Sales KnowHow Q4 2010 by Annex Business Media

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Features

The Rules of Engagement – Barry Siskind

Quantity versus Quality – Barry Siskind

Build successful relationships at all your shows

How many touchdowns does it take to win?

What Are You really Saying? – Bill Sayers

Is 2.3% Growth Enough For You? – Tibor Shanto

Building Longevity & Trust with a Solid Brand – Christine Stangenberg

Turn Your Company Around with Marketing – Eric Gilboord

SuperCompetent – Laura Stack

The message you broadcast goes beyond your spoken word

Helpful advice and links for growing your business in 2011

Branding is more than just your logo – it’s everything!

Consider these 11 essentials in your new approach

Conclusion: the 5th and 6th Keys

Q4 2010

Sales KnowHow

Scott’s Directories Corporate Masthead

By Scott’s Directories

Group Publisher Paul Stuckey pstuckey@scottsdirectories.com

National Sales Manager Lindsay Rodgers lrodgers@scottsdirectories.com

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4 Sales KnowHow

Q4 2010

Publisher’s Letter

The Gift of Power A

t this time of the year we collectively turn our thoughts to giving thanks and the act of “giving to others” to show them we care. In its purest form, we engage in giving because it delights us to know we’re providing the recipient with something of value; something they appreciate receiving, and something they can use to grow as an individual. For instance, the latest hot item is the iPad - what modern person wouldn’t want to receive one of those this year? It’s truly an empowering gift when you consider how much the recipient will do with it once they put it to good use. Unfortunately our consumer-based economy is literally hinged on a society swamped in cheaply-made knickknacks, easily-broken toys and useless devices the clever marketing convinces us to continue buying regardless of what we really need or can do without. We can all sadly attest to the fact that countless landfills are deep with modern merchandise - the embodiment of “junk” which temporarily survives as “household clutter” before the eventual walk to the curb or perhaps the box marked Garage Sale. When it comes to quality, we’re proudly known for our accurate and reliable contact information,

directories and marketing services. But we’re also pleased to bring you Scott’s Sales KnowHow – the gift of high quality knowledge with lasting power. In fact you might say we give you the Gift of Power all year long. Over 400 years ago the English author and philosopher Sir Francis Bacon declared “Knowledge is Power” – a timeless observation indeed. Yes, with the right knowledge today you gain the power to improve your skillset. The wisdom and advice within Sales KnowHow will empower you to make better cold calls, warm calls, presentations, trade show appearances – and, inevitably, more sales. Contributing to your selling skills is one way to say “we care” all year long. Best Wishes for a great season and a fantastic 2011, from everyone at Scott’s.

Paul Stuckey, Group Publisher pstuckey@scottsdirectories.com For More Articles by Paul Stuckey Click Here

SPECIAL HOLIDAY SEASON CONTEST Giving You the Gift of Power We’re drawing 5 Names for 5 Books written by our Sales KnowHow contributors:

Laura Stack – SupercompetentTM Barry Siskind – Powerful Exhibit Marketing Barbara & Barry Siskind – Grab Success by the Horns Tibor Shanto – S HIFT! Harness the Trigger Events that Turn Prospects into Customers Bill Sayers – Funnels & Forecasts – The Great Game of Sales

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Exhibiting By Barry Siskind

The Rules of Engagement T

here has been much talk lately about exhibitions as a place to engage customers rather than attempting to sell them something. So, if we are to be successful in our exhibiting ventures, it is important to understand the rules of engagement. The word engage comes from the roots; en – “to cause a person to be in the place, condition or state; and gage – a challenge. Engagement can be defined as a discussion or dialogue between buyers and sellers where both have an opportunity to share challenges and solutions for the purpose of a mutually satisfactory resolution. With the definition firmly in hand we now are in a stronger position to invoke the tools we need to ensure that the goal of engagement is given its best chance to succeed. Before the show: There is much chatter available on social media channels that lead to real clues about the concerns and challenges your business community is facing. Being part of the social network not only gives you access to these clues it provides an opportunity to be part of the dialogue. Engaging face to face with your customers during sales calls or other opportunities when you meet personally is also important for you and your sales force prior to a trade show.

If the dialogue is open and invigorating either on-line or face to face, it can be continued on the show floor. This provides one more incentive for the people you want to visit your booth to actually attend. This also gives you a strong clue as to who are the best people to staff your booth. Sales people are the obvious choice but when you consider the power of engagement you will also include technical experts, senior management and customer service people who your customers want to dialogue with and who can help move your customers concerns into doable actions. At the show: Be open to the dialogue. Ensure there is an inviting and comfortable space in your booth for a conversation. It doesn’t have to be a large portion of your exhibit space but dedicate 10-20% of your space to a semi private area where open and honest dialogue can take place out of the ear-shot of other visitors. You may include hospitality to create a warm and relaxed environment. Hospitality is the one tool that is used universally used to break the ice. You provide coffee or tea to customers visiting your office. If you want to spend time one-on-one with a client you might take them to dinner. Hospitality gives both parties a chance to relax and dia-

logue. Hospitality goes beyond a bowl of mini chocolate bars and jelly beans. There is no upper end to what can be provided, specialty coffees, sandwiches, desserts, fresh fruit and juices etc. What you choose depends on budget and the amount of space you can allocate. Remember, while the show floor is a place for engagement, it is not the place to solve all your customers’ problems. Through the process of engagement you can initiate a dialogue that will lead to future sales. After the show: When you return to the office, report show incites to your management. After the show you are likely to be busy with the work you missed when you were away but it’s important not to forget your visitors but keeping them in the loop so they understand that the conversation they had with you at the show has been meaningful. The face of exhibiting is changing. No longer are visitors happy with simply walking the aisles of a trade show and being inundated with product pitches. They have real concerns and they want to be part of the solution. Your job is to use your next trade show as an opportunity to solidify your relationship with these people and to begin a mutual voyage of discovery that can lead to a profitable relationship that will last for years.

Barry Siskind is author of Powerful Exhibit marketing. He is also President of International Training and Management Company who offers a number of services to exhibitors including the creation and implementation of a mystery-shopping program. Contact Barry at barry@siskindtraining.com for more information. For More Articles by Barry Siskind Click Here

Q4 2010

Sales KnowHow

Exhibiting Which would you rather have: 500 mediocre leads or 25 – 30 high value leads? The answer is obvious and yet many exhibitors who attend trade shows try to talk to as many people as possible then go back to the office with a fist full of business cards and say; “see what I accomplished.” The cost of following up on these so-called business leads is enormous and it leaves your sales reps often disheartened with the number of rejections they receive. The solution is three fold:

Set focused objectives

Quantity versus Quality

The success of your exhibit program hinges on your strategic approach. The first step is to focus your efforts on a single purpose. Clearly articulate what you want to achieve from your exhibit program. This objective helps you establish the metrics you will ultimately use to measure your success. But it is not enough to just say your objective is to collect high value unless you also clearly identify the profile of what a high quality lead looks like. In a world filled with highly specialized channels of communication, trying to be everything to everyone is faulty thinking.

Select the right shows Our discussion of profile helps you select the right shows and events. Talk to the show organizer of the event you are targeting and learn who the delegates are. This will be based on previous year’s attendance or perhaps those who have pre-registered for this year’s event. Look carefully and see if there is a match between the potential audience and the profile you have created. Will there be sufficient targeted people to justify your exhibit decision? All too often exhibitors choose their shows by the sheer volume of attendees. The problem with this approach is the thesis of our discussion: quantity versus quality.

Train your staff on how to mine the show for high value contacts Suppose you have chosen a show and upon in-depth investigation you discover that ten percent of the expected audience fits your profile. If you don’t equip your staff with the necessary tools to differentiate the ten percent you have identified from the ninety percent who are outside your area of interest, they will waste lots of time talking to people who can add little value to your strategic exhibit plan.

8 Sales KnowHow

Q4 2010

By Barry Siskind

upcoming webinars Get ROI From Your Trade Show Giveaway Tuesday, December 14, 2010 - 1:00 PM - 2:00 pm ET

Your training initiative should include setting clear, focused and measurable objectives for each of your booth staff. This should include a detailed description of the profile of those high-value contacts and the skills your staff needs to do their job efficiently and effectively. The best tool you have at your disposal is the use of a preshow/event briefing. This can be done on-site immediately prior to the show opening, on-line a few weeks prior to the show or as part of a sales meeting or conference call. The choice is yours. Attempting to reach well-established goals without giving people the right tools is tantamount to disaster. An NFL coach whose team is playing in the Super Bowl assembles the team just before game opening, reviews the plays, the opponents and the field and then leaves the players with a final word of encouragement to excite their emotions so when the enter the playing field they are primed and pumped and ready to meet the challenge. Your Super Bowl is the next trade show your staff attends. The trick is to get focused on the right people, select the right shows and establish the game plan. You donâ&#x20AC;&#x2122;t want to get 100 touchdowns; 2 or 3 are often all thatâ&#x20AC;&#x2122;s needed to win.

Drive trade show crowds from the aisles into your booth Ensure you have the traffic builders that will entice buyers to enter your display Thursday January 20, 2011 - 1:00pm - 2:00 pm ET Measuring the Value of Your Trade Show Program Wednesday February 23, 2011 - 1:00pm - 2:00 pm ET Turn Your Trade Show Booth into an Experiential Environment Thursday March 24, 2011 - 1:00pm - 2:00 pm ET In addition the webinars below are also available to download now so that exhibitors can listen at anytime and not wait for the scheduled webinar. Turn Your Tradeshow Booth into an Experiential Environment Get ROI From Your Trade Show Giveaway Turn Tradeshow Leads Into Sales Develop Powerful Booth Staff Turn Tradeshow Leads Into Sales Select the Right Trade Show The fees are the same for each. To Register CLICK HERE $99 per connection - Save 20% at checkout with this discount code: 47fbcda4

Q4 2010

Sales KnowHow

Sales

What are you really Saying? When you get in front of a prospect or customer for that important meeting â&#x20AC;&#x201C; What are you saying? Are you clear on what you need to say and how you are coming across? Are you prepared and presentable? What is your prospect or customer hearing and seeing?

By Bill Sayers

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Q4 2010

How do you behave? What do you say? How do you come across? What is it that people see when they meet you for the first time? Are you dressed appropriately and look like you are ready for business? What is your mental chatter saying as you enter your prospects place of business. Are you calm and confident or rushed and scattered? Are you prepared with questions to ask, a blank pad of paper and ready to “listen” to what is being said? You have about 3 minutes to create an impression with someone when you meet him or her for the first time. Much of that impression is based on what they see and feel versus what they are hearing. Once that impression is created that is how they are going to deal with you moving forward. If they are unsure of you and what you are saying you will have to work really hard to convince them that you are believable. If you come across as confident and prepared then they will engage with you - and you stand a much better chance of them opening up and sharing with you what they truly need done in their business.

Your questions will determine how the meeting will proceed. Do you ask thought provoking questions or do you just talk – Blah, Blah, Blah. Great questions create great conversations and get you to the core of what is most important to your prospect or customer in any given situation. What preparation do you do before a meeting? Who is going to be in the room and what is it that I need to accomplish. What is the context of the meeting? What is the agenda and how will I manage the time we have? You will come across much differently when you are prepared. You have a confidence and calmness when you are prepared. Do you speak slowly and use language that is acceptable. Or do you use lingo and slang. If you know you speak fast when you are nervous – pay attention to this and slow down. You can never speak too slow when you are nervous, so slow it down. Are you comfortable with your self? Be yourself and people will be very comfortable with you. If you are not being yourself – people pick up on this and will be unsure of you and what you are saying.

Successful sales people come into every situation and act in a professional way. They create an environment that is engaging and comfortable. They will challenge customers and prospects on issues that are important. They will be proactive with solutions and opportunities and will manage issues in the best interest of both their customers and their company. Successful reps have an attitude and way that allows them to connect with people and make them feel comfortable. They have a way of taking most situations and making the best of each opportunity. Their goal is to come up with solutions that work and have a positive benefit for their customers and prospects. Sayers Says……… What are you saying? How are you saying it? How are you coming across to others? What is your behavior like? What are you really saying……………. The Sayers Group can help you achieve your sales goals right now! To start today, call Bill at: 416-485-8466 or email Tracey at: tracey@thesayersgroup.com What is your sales process……...

Bill Sayers is an inspirational speaker and a visionary business leader. He has spent the past 29 years in the "Sales" arena. He started his career as an inside sales rep and worked his way up the corporate ladder to the level of VP of Sales at an IBM company. During that time he worked for Revelstoke Lumber, King Products, Linotype, Ryder Transportation, GE Capital IT Solutions and IBM. Bill is able to communicate powerful concepts in a manner, which enables practical application in the business world and drives profitable results for his clients. His goal is to help sales people ignite their passion for the game of sales. Passion - Process - Performance www.thesayersgroup.com For More Articles by Bill Sayers Click Here

Q4 2010

Sales KnowHow 11

Sales

Is 2.3% Growth Enough For You?

ctober 19, 2010 was not a great day if you are involved in the economy, and believe me, if you are reading this you are involved, as you read on, perhaps we should say impacted by the economy. The Dow Jones Industrial Average delivered another banner day, giving up 165.07 points; not to be left behind, the TSX in Toronto was down 97.46 point. While this may be bad enough, for companies, sales organizations, and sales individuals like you, the really bad news came from a different source, sources to be more accurate. On October 19, The Conference Board of Canada cut its growth forecast for the Canadian economy for 2011, using Gross Domestic Product (GDP) as a measure, they are forecast a growth of only 2.5%, down 0.4% from earlier predictions, not that 2.9% was a great shake to begin with. Main culprit, a cooling in spending, that is spending as in the key ingredient needed by sales types like you and I. Now you may sit there and say, “well you know the conference board, they probably have an agenda”. Well the same day the Bank of Canada, that is the Canadian equivalent of the Federal Reserve Bank in the States, lowered its prediction for economic growth for 2011 to 2.3%, 0.6% lower than it previously projected. If you are one of our American friends reading this and about to say, “who cares it’s just Canada”, let’s look under the hood of these statements. While we have fared much better than the USA in 2010, future growth will depend on the USA’s economy, our biggest trading partner, so if Canada’s stellar growth is going to slow due to the USA’s growth (or lack thereof), you need to care, and read on. The good news, it is growth; bad news, hardly. I am not an economist (I lack the personality traits), so I could not tell you exactly what is included in the GDP measure, but for the sake of day-to-day life, the rest of this article, let’s take it as a proxy for the state of the broad economy and growth. This in turn is the aggregate of output, and by extension all things sold, what you and I do for a living. So, 2.3%? Is that what your quota increase likely to be for 2011? I doubt it, you’d love it, but we both know it will more. With earnings looking good this year bouncing off last year’s trough, owners are going to be looking for more, and they are going to be looking at the sales teams to deliver it, especially in companies that have cut to the bone in the past 18 months. Now there is little left to cut (well maybe you), it has to come from the top line. Let’s use a notional quota for 2011 of 10%

12 Sales KnowHow

Q4 2010

By Tibor Shanto

growth over 2010. The question then becomes how are you going to come up with the 7.7% difference; what do you do as a manager, what do you do as a rep? Not to completely depress you, but let’s start with some more good news, the 10% is growth after churn, if you experience 5% churn, you are looking at having to deliver 15%; if like many, you see churn of 15%, well you get the picture. OK, enough of the doom and gloom, we’ll leave that for the evening news, let’s talk about what you as a proactive sales professional can do to exceed quota next year.

Time You may be sitting there asking “Hey, why is Shanto bugging me about this now? I am working on closing 2010; it’s only the first week of November.” Just look at any deal you are closing this week, and ask yourself, “when did I first prospect these people?”; once you’ve answered that, ask “When did I set out the plan for prospecting them and how?” I will bet the first one is at least eight weeks if not more, and eight weeks from today is January 5, 2011. Therefore, if you are not at least planning and preparing now, it will be too late then.

Planning and Preparing While this should be an ongoing and evolving process throughout the year, there is a lot of merit to doing an overall annual plan, and then breaking it down to smaller periods based on the length of you sales cycle. The plan should be a tactical to focus on helping you execute. Since this is the broad plan, let’s look at some of the basic planning that will help you and can be fine tuned as you go through the year, and provide the opportunity to make adjustments based on outcomes without having to scrap and recreate entire plan. Some of the specifics will very much be driven by what you sell, type of company, geography, and other factors. You will have to find those criteria that make sense for you. The important thing is to build the plan based on factors and criteria that in the past have helped you win the type of prospects and business you need to exceed quota. Based on specific attributes and experiences, you can build a plan even if you are new to the company or product line, by examining current clients, compare them to current requirements and build the plan to target similar opportunities. What follows is not an exhaustive list, and while on a high level, they will start you down the path. Here are a couple of key tools you can always

expand on based on your needs. Feel free to contact me if you need help or suggestions. For those that do not have named/assigned accounts, whether you have a geographic territory or not, you must first identify (segment) and prioritize clients with tangible growth potential and new prospects; then separate them from those accounts that need to be managed but represent little or no growth opportunity in the coming fiscal year. We use a simple start in the form of a List Builder (click here to download). Again, it is not about the tool, it is about the mindset, process and actions you take, if you can do this in your CRM, great, you don’t need this tool, you just need the attitude and habit of planning and auctioning your plan. It is straightforward; identify key verticals and/or type of companies available for you to sell too. How many within your territory, if you do not have a territory, how many are realistically approachable. If you are accustomed to selling by phone, you are in a position to reach right across the continent if not the globe, even more reason to prioritize and focus on those most likely to help you reach goal. With the big picture completed, take out those who are already clients if you are looking at adding new logos, (below we will deal with those existing clients that also present potential growth). You can take it a step further and do a SWOT analysis, but that may be overkill in some instances, absolutely a must in others. Once you have created a general list, it is time to prioritize further based on two specific qualifiers, one is how much potential value do they represent, the other is the reality for closing the deal in the fiscal period in question. The first is not as easy as it may seem, first just due to the nature of sales. When you ask many reps “Who are those prospects/accounts with the greatest potential value?” They usually list their best existing clients, but since they are already part of your base, they do not represent additional future value unless they actually CAN and DO grow substantially in spend. This is not to say that they are not important, and it does need to be actively managed, cause you don’t want lose the account, but if there is no further growth, it is not part of this list/plan, aimed at growing revenue. For example, I have a client that represents a substantial amount of revenue, but since we have mapped out their training until September 2012, I would not include them as potential growth for 2011, as their spend has been captured and locked in. If they have capacity to spend, great, if not, then they are not on this list. Potential of closing will be weighed against a number of things, such term of current contract; as an example if you are selling say wireless or copiers, you need to take this into account, as they may be restricted in changing vendors. On the other hand, a lack of contract allows buyers to move business with relative ease. There could be regulatory issues, regional factors, expansion, changes in your own product vis-à-vis previously identified needs, or other things that you can identify based on experiences that Triggered previous sales or lost sales. When done, take the companies identified in the segmentation exercise, eliminate the “no growth” accounts, and start

plotting the remaining names on a chart where one axis is value, and the other is potential to close, (you can download here). The ones that end up high and to the far right (sector 1), are the ones with the greatest potential, and should be pursued first and vigorously, and allotted more time than the others since they have both high potential and high likely hood of closing. At the same time, the names in the bottom left (sector 4), need the least attention as they lack both value and likelihood of closing. As to which of the remaining two you tackle second is really down to the type of product and market you are in. The top left (sector 3), represents high potential for closing and lesser value, so if you are in a transactional sale, which would be the group to target next. If you have long involved cycles, high value deal, you may want to engage the bottom right as you second group (sector 2). The other element of value you need to keep in mind is the profitability of an account. While intuitively we sales people tend to go after the big opportunities, it is often more profitable for a company and a sales person to capture the mid-size accounts. More margins in the deals for the companies, and quicker, more closes (i.e. commissions) for the rep; we have all had the experience of spending time and resources chasing the big one, only to discover that in the end we were no closer to quota because of the time and resources it required to land the big one. Using the above, you can more effectively build and manage a blended pipeline that will diversify and balance risks, much like a diversified portfolio of securities, except hear it is opportunities. The next step is to begin plotting out the players within the companies, roles in the decision, business drivers, personal motivators, individual biases, and other key elements affecting the sales and decision. While you may not know everything going in, you will at least know exactly what you are missing and begin the process of finding out. As you go along you will need to update not only the players, but also how they are connected and how those connections impact the decision process. Based on your sale, there could be a number of other things you can use, the key is not to get caught up in the tools, but use them to execute the sale. The goal is to be proactive and out in front of things, because if you just keep up, you are looking at 2.3% next year, assuming you don’t lose anything through attrition. What’s in Your Pipeline? Tibor Shanto – Principal - Renbor Sales Solutions Inc., is a recognized speaker, author, and sought after trainer. He is co-author of the book Shift!: Harness The Trigger Events That Turn Prospects Into Customers; his article “How to shorten your Sales Cycle?” was voted number one by readers of Top 10 Sales Articles. Tibor is a Director of and a contributor to Sales Bloggers Union, and his work has appeared in numerous of sales publications and leading websites. Tibor can be reached at info@SellBetter.ca or + 1416 822-7781. You can read our blog, The Pipeline with new material three times a week, and follow Tibor on Twitter @Renbor. For More Articles by Tiboor Shanto Click Here

Q4 2010

Sales KnowHow 13

Marketing

Building Longevity & Trust with a Solid Brand Why do so many consumers prefer brand name products? Two reasons. Immediate recognition. Immediate trust. And when a consumer is faced with a huge number of options, trust and recognition are all that count (price is only sometimes a factor). The notion of “brand” is misunderstood by many as the “look of the company” vis a vis the logo, the colours, the packaging, the name. Reality is, these are only as important as the business plan and objective behind them. So what is the true definition of a brand? How does a company implement a brand? And most importantly, how does brand translate into sales?

What is a brand? A brand is essentially the embodiment of the identity of a company and its offerings (e.g., products, services). It is a statement, a description, a visual representation, and a philosophy that the company uses to guide everything it does, what it represents, and what it promises to its customers. Once established, an appropriately executed brand projects upon its customers an at-a-glance emotional connection toward the company and its products.

How does a company implement a brand? Establishing and then implementing a brand is generally a lengthy process as it calls for an analysis of virtually every aspect of the business. It’s a question of: Surveying your board of directors, management, employees and customers to obtain a deep understanding of what the company currently means to these various stakeholders.

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Q4 2010

Determine the company’s objectives and mediumto-long term business goals. By reconciling what people think (“a”) and what the company wants to achieve (“b”), you can then make some decisions about what’s in the best interest for all involved. Meaning – what do we focus on and how do we satisfy the customers we want to attract to our products or services. Developing a mission statement (outlining the company’s overall objectives, i.e., what does this company really do and for whom), a value proposition (i.e., what sets us apart from all our competitors), service contract (i.e., what can our stakeholders expect when interacting with the company), and maybe even a tagline (a simple, usually “catchy” phrase which sums up who you are, what you offer). Essentially, developing the company’s story (who, what, when, where, why & how are we?). Finding your “story”, means finding your “brand”. Once you’ve established your story/brand, taking the time to implement this into every aspect of the

By Christine Stangenberg

company (marketing, sales, human resources, research & development, and employees via training, etc.) is crucial. Weaving your story’s verbiage, philosophies and visual identities into every aspect of the company so that everyone involved (from the president through to the end user of the products/services) is aware of the company’s brand.. no second guesses.

How does brand translate into sales? Developing a brand, and making sure everyone knows what it is, means providing a unified front at all levels (e.g., to investors, customers, media). Using a common language or tone will foster trust to both your employees as well your customers. Giving people a consistent level of product, a consistent level of care, a consistent

price point, a consistent message, means breeding trust. Then, mix in with this trust, elements of outwardly visible branding (logo, colour scheme, font usage, tagline, and jingle which are easily recognizable) and you will find yourself with a set of dedicated, brand-loyal customers – bringing you consistent sales and longevity.

Christine Stangenberg is the owner and creative director for CS-Graphic Design Inc., founded in 1998. She and her team have successfully created sophisticated communications for both print and web for a wide range of organizations such as Ministry of Education, West Park Healthcare Centre, Markham Board of Trade and YMCA of Greater Toronto to name a few. For more information visit cs-graphicdesign.com or call 416-247-3669. For More Articles by Christine Stangenberg Click Here

The Brandname Game You don’t need to see an entire logo to recognize it. Famous brands are famous because of their continuous and consistent use of their logo. What famous brands can you spot in these images? Left to right, top to bottom: Microsoft Windows, CNN, Hewlett-Packard, Apple, BIC, CBC, Quaker Oats, Roots

Q4 2010

Sales KnowHow 15

Marketing

Turn Your Company Around with

Situation 1 A business has been a going concern for 15 years with a concept so strong they have franchised stores nationally and are moving swiftly into the US. Success was achieved with very few marketing materials. Management considered that given their success without marketing, the possibilities with marketing were very encouraging. They set out to prepare and execute a first class, professional marketing program. After a long development process and much internal discussion, initial marketing tools were prepared. Some franchisees took a wait and see approach. Other stores began to use the new tools and sales took off. The head office is now moving ahead with additional marketing tools and most franchisees are anxiously awaiting the new materials. Situation 2 A business has been plodding along for the past 20 years. In the early stages, they had moderate success. Lately, the owner has spent a small portion of his time on building sales. The company has plateaued at a much lower level than where it should be. The owner has reached a pivotal point in the company’s development. Should he try to sell it as is, take the money and devote his energies to other interests or does he attempt a marketing turnaround giving the business a much needed shot in the arm and a fair chance at success?

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If your business is facing tough competition, suffering from neglect or just not achieving its potential you have two options: Option A Let it maintain and possibly die or Option B Create a marketing turnaround. Where you breathe new life into an established business and hopefully raise it up to the next level of success. Start with a realistic assessment, develop a solid strategy, prepare a marketing program, and execute that plan to deliver the sales results you deserve. This process is not a quick fix. Do it quickly, with the wrong motives, unrealistic expectations, no help and you may find yourself in deeper trouble than you were before.

The following are essential points to remember when planning your marketing turnaround: 1. Seek objective, outside professional help. Do it yourself and you will likely take your eye off the day to day running of the business, cause unnecessary anxiety and either keep your business where it is or hurt it further. 2. Rethink your business including current customers, competition, industry changes, and technology. Even what business you are in. 3. Assess your company’s current status. Put everything on the table both good and bad. Include aspects of the business you are proud of and issues you wish would just go away. Address staff, products & services, location, profitability and new business development issues. 4. Determine what your customers like about you and what they would like to see changed. 5. Maintain a level of objectivity. Emotion has no place in this process. To achieve a successful marketing turnaround you do what is best for your company. 6. Look carefully at past marketing efforts. Examine past success and failures. If you are still running a marketing program and cannot justify the expense with an accurate accounting of plus sales consider canceling it or at least place the program on hold. Successful marketing turnarounds stop the bleeding quickly. 7. Review competitive activity. Often times a new entry in a market will utilize new marketing techniques, new thinking and achieve sales that you never thought were possible. 8. Take time to review existing staff in light of the plans you are preparing and the growth you seek. I have come across too many companies that set out on a path for success and were thwarted by staff that either didn’t agree with the new ways or were actually afraid the company would succeed. The last person you expect to come forward will be the first to say goodbye. They liked things the way they were. If you need new people, clearly identify the skills needed and begin the hiring process immediately. 9. Be flexible, prepared to adjust your marketing plan as new opportunities and challenges arise. 10. Perseverance is an absolute must. If you give up too early, you may fall short of the great success your business was destined for. 11. Speed, perseverance and flexibility are key to success.

By Eric Gilboord www.EricGilboord.com

Eric Gilboord is a specialist in making marketing easy for business owner/ operators and any staff with sales or marketing responsibility. He demystifies marketing so they can use it to generate sales today and grow their businesses faster.   Eric is a popular speaker, coach, columnist and author of many articles and books on moving a business up to the next level. The Expert Business Calls for Marketing Advice... That’s Easy to Understand.   For more information please visit: www.EricGilboord.com For More Articles by Eric Gilboord Click Here

And that's According 2 Eric

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Sales KnowHow 17

Your Story Your time is at a premium and not all networking events are created equally, so you need to make each opportunity count. Our Story Mad Hatter Speed Networking is the next generation in premium, live, face to face networking. Why We’re Different We’re not like other networking groups, speed or traditional. We offer a unique proven process for identifying your most important need and helping you to get that need satisfied. NO Business Cards NO Brochures NO Selling NO Small Talk (until after the Mad Hatter Speed Networking) It’s about RESULTS, just getting the results you need to grow your business!

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How You Get More From Mad Hatter From the networking education to the quality of attendees Mad Hatter is raising the bar on networking. We help you drill down and focus to identify a specific need so you get exactly what you came for to grow your business. Our lean non-intimidating process saves you time and delivers more quality contacts in a few hours than you got in the last 6 months. If you want breakfast go to a restaurant. If you are satisfied with free networking events, we may not be right for you. If you want results and more value come experience the next generation in networking. Who’s Attending Small and medium-sized business owners and operators, entrepreneurs, sales reps, anyone who wants to grow their enterprise, move a project forward or simply learn to network better.

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www.MadHatterSN.com Contact Info: Mad Hatter Speed Networking (416) 270-2466 eric@madhattersn.com

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Sales KnowHow 19

Productivity

UPE

In this competitive economy, just being able to do your job is no longer enough. Competence is simply expected in today’s workplaces. But you can’t be simply competent; you have to be SuperCompetent™ to get an edge. Laura Stack’s new book, SuperCompetent: the Six Keys to Perform at Your Productive Best (Wiley 2010), gives high potentials proven methods to reach peak performance and achieve breakthrough results. You’ll discover the six keys to unlocking your full potential: Activity, Availability, Attention, Accessibility, Accountability, and Attitude. The Productivity Pro®, Laura Stack, gives you a clear and practical system for achieving Maximum Results in Minimum Time®. By contrasting SuperCompetent™ hero thinking with simply Competent zero thinking, you’ll see that transforming your performance is not about mantras but mindsets. SuperCompetent is available now, just in time for your next conference or leadership development program. When the rubber hits the road, the difference between merely having ability and being exceptional may be the difference between losing your job and keeping it. The best workers possess a constant, expansive ability to be good at everything they do, no matter how general or specific. 20 Sales KnowHow

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Part 3 of a 3-Part Series

ERCOMPETENT SUPERCOMPETENT KEY #5: ACCOUNTABILITY.

By Laura Stack

Accountability recognizes that “the buck stops here.” SuperCompetent people mean what they say and say what they mean. They’re authentic, and other people know this and appreciate them for it—and also for their refusal to blame others when unforeseen circumstances trip them up. Their intense focus on their values is borne out in their demeanor and their sense of personal responsibility. Accountability involves your commitment to yourself and others. It’s about the promises we make to the people who rely on us – and to ourselves. It’s about consistently hitting goals, meeting deadlines, fulfilling promises, and committing to teamwork. The truly Accountable understand that in almost every circumstance, they’re responsible for who they are and where they are. A high level of self discipline and Accountability can be achieved by consistently practicing the following precepts: 1. Take personal responsibility for handling your time and productivity. Never lay the blame on anyone else. Unless you live in a totalitarian state or are an indentured servant (unlikely), then when it comes to productivity, it’s all up to you. If something or someone gets in your way, it’s your duty to go around.

2. When a process seems unusually long and inefficient, do what you can to make it easier for everyone. Just because something’s been done a certain way for a long time doesn’t mean it’s the best way to do it now. If you find a problem, step forward and fix it if you can—or offer a solution if you can’t. 3. Rather than waste even small amounts of productive time, get right to work. Breaks are necessary, but don’t overindulge in them. Self-discipline is important in any field of endeavor. Without it, deadlines get missed, you feel guilty—and guilt sucks the energy right out of you. Or you get fired. Or both. 4. When you have all the information you need to proceed, make decisions immediately. You have to make critical decisions quickly whenever it’s necessary and you’re empowered to do so. Don’t let worry or social inertia slow you down, because motion beats meditation every time if you have all the data you need. 5. Understand the difference between being busy and being productive. Don’t let little tasks keep you from getting things

Available NOW Q4 2010

Sales KnowHow 21

done. Most of us spend too much time tending to minor issues that other people can handle more cheaply and efficiently, and never have enough time to do all the really important tasks. The SuperCompetent take charge of their own productivity because, ultimately, they realize that it all comes down to them. They accept the blame when it’s due, not just the credit. They also do all they can to make things work better for themselves and others, and make every effort to become comfortable with making decisions, without letting the possible negative consequences paralyze them. Personal responsibility is easy to observe in people who have it. Make sure people can observe it in you.

SUPERCOMPETENT KEY #6: ATTITUDE. Attitude is your motivation, drive, and proactiveness. The most effective people in any endeavor are those with a hard-working, positive, can-do attitude. Their attitudes exude the kind of passion that commits fully to a course of action and sees it all the way through. It’s infectious, and it keeps them and others in their team moving forward, even when the way becomes difficult. In order to succeed in a competitive work environment, you have to be a selfstarter, consistently driven, consistently flexible, and consistently innovative. You must also learn to be a good communicator in all directions: up to your customers and superiors, laterally to your coworkers, and down to your subordinates. On top of all that, you have to be willing to accommodate different personalities, points of view, and the various

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vagaries of emotion and circumstance that affect other people’s behavior on a daily basis. Having trouble honing your Attitude to a SuperCompetent level? Keep these five tips in mind: 1. Keep an eye on your stress level. It’s a mistake to ignore your emotional health. Negative emotions, stress, worry, and your temper can all conspire to bring you down – especially if you don’t take the occasional break to recharge your batteries. Don’t let them cause you to boil over and impair your productivity. 2. Even when a task is monumental, keep working at it until you whittle it down to size. Most tasks can be broken down into manageable subtasks. Don’t look at that mountain of work and just give up. Dive in, find an efficient way to do what needs to be done, and move that mountain. 3. Don’t be afraid to unleash your creativity and apply it to problems at work. If you try, you just may discover a new, simpler way of doing things. Without creativity there is no progress, no change, no experimentation, no innovation. Creativity, properly used, opens up new worlds of possibility and profit. 4. Learn to communicate clearly. People can’t read your mind. Clean communication is necessary in all directions in order to avoid misunderstandings and mistakes. Learn to deal with difficult personalities, emphasize teamwork, and play nice—even when others don’t seem willing to do so. 5. Look for a silver lining in every situation. Do your best to be positive at all times. Wherever it’s possible, try to reframe challenges and problems as opportunities. Sure, maybe it’s not

what you were looking for, but some of the world’s most spectacular successes started as spectacular failures. Your attitude is your state of mind, the way you perceive the world about you. So be upbeat; be positive; and always have a can-do attitude about work and what you can accomplish there. A particular task may seem outrageously difficult, and it may seem impossible for anything human to accomplish it, but here’s one thing that’s certain: if you don’t try, you’ll definitely never get it done. On the other hand, if you jump right in, show your willingness to be part of a team and to make the proper effort to accomplish whatever needs to be done, you’ll become insanely productive. Do this right, and you’ll end up so far ahead you’ll wonder when you passed the finish line. Make it a productive day! (TM) © Copyright 2010 Laura Stack. All rights reserved.

© 2010 Laura Stack. Laura Stack is a personal productivity expert, author, and professional speaker who is dedicated to building SuperCompetent cultures by creating Maximum Results in Minimum Time®. She is the president of The Productivity Pro®, Inc., a time management training firm specializing in productivity improvement in high-stress organizations. Since 1992, Laura has presented keynotes and seminars on improving output, lowering stress, and saving time in today’s workplaces. She is the bestselling author of four books: SUPERCOMPETENT; The Exhaustion Cure; Find More Time; and Leave the Office Earlier. Her clients include Starbucks, Wal-Mart, Cisco Systems, Microsoft, Nationwide, and 3M. To have Laura speak at your next event, call 303-471-7401. Visit www.TheProductivityPro.com to sign up for her free monthly productivity newsletter. For More Articles by Laura Stack Click Here

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