By GilCargill on June 25
This is a question many of my clients frequently ask me. CEOs of companies rely on their sales forces to bring new accounts and/or new business into their company. Frequently, they express frustration regarding the cost of marketing. I frankly don’t believe that marketing costs too much; I believe that too much of marketing’s cost is unpredictable and unmanageable.
Studies have shown that as much as 87% of our business-to-business generated leads are never pursued. That means that 87% of the buyer’s energy, effort, time and talent that your company expends on marketing is wasted. This 87% leakage factor is extremely expensive. This problem can only be fixed by implementing a closed-loop marketing system. Cargill Consulting Group’s LeadMinder service will plug the leaks in your sales funnel and/or pipeline.
There are many reasons why leakage occurs but, most often, leakage occurs as a result of a phenomenon I have nicknamed “the gap …
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By GilCargill on June 23
Any business-to-business sales organization that subscribes to the concept of best practices may be behind the times. It is far more profitable to be concerned about next practices – in other words, what’s coming up next. The manager of a business-to-business sales force should ask him/herself “What’s next?” or “What’s new?” on a regular basis.
By constantly focusing on what’s next, you will be able to align your organization’s resources to capitalize on the new opportunities coming down the pike. I don’t believe there has ever been a time in the history of sales where so many new products, services, concepts, etc. have been available for us to market. Unfortunately, many of us are rooted in following the best practices of the “good old days”.
The best practices many of us follow were first established back in the 19th Century! In today’s environment, those best practices could drive your organization’s productivity and …
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By GilCargill on June 22
Many salespeople confuse establishing a sales funnel, or pipeline, with creating a pipe dream. We are all naturally optimistic and, sometimes, this optimism gets us into sales trouble – specifically, when we confuse a prospect who is willing to talk to us with a prospect who has a set of needs that can be satisfied by you and your company. These needs must be expressed in terms of some level of discomfort that the prospect is currently experiencing.
When you have the ability to help your customer achieve a permanent improvement in one or more circumstances within their business, then your pipeline is indeed a list of potential new deals. Following are some questions that I suggest you examine for each opportunity in your current pipeline. If you can’t answer these questions, then you don’t have a pipeline but, rather, a pipe dream.
Is there an opportunity? Are you working with an …
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By GilCargill on June 18
During a conversation with my seatmate on a recent plane trip, I mentioned that my business was helping other businesses to sell more. My seatmate replied that he was President of a company that had, in his opinion, “wasted millions of dollars” on sales training. In fact, he went on to say, “Sales training doesn’t work”. He was shocked when I agreed with him. However, I did add one caveat, which is “Traditional sales training doesn’t work.”
Traditional sales training doesn’t work for several reasons. First, selling is a team sport. Consequently, if we only focus our training and development efforts on our salespeople, we are missing a significant component of the productivity and profitability that could be generated. Even if a sales team is highly skilled, highly motivated and incredibly well-managed, they will not produce optimum levels of profit if an organization’s operations and administrative staff are performing …
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By GilCargill on June 16
Conflicts between sales and marketing can become so severe that neither department is able to function optimally. The source of this conflict usually stems from the fact that sales and marketing fail to agree on a clear definition of an inquiry versus a lead, which too often leads to poor sales.
Inquiry Defined
Inquiries are responses to your marketing efforts from an individual or organization that may have interest in creating a relationship with your company. I say “may”, as the conversion rate from inquiries to transactions is traditionally low.
However, research shows that anywhere from 45-63% of all inquiries eventually purchase products or services identical to that which they inquired about. Unfortunately, this process takes anywhere from six to eighteen months, and the typical salesperson is neither able nor willing to nurture a relationship for that long.
To rectify this situation, I suggest keeping all inquiries within the marketing department, until …
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By GilCargill on June 11
Since my early days of managing sales teams, I have noticed that many sales managers have either not been trained or have not learned the skill of coaching. The number one objective of all sales managers is to improve the quality of their sales force. This is done through coaching. Far too often, I encounter sales managers whom either lack of knowledge and/or environmental circumstances force to be nothing more than a business administrator. When you stop to think about it, that is a tremendous waste.
First, the man or woman selected as a sales manager was probably selected because of their sales ability. I am confident that they were not selected because of their administrative or paperwork-shuffling abilities. However, many companies have incorrectly eliminated this valuable resource of sales support from their organization. Consequently, the most talented, most …
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By GilCargill on June 11
There’s a lot of noise in the marketplace regarding internet marketing. SEO (Search Engine Optimization) and PPC (Pay-Per-Click) advertising seem to lead the pack in terms of the most popular terms that are being batted around.
I have to admit that I have had to take a crash course in both of these technologies. My good friend and strategic partner, Maggie Strevell at Naper Solutions, has been my tutor. Her lessons have been augmented by input from my son, Edward Cargill, who has his Master’s Degree in Computer Science.
The reason I say I’ve had to gain a crash-course education in this is because I have sensed, for quite some time now, that it is an extremely powerful method of gaining leads. As you will know if you’re a consistent reader of my newsletter and/or blog, filling the funnel is my passion.
I read an article several months ago indicating that fully …
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By GilCargill on June 9
A recent study published in one of the popular sales magazines identified a trend that is disconcerting. Specifically, 21% of forecasted qualified sales have “fizzled”. By fizzling, the authors mean that the sale literally disappeared or leaked from the funnel.
James Obermayer, Executive Director of the Sales Lead Management Association, says that sales pipeline leakage is one of the key contributors to profitability problems. Jim has published several books on the need to plug the leaks in your sales pipeline or funnel. You can find a ton of useful information regarding this topic at the Sales Lead Management Association website, where you can download very detailed reports examining this phenomenon.
Simply stated, fizzling will stop when you plug the leaks in your pipeline. One of the best ways to do that is to have a fully automated closed-loop marketing system working for you. An automated closed-loop marketing system will maintain top-of-mind …
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By GilCargill on June 8
This is not only the title of a 1950s-era rock-and-roll song, but it is an accurate description of many of the sales calls that I’ve observed. I believe that, as our economy has soured, many salespeople are inadvertently demonstrating desperation during their sales calls. Over-talking has been the bane of many salespeople for many years. However, now it seems as if an epidemic of this unproductive behavior is occurring.
I’ve made several sales calls with individuals who work in entirely different industries and observed this same phenomenon occurring. Literally, in one case, the prospect said, “Looks good; let’s get going,” and the sales representative continued to talk right past one of the loudest and clearest closing signals that I’ve ever observed.
In order to avoid being swept up in this process, make sure that you use open and reflective questions throughout every sales meeting. Make sure that you pause and listen. Power-listening …
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By GilCargill on June 7
I recently got into a heated discussion with a member of a client’s sales team regarding micromanagement. This has become a buzzword with negative connotations. I believe a good manager knows what’s going on with his/her sales team… at all times. I don’t believe a manager needs to be (nor should be) intrusive or disruptive to accomplish this.
A good manager is, first and foremost, a great coach. The information that a manager requests should be useful to both the manager and the salesperson. Bad management occurs when managers demand information just to get information. Or worse, they demand information that will not be used to help the salesperson or the company. This is easily mistaken for punitive activity and, over the past few years, has been labeled “micromanaging”.
I thought I’d set the record straight for any of you who …
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