Sales Improvement

The Three Pillars of Sales Success: Ideal Client Profiles, Effective Messaging, and Aspirational Offers

By Sean O'Shaughnessey

Let’s start this article with a rhetorical question to the sales professionals, sales managers, or CEOs: Have you ever found yourself guilty of sending messages to prospects without fully considering their specific needs or how your offer aligns with them?

If so, you’re not alone—this is a common pitfall in sales. The good news is, it’s entirely fixable by developing a straightforward, strategic approach.

An effective sales strategy hinges on three core components: defining your ideal client profile (ICP), crafting a resonant message, and presenting a compelling offer. These elements are interconnected. Mastering their alignment will significantly enhance your sales effectiveness.

Ideal Client Profile

Let’s start with the ideal client profile. How well do you know the companies you’re targeting? Identifying your ideal customer is foundational to your entire sales approach. It’s not enough to say that your market is “small businesses” or “tech companies.” Instead, think about your best clients—the ones you genuinely enjoy working with, who value your product, and who generate profitable, sustainable business. Think about companies that rarely devalue your product or service by asking for a discount. What do these clients have in common?

Now that you have your favorite customers from above, reflect on your top five or ten accounts. Are they in the same industry? Do they share similar challenges or company structures? Perhaps they all have common goals that your product consistently solves. Pinpoint these commonalities. This process will help you create a precise and actionable ideal client profile.

But don’t stop at company-level characteristics. Remember, even in B2B sales, you’re ultimately selling to individuals. Identify the specific roles or buyers within these organizations that are responsible for making buying decisions. Who are these decision-makers? What motivates them personally and professionally? Do they all have the same kind of college education? Do they all have similar career paths? Understanding the people behind the logo makes your outreach more personal, targeted, and effective.

What is your message?

Once you’ve developed a clear picture of your ideal client and the people within those companies, the next step is crafting a message that reflects your value-selling message. This message is how you communicate your value proposition—it’s the bridge between your product and your prospect’s needs. Too often, sales messaging falls flat because it focuses heavily on the seller rather than the buyer. Statements that emphasize “we,” “I,” or “our product” rarely resonate deeply. Instead, effective messaging highlights the customer’s perspective, clearly communicating the benefits they will experience.

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Navigating Through Sales Slumps: A Strategic Approach for Sales Leaders

By Sean O'Shaughnessey

Like any other profession, sales is not immune to periods of underperformance or slumps. These periods can be particularly challenging when a top performer in your sales team is slumping. Addressing this issue effectively can significantly improve the productivity of your sales processes, ultimately leading to increased revenue for your company.

Various factors can trigger a sales slump, but it often implies a deviation from the sales process or strategy. Sales is a time-based process, not a transactional one. It involves selling to other businesses, which takes time. Therefore, as a sales leader or CEO, it’s crucial to identify when the sales trend starts to slide. This identification is not just about revenue; it requires a retrospective look at the early stages of a sale. If there aren’t enough leads or active relationships in your pipeline, you can foresee a slump and take proactive measures to change outcomes.

A common mistake is focusing on the revenue loss resulting from the effort expended. A more constructive approach is to evaluate the salesperson’s activities in the sales process. If they do the right things daily, they will quickly work out of the slump. The focus should be on maintaining an effective pipeline and executing all the necessary tasks, such as good scoping and discovery calls.

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Building a High-Performing Sales Team: The Benefits of Recognizing Effort and Results in Sales Meetings

By Sean O'Shaughnessey

Sales drives the engine of any B2B business. Enhancing sales strategies and management capabilities is crucial to success for salespeople, sales managers, and CEOs of small companies. One aspect of this involves rewarding effort and results during sales meetings. This practice motivates the sales team and encourages them to strive for better performance.

Salespeople are naturally competitive and driven, but they also appreciate recognition. While a paycheck is important, it’s also essential for salespeople to feel valued and appreciated for their efforts. This recognition can come in various forms, from verbal praise to tangible rewards. It’s important to remember that recognition should not be limited to monetary rewards. The simple act of acknowledging someone’s hard work and contributions can be incredibly motivating.

A sales meeting is an opportune moment to recognize and reward your sales team’s efforts. It’s not just about discussing targets and strategies; it’s also a chance to celebrate successes, however big or small. These meetings can be used as a platform to highlight the best practices and strategies employed by the team members, fostering a culture of learning and improvement.

Every salesperson has a unique approach and strategy. If nothing else, they experiment with different ways to share the benefits of their product or ask a particular discovery question. By sharing these individual successes or failures during meetings, sales teams can learn from each other, thus promoting a collaborative and supportive environment. The sales leader may prompt these discussions, but the actual learning comes from the experiences and strategies the salespeople share.

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From Education to Improvement: The Essential Elements of Effective Sales Meetings

By Sean O'Shaughnessey

The importance of effective internal sales meetings with your sales team cannot be overstated. These meetings are not just about discussing individual deals or pipelines but serve a much larger purpose. They are opportunities for education, alignment, and improvement. They are a platform where the entire sales ecosystem comes together to discuss what’s happening in the industry, target market, or the company and how to move in the same direction.

A key reason for having larger quarterly meetings is education. As a sales leader or a CEO, the goal should be to make the sales team more effective and knowledgeable about ongoing developments. This can be achieved by inviting guest speakers, working on sales messaging, or understanding what’s happening in a particular vertical. However, these meetings should not be held just because the quarter came up. They should have a purpose and should add value to the team. If the same information can be shared through a well-written email or a quick update on Zoom, then there is no need for a meeting.

One effective practice for these meetings is role plays. This is a great way to practice and improve skills. However, it’s important to conduct these role plays correctly. There should be three roles: a customer, a seller, and an observer. The customer should be competent, the seller should sell something, and the observer should observe. After each role-play, feedback should be provided on what was done well and what could be improved.

However, while conducting these meetings, it is important to avoid a few pitfalls. One such pitfall is not having enough variation in the meeting for different learning types. If the meeting only consists of slides or videos, it might not cater to everyone’s learning style. Therefore, mixing up the media and providing breaks is important to keep the team engaged.

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95% of Small Business Say They are Below Average or Worse in Their Sales Performance

By Sean O'Shaughnessey

We are almost done tabulating the results for the grading of small businesses. Every year, Sales Xceleration asks the CEOs and owners of small businesses to grade themselves on how well their company is running its sales operations.

Like last year, 95% of all companies couldn’t get to the “average” level of execution.

But 2022 was worse than last year since more companies graded themselves as “Poor” rather than just “Below Average.”

It is okay that small business owners or executives at small businesses do not know how to create a great sales organization, however …

… it is not okay for them not to fix it.

The reality is that most small business owners excel at many things. That is why they started their business. Perhaps, they are experts at:

manufacturing
design
software creation
operations
logistics

Or any of the hundreds of essential skills required to create a great company. But even though the small business owner is best-in-class in one or many of these disciplines, they still need to be better-in-class in producing or managing a sales organization.

It may be okay that the small business leader cannot create an excellent revenue generation machine. Still, it is not okay that they don’t address the problem. The company and all of the people working for the company (along with their families) depend on that company. The owner needs to fix this problem.

But it is very hard for the small business owner to fix this problem.

They may not be able to find or afford an executive to at least get the “Excellent” rating. Let’s face it, that type of executive is in very high demand by companies that are much larger than small businesses.

The solution, of course, is to look for a Fractional Sales Vice President to help them. I am here to help. I help company owners realize the maximum value of their company by improving their revenue generation capability. To accomplish this, I help owners enhance their sales management, methodologies, processes, teams, and messaging.

You can learn more about how small businesses are doing in generating revenue for their companies at two upcoming events.

If you are in Cincinnati, I will present on this topic at the Beers & Biz networking event on February 23. You can register for this event at https://www.eventbrite.com/e/beers-biz-b2b-networking-tickets-451941468097 but make sure that you arrive at 3:30 (I start on time) and sign up for the Revenue Growth breakout session.

You can also watch Kevin Lawson and me go through the study’s highlights, explain why the various grades are a problem, and then offer potential solutions to the issues. Kevin and I will be presenting at a special session of our monthly CEO Workshop on March 1, and you can register at https://www.linkedin.com/video/event/urn:li:ugcPost:7027766861027008512/

The company owner may be unable to make a best-in-class revenue generation engine within the company personally, but that doesn’t mean the owner shouldn’t create one. Fractional executives are available to fill in the gaps in the expertise that exists within the company.