NZ Sales Manager

AUGUST 2012 Issue 63

NZ SALES

Selecting & implementing your CRM Get rejected more often!

Is Sales Management for you?

Price increases? Don’t be sorry!

NZ’s e-mag for sales leaders

CONTENTS 6

THIS WEEK'S MUST READ

Selecting and implementing your CRM Seven key steps

11

Get rejected more often Selling more and earning more

14

TWO MINUTE TOP-UP Is Sales Management for you?

10 questions to ask yourself

15

Resource corner Sales Growth

18

Quick Fix It’s not what you sell, it’s how you sell.

Price increases – don’t be sorry

www.nzsalesmanager.co.nz / 2

19

CALENDAR

22

THE CLOSE

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ABOUT / Short and sharp, New Zealand

from THe edITor

Sales Manager is a free e-magazine delivering thought provoking and enlightening articles, and industry news and information to forwardthinking sales managers, business owners and sales professionals.

EDITOR / Paul Newsom

Now the Olympics have finished

or later you will be found out,

ART DIRECTOR / Jodi Olsson

it’s good to draw on the inspiration

possibly after you have just won.

GRAPHIC DESIGNER / Sevim Dogru

of watching competition, reflect on what we can all learn, and catch up on some sleep! There are many parallels between sport and business, and it is worth taking a moment to reflect on what you saw at the Olympics, and how you might improve your chances of success.

Here are a few pointers that come to mind:

We all have bad days on the track or field, but did we give it our best shot anyway? Some days are just not our day. Do we have what it takes to learn when we lose, and bounce back tomorrow.

really having fun, whether they win or lose. Sure they have more fun when they win, but they are

Do you set a goal, and how much

are quick to congratulate those

do you want to win, or achieve that

around them who do well. Who is

goal? Are you hungry for success?

this person in your office? They will

Sullivan and Cohen were.

be a great member of the team.

vital. If you break the rules, sooner

CONTENT ENQUIRIES / Phone Paul on 04 586 4733 or email pauln@nzsalesmanager.co.nz ADVERTISING ENQUIRIES / Phone Alastair on 09 551 0607 or email alastairn@espiremedia.com

Some athletes look like they are

passionate about their sport and

Ethics in sport and business are

GROUP EDITOR / Trudi Caffell

ADDRESS / NZ Sales Manager, C/- Espire Media, PO Box 99758, Newmarket, Auckland 1151, NZ WEBSITE / nzsalesmanager.co.nz

ISSN 2230-4762

Happy Selling paul

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MUST READ

Selecting & implementing your CRM Seven key steps

F

By Tim Risbrook

or more than 20 years Customer Relationship

are equal! There are still a relatively large

Management (CRM) systems have been

percentage of businesses that struggle to

helping businesses create more revenue by

implement CRM effectively and surprisingly there

producing high quality leads, giving the sales team a

are also still many businesses that don’t have

tool that helps them do more business and knowing

CRM. They exist on a poor diet of outlook, excel

more about customer needs. For any business

spreadsheets and brain capacity. The following

‘Competitive Advantage’ is superior understanding

article is designed to assist those organisations

of the customer and CRM helps organisations

looking to implement CRM and is based on

achieve this goal. CRM is generally now established

personal experience and observations gained

as a key component of a successful business,

from running sales teams and implementing CRM

however not all CRM implementations

software for clients over the last 12 years.

www.nzsalesmanager.co.nz / 6

MUST READ

CLEARLY DEFINE WHY YOU NEED CRM Why do you need CRM? This is a critical question and answers might include:

to want to know that the money invested has been successful so being able to prove that the project has been net positive is crucial. Note that these are strategic goals and not specific tactics.

•

To sell more(e.g. generate more leads)

•

To build a database asset for the business

•

To retain the IP in the business and not the sales

staff heads

•

To provide better service

these people?

•

To build a better sales methodology

a) Executive team: Normally organisations that do

•

To enhance team collaboration across

well with CRM implementations are those that lead

marketing, sales and service

by example. Get the key stakeholders (e.g. sales

•

To build process and automation across the

organisation

GET BUY IN People are a key component for success and getting buy in from the right people is crucial. Who are

director) actually using the software. If they are seen using it there is a good chance that the sales team will follow. Ensure that the management team are

Whatever your rationale, it’s important to be specific

fully behind the CRM project , that communication

about what you might want out of an investment

with the team is transparent and that project goals

in CRM. Your business sponsor (your boss) is likely

are agreed by the team as a whole.

Give yourself a time period over which to measure the success of the new CRM project and use the CRMs reporting functionality to achieve this. If you find that success isn’t immediate, don’t give up. Dig and investigate to find out why things aren’t working and then adjust where necessary. b) IT team: This is an interesting element to

project team. Make sure that their perspectives and

any software implementation. Does IT lead the

ideas are included in the project brief and ask them

business or does business lead IT? In my experience

to lead by example with the other team members.

this doesn’t really matter. Getting the IT team on board and committing to supporting the project is important. Even with cloud based technologies

BE CLEAR ABOUT YOUR SPECIFIC

such as SugarCRM and Salesforce.com there is still

REQUIREMENTS

a need for IT support, although this is significantly less than for the more traditional on premise CRM implementations. c) Actual users: Engage with the actual users early and if possible make some of them part of the

Focussing specifically on the business issues that you are trying to solve will be of value.

Examples include:

•

I need better visibility of what the team are up to 7 / www.nzsalesmanager.co.nz

MUST READ

TAKE INTO ACCOUNT THE EXISTING SYSTEMS

•

I am finding it hard to accurately predict the

revenue forecast

•

Marketing and sales don’t seem to be

for a long time and there will be a lot of useful data

working in harmony

that may be worth putting into the CRM system.

•

There is not enough cold calling

Examples might include product history, revenue and

•

Its hard to measure account based KPIs

•

Leads seem to slipping through the cracks

allows your sales staff to add value to your customers.

•

Debt collection is hard to do

Without it they are blind! However, some existing

Your existing systems have probably been operational

gross profit figures, 30/60/90 day debt statuses, case/ service history etc. All of this information and more

Make an attempt to document these issues and work out what the potential financial benefits of solving them might be!

Focus on value to the organisation and value to the customer.

Surprisingly you will find that these are both strongly linked.

These issues then form the basis for the business requirements that the software vendors are likely to quote for. systems may well be hard to access and even harder

(both fixed and mobile) there is no excuse to not

to integrate with so make sure you do your homework

consider cloud. Also if you are interested in being

properly. Note also that most transactional financial

able to control how the CRM system behaves then

systems are capable of exporting excel CSV data and

many cloud systems will let you easily make changes

this can often be pushed into the CRM system on a

to the database structure. This includes adding fields,

daily basis without any need for complex real time

creating objects, changing workflow etc. However

integration.

having said that if you go cloud you are going to need to consider how to integrate (real time or batched)

CLOUD OR ON PREMISE?

with the on premise systems that currently exist.

Again this is where buy in from the IT team will assist.

This is a theoretical question but quite an important one. There will be pros and cons for both however it’s likely that cloud will be easier, cheaper and quicker.

START SMALL, NOT BIG

With cloud the whole headache of maintaining

Change management is generally underestimated

hardware, software versions and IT support staff has

with the roll out of CRM and throwing too many

disappeared. As a sales manager this is a whole set of

functions at a business user can lead to failure. Instead

worries that you can probably do without. Software

my suggestion is that you focus on developing a

in the cloud is usually more secure than software held

strategy to phase in features and functionality. If you

locally and now that internet access is so ubiquitous

have some quick successes it’s then going to be much

www.nzsalesmanager.co.nz / 8

MUST READ

easier to roll out enhancements and it also keeps the

•

Are you tracking the number of leads

users interested! Crawl, walk and then run, not the

generated, or the number of qualified leads

other way around!

passed to the sales team?

•

Are you tracking the growth of sales

opportunities or the opportunity conversion

rate? Which one is more important?

requires a significant commitment particularly from

•

Are you tracking the cost per lead or the cost

the sales team, it is crucial to:

per sale opportunity?

Establish the means of measuring your progress on

•

Are you measuring leads per campaign or

CRM initiatives.

ranking campaign effectiveness

Establish accepted measures of success and metrics

among all campaigns?

•

Are you tracking outstanding opportunities or

the opportunity to order conversion rate?

•

Are you tracking how long opportunities stay in

‘stalled mode’

•

Are you tracking the activities that advance

the sales cycle?

MEASURE SUCCESS Because implementing CRM is time-consuming and

that can be applied to all of your CRM initiatives.

Apply these metrics on an ongoing basis to ensure continued funding of your CRM initiatives.

When trying to decide what metrics are most important, you need to identify those metrics that most directly impact the most important strategic objectives. These might include KPIs such as:

In summary CRM projects are challenging and fun. The key element of any CRM roll out is to know why you are making the change and what specific issues you are trying to solve.

Once this has been understood by you and the management team the project will become much clearer!

Tim Risbrook specialises in the implementation and support of Cloud Based CRM and ERP technologies for small to medium businesses. To find out more visit www.cloudtech.co.nz

     

9 / www.nzsalesmanager.co.nz

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GET REJECTED MORE OFTEN Selling more and earning more Sean McDonald

I

have run countless sales training courses over the years and I never tire of them. The very early stage 101 courses are my favourite.

Sitting in front of me are eager young men and women, staring nervously up at me wondering at what stage they will received the ‘anointed oils’ and be able to hit the phones and pound the streets with confidence. There is always the same mix.

A percentage who have tried every other job and have found selling their last stop in a desperate search for a career, those who are naturally ‘people people’ having been inspired and motivated by a friend, colleague or family member

How many of you grew up dreaming of becoming

who has ‘made it’ in the world of selling, and of

a sales person?

course, the last group, the young management types who have decided to take a quick sales

It’s a strange question and one I love asking at the

course to receive ‘the certificate’ that will advance

start of all my training programs. I get the same

their corporate careers.

answer almost 100% of the time from everyone: 11 / www.nzsalesmanager.co.nz

YOU’VE GOT TO BE KIDDING?

religion, is we all hate rejection.

but NEVER, salesperson….

As youngsters, we were

So why then jump into a boat you

Why? Because for the greatest

conditioned to think of the

know is heading for ‘the storm of

profession in the world (I believe),

‘professions’ when considering

rejection’? Why indeed?

we have been conditioned to

For some like me, it comes down

loathe the ‘pavement pounding’

to chance and circumstance, for

salesperson, ready to pounce, ask

others, it’s a mixture of having

us for the order and make us buy

The truth is nobody dreams or

to, being told to, a last chance, a

something we don’t need.

even plans of becoming a sales

fleeting interest, but hardly ever

person. Heck, for most, it’s the

a plan.

our career paths right? A doctor, a lawyer, a dentist, architect, marketing, but a sales person?

last thing in the world worthy of consideration. So why is that?

We even take the fear of rejection one step further

REJECTION IS TO BE CELEBRATED Now before you laugh, hear me

In a word, rejection. As human

when it comes to the title we

beings, we love being loved,

print on our business cards or

liked and admired, but one

place on our email signatures.

Having spent all my working life

thing consistent above all else,

Business executive, account

in sales I have probably been

regardless of race, creed or

director, solutions development,

rejected more times than I care

out.

Heck, I met a salesperson not so long ago who called himself a ‘Strategic Solutions Specialist’. When I first met him I guessed he was working on some special IT project, but no, he was a salesman.

I remember the day I rummaged through his desk and threw out all his business cards with this illustrious title. He promptly jumped into the dirty outside ‘skip bin’ that evening when we had all gone home to recover his prized possessions. to think about. You would think

selling. My first selling job was in

meant), flexible hours, work

by now I would have a major

the UK whilst I was on something

outside, vehicle provided, full

complex, but no.

us Kiwi’s call our ‘overseas

training, great friends…..

Early on in my sales career, before I took the unholy jump into management, I was taught

experience’ or O.E. I was down to my last English pound, with a week left at my youth hostel bed

Sounded perfect so I jumped on the tube and I was off to apply.

when I saw an advert on the job

It turned out to be a job selling

board at New Zealand House in

carpet cleaning door to door.

London.

The ‘vehicle’ was a van that

through the dark wet cloudy

Instant cash from commission

dropped the newly trained Kiwi’s

days you sometimes get when

sales (I didn’t know what that

and Aussie’s (because the locals

the most important value tip that has stuck with me all these years and enabled me to push

www.nzsalesmanager.co.nz / 12

were smart enough not to take the job) onto the suburban streets in the morning and picked us up

•

Be nice to people and enjoy the experience

•

Play the numbers and find ‘your gap’ “

again at night. Clip boards and measuring tapes in hand, we pounded the streets in the cold and rain that was England during the summer.

DON’T TAKE IT PERSONALLY Over the years since that first sales job, I learnt to

I loved it. I was outside, meeting new people, taking orders, counting the commission I was earning and having a great pub lunch every day, paid for by my previous day’s commission. Pretty soon I was the top sales person at the branch.

‘close my numbers gap’. This was the number of people I needed to speak to (door knocks) in order to generate one sale. When I started, my gap was one in ten. This ratio became closer as my skills improved, but a gap nevertheless still remained.

Even with the fantastic training when I joined Xerox in the 90s, the gap still remained, as indeed it always

NINE OUT OF EVERY TEN PEOPLE WILL SAY NO I was often asked by my fellow ‘carpet detailing technicians’ aka (sales guys and gals) and manager how I did it. Even today, people ask me how I was so successful at selling. The answer is simple and one that I learnt from the old chap who trained me

would.

The simple fact is, not everyone you call on or sell to will buy from you. Those who don’t buy from you essentially reject your proposition, plain and simple The trick then is not to take it personally. Sometimes it’s about you, but mainly it’s either your product, service, price, proposition or all of the above.

on the first day of that carpet cleaning sales job.

“Sean,” he said, “you will probably get one order from every ten calls you make. You can expect to

FIND YOUR NUMBERS GAP

be yelled at, abused, have doors slammed in your

Rejection is something then to be expected and

face, your foot crunched whilst you have it in the

celebrated. Every ‘no’ gets you closer to the ‘yes’.

door that is being closed on you and a whole host

If you are not being rejected often, then you are

of other things, but, you will make sales. To make

not making enough calls and not selling as well as

money, you only have to remember two things.

you could be.

In the end, you will find your ‘numbers gap’ and regardless of what you do, this will not change. Whether this is one in three or one in five, make sure you know what it is. To sell more and earn more then, you need to be rejected more. So, harden up and don’t take it personally, your next order is just around the corner.

Sean McDonald helps small and mid-sized businesses fill in the gaps in their sales and marketing operations so they can start growing ... fast. To find out more visit www.salessystems.co.nz

13 / www.nzsalesmanager.co.nz

2 Minute top-up

Is Sales Management for you?

10 questions to ask yourself Kendra Lee

I

t’s not uncommon for successful sales professionals to be offered promotions into sales management jobs. And because it’s considered a “promotion,” it’s easy to think the seller should take it. But should she… or he?

I’ve seen a lot of people make this move and many end up regretting it. Just because they’re good at sales doesn’t necessarily mean they’re well suited for management. And for those who are, many find they enjoyed sales more. They may miss the independence, the open-ended earning potential or the customer interaction, to name just a few of the rewards sales people enjoy.

I’ve also seen sellers make the move and thrive. So how do you determine if it’s a good move for you?

The following is a list of indicators that describe people who excel in sales management. Consider whether they describe you. If so, it might be just the move for you.

www.nzsalesmanager.co.nz / 14

•

You enjoy coaching and training your fellow

sellers to succeed, and you do it frequently.

•

You like planning how to achieve annual

sales objectives.

•

You’re pleased when other sellers are

recognized for their individual wins.

2 Minute top-up

•

One of your strengths is

of the executive team, to

important to note that

strategizing about account

make a difference in driving

sales managers typically earn

situations with the sales

the success of the company.

less than their team members,

•

You’re organized and

but can still earn fairly

substantial incomes.)

team.

•

Your peers and

disciplined. You understand &

colleagues look to you

appreciate the importance

If you saw yourself in these

for leadership. They come

of forecasting, scheduled

descriptions, congratulations

to you for your advice and

prospecting activities,

on your future move into sales

take it. Your direction and ideas motivate them.

consistent sales process

management.

and otherwise pain-in-the

If you discovered, however, that

•

You envision new markets

neck activities managers

sales management is not for you,

your company could

press their team to do – with

celebrate the fact that you found

penetrate, and see how the

good reason.

out before making an unhappy

sales team could do it.

•

Money is not your primary

move.

•

You enjoy teaming with

motivator. Instead, you

Remember, you already have a

marketing to execute

feel rewarded by the success

successful career, and there’s

lead generation campaigns.

of the company, revenue

absolutely nothing wrong with

•

You’re hungry to be a part

and client growth. (It’s

making sales a lifelong profession.

Kendra Lee is a top IT Seller, Prospect Attraction Expert and author of the award winning book “Selling Against the Goal” and president of the KLA Group. To find out more visit www.klagroup.com

  Generating consistent and qualified appointments can be a mundane and time consuming process...

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RESEARCH CORNER

Sales Growth Authors: Publisher:

McKinsey & Company John Wiley & Sons

F

inding growth today can be an enormous challenge for companies in a complex and fastchanging business environment. There are no simple solutions, but in Sales Growth, experts from McKinsey & Company provide a practical blue-print for achieving this goal by revealing

what world-class sales executives are doing right now to find growth and capture it—as well as how they are creating the capabilities to keep growing in the future.

Broken down into five overarching strategies,

Page by page, you’ll learn how successful sales

this book focuses on the valuable lessons

executives find untapped pockets of growth,

that power growth, including how to get

act like locals to make the most of emerging

ahead of the competition by taking

markets opportunities, and power growth

advantage of trends and turning

through digital sales.

complex analysis into simple guidelines that sales reps on your front line need to sell better.

You’ll also discover what it takes to find big growth in big data, develop the right “sales DNA” in your organization, and improve channel performance.

www.nzsalesmanager.co.nz / 16

QUICK fIx

QUICK fIx IT’S NoT WHAT yoU Sell, IT’S HoW yoU Sell.

PRICE INCREASES DON’T BE SORRY...

W

hen it comes to advising your customers

Be confident and assured when telling your customers

of price increases, you don’t need to

that their price is to increase. While being courteous,

apologise. You may personally feel for

show that you believe in the increase, and that it is

the customer, but apologising and trying to soften the

necessary to maintain the current level of service. Be

blow will not help your case. To the contrary, it is more

empathetic to their situation, but not apologetic.

likely that the customer will seek to negotiate. After all, if the increase is less, you won’t be feeling quite so sorry will you?

17 / www.nzsalesmanager.co.nz

CAleNdAr dATe

NAme

plACe

CompANy

lINK

03 - 05 Sep 2012

Presentation Skills

Auckland

david forman

http://www.davidforman.co.nz/ Our-Programmes/Sales/PresentationSkills.aspx

17 -18 Sep 2012

Territory Planning &

Auckland

david forman

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17 -18 Sep 2012

Key Account Management Auckland

david forman

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24 -27 Sep 2012

Sales Development

Auckland

david forman

http://www.davidforman.co.nz/ Our-Programmes/Sales/SalesDevelopment.aspx

12 - 13 Sep 2012

Sales Management

Wellington

NZIm Central

http://www.nzimcentral.co.nz/ training/course.a4d?gCode=259

20 Sep 2012

Sales Management Forum - How To Recruit Sales Stars

Auckland

SalesStar.com

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4-5 Sep 2012

Consultative Selling

Auckland

SalesStar.com

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3-4 Sep 2012

Winning Proposal Strategies

Auckland

Shipley NZ

www.shipleywins.co.nz

19 sep 2012

Business to Business Sales Accelerator

Auckland

Zealmark

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Sales Force Launch

Auckland

Managemen

20 sep 2012

Group ltd

Zealmark Group ltd

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GENERAL MANAGER SALES STRATEGIC SALES LEADERSHIP A NEW APPROACH TO INTEGRATED SERVICES

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We seek an experienced sales leader, with a passion for outstanding customer and business development skills, competence in sales strategy and planning, management. This person needs to come with senior level networks and/or be comfortable picking up the phone to senior executives/decision-makers of sizeable organisations across New Zealand, ensuring that the relationship is maintained and deals closed at the highest strategic level – not just at operational level.

Are you someone who can break the mould and bring some innovation into a more established, mature service sector? Do you back yourself? Then this could be for you.

enquiries@wilsonbell.co.nz, quoting reference #1203.

Applications close Friday 31 August 2012.

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Global Sales Manager - Sydney Ready to make an impression?

• Reporting to COO • Global market leaders in life sciences Well established, well respected we’re always open to enhancing what it is we do and how we go about doing it.

ADInstruments provide data acquisition and analysis solutions for life science research and education. We are very much market leaders in our field worldwide. Established in 1986 we’ve 13 company offices and 40 distributors worldwide. With 7 internationally based direct reports and reporting to the Chief Operating Officer this is a key role in our operation.

You’ll work closely with General and Regional Managers, overseeing the development and delivery of all aspects of our global sales. It’s a role that demands a master communicator, a motivator, a mentor, an experienced sales professional capable of leading by example. Growing our already considerable market share will be a focus as will ensuring the continual improvement in our sales teams capabilities, knowledge, performance and satisfaction. You’ll have a proven track record in sales management and the ability to quickly grasp the nuances of our products and market. Periodic international travel will be required.

An application form and detailed information pack is available from our website or by emailing k.macknight@adinstruments.com Please forward your application to Kelly Macknight, Global HR Manager, ADInstruments Ltd, PO Box 587, Dunedin or email it to k.macknight@adinstruments.com

www.adinstruments.com

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