The sales landscape constantly evolves, and the tools and techniques used to reach potential clients are continually refined and reimagined. One such innovative approach to sales and marketing is pioneered by salespeople and sales managers leveraging technology to add value to their client relationships and boost their sales figures.
Megan O’Hara, an executive solution specialist in Columbus, Ohio, is at the forefront of this movement. She has developed a unique method of reaching out to clients that adds value to their lives, increases her customer access, and builds her credibility. This method is simple yet impactful: Megan sends a weekly tech tip in a short video format every Monday.
This approach is designed to keep her name at the top of her clients’ minds. In a world where attention spans are increasingly limited and competition for customer attention is fierce, being the first person a client thinks of when they need a product or service is vital. By sending out these tech tips, Megan is providing a valuable service to her clients and ensuring that she remains at the forefront of their minds.
The success of this approach is evident in the response Megan has received from her clients. Many have contacted her after receiving her tech tips, expressing appreciation for her added value to their lives and initiating further business conversations. This is a clear testament to the power of this approach in building strong client relationships and driving sales.
Join Kevin Lawson and Sean O’Shaughnessey in a compelling episode of “Two Tall Guys Talking Sales,” which delves into the power of networking and relationship management in sales. Whether you are a seasoned sales professional or just starting, this episode offers invaluable insights into maximizing your sales ecosystem without overwhelming your contacts.
Key Topics Discussed:
Activating Your Network [00:00:00]: Kevin highlights the importance of leveraging existing relationships and simple, actionable strategies to enhance your sales pipeline.
Realistic Relationship Management [00:01:36]: Sean discusses the practical aspects of maintaining a manageable network that can drive business growth.
Frequency of Contact [00:04:54]: Explore how often to engage with your network, including referral partners and past customers, without becoming a nuisance.
Digital Communication vs. Personal Interaction [00:06:00]: This section dissects the balance between digital outreach and personal connection to optimize relationship value.
Segmenting Contacts [00:08:29]: Sean shares his method of categorizing contacts into A, B, and C lists to tailor communication frequency and maintain effectiveness.
The symbiotic relationship between sales and marketing is more crucial than ever. This dynamic duo drives the revenue generation engine, which is especially crucial when businesses are keen to set a positive trajectory.
Marketing’s influence cannot be understated. It often shapes the business’s success months in advance. Strategies implemented by marketing today can significantly impact revenue streams later in the year. Therefore, it’s essential for sales and marketing to align and integrate their processes to ensure that marketing efforts translate into tangible sales results.
In this context, sales enablement emerges as a key strategy, bridging marketing initiatives and sales execution. By segmenting the customer journey into three categories—leads, prospects, and customers—both teams can tailor their strategies to effectively move individuals through the sales funnel. Marketing focuses on generating awareness and attracting leads, while sales teams convert these leads into qualified prospects and, ultimately, loyal customers.
The conversation around leads often circles back to the quality of leads generated by marketing and the clarity with which sales teams define what constitutes a ‘good lead.’ This mutual understanding and cooperative process streamline efforts and ensure that marketing is not just generating leads but the right leads.
Moreover, discussing the effectiveness versus efficiency in marketing strategies can significantly refine the targeting process. Marketing must be efficient and effective, emphasizing the right messaging and content that resonates with the ideal client profile (ICP). This approach ensures that the prospects entering the sales pipeline are more likely to convert as they align closely with the business’s target demographic.
A noteworthy strategy for enhancing this alignment is developing a concise value selling proposition. This tool aids marketing teams in crafting messages that encapsulate what the business does in a clear, compelling manner, which sales teams can then leverage to engage and convert leads effectively.
For smaller businesses or those without extensive in-house marketing teams, sales leadership can strategically define and refine marketing strategies. Questions like “Why do people pay us?” or “What differentiates us from our competition?” can ignite discussions pinpointing the business’s core value. Engaging directly with customers to understand why they chose and continue to choose your company provides invaluable insights that can shape future marketing and sales strategies.
Ultimately, the integration of sales and marketing is not merely about aligning goals but about creating a cohesive strategy that utilizes the strengths of each to optimize the customer journey. Whether it involves developing compelling content that speaks directly to the needs of potential clients or refining the sales process to highlight the value over features, each element is crucial in building a robust sales and marketing framework that attracts and retains customers.
For businesses looking to deepen their understanding of this integral relationship, embracing discussions around sales enablement, value proposition, and customer feedback is essential. These elements are not just isolated tactics but parts of a comprehensive approach that can dramatically improve how businesses attract and maintain their customer base, ensuring sustained growth and success.
Company leaders can start implementing some of these topics today!
Evaluate Your Current Sales and Marketing Alignment: Take the time today to review how your sales and marketing teams are currently aligned. Identify any gaps in communication or process and schedule a meeting to discuss these findings with both teams. This will help set the stage for improved collaboration and efficiency.
Define Your Ideal Customer Profile (ICP): If you haven’t already, work on defining or refining your ICP. This involves gathering insights from your sales and marketing teams to ensure the profile accurately reflects the customers most likely to buy and benefit from your product or service. This alignment is critical for targeting and attracting the right leads.
Develop a Concise Value Proposition: Collaborate with key stakeholders from both teams to craft a clear, compelling value proposition that communicates the unique benefits of your offerings. This should be a concise statement that potential customers can easily communicate and understand, guiding your marketing content and sales pitches.
Solicit Customer Feedback: Contact a select group of new and long-term customers to gather feedback on why they chose your company and why they stay. Use this feedback to adjust your sales strategies and marketing messages, ensuring they resonate deeply with your target audience and reflect the actual value you provide.
Welcome to this week’s episode of Two Tall Guys Talking Sales, where hosts Kevin Lawson and Sean O’Shaughnessey are joined by Chris Cocca, a sales expert, to discuss the vital aspects of discovery meetings and qualifying prospects for a robust sales pipeline. Tune in as they delve into the methodologies that distinguish successful sales strategies, particularly focusing on the RAIN training concept and the essential practice of understanding client aspirations and afflictions.
Key Topics Discussed:
RAIN Training and Strategic Selling: Chris Cocca shares insights into how RAIN training complements traditional strategic selling concepts, helping salespeople better understand where their clients currently are and where they aim to be.
Aspirations and Afflictions: The discussion highlights the importance of understanding clients’ aspirations and afflictions to maximize the perceived value of offered solutions.
Gap Analysis in Sales: Kevin underscores the importance of gap analysis in sales processes, emphasizing how salespeople should position themselves as solutions within the business context.
The Role of CRM Systems: Chris stresses the significance of CRM systems in capturing and utilizing quality data for sales success, illustrating how technology underpins effective sales strategies.
Role-Playing for Sales Training: A discussion on the practical application of role-playing exercises as a method to enhance sales personnel’s discovery skills.
The Importance of Proper Discovery: Sean wraps up the discussion by reinforcing the necessity of a well-executed discovery process, which is crucial for improving sales outcomes.
Key Quotes:
Kevin Lawson: “I love that you’re tying the gap analysis because as salespeople, we need to be thinking about that gap because it’s the, where do I fit into this business as a solution?”
Sean O’Shaughnessey: “Practice makes easy for asking discovery questions. Asking those business-related questions. Curious how you do that.”
Chris Cocca: “The further apart that those aspirations and afflictions are, the more value you can show because you’ve got a lot to work with. If that gap is really narrow and you don’t define that really well, guess what happens? It’s all about price.”
Additional Resources:
“Strategic Selling” by Miller Heiman https://a.co/d/6qJH9ME
RAIN Sales Training Platform https://salesxceleration.com/news-events/transform-your-sales-performance-with-rain-group-and-sales-xceleration/
Summary:
This episode is a treasure trove of insights for any sales professional looking to sharpen their discovery skills and improve their sales strategy. From understanding the critical role of CRM systems to mastering the art of asking the right questions during client meetings, our guests cover it all. Whether you’re a seasoned sales leader or a new salesperson, this discussion offers valuable techniques that can be immediately implemented to enhance your sales process and ultimately drive better results. Don’t miss out—listen now and transform your sales approach!
Join us next week for more insightful discussions on Two Tall Guys Talking Sales.
Territory design is critical for ensuring efficient revenue generation and optimal team performance. Sales leaders, especially those at the helm of small—to mid-sized companies, must revisit and potentially recalibrate their territory strategies to accommodate growth and maintain competitiveness.
Effective territory management starts with a clear understanding of the business landscape. Ensuring that each salesperson has a viable area with ample opportunity is crucial. This may sound straightforward but involves a delicate balance of geographic and customer-based considerations. For instance, some businesses might operate on a model where territories are defined by customer types or specific named accounts, which could include focusing on a set number of businesses to target. On the other hand, more geographically expansive businesses might allocate territories based on regions, such as counties or states, depending on their size and scope.
Moreover, there’s an art to knowing when and how to split or expand territories without diluting the quality of customer relationships or the sales team’s morale. For example, if a territory becomes too large and unwieldy, it might necessitate division to maintain or increase effectiveness. However, this division must be approached with sensitivity and strategy, ensuring it does not merely become a means to reduce commission costs but rather a method to enhance coverage and customer engagement.
The challenge often lies in the execution. Realigning territories can be as complex as managing a new product launch or entering a new market. Factors such as supply chain logistics, warranty services, and resource allocation must all be considered to ensure the new territory design supports immediate sales goals and long-term business growth.
Sales leaders must also be adept at navigating the internal dynamics of territory adjustments. For instance, a well-performing salesperson might view the reduction of their territory as a punitive measure, rather than an opportunity to enhance focus and potentially increase earnings from a more concentrated area. It is crucial for management to communicate effectively, ensuring that the team understands these changes are aimed at optimizing the entire sales process and enhancing their ability to meet customer needs more effectively.
Ultimately, the goal of territory design should align with the overarching business strategy aimed at growth and sustainability. This includes not only deciding the physical or conceptual boundaries of each territory but also ensuring that each sales team member is positioned to succeed, supported by robust training and resources, and motivated by a clear understanding of their role in the company’s broader objectives.
As companies prepare for another business cycle, revisiting the principles of effective territory management could be the key to unlocking new levels of success and stability. This strategic approach helps maintain a competitive edge and supports a healthy, dynamic sales culture that adapts to the changing landscapes of industries and markets.
Actionable suggestions that sales managers can do today:
Conduct a Territory Audit: Review your current sales territories by evaluating sales data, customer distribution, and team feedback. Identify areas where territories may be too large or too small and assess the potential for restructuring to improve coverage and salesperson efficiency. This will help you understand if your current design aligns with optimal market coverage and team capabilities.
Initiate a Team Discussion: Meet your sales team to discuss the current territory alignment. Use this opportunity to gather insights directly from those on the ground about their territories’ challenges and opportunities. This feedback is invaluable for making informed decisions about potential territory realignments or adjustments to meet customer needs and company goals.
Welcome to another insightful episode of Two Tall Guys Talking Sales, hosted by Kevin Lawson and Sean O’Shaughnessey. In this episode, the duo delves into the often overlooked but crucial sales aspect – selling consumable products. They explore strategies and insights for salespeople who deal with regularly consumed and repurchased products, such as manufacturing supplies, paper products, and even everyday items like toilet paper.
Key Topics Discussed
The Unique Challenges of Selling Consumable Products: Understanding the dynamics of selling products that are regularly used up and repurchased.
Strategic Sales Approaches: How to effectively sell consumable products in competitive markets.
The Importance of Value Proposition: Emphasizing the significance of a unique selling proposition (USP) in consumable product sales.
Salesperson’s Role in Consumable Sales: The critical impact of the salesperson’s understanding of the customer’s business and needs.
Territory Management and Growth Strategies: Effective methods for expanding sales territories and managing customer accounts.
Cross-Selling and Team Collaboration: Leveraging the strengths of a sales team through cross-pollination of skills and coaching.
Key Quotes
Sean: “In the environment we’re talking about here, where it’s a consumable product… the quality of the salesperson comes to play in a big way.”
Kevin: “You need to know where and how you compete. It’s as simple as that. Who do I call on? How do I compete? Is it price? Is it value?”
Additional Resources
Sean O’Shaughnessey’s book “Eliminate Your Competition” for more in-depth sales strategies – https://amzn.to/2K37ugx
Summary
In this episode, Kevin and Sean provide valuable insights into the world of selling consumable products. They emphasize the importance of understanding the unique challenges of this market, including the need for a strong value proposition and the crucial role of the salesperson in understanding and meeting customer needs. The discussion also covers effective territory management and the benefits of leveraging team strengths for cross-selling. This episode is a must-listen for sales professionals looking to excel in the consumable products market and for those seeking to enhance their sales strategies in competitive environments.
Listen to this episode of Two Tall Guys Talking Sales to gain valuable insights and strategies for excelling in the consumable products market, and to learn how to effectively grow your sales territory and manage customer relationships
Welcome to another riveting episode of Two Tall Guys Talking Sales with your dynamic hosts, Sean O’Shaughnessey and Kevin Lawson. In this episode, our duo takes on a subject that stirs strong emotions in the sales world: micromanagement. With a combined experience of several decades in sales, Sean and Kevin delve into their philosophies, personal experiences, and provide actionable insights on transitioning from micromanagement to effective leadership. Whether you’re a salesperson, a manager, or a business leader, you’re going to find value in their candid conversation.
Key Topics Discussed:
Micromanagement in Sales: Sean’s personal aversion to micromanagement, his challenges, and how he navigated them during his 38-year career.
Transitioning from Micromanaging to Leadership: Kevin’s insights into the delicate balance between engaging the team and inadvertently falling into micromanagement.
Differentiating Between Green and Seasoned Salespeople: How to manage new salespeople who need structure versus seasoned reps who require trust.
The Importance of Trust in a Sales Team: Bad examples of trust violations and the cultivation of a culture of trust within the sales organization.
Becoming a Leader: Strategies and practical advice for transitioning from a micromanager to a leader, and the value it brings to the sales culture.
Key Quotes:
Sean: “I despised anybody who was going to drive me day to day, ask me every single thing, question every single deal just didn’t fit well with my personality.”
Kevin: “How can I help? That’s how the shift comes in my mind from a micromanager to an effective leader. Instead of asking detail, detail, detail, they’re asking about resource, resource, strategy, that’s the big shift for me.”
In this engaging episode of Two Tall Guys Talking Sales, Sean and Kevin don’t just identify the problems associated with micromanagement but provide actionable insights and solutions for how to evolve into an effective leader. Whether you’re just beginning in sales or leading a team, their candid conversation will offer you strategies to avoid micromanagement, build trust within your team, and create a culture of success. Don’t miss this chance to learn from two seasoned sales veterans – tune in to this episode and take your sales leadership skills to the next level!
A newsletter is one of the best tools you can use to maintain a relationship with your existing customers and qualified prospects that are uninterested in buying your product or service at this time. By sending out a newsletter quarterly, you can keep your brand top-of-mind so that when they are ready to make a purchase, they will think of your company first. You can reach an even wider audience by posting your newsletter on LinkedIn.
There are several benefits of sending a newsletter to your customers and qualified prospects, including:
Keeping your brand top-of-mind: By sending out a quarterly newsletter, you can keep your brand top-of-mind so that when your customers or qualified prospects are ready to make a purchase, they will think of your company first.
Developing a relationship with customers and qualified prospects: A newsletter is a great way to establish a relationship with your customers and qualified prospects. You can build trust and credibility with your readers by providing valuable information in each issue.
Reaching a wider audience: Posting your newsletter to LinkedIn provides you with an opportunity to reach an even wider audience. When you post your newsletter on LinkedIn, include a call-to-action so that your readers know what you want them to do next.
Generating leads: Including a call-to-action in each issue of your newsletter is a great way to generate leads.
Increasing sales: By sending out a quarterly newsletter, you can increase sales by reminding your customers of the products or services they’ve purchased from you in the past and introducing them to new products or services that they may be interested in.
Building customer loyalty: A newsletter is also a great way to build customer loyalty. By providing valuable information and helpful tips, you can show your customers that you value their business and are invested in helping them succeed.
Enhancing customer service: In each issue of your newsletter, include contact information for customer service so that your readers know how to reach someone if they have questions or need assistance.
Boosting morale: A well-written and informative quarterly newsletter can boost your employees’ morale by keeping them up-to-date on company news and developments.
I recently spoke to Robert Gillette, the host of the podcast Reclaiming Sales. It was a great conversation! We discussed many things that will benefit beginning sales professionals. Specifically, we discussed:
Get to know your prospects better, understand how they make and lose money.
Get curious, and stay that way… even when you’ve heard your 100th prospect tell you the same thing.
Build your belief, it will keep you company when times get tough.
You can listen to our conversation by subscribing to Robert’s podcast here. You can also subscribe by going to Apple Podcasts, Google Podcasts, Spotify, and many more that are listed here.
The following is a transcription of our conversation for those that prefer to read rather than listen. The transcription is as close as possible to the spoken word but effort was made to try to make it a little more readable with fairly grammar correct phrasing, sentence structure, and paragraph structure. Where the commentary overrode grammar or the use of synonyms, the spoken word was chosen.
Announcer 0:30
You’re listening to Reclaiming Sales because you don’t need to sell your soul to be successful with your host and fellow salesman, Robert Gillette.
Robert Gillette 0:41
Robert Gillette Reclaiming Sales Podcast Host
Hey everybody, welcome back to the show. My name obviously is Robert Gillette, and I have a new friend of mine. I know everybody I meet on the show, I say my new friend, but it’s true so far—a gentleman named Sean O’Shaughnessey. Honestly, the reason why you’re on the show, to be totally honest, is he, you engage with me, you commented on the things that I post, and you send me messages. And you know, when you’re doing a podcast, it’s like screaming into the void. And so when the void reaches back out and gives you feedback, it’s incredibly helpful. I’m used to performing on stage, in general, so I just wanted to have you on the show, first of all, to get your perspective on what we’ve been talking about so far. But, still, you also have some pretty deep claws into this whole sales game as well, and you have some perspectives that I just want to explore and see what we can uncover over the next 20 minutes or so. But before we get onto that, Sean, why don’t you, I guess before you take off your sales guy hat, what do you sell and who do you sell it to.
Sean O’Shaughnessey 1:42
I am the CEO of a company called New Sales Expert. I sell sales management to companies with bad sales management or don’t know how to have sales management.
Robert Gillette 1:56
Okay, and we don’t have a lot of, you know, people on the show who aren’t salespeople. But I guess my first question to you before we move too far into this is. Do you think it’s harder to sell to salespeople or to sell to non-salespeople? Is it hard to sell to people who sell for a living?
Sean O’Shaughnessey 2:16
Sean O’Shaughnessey CEO and President New Sales Expert, LLC
So it’s I think it’s easier to sell to salespeople because we like to hear a good pitch. I actually sell, though, to the CEO that is frustrated because he doesn’t know how to manage a sales force. So that’s actually whom I sell to. And that’s the problem I solve.
Robert Gillette 2:32
Okay, so you’re actually selling to a CEO or someone at that C suite level.
Sean O’Shaughnessey 2:37
Correct. I’m usually selling to the founder of the company. And he is in a situation where he can’t figure out how to manage salespeople, how to recruit salespeople, and how to make salespeople better. So that’s what I do for him or her.
Robert Gillette 2:51
Unfortunately, mostly him, but we’re working on that diversity by brute force. We’re doing it as a country anyways.
So let’s, let’s roll this back to the beginning of your career, how did you get into sales. And why did you stick with it all those years?
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