customers of their ability to adequately address their needs.

This is driving executives to focus more attention on discovering the “favorite” customer or target market and crafting a marketing message that resonates with that target market.  To do this effectively, the business needs to gather and analyze all of the relevant customer data points,  In addition to demographic and geographic data, the business needs to understand why customers are buying their products or services and more importantly, what specific language the “favorite” customer is using to describe the buying experience.

The Changing Customer Role

This calls for the establishment of a close collaborative effort between the business and the customer base.  Sales and any other part of the organization that is in direct contact with the customer needs to listen closely to the conversation in order to hear what the customer is saying.  The data gathered needs to be analyzed so that not only does the business then understand which customers comprise the target market, but also how those customers think and how they communicate.

This effectively achieves two goals.  First, it allows the sales force to be immensely more productive by getting them to concentrate on that part of the general marketplace that has these pre-qualified prospects that have the same profile as the “favorite” customer. Secondly, it gives the marketing side of the business the ability to script a marketing message that resonates with the customer since it uses the information gleaned from the customer and can be written in a language that the customer understands.

Even more importantly, with more customers using online communities and social networks, it is essential that the key phrases that the business uses are the same as the key phrases that the customer uses in their posts on Facebook and LinkedIn or in their tweets on Twitter.  It also allows the business to search engine optimize its web site because the language and the keywords used are the ones the favorite customers are accustomed to.

So now, the business has a marketing message that resonates with the customer.  The sales force has a sales pitch that is geared towards solving the customer pain and is in a language the customer understands.  The customer feels that the business is listening and hearing them and prospects not only find the business, but when engaged by the sales force are easier to bring to a close.

Can current CRM systems play in this arena?

Most current CRM systems are very effective at helping the sales force automate the sales process and manage the sales cycle.  The way they do this is by collecting customer and prospect data that the sales force uses to manage sales campaigns, schedule sales calls and keep the sales cycle moving along.  To meet the new paradigm of target marketing that requires collaboration with our customers, these CRM systems need new functionality.

Commence Corporation is taking a leadership position in this area and understands that the future of customer relationship management will be centered on the collaboration and partnership with customers.  Commence is busy restructuring the data points that their system collects to include the needed demographic and psychographics data that CRM system do not capture today.  Commence is also looking closely at interfacing the product with social media applications so that it can collect and analyze all of the different streams of customer conversations that are currently on the web, then use this information to targeting effective marketing campaigns.

As a result of the economic downturn, many SMBs are struggling to justify the capital outlay to upgrade or implement a new CRM system because of cost and business uncertainty.  To survive in today’s economy, you need to implement a CRM software solution, but you need to do it for the right reasons.  Don’t implement a CRM solution to simply automate the sales process.  Growing your business will require the ability to capture, manage and share vital customer information from several data sources and then use the information to gain a competitive edge.  Select a CRM software provider that offers a platform that can support the customer collaboration that will need to take place in the future.

About the author: Larry Caretsky is the president of Commence Corporation, a leading provider of CRM software, which can be deployed in a web-based, cloud-computing environment or on premise. Caretsky is considered an expert in Customer Relationship Management and has written numerous white papers on the subject, which may be accessed via the company’s web site at www.commence.com.

Tips for selling to the executive level

A lot has changed in the past 24 months.  Companies have been forced to reduce expenditures, place purchases on hold or buy from a competitor that came in with a better deal. But despite increased competition, reduced budgets and a more stringent buying process, decisions are still being made to purchase products and services.  What’s changed is a shift in buying behavior.  Decisions that had been traditionally made by middle management or a committee now require approval by a senior executive.  Most sales people perceive this as a negative and if your team is thinking this way, they may need an attitude adjustment. Here’s why.

Every sales person has experienced how difficult it is to get to the economic buyer. He or she is traditionally buffered by administrators, gatekeepers or committees of people that block your path to the decision maker’s office.  The fact that executive management is now engaged in the decision process is the best thing that has happened to sales people in years. It opens up an incredible opportunity for sales professionals to state their case directly to the person who will be making the decision. Not only does this shorten the sales cycle, but it gives them the opportunity to layout the key selling points of your product or service in terms of ROI, which is how executives think.

The Key to Winning More Deals

Selling to an executive can be intimidating and they will expect a lot from you which means you must sell value.  They will expect you to take the time to understand their challenges and recommend solutions that will significantly impact their business.  Executives look for solutions, not features, and they will respond to sales professionals that can solve their problem.  Here are 4 tips for selling to the executive level:

1. Let the executive do most of the talking – the more you learn about the prospect’s pain points the better you’ll be prepared to recommend a solution.
2. Use examples of how your product or service has addressed similar challenges in the industry. This will demonstrate that you understand the problem and have a solid recommendation or solution.
3. Show enthusiasm – if an executive senses your excitement about addressing their problem they will be much more receptive to working with and buying from you.
4. Be persistent — it will pay off. Executives of small to mid-size businesses are often crisis managers and can be pulled in several directions. Don’t let them off the hook. Once you’re engaged, get to a decision one way or another.

About the author:  Larry Caretsky is the CEO of Commence Corporation , a leading provider of Customer Manager and sales process automation software for small to mid-size businesses. Caretsky has authored several white papers on the subject of sales process management, lead scoring and using CRM software to improve sales execution. For more information see www.commence.com or call 1-877-COMMENCE.

Picking a CRM software vendor is tough. It’s even tougher when you’re part of the small to midsize market, where technology budgets are limited and horror stories of complex, drawn-out CRM projects abound. While the watchword of midmarket CRM buyers was once something akin to the President’s “irrational exuberance,” today it is “caution,” as companies demand solutions that are affordable, easy to implement and easy to use and that deliver a quick return on investment.

“The CRM industry has been plagued by vendors offering overly complex solutions to solve basic business problems. This has resulted in a low adoption rate and failed customer expectations,” says Larry Caretsky, president and CEO of Commence Corporation. “The concern for most businesses today is not a lack of technology, but rather how they can leverage technology to improve their internal processes and, ultimately, their bottom line.”

Caretsky should know. His company has been in business for 22 years and has witnessed all the trends in customer relationship management. And with that kind of experience, Caretsky figured out long ago that rapidly deployable, cost-effective CRM solutions – even when they weren’t in vogue – were the only way for customers to quickly and affordably reap the benefits of their investment.

Commence Corporation has taken a unique approach to meeting the key objectives of most small to midsize businesses – namely, by streamlining internal business processes, improving sales processes and delighting customers. The company starts with the fundamental knowledge that most mid-market customers must first address the problem of data capture, data consolidation and data sharing.

Typically, vital customer information is spread throughout these organizations in contact management software, back office systems and Excel spreadsheets. “Employees spend a significant amount of time trying to determine where or who in the organization has the information they need to address customer inquiries,” says Caretsky. “Management recognizes this problem and realizes that in order to increase sales and become a more efficient sales and service organization they must get the right information into the hands of the right people, at the right time.”

The Commence CRM software does just that. Customer information, captured from multiple channels, is stored in a unified database where it is immediately available to all authorized personnel through two product features: a digital dashboard and a multiview capability. “This enables them to be constantly aware of account activity and take proactive steps to ensure customer satisfaction,” says Caretsky.

At the same time, Commence helps companies increase sales using a sales process template that is built into the system. Preset sales stages allow the sales team to begin classifying new sales opportunities from the beginning. The product also offers sales teams the ability to utilize a structured sales methodology for lead scoring and evaluating each sales opportunity. And it helps make sales reps more productive by providing a tool to automate routine tasks. “It’s like having an administrative assistant working directly for you,” says Caretsky.

Building brand recognition via the use of direct mail and email marketing campaigns is also incorporated in Commence CRM as a component of the marketing software module. By scheduling repetitive marketing campaigns small to mid-size businesses can be assured that their company, product or service is in front of prospective buyers at all times.

“Today’s basis for business growth is the successful management of long-term relationships with customers on a one-to-one level,” says Caretsky. “When the customer becomes the center of your business, customer-centric strategies, processes and technology solutions can unlock the value of these relationships.”

Image Credit: Free images from acobox.com

As an executive of a Customer Relationship Management (CRM) software firm I understand competition.  There are literally hundreds of CRM vendors from contact management software and sales force automation software providers to vertically based CRM providers all pitching their solution as the best, the easiest and the cheapest.  Some make claims that their product is better than ours, others are offering lower prices and some will do almost anything to win business. Yet despite all of this, our sales team is winning more business based on a few simple tips that may help you.

Lets assume for a moment that you have a new qualified opportunity:

• The prospect has a need for your company’s product or service,
• They have a short decision timeframe,
• There is a budget in place,
• You are dealing with a decision maker.

Life is good! Now let’s go and win this business:

Tip 1. Preparation: Schedule a pre-approach appointment for the sole purpose of finding out the critical business issues in advance of your next call or appointment. This is the time to learn about their challenges and show them you are committed to understanding their business requirements and helping to address them. Too many sales people make the mistake of asking questions during their presentation or demonstration, which often frustrates the prospect and reduces the effectiveness of the call.

Tip 2. Research: The prospect has told you their needs, but before you make that next call to schedule your presentation or demonstrate your product, do some research about the company to learn about their specific industry and any critical business issues that affect companies just like theirs.  This will help you to develop a flow for how you wish to present or demonstrate your product or service as an effective solution for their business. It’s also important to remember that any intelligent prospect will know if you have really taken the time to understand their business challenges or not.

Tip 3. The Presentation/Demonstration: Focus on their critical business issues right away with specific examples of how your product or service will address them. That’s what the prospect is interested in and if you wait too long, you run the risk of losing their attention and the potential for their business.

Tip 4. Sell Value but Know When to Stop: You probably have a lot of things about your product or service that will provide additional value to your prospect, but if you have successfully addressed their core business requirements then it’s time to stop selling.  Sales representatives all too often frustrate or irritate prospects by over selling. Your product or service does not have to do twenty different things. It just has to solve one or two critical needs.

Tip 5. Know Your Competition: You know the prospect is shopping around and there is nothing you can do about it — or is there?  Very often there will be a bottleneck in a competitive product that your solution addresses very well, but if you are unaware of this you will lose the opportunity to gain a competitive edge. In the famous book The Art of War, written by Sun Tzu, he states, “know they enemy and you shall not fear the outcome of any battle”.

Outlined below is a brief summary of the article.

Accounting departments are traditionally known for having mature well-documented business processes, perhaps because the federal government requires them. Sales organizations are traditionally void of structure and process, which often results in inaccurate forecast and sales with lower profitability then desired.

Accounting departments have mature people.  This is not to say that sales people are not mature, but accountants are traditionally degreed and well trained on the principles of accounting while sales people often come from different walks of life with different levels of education and sales experience.

Accounting systems have also been around for decades and have a mature set of features that have been designed to address a specific set of rules and guidelines. Sales systems while mature must be flexible enough to support a variety of unique sales functions within multiple sales channels. This often makes these systems overly complex and hard to use.

This brief analysis would indicate that mature business processes, mature people, and mature solutions drive the operational success of your accounting department. If this is indeed true, shouldn’t we be emulating this within our sales organization?

Small to mid-size businesses that have a CRM initiative should make sure that they add the ability to have a flexible sales methodology to their functional criteria list.

CRM vendors like Commence Corporation offer fully integrated solutions for contact management, lead management, sales management as well as consulting services that help businesses deploy proven sales methodologies or create custom programs to match unique selling requirements.  The flexibility of web based solutions like Commence coupled with high level sales expertise can help make your sales organization as efficient as your accounting department.

Commence CRM Home Page

Commence CRM Opportunity Form

A standard approach to pursuing and tracking opportunities is a smart way to assure that all sales activities are aligned with organizational goals and the overall direction of sales management. Consistency also reduces the amount of non-value added sales activities such as drafting letters, writing reports, and having lengthy phone calls to determine what stage is next in a sales opportunity.  Having standard terminology saves time and minimizes confusion.

Sales managers benefit from standardized CRM Sales processes because it is also easier to determine how each salesperson is performing.  Opportunities that are stalled in one stage can be identified and resolved.  Salespeople benefit from standardization because they waste less time determining what information is missing and what the next step should be in the workflow. Sales appointments become more productive because they are only conducted when qualified as part of a planned sequence of events.

The high level steps to implement a sales process are:

1. Document your sales process
2. Design your implementation
3. Train your sales team
4. Support the implementation

Some companies adopt branded systems such as Sandler, Solution Selling, Dale Carnegie or others.  Others develop their own systems with distinct terminology; perhaps a hybrid of popular systems or a mix of the techniques used by the company’s most successful sales performers.

A standard sales process allows companies to more easily analyze events and make sense of trends. As a regional sales manager at a mid-sized organization observed, “The only way to discover what’s working and what’s not is to measure the individual steps of the sales process.  If you know the percentages of prospects that proceed through each stage of the process, you accurately predict how many sales will close in the future, based upon the current pipeline.  You can also compare the performance of team members and take appropriate action, like additional coaching, in order to ensure that the team remains productive.”

Applying Best Practices to Sales

Most organizations are not strangers to processes, systems, and re-engineering.  For example, in the manufacturing industry, plants and warehouses couldn’t operate profitably without them and no business manager would let accounting and purchasing departments improvise. The more complex the task, it’s more likely that the effective principles and processeses for successfully completing that task have been defined and codified.  In other words, much of the business world is already highly process-driven, systematized, and automated.

Yet, oftentimes, the sales department hasn’t been automated.  For example, in a recent study of distributor respondents, eighty-eight percent indicated that they do not have a documented, formal sales process.  Given that sales is fundamental and represents a large expense item, it was quite surprising that written sales processes were non-existent for the majority of the study participants.  Without such a document to provide a consistent road map, executives have no choice but to depend on the creativity, work ethic and luck of individual sales reps and their managers.

Organizations without a documented sales process often exhibit several common symptoms, such as a disconnected and manual approach to selling and a lengthy cycle time to find prospects, get quotes out the door, and close orders.  This may in turn lead to irritated prospects, who expect a rapid response to their inquiries or request for a proposal. .  In addition, top sales employees may become annoyed.  They want to sell, not figure out the best way to put prospects in the pipeline, create quotes, enter orders   and track shipments delivered. Other symptoms of process deficiencies include abundant and costly errors, evidenced by expedited orders and high volumes of returns, and inadequate margin on too many quotes, resulting in deflated profitability.  This may lead to stagnant sales from the most important customers and cause engineering and other departments to be pulled into disarray when the sales team gets a request for proposal or learns about a bid opportunity.

If this sounds familiar, you’re not alone.  Many executives voice issues similar to these, yet the remedy seems to be incredibly difficult.  Sales teams are often extremely autonomous, and management struggles to avoid “big brother” accusations and micromanaging.  Despite these legitimate concerns, it is not that difficult to successfully implement a standard sales process.

When reviewing the various sales methodologies and processes available, make sure your final selection is repeatable, predictable, and scalable.  What you want is a sales process that is simply enough that, over time, it will become second nature to the sales staff. Also, make sure that it isn’t too complicated, or the sales team will not use it.

The elements of a sales process typically include:

• a common vocabulary for describing the activities involved in selling
• clearly defined stages of selling
• an agreed upon checklist of what it takes to move from one stage to the next
• consistent guidelines for information to be gathered and given at each stage
• clear expectations for how long each sales stage should take
• concise definition of suggested next actions

When smart organizations are designing a sales process implementation, they focus on change management, not sales training.  By implementing a formalized sales process, businesses are fundamentally changing the way people do their jobs on a daily basis.  There will be natural resistance.  To develop a change management plan, make sure you can answer the following questions:

• What motivation do sales people have to use the new system?
• What potential barriers are there to implementation?
• How can I overcome those barriers?
• How will I know if the implementation is successful?
• What should I expect during the transition?
• Who can people go to if they have questions?

Follow the Leader

One of the best ways to make sure implementations “stick” is to have the management involved.  One recent study found that when sales training is reinforced by management, the sales skills taught during training produced a 15% permanent increase in productivity.

Management needs to be involved in more than a cosmetic fashion.  A senior member of the management team needs to attend the training, and this same manager should inspect the sales activities for a period of time to make sure they continuously are consistent with the new sales introduced during the training.

At the end of the day, the challenge with adopting a new sales process is getting everyone to follow it.  Sales management must lead by example in sales meetings and on sales calls.  An automated workflow reinforced by a CRM system that quickly prompts a salesperson to enter required information before moving to the next sales stage is invaluable. Standard reports and online visibility into the sales pipeline can help monitor the progress of opportunities over time so that both the salesperson and the sales manager can spot when an opportunity is stalled.

As one sales leader summed up his company’s recipe for success: “Our company can’t grow consistently unless the sales process is repeatable, not arbitrary.  For us, it is a condition of employment – you have to embrace the standards, follow the processes and use the CRM system.”

About Commence Corporation: Founded in 1988, Commence develops and delivers a diverse suite of award winning CRM software that integrates people, processes and technology.  Available on-premise or online, Commence CRM solutions are utilized by several thousand businesses to streamline sales and customer service front office business processes.  As a result, Commence clients increase workforce productivity, generate positive customer interactions and reduce operational cost.

TINTON FALLS, N.J., (October 15, 2009) – Commence Corporation, a leading provider of customer relationship management (CRM) software solutions, today announced that it is extending its managed services offering to existing desktop customers and offering a complimentary software upgrade with its new hosting service.

“Today’s economic crisis has created an environment whereby companies are finding it difficult to upgrade and maintain their own IT infrastructure,” said Larry Caretsky, president of Commence Corporation. “Some have been forced to reduce their IT staff, making the management of their systems even more challenging. As a result, these businesses may now be working with older, fragile hardware or unsupported software and they are rightfully concerned about the impact this will have on their business.”

Commence Corporation has created a unique Managed Service designed to address this business challenge for existing customers.  The service places the role of managing and maintaining the Commence Server hardware and software with Commence Corporation.  It provides customers with the use of state-of-the-art high-speed server hardware at Commence Corporation’s data center as well as 24/7 management of the system by trained engineers. Customers are also entitled to a free software upgrade and continued upgrades for as long as they remain on the service. This ensures that they are always working with the highest quality server hardware and the latest version of the software.

Abhijit Joshi, president of White Hedge Inc., recently switched over to the service and is pleased with the outcome.  “As a small company I did not have the resources to purchase the equipment and staff necessary to manage and maintain my Commence system,” said Joshi.  “In addition, keeping up with the latest product releases became difficult.  By outsourcing this function to Commence I freed up time and resources to dedicate to growing my business while Commence manages and maintains the hardware and software.”

Joshi, is not alone, several dozen new companies are already utilizing Commence’s managed service. For more information contact Commence sales at 1-877 – COMMENCE.

More About Commence Corporation

Founded in 1988, Commence develops and delivers a diverse suite of award-winning CRM products that integrate people, processes and technology. Delivered via the popular software-as-a-service (SaaS) model or implemented as on premised licensed software, Commence CRM solutions are used by thousands of companies to streamline sales and customer service front end business processes.  As a result, Commence clients increase workforce productivity, generate positive customer interactions, and reduce cost. More information about Commence can be accessed at www.commence.com.

For many people, buying a home is one of the more stressful life events. From packing up belongings and getting financing, to working with real estate agents, property inspectors and title officers; the process can be daunting. For real estate professionals, keeping everything running smoothly means managing every aspect of contract to closing.

To improve the customer experience and provide the highest quality escrow and title services, Bellevue, Washington-based The Talon Group supports their business processes with Commence Desktop Customer Relationship Management (CRM) software. By choosing Commence’s CRM system, the company has gained a centralized solution for managing data. As a result, The Talon Group is better able to standardize processes, efficiently communicate with customers, improve productivity and support their mission to “build customers for life.”

Founded in 2003, The Talon Group, a division of First American Corporation, works with individual clients in the real estate and lending business and maintains a strong commitment to providing the highest quality escrow and title services in Washington. It offers residential services; commercial services, including commercial title insurance and endorsement coverage, commercial closing and escrow, online transaction management. The company employs nearly 100 people across its nine offices in the Puget Sound area.

Like other title and escrow companies, The Talon Group provides the insurance for the title component and ensures there are no liens, encumbrances or easements on a property. They also act as an ‘honest broker” in the transaction by taking the place of a real estate attorney and getting all parties to sign pertinent documents. They also hold the responsibility to redistribute them appropriately.

“One of our key challenges is getting information spread around the company quickly,” said Cliff Treat, vice president, The Talon Group Escrow and Title Services. “Our workflow is based on events so it is imperative to have robust communication between the administrative staff, real estate agents, loan officers, and home buyers to ensure we are efficient in our processes and responsive to our customers.”

With an eye on efficiency and a desire to fully utilize the Web to interact with customers and field agents, the company incorporated Commence CRM into their business model. Commence Corporation’s “best in class” CRM software   offers a comprehensive suite of applications for business contact management, sales and sales force automation, marketing, campaign management, lead management, project management, customer support and analytics.

One benefit of the system is that it allows The Talon Group to automate and streamline processes such as payoff information. A property may require a payoff on taxes, homeowner dues or waste removal fees. By having the Commence system in place, administrative staff is able to view and manage multiple properties that require payoffs on a single screen.

“When we get a transaction on a property we go to the applicable county or city and ask for the payoff information,” explained Treat. “Through the system we are able to funnel that work to one person. Instead of having an individual call for one payoff and waiting on the phone for 15 minutes for information on one house, they are able to request information for 20 properties. It’s created a streamlined process that helps improve our efficiency.”

By being able to share and access information quickly and efficiently, the company is able to proactively manage their business and ensure they deliver high quality  service to their customers. A copy of the database is available on all employee desktops and if someone makes a change, everyone in the company is able to see.   Commence enables them to get the most up-to-date information immediately.

Another benefit of the solution is automatic alerts that improve event management. For example, when an assistant enters the date she receives a property title, an email is sent to the appropriate agent alerting them to the title availability. Instead of requiring the assistant to manually manage the process, actions are automated through the system ensuring optimal workflow. The system also “flags” potential issues which enables management to proactively address them.

Company sales professionals rely on the system for campaign management and customer communications. Through the Web site, they can send fliers for new listings and see role-based applicable activity. Home buyers are able to view pertinent information via a dashboard on the Web site. Every agent and loan officer also receives an automated summary on transaction activity for accounts they maintain. This is delivered daily to their inbox rather than requiring them to visit the Web site for updated activity.

“The HTML email with summary information is helpful because they don’t have to chase information,” said Treat. “During this last refinancing boom it was hard to get in touch with anyone due to the accelerated level of activity. Using the Commence system, agents and loan officers receive the most current information, which enables them to efficiently complete tasks and get their job done.”

The Commence solution also empowers The Talon Group to respond quickly to new opportunities in the market. Like other businesses, they are using social media such as Facebook and Twitter to communicate company news and interact with customers. Sales success is fueled by conversation and the Commence system makes it possible for sales professionals to efficiently use new media to disseminate information. They are also using the system to populate the company newsletter that is sent directly to clients and customers.

“What Commence enables us to have is have consistency of message,” added Treat. “No matter where you look – whether it’s via our newsletter, on Twitter, or a personal communication from a salesperson – the message is the same. And, because we can automatically make things happen based on events, it enables us to get to a place where we do things the same every time. When we set up an escrow and title for an agent, the communications happen the same way without requiring someone to remember to take a particular action.”

While the solution is designed for small to mid-size businesses, it has been able to support the company’s growth and serves as a centralized repository for nearly one million documents. Title and escrow companies are required to store information for seven years and through the system, The Talon Group is able to save everything from client notes and transaction details to email communications.

“The solution has done well expanding and enables us to produce discovery material when needed during legal situations,” said Treat. “We’ve prevented from paying out a lot of money because we have the entire history of events. It’s helped us because everything is documented.”

Most importantly, the solution has enabled The Talon Group to support their mission of building customers for life. When an agent sells a home, the system automatically creates communication points at the one month, six month and two year anniversary to support additional interaction with customers.

“The Commence solution allows us to support our ‘customer for life’ by enabling us to stay in constant communication with our customers,” said Treat. “In the 14 years I’ve been involved with Commence, it’s proven to be a reliable solution that has given us a fail safe way to manage all our data and be proactive and efficient in managing our customer relations.”

Commence Corporation, a leading provider of customer  relationship management (CRM  ) software solutions designed specifically for small- to mid-size businesses, today announced enhancements to its reports  library in the newest version of its software-as-a-service (SaaS) CRM solution, Commence OnDemand.

“While most CRM solutions offer report writing capabilities, the small- to mid-size business sector often under utilizes this capability simply because they do not have the time or resources to design the reports. With Commence OnDemand, users can view pre-built reports immediately with a simple click of the mouse. Sales and marketing management, for example, can easily access strategic reports such as a 30-, 60-, 90-day forecast, sales activity by sales rep or customer account or marketing campaign analysis. Customer service can review the number of open support tickets, who is handling them and how long they have been open,” commented Larry Caretsky, Commence’s CEO. “For many of the reports, users can choose between text-based or graphic formats.”

With capabilities that rival many enterprise-level solutions, Commence OnDemand provides a central database for capturing, managing and sharing vital customer information. Its customizable, modular design allows users to select applications from a comprehensive suite of business functions, including contact management, lead management, activity management, sales force automation, marketing and campaign management, quoting, project management, and customer service. A flexible, Web-based hosted solution, Commence OnDemand provides automatic updates and enhancements and seamlessly integrates with both PC and Mac operating systems.

The enhanced reports library is available immediately to Commence OnDemand customers. More information about Commence OnDemand can be accessed at www.commence.com.

A key challenge for companies with multiple divisions spread across many locations is collaboration, especially when it comes to business-critical information. At Southern Petroleum Laboratories (SPL Inc.), a leader in the petroleum and environmental testing industry, customer information was stored in many disparate databases. As a result, sales and operations professionals were duplicating efforts and lacked insight into customer successes and service issues. To address this, SPL implemented Commence CRM from Tinton Falls, N.J.-based Commence Corporation in the fall of 2005 to improve information management. The company experienced a 114% growth in sales within the first 90 days and has been able to sustain that growth despite a chaotic economy.

Founded in 1944 and headquartered in Houston, Texas, SPL Inc., was one of the first major suppliers to service the petrochemical, refining, pipeline and retail markets with environmental testing services. Over the years, it has expanded its service to all major industry, key government sectors, and their suppliers and consultants and proven itself as a sustained leader in the industry. SPL’s hydrocarbon services, the top supplier in this market sector, include testing of refinery gasses, sulfur compounds, petroleum fingerprinting, and forensic analysis. SPL field services include liquid and gas measurement accounting, fabrications, allocations and consulting services.

The company operates five divisions – environmental lab, hydrocarbon lab and field, fabrication, audits and loss control, and allocation and oil and gas accounting – and in many cases calls on the same customers for different products and services. The sales and operations groups had a CRM application, but it wasn’t a synchronized system so each representative managed their own database. Without a central repository for information there was no consistency or commonality in effort across the company.

“We had people in the same division with different databases of information and it was redundant and sometimes conflicting,” said Randall Ritch, senior product manager/client services focal point, SPL, Inc., Hydrocarbon division. “As a result, we were in the dark about which were our best customers, recent activities or any caveats to a new sales effort.”

Realizing a centralized CRM database would offer efficiency gains and increase sales effectiveness, and having worked with the Commence solution at two prior companies, Ritch implemented it at SPL.

“Because of all the disparate databases, it was a very large undertaking,” he said. “That said, I was confident the solution would help increase sales. Within the first 90 days, just by having good information management, we were able to generate nearly $100,000 gross monthly income in the Hydrocarbon department. That’s because Commence made it possible for everyone, regardless of department, to see what the other has done in terms of recent proposals, customer service issues or sales success.”

Commence Corporation’s “best in class” CRM software offers a comprehensive suite of applications for business contact management, sales and sales force automation, marketing, campaign management, lead management, project management, customer support and analytics. The solution is delivered on demand as a managed service hosted over the Internet.

“We chose a Software-as-a-Service solution based on the reliability and cost,” said Ritch. “If there are upgrades or maintenance to the application, it is handled by Commence and the support we get as a hosted client is endless.”

With the solution in place, SPL is able to use data to drive better decisions as well as leverage their brand as an industry leader to customers. It has also enabled the sales departments to combine efforts and increase efficiencies, eliminate redundant effort, and save money in the process. Among others, one way in which it has improved processes is by ensuring tight collaboration.

“We encountered a situation where our environmental department had an unresolved issue with a client and the hydrocarbon group had a past due invoice for the same account,” said Ritch. “We were able to investigate the history with the client and learn about the issue prior to approaching them for payment. When we saw the documentation that noted the issue was resolved, we were able to approach the client and get the invoice paid. The Commence solution enabled us to work collaboratively and make a responsible decision from a sales, marketing and reputation perspective.”

Along with better customer service, the solution also helps streamline SPL’s proposal process. A key component to success is ensuring proposals are submitted to clients and that timely follow up ensues. Sales cycles vary from as little as one day to as long as 18 months. To further increase efficiencies, SPL has integrated the Commence system with QuoteWerks sales quotation software. Together the two applications have allowed the hydrocarbon division to generate thousands of quotes and close nearly 80 percent of them.

“Commence is the repository for all the contact information and QuoteWerks is the repository for the products and services that we sell,” explained Ritch. “A core competency of Commence is the management of time sensitive information. QuoteWerks enables us to keep track of how many products we’ve sold and our profit margins. It’s a perfect marriage between the two solutions.”

By having this improved process in place, SPL has become more profitable and had its highest sales revenue year at the close of this past fiscal year. Another way the solution is impacting the business is it is serving as impetus to support the company’s brand management strategy.

“Instead of giving the appearance that we are a bunch of little companies, Commence enables us to be consistent in service and demonstrate the cohesiveness of our organization,” said Ritch. “It allows all our offices around the country to have access to the same up-to-date information and we produce a consistent response to every inquiry that comes into the company regardless of what division receives it.

“It’s a very reliable solution that I’ve been using since 1994,” he concluded. “I have never had a corrupt database error and I haven’t had that type of success with any application. We have been able to demonstrate our effectiveness using the solution and generate more sales than we ever did in the previous 17 years without the use of this application.”