How do I typically start my conversation? I ask direct questions that help me understand the challenges my prospect faces when trying to obtain new business. Their answer can touch on a variety of things, including what competitors they consider to be a threat, what economic trends are keeping them up at night, or what areas of their operation could use improvement or outright change.

But, most importantly, the answers to this conversation starter let me assess my opportunity to help them immediately—through a referral. With one-to-one networking, the intent is to show interest in the person. But in sales, the focus should always be on the customer and that customer’s business. And this demands that you take the time to learn more about what matters most to them. That often translates into helping them find new business and prospects. After all, is there really any better way to get someone’s attention than offering them business with no strings attached?

Curiously for some, referrals are somewhat of a lost art. Which is rather regrettable since a steady stream of business referrals is what makes many companies enjoy business stability and/or growth year after year. And considering today’s endless platforms to connect with other professionals through social media and robust data mining strategies, the ability to provide referrals is really easier than ever before.

For me, every single one of my prospects and clients make up a network that is uniquely mine. So, as I’m speaking with a prospect or client, my brain is forever scanning my personal contact list to see if there’s a potential to not only recommend business, but to eliminate the obstacle or challenge that the client has expressed.

Another bit of conversation-starter information I always try to elicit is my prospect’s USP, or Unique Selling Proposition. Exactly why do people use their product or service? What sets it apart from all the others? What makes it better? Different? The key is to uncover something that the competition can’t also stake claim to. The USP is particularly critical for small businesses who are forced to compete with other small companies that seem to provide no compelling area of differentiation.

Most businesses consist of 15-20 clients that make up the lion’s share of their revenues. And, when you ask a businessperson why their clients work with them, if you get the right answer, you will have uncovered their distinctive secret. It might be the innovative way they conduct business. Or a service that most clients don’t have the staff to take care of. It could be loyal, trusting relationships that continue to stand the test of time. But whatever sets them apart, once you uncover their USP is, it becomes easier for you to refer relevant, new business to them.

Believe me, no matter what line of work you’re in, this “give to get” approach works. Because it demonstrates that you’re putting your client’s business success before yours. So be sure your conversation starters are designed to give the client something first. You’ll be amazed at the dividends you receive in return.

That’s Q from the street.

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On March 8th, we will conduct our first GROW meeting of  2013.

If you have never been to one of the meetings, we combine knowledge sharing, marketing and sales tips with take home value and some laughs. If you’ve ever visited my YouTube Channel, Channel Q, you’ll see that I like to mix in a little fun with my business. Not that I’m not very serious about business, it’s just that I’m so serious, I have to have fun somewhere.  So, I’d like to share with you our agenda:

8:00am – 8:30am  -  Continental Breakfast & Networking
8:30am – 9:30am  -  “Guaranteed Business Growth”  - Topics from Q
9:30am – 10:00am - Q & A with the Pros – Ask Questions to our experienced staff of marketing professionals

For those of you who have been to a GROW meeting, you probably know that I don’t pre-set the topic.  After we settle in, we get to share what our challenges are and what we’d like to learn, and I form my presentation from there.  One thing you can guarantee, it’ll all relate to growing your business. To learn more about GROW and our meetings, follow through to THIS LINK to our Website, and read our topic descriptions.  Make sure to send us your information through our SIGN UP NOW link.  We look forward to meeting you and helping you grow your business to success.

Remember, for your business to GROW you must have REVENUE, OPPORTUNITY, and you will earn WEALTH.

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As I’ve said many, many times, for me it’s all about having a plan with smart goals. That’s really the foundation of all good sales and marketing work, as a plan lets you measure and gage your performance, while continuing to tweak until things improve.

When I was putting my plan together for the New Year, I realized I couldn’t escape from thinking about my own personal situation. I thought about all the things we lost: just about every belonging in our garage and in our finished basement which served as a storage area. And then the entire first floor. All gone under two feet of salt water.

I thought about what needed to be replaced: the refrigerator, stove and cabinets, plus basic furniture. Beyond that there was all the other stuff I had gathered over the years. A whole host of things that I spent time collecting and protecting.

But here’s what I learned: a minimum amount of things hold a maximum amount of memories.  We lost 5,000 photos, but when we went through them we probably only needed 50 or 100. I had a collection of 500 golf books. Yes, they were valuable, but only three or four of them truly meant something to me.

In business, there are multiple things we do for our clients, to take care of them and protect them. And to maintain their patronage.  But the core of these relationships consists of just a few meaningful deliverables. And these deliverables are why a client budgets hard-earned dollars to use your services.

What deliverables does your client value in your relationship? If you’re working in business development like I do, the deliverables are new accounts won, new orders completed, plus the amount and depth of new contact history, as well as the success achieved by penetrating existing accounts.

Take a moment to ask yourself what are the things you do for your clients. Review what you put resources against, such as filing different things for years and holding onto past records, notes and samples. You may realize that you don’t remember the last time you really looked at any of this—or even if your client ever asked for them. Because what most clients are interested in is recent results.

Too many of us overreact to this by thinking, “How could you forget all the other things I did for you?”  But, honestly, it’s not about what you did for your client yesterday. Always remember, it’s your client’s financial responsibility to make sure that the expense that’s going out to you has a quantifiable return that can not only be justified, but can be built upon.

I found out the hard way that there are so many things I’ve collected and gathered in my personal life. And there are so many things I do for clients. But the common thread here is there’s really just a handful of things that hold real meaning, real value. And it’s your job to know exactly what those things are. So, ask your client, “What’s the most important thing me or my company does for you?”

Sometimes the client is not even sure, but help them cultivate the conversation so they understand where you’re going and how you’re working to get them there. Decide on a list of the three or four things that really matter, and review the list every three months or so. Because your client isn’t thinking about that list every day. They might be collecting things and experiences with you just like I’ve collected all those non-essential items at my home that have been literally floating around for the last couple of weeks.

But there are those three or four things that your client can’t do without. And those are what are important in your relationship.

That’s Q from the street.

P.S. I’m a lucky one, but there’s a lot of people out there that need a lot of help. So do your best to help someone out.  Thanks.

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The fact is your relationship with your client should consist of many roles that go far beyond the product or service or company you represent. And, to be effective, each must be enhanced with your own individual style. Take a look at the following roles you bring to the table, and think about how your clients would value them. But let me assure you that each of these qualities is inherent in all rainmakers, the sales leaders in your particular industry.

1. Knowledge sharer. Your understanding of an entire industry, and what leads to success or failure, is unequaled. After all, how often do clients have the opportunity to speak to someone who has been in forty or fifty companies that do similar things that they do? Very rarely. Naturally, we’re not looking to tell one client another client’s business. But, specifics aside, you can certainly convey the insight you have gained, and offer advice and recommendations based on that insight.

2. Forecaster. If a client is struggling when creating a new marketing project, or planning an expansion, or recruiting talent, these may be situations that you’ve also experienced. So why not protect your client from making moves that have pitfalls based on what you’ve seen and/or observed? You possess a unique ability to predict an outcome based on people who have done similar projects and had the same type of issues that their competition would have. So what pain can you help your client avoid?

3. Recruiter. Many years ago, a consultant told me about the technique of redshirting. It’s the practice of finding people that you think might be great for your company or great for a friend of yours. Basically, you categorize that prospect similar to what they do in college football when they “redshirt” to protect a player. As a salesperson, I oftentimes help people with recruiting individuals, and I keep a running file of folks I know that may be looking for work, and/or are talented at what they do. Since my clients know this, they often call and ask me, “Do you know anybody looking to do this?”

4. Business builder. You can help your clients grow their business. Personally, I don’t just provide ideas about how to recruit new business. I actually get leads for my clients. I tell colleagues, “If you’re looking for this service, you should call this guy.” Not as many people do referrals as you may think. So, when a referral does happen, oftentimes clients never know the link. That’s why I always let a client know when I’ve referred his or her company.

5. Trend-sayer. Clients are very, very busy running their own companies. And as much as they want to stay on top on what’s happening in the market, many times that takes a backseat to putting out daily fires. Become the barometer or the weather vane of the industry. Let clients know what’s going on, and what you’re seeing.

When you actively engage in these roles, in addition to your role as a salesperson, what you have are highly personalized benefits that make you an invaluable resource to your clients. All too often we talk about branding products and services. I suggest you also brand yourself as an industry expert, resource and confidant. That’s what you alone bring to the table.

That’s Q from the Street

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Over the last year we’ve been working with many clients on adword campaigns.  These campaigns are revealing in the way that people react to the leads they generate.  At our organization we talk about measuring results.  And, in order to measure results on ad word campaigns, it’s imperative that you follow-up on your responses (i.e., leads).  Somewhat surprisingly, I’ve experienced numerous lead follow-up styles, including:

• No follow-up. Some clients decide not to contact every lead, making assumptions about the region the lead is located in, the size of the job (i.e., not worth their time), etc.
• Slow follow-up. Some think it’s acceptable to follow up on their leads within a week’s time.
• Multiple follow-up. One company has at least 3-4 people call the lead. While this might seem impressive, none of these calls is synchronized. So it’s fairly obvious—not to mention, annoying—to the person being called that no one has any idea of the call history and previous conversations.
• Weak follow-up.   Conversely, some clients don’t follow up enough, thinking that one contact is sufficient. Everybody knows that good salespeople continuously stay on a lead as most sales goals are made after the first five or six calls.

My thoughts on these observations?

It’s curious to me that people prejudge a lead’s value. Hasn’t every professional salesperson at one time or another received a lead that didn’t seem particularly promising at the time? And although that particular sale never materialized, the prospect referred you to a great opportunity with someone else?

Or how about when an earlier lead leaves a company, and they remember how you once helped them out. Now at a new company, that former lead has purchasing power, and you’re the person they’re going to call.  Too many people discount leads and opportunities in the short term without considering their long-term benefits.

And then there’s the issue of turnaround time and speed.  Just think about the people answering ad word campaigns on the 24/7 Internet. They’re browsing for a provider of a service or a product. Typically, if the first person isn’t available, they’ll click on another. And then another.  If you’re unable to contact your “click” immediately, then consider hiring an answering service. Some will immediately page you on your cell phone so you can make a prompt connection with your lead.

Perhaps the best method for taking leads seriously is to calculate what one lead is costing you. There’s a statistic called CPL, or cost per lead.  Often times CPL is used in media plans, but I don’t see any reason why people can’t apply it to other types of marketing.

I have clients whose CPL range anywhere from $100 to maybe a couple of dollars apiece.  Now, certainly at the $100 range it’s pretty unusual to see someone not jump all over it, but it may surprise you that some still don’t. So calculate your cost per lead and then remember what Dale Carnegie spoke about in his book, How to Win Friends and Influence People. He stressed that leads were really the opening of a conversation and the beginning of a relationship. And, if you treat them as such, respectfully, I believe you’ll have greater results.

So start tracking your leads—and start valuing them. And make your absolutely 110 percent best effort to follow-up with speed, tenacity and preparedness.

That’s Q from the street.

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​Funny thing how we all assume we have a plan.  Everybody throws the “plan” word around like it just happens. But the plain fact is it doesn’t.  Because if we don’t have a plan—a written plan—with specific goals and specific action steps to achieve those goals, we don’t have a plan.  We have a wish.  I for one am not big on wishing. I like to have a plan that I can check regularly. So even if I don’t achieve the ultimate goal, I’m able to check the progress I’ve made towards it.

​There’s a fascinating story from the book “What They Don’t Teach You in the Harvard Business School” by Mark McCormack whereby the author recounts a study conducted on students in the 1979 Harvard MBA program.  The students were asked, “Have you set clear, written goals for your future and made plans to accomplish them?” Turns out only three percent of the graduates had written goals and plans; 13 percent had goals, but they were not in writing; and a surprising 84 percent had no specific goals at all.

​Ten years later, the class members were interviewed again. The 13 percent of the class who had goals were earning, on average, twice as much as the 84 percent who had no goals at all. Moreover, the three percent who had clear, written goals were earning, on average, ten times as much as the other 97 percent put together! Obviously, it’s well worth it to write things down.​

​So, exactly what’s a plan?  Simply put, a plan makes clear what you’re trying to achieve; that is, what your objectives are. How much do your want to grow your company financially in the New Year? How are you going to position your company for growth, e.g., a low-cost provider, or as the high-cost provider who also delivers the best service? Whatever it may be, your objective needs to be clear. You also need to define your targets so once you identify the market you want to grow in, you can determine the clients that you’re going to go after. So right there you basically have an objective of where you want to take your company, exactly what it is you’re selling, and whom you’re planning to sell to.

​The next part of your plan is setting goals. The majority of goals need to specifically deliver quantitative results that lead toward the achievement of your overall objective. I talk to many of my clients about SMART goals because I believe in them—and they’re an excellent device for setting goals. SMART goals are:

​Another effective tool when setting goals are Key Performance Indicators (KPI).  I call them critical activities.  These are measurements that help chart and monitor theprogress being made toward the goal.  For example, you might set a goal to land 100 new clients. And you mightcommit to getting ten new clients a month. But, how?

Maybe it’s done through telemarketing work. Consider this scenario: Historically for your organization, it’s been shown that you can generate one appointment for every 30 phone calls made. Moreover, your track record also shows that for every appointment made, “a third” of a client is achieved. Bottom line is, every threeappointments produces one new client. If you do the math, you’ll need to generate 9,000 phone calls, or about 750 calls per month.  Definitely doable, if you’ve got the right resources. Naturally, the calls need to followed up by the next critical activity:  your proven sales process, and making the close.

​So that’s an example of how to go about laying out a plan.  A plan that’s, in fact, an action plan.  Because that’s the only type of plan I believe in.  Naturally, there are plans that offer great reading in the Harvard Business Journal. But when it comes to most small-to-medium sized businesses, a plan that produces action produces results.  

Thats it for now

And that’s Q from the street

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Vendors and suppliers initiated the tradeshow concept because it made economical sense, utilizing one centralized location to display products to a captive, seemingly motivated audience. The gathering of multiple people at a single location also provided a price advantage with regard to travel, hotels, etc. What’s more, companies began to use tradeshows as a reward for sales staff and management. Add to the mix associations that provided educational opportunities for vendors to help train support and other staff. All in all the trade show model was win, win, win.

So the birth of tradeshows began out of a necessity for industries to be more efficient, to unite, to acquire knowledge and training, and to distribute product. But as with most growing trends there comes a point where the push to stand out and one up the competition must be weighed against the bottom line. The September 11 fallout combined with continued economic struggles worldwide forced all of us to take a big step back and re-evaluate our marketing investments.

Today’s tradeshows have taken on a new style and with that style has emerged increased effectiveness. Tradeshows remain a highly efficient gathering place where buyers and sellers can converge and communicate. As a matter of fact, today you’ll find many tradeshows boasting 10 percent increases in attendance, as well as an increase in exhibitors. Yet there are clear distinctions from the past. Gone are logo-branded shopping bags or other promotional items or giveaways. Today, these items are being replaced with “knowledge tools” that help people become more cost-effective when they are selling a product or satisfying their client. And, gone are the days when employees are rewarded with a trip to the annual convention or trade show. Today, statistics show that up to 90 percent of show attendees are true decision makers.

What’s more, many company-sponsored entertainment/cocktail events have also disappeared, replaced by educational and training sessions. Often the educational sessions are provided by associations who have now been added to the group of people who have come together at one gathering place.

So at today’s tradeshow, you’ll see associations, user groups, vendors, suppliers and clients collectively trying to make the most effective use of their travel budget, their time and their staff. Companies are sending the people that need to be there. As a matter of fact, 75 percent of the people who make a purchase tell us that they have visited a trade show and that either their purchasing decision was initiated at a show or it was confirmed at a show.

That’s a very high statistic. So what I suggest to you is to take a step back and take a look at the dollars you are spending. Evaluate your marketing budget and see where you can fit tradeshows back in, or perhaps, how you can do more tradeshows and be more efficient and more effective. There’s one thing for certain: today’s tradeshows remain an effective part of your sales strategy. And, if they’re not part of your plan, you might be missing opportunities. As one of my clients recently asked me, “How much do you think we’re going to do if we go to the tradeshow? And, what do you think the repercussions are if we don’t attend?” I answered his question with another question, “What will your clients think if you’re not there, and what will that cost you?”

As the old adage says: Maybe you simply can’t afford not to do it.

That’s Q from the street.

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Why? Because social media is akin to attending a network meeting, whether it’s a local trade network, a regional business lead generation network or a special-interest association. They all encompass what social media represents.

We’ve readily adapted to a slew of technology that has connected people. Think back to the PC, the fax machine, email, cell phones, texting, and the Internet. All of these technologies have converged on us, enlisting us as their proponents and their drivers. These techno-tools have made us more communicative, more productive and more efficient. And they represent a level of professionalism to both customers and colleagues.

So, exactly what does your experience have to do with social media? Simply put, social media leverages your innate ability to keep making connections. Let’s review some of the major players in the world of social media:

• Facebook. This is perhaps the epitome of social media because it enables people to socialize with others, be they friends, family, or just-met acquaintances. It became so ubiquitous so quickly that the business world felt compelled to get involved. Facebook developed corporate pages whereby companies submit a corporate viewing page that must be associated with a person, an administrator, who also has a personal account on Facebook. It’s important to realize that the personal account and the professional page will never be connected. My company has a Facebook page, and I have a personal Facebook page. If someone requests friendship from me on my personal page, I can let them in that world. But on the corporate page, they can just indicate they “like” my company.
• LinkedIn. This is a professional business directory. Though global, you can use it to identify and target localized opportunities. Maybe it reveals 50,000 potential clients, but because of your unique selling proposition only 500 are your ideal prospects. LinkedIn gives you the ability to get in contact with those unique people in the industry that’s in your sector. Let’s revisit the association analogy I made earlier. Usually, in every association there’s a vendor, there’s a supplier, and maybe there’s an associated member. With LinkedIn you can get in contact with those people that are in your community and the other communities that you’d like to be in touch with. Folks can check your bio, your background, and your professional credentials. I highly recommend including a photograph of yourself to bring a little more personality to your listing.
• Twitter. In essence, Twitter is a brief 140 character electronic press release, providing a cost-effective way to get quick notices out to clients, Folks who read your “tweet” are known as “followers.” My recommendation is for you to follow all the people that you admire, all companies that are your prospects, certainly all your clients, and then, from there, hopefully people will follow you back. Aspire to be Ashton Kutcher, who at last look had over 7 million followers. With one tweet, he can sell a product off the shelf in an hour. Seriously, Twitter bypasses the need to get a notification out via an internal database, or an email that might not be checked promptly, or via snail mail that winds up on the bottom of an in-box.
• YouTube. This is your video message to the world. Today, with a digital camera of decent quality, you could upload a video that introduces you and your company “up close and personal” and thanks folks for viewing your channel. Moreover, you can get the word out about your website, and ask viewers to “like” you on Facebook, and “follow you” on Twitter.

The important thing to remember is that social media is a vital part of communication today, and your networking experience—whether it’s within associations, whether it’s referring people to one another, whether it’s finding the trends in your industry that are slightly ahead of the curve—these innate communication abilities give you a distinct advantage in the brave new world that’s social media. Your sustained business experience, your ability to conduct yourself, to both share and seek knowledge, to help others in your industry, to find those really unique things that give you an advantage and your clients an advantage, those are your instinctive skills that can’t be replicated by someone who has great computer skills and 17 different social media accounts. Yes, in time they can develop these skills, but right now, these novices are electronic savvy, not business savvy.

So start embracing the social world to ensure you’re covering all your bases when communicating with clients, prospects, and suppliers. And don’t let social media intimidate you. You’ll discover there are plenty of people out there that want to lend support (don’t forget I’m one of them). And, if you’ve been looking for a way to make yourself feel a little younger, it certainly helps.

That’s Q from the street.

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Welcome to Joe Anzalone, our newest member of the Q Group.
Joe joins Q and is responsible for web production, HTML development, and Social Media support. Good Luck Joe!

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Just started using this social media web app, great tool! Find it at pixelpipe.com -Q

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Oftentimes tough economic times have provided opportunities for many to enter and realize their entrepreneurial dreams.  We need to decide where the opportunities are and leverage what we’ve already built. Business school teaches three ways to grow a business:

1. Sell more to existing clients.  This is usually considered the biggest opportunity, as low-hanging fruit are often located in an existing client base.  Many clients have the ability to grow their sales as much as 50 percent within their own database.
2. Grow the area you sell to.  The Internet allows many of us to sell products if not worldwide, then certainly nationwide. Some products, such as knowledge or services, can be readily adapted to Internet    applications.  And, with the use of multi-media services that offer online video communications, the cost of travel is no longer prohibitive.
3. Increase product lines through synergistic offerings.  FedEx realized that people who ship documents probably also need to create them. Thus, they purchased Kinkos. In addition adding storefront FedEx locations provided a retail revenue stream that did not exist in the past.

So what’s the best strategy to grow your business?  I believe that at the very heart of each of these three options is the definition of your ideal client based on the unique combination of skills and experience that they—and you—provide.

With the 80/20 rule in mind, I took a closer look at a trucking client and evaluated their client base. We discovered that most, including some larger customers, did not have a dedicated fleet or traffic master.  Sure they had people who were in charge of moving freight and warehousing, but they didn’t have a dedicated traffic foreman.

We then looked at what type of freight their clients moved, and whether there was opportunity to grow the area they currently sell to.  It turned out it really wasn’t about the type of freight they moved.  It was the level of customer service my client offered.  Whether a client required industry-specific documentation, or buttoned-up knowledge of government regulations regarding hazardous material or food, my client provided a knowledge and skill set that was out of the norm. So what their clients really valued was an outsource traffic department or freight department to manage this part of their business for them.  My client? They never skimp on customer service and pride itself on the fact that they have never let a client down in more than 30 years.

When you ascertain that your clients have a special need, you need to scrutinize and adjust your sales process. That process is geared towards how you can be a strategic partner in the day-to-day operations of their company.  How you can positively impact their P and L.  How you can help grow clients.  How you can direct day-to-day customer service that eats up too much of management’s valuable time.

When it comes to growing up companies and clients, we need to take a step back.  Borrow a page out of Bill Gates’ book and take a couple of days out of the office. Think outside the box and about why clients remain so loyal to us. And why we’re a good choice for them.  It’s great to think it’s because they like us or the restaurants we take them to. The fact is that our quality clients make choices on what is good for their business and their business’ bottom line.

So take a closer look at how you can change your industry for the better.  I’ve worked with printing companies who are now CD and DVD distribution companies.  I’ve worked with equipment manufacturers who are now system reengineering people focusing on work flow.  I’ve worked with clients who had national sales forces of 20-30 salespeople and are now down to two.  And they’re doing more business through the Internet.  So go ahead, get out of the box, see what your clients really think you’re about, what you mean to them.  Sometimes you’ll find opportunities right under your own head.

That’s Q from the street.

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Did you ever notice the people that go over the top in their “appreciation to clients” usually have good reason to. Perhaps it’s a waning relationship, or maybe, more commonly, a new buying relationship. Did you ever look at these relationships and compare them to the insecure person that tries to impress, solidify, or even hold on to their partner?

So what makes a healthy relationship with our clients? I think balance is at the center of this answer. Specifically, Balance of a relationship’s Big Three: Respect, responsibility, and reliability.

These are the real gifts that your clients value all year round. That token material gift, without the balance of the Big Three, is just a symbol with no real impression or value. However, supported by the Big Three, the material item becomes a reminder of all that your relationship brings to that special person and their organization.

Let’s break them down:

Writing this article is certainly going to have me try harder this New Year. If my words have any effect, I hope they can take one of your relationships to a newer level in 2011.

Q,
From the street. Keep on selling.

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Choosing the right method of showing our appreciation for a client has its challenges. We struggle with political correctness and varying corporate guidelines, balancing our appreciation with a need to demonstrate it in compliance with a new set of gift giving rules born from the economic restructuring of business as we know it.

Did you ever notice the people that go over the top in their “appreciation to clients” usually have good reason to. Perhaps it’s a waning relationship, or maybe, more commonly, a new buying relationship. Did you ever look at these relationships and compare them to the insecure person that tries to impress, solidify, or even hold on to their partner?

So what makes a healthy relationship with our clients? I think balance is at the center of this answer. Specifically, Balance of a relationship’s Big Three:  Respect, responsibility, and reliability.

These are the real gifts that your clients value all year round. That token material gift, without the balance of the Big Three, is just a symbol with no real impression or value. However, supported by the Big Three, the material item becomes a reminder of all that your relationship brings to that special person and their organization.

Let’s break them down:

Respect.  Some believe that this word is at the very core of good and bad. No matter how it is displayed or expressed, showing respect is the first symbol of gratitude in a relationship. Mom, Dad, client, friend, are all people we respect in a myriad of ways: greetings, punctuality, communication, assistance and, most importantly, watching out for them. So the next time you take a client for granted, remember it’s a sure sign of disrespect.

Responsibility. Every relationship contains varying levels of responsibility. But no matter the type of relationship, at the core of being responsible is being truthful. Relationships based on truth are always fruitful relationships. Think back in your past and reflect upon the people who have had the most positive impact on the direction of your life. The best parents, teachers and managers, are the ones who follow the laws of fairness, honesty, and truth, no matter how difficult. So remember. Always be completely honest if you want your relationships to grow.

Reliability. The last the Big Three dictates that no matter what time of the day, no matter what the situation, you know this person will not let you down. They say we are lucky if we have more than two or three true friends when our life is all said and done. Those are the people that we know we can call, whenever or whatever the situation. So think about that the next time your client is calling at 5:30 in the evening on a Friday night. And remember that sometimes just “Being There” is monumental.

Writing this article is certainly going to have me try harder this New Year. If my words have any effect, I hope they can take one of your relationships to a newer level in 2011.

Q,

From the street. Keep on selling.

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On average, for every three pitches, we close one. And that’s usually with the guy that, when our ten minutes are up, spends another hour or so asking questions.

So what’s really working here? Time and time again, it comes back to one thing: relationships. When we started out in the sales game, conventional wisdom claimed that three specific characteristics were needed in order to be successful: empathy, perseverance and ambition (i.e., defined goals). I never agreed. I believe that all salespeople need the potential to acquire these attributes, but what’s paramount is empowering these traits with a passion for your product or service. When you possess that passion and you begin to communicate to someone who has a need, it becomes clear you are serious, not only about your business, but the needs of your prospect.

And, once you sell with passion, commitment to success and a sincere belief in your product or service resonates not just through your words, but in your comportment and your energy.

So how can we improve our close ratio? A typical presentation or pitch begins with an overview of your company, service, product, staff and, naturally, some nice, colorful charts and graphs that make us look professional. As an afterthought, we leave the prospect with printed collateral: oftentimes client references, case studies, and relevant success stories that we like to leverage.

I suggest you try this approach: Flip the order. Rather then starting by telling how great your company is, how many years you’ve been in business, and why you can offer more benefits and features than the last guy, talk about some of the projects you’ve worked on, just like those case studies that we typically leave behind. But this time, let all your passion and enthusiasm and belief resonate. Be prepared to discuss two or three projects that the prospect can most closely associate with.

Then watch what happens. This technique will peak an interest in the prospect because you’re now engaged in a dialogue, not a presentation. The dialogue will evolve into a conversation which will lead to the beginning of a relationship. And that, my friend, is our goal. They’ll be plenty of time to talk about how long you’ve been in business and the particulars of the company and staff. Because once we’ve established that relationship, all those other factoids become supportive to the close, but not necessarily integral to it.

Anthony Quaranta spent 30 years as a sales professional generating upwards of $10M in revenue annually, calling on businesses in the tri-state area. Today he is President of Q Group, a sales and marketing consulting firm that focuses on “Building Business…… Measurably” by setting goals, synchronizing marketing and sales efforts, and tracking these activities in order to improve a company’s overall results. The Q Group team works with organizations with a sales force of one to larger nationwide teams. You can contact Anthony by visiting www.QGroupltd.com or calling 631 234 7670.

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•    Crash diet versus a Weight Watcher approach.
•    90 day gym membership versus a lifetime daily exercise program.
•    Disciplined eating versus unconscious food choices.

In addition to the lack of a dedicated marketing plan, many businesses employ “quick fixes” in other managerial areas, including:

•    New employee training.
•    Written job descriptions.
•    Procedure documentation.
•    Goal tracking and measuring.

And, especially during tough financial challenges, there’s companies that cut back on the little things, like coffee, only to hear from a disgruntled employee that coffee enables them to work even harder.

So, what does all this have to do with marketing? When economic woes reduce revenues, many of us turn to the expense side of our business for cuts. We look at the obvious journal entries and use our influence in a way that will have immediate impact. In order words, wherever we can, we slash, slash, slash.

Rent                     Fairly untouchable.
Payroll                 Obviously a tough one, but only as a last resort.
Office supplies     Slash. But no real savings.
Marketing             Slash. Looks like some real savings can be realized, and no one is buying anyway.

But in the long term, what are the effects of reducing or eliminating your company’s marketing budget? All businesses have a business generation process which requires new lead generation with the goal of sales conversion. And marketing is the very bloodline of that process. Assuming you have done proper planning and you have a profitable business generation process, you generate gross margin. That’s more margin to pay overhead and deliver profit.

Historically, sales statistics confirm that, in the most challenging economic times, clients seek new resources to help them meet their needs in a more strategic way. So why do we not see today’s economic climate as an opportunity to keep our companies infrastructure intact by increasing revenue, rather than slashing existing overhead?

Revenue growth and cost reduction are two goals that all business seeks today, growth that is efficient, profitable and quantifiable. Modest cost reduction can complement the attainment of revenue goals, not the elimination of entire budgets that are responsible for watering and feeding the seeds we have spent years of cultivating.

Interactive marketing such as PURL, email distribution, and web-based campaigns are achieving some of the highest response rates ever experienced. Personalized direct mail is now affordable like never before, and “executable without a dedicated IT team.” Web-based advertisement delivers laser like focus for advertising to prospects. And, much like the way of flat screen displays, printing and promotional items have become more competitive in this global on- demand world. Large format signage and banners are now affordable in substrates that were never before affordable to most.

So try to remember to seek options that can provide paradigm shifts in the way you choose to accomplish your goals. Think twice before eliminating expenses that should really be looked at as investments. I often wonder why we ”invest in equipment” yet “spend money on marketing.” Why do we treat an investment in a fork lift as an asset, but an investment in our brand as an expense?

I think I know the answer. Experience tells me it’s the same reason we choose the crash diet over a lifetime of healthy eating. In other words, lack of a dedicated commitment to the challenge at hand. I guess that’s why I’m 30 pounds overweight, and have five former gym memberships.

There is some good news, however. My wife still makes homemade manicotti, but now she uses low fat ricotta.

Still trying and standing outside the trees,

Q

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That’s why the challenges facing today’s printers are complex and multifaceted, and include:

• A sales force with decreasing product knowledge, yet increasing relationship-value.  Most sales teams are made up of veterans from the offset community with 15 to 20 years or better experience.  Their customers trust them.
• A limited number of younger professionals entering the field. This is creating an even greater reliance on these experienced veterans.  But their knowledge of the digital age needs to keep pace with what their customers need and want.

That’s why it’s the CEO’s job to retool these valuable human resources so they can continue to represent the organization—while supplying the print communications vehicles demanded in today’s competitive world.

So, exactly what needs doing?

• Restructure the sales force to be more of a marketing focused team.  Salespeople need not only to be able to speak about the digital landscape in terms their client can understand, but also anticipate their challenges.  Knowledge of the client’s business is more critical than ever, in order to recommend solutions that can leverage the hardware and the iron that their print company has invested toward, while keeping pace with today’s technology.
• More marketing “about us.”  As traditional print companies, we’ve always marketed to manufacturers, distributors, maybe even to some vertical markets that used traditional printed product.  But now much of this traditional printed product has simply gone away.  Yet opportunities still exist, and these opportunities have to be marketed to in a different way.  Consider the prominence of variable image printing.  Our challenge is developing a marketing program or campaign that addresses these opportunities, perhaps electronically, and communicates that your organization is digitally savvy.  In the past, most printers have not relied on marketing that generates leads. It’s all been about relationships and referrals that have built over time.  That needs to change.
• Make it easier to do business.  Today you need to compete for orders on all platforms.  Increasingly, customers are placing large orders on the Internet with a couple of clicks.  So we need to offer that interface as a service to those customers who choose this method.

But one mandate remains the same:  What’s imperative is that we position ourselves to be our client’s strategic partner.  They need to know that we bring expertise to their industry and their client’s industry.  So overall it’s really a combination of understanding the market and having the right products and services for that market.  Sales teams must be able to professionally present the advantages that today’s technology offers while clearly understanding the organization’s goals and objectives.  Bottom line?  A return to sales training or perhaps, more appropriately, sales retraining of those professionals who have already proven their success for years.

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