Magnus Marketing Blog

In an earlier post, I mentioned something about how my clients don't listen to me. This is a much more serious organizational problem than "no one listens to Rachel". I have taken to calling myself the step-orphan of my clients.

Recently, I completed a campaign with a new client. Because of various issues, they supplied a tight list of 300 organizations that required both market intelligence and lead generation. I completed the project and provided back the list which contained close to 30 or 40 leads, complete information on what organization was using or had implemented what product, insight into reasons why organizations weren't adopting certain products and more. I started to provide the recommendations on how to handle the list - suggesting when to call back or do another (the third) mailing, etc. Abruptly, I was told - that's OK, WE will decide how to handle it. The owner is pretty sharp...he isn't stupid. But, I kind of have a feeling about what is going happen...the very young salesguy is going to visit the leads and counter their direction on when to call and email. They aren't going to position either the company or product properly to attack the organizations objections. And, because they need a return will likely be aggressive. The result will inevitably be - you guessed zero results. Two other points:

1. I have some type of "magical" quality that allows me to converse with people of all types. Just because I talked to someone and they responded, doesn't mean that anyone else will have that same capability. By not having me follow up the leads - nuturing them to meetings or the right point to hand off and not letting me do the follow up calls on the other part of the list...the leads will drop.

2. By not incorporating the market insight and the approach to continue the process, they will subvert the evaluative process that the organizations are going through - individually or collectively.

When salespeople snatch leads too early or marketing passes leads too early, before a relationship is solidified - it can actually harm the organization's success. Sometimes, and potentially in this case, it will be perceived as a bait and switch - you had one person represent and now someone completely different is dealing with us. Long ago, when I worked at CSI Multimedia - I had super relationships built with many Princeton area firms and knew a lot of stuff. Instead of working with the salespeople to build those accounts or learn how to account manage, the owner practically pulled them away. One client at Merrill Lynch stated that he only wanted to deal with me because I knew his jobs so well. He wasn't too happy with his salesrep, if the rep and I worked together - this would have saved the account which ended not long after I was ended.

At Hexaware, I managed the lead generation function and stayed involved with the prospect until there was a handoff to the sales manager. It was a super process, I also was another point of contact for the client in the event they couldn't reach their salesrep or needed something. I transitioned the account over - introducing the client to the sales rep from myself and my prospecting agent. But, then again, Hexaware was a professional multi-million dollar organization at the time I ran that function. I wish these small businesses would gain that level of team functioning.

What absolutely kills me is when I sit there and tell my clients - if you do this, then you will have success and they go and do something completely contrary. Then, I hear it failed or didn't work or whatever.

Key takeaways:
1. Not all phone personalities are created equal. Different people will have different levels of success, taking someone off of working an account too soon and handing off to someone else will cause failure. It takes time to build a relationship. No one likes to date someone only to open the kimono and find out they are really someone or something else.

2. Pay attention to the market. Again and this is pervasive among many companies, the ivory tower of management or company does not dictate what or how the market operates. It can be influenced, but not driven. And, it is a cycle...meaning the inputs from the market will drive the outputs from the company which in turn influence the market. This cycle is broken when the company decides to follow its own agenda and not that of the market.

3. Going against the market will result in failure. If Joan the business manager says we won't make a decision or look at any products until March, you contact them in late February or March. You don't show up on the doorstep with the product ready to demonstrate in January and leave 8 messages trying to set up a demo before March. Joan isn't going to return your call. Why? Because you aren't working with her, you are working against her. No one likes that now, do they?

About a year ago, I had a phone call from a guy in California. He said his name was Gary Morais and he wanted to set up a meeting with Shally Steckerl of JobMachine. The meeting went well, ideas were exchanged but it didn't seem as though there was a fit. Shally dropped a nice recommendation to Gary that he should work with me because I was very good at sales.

Gary Morais is the CEO of Global Performance Technologies, a 20 year old assessment firm. GPT created a really interesting and spot-on tool called the PX-12 - an evaluative tool that measures the dimensions that contribute to actual task execution and performance. As opposed to Style and Personality evaluators like DISC or Myers-Briggs, Performance IQ measures dimensions related to anxiety, confidence, interpersonal aspects, motivation, and six more. If a person is a Level 4 or 5, they are considered the top performers - the doer's, execution mavens, those below may require coaching.

Gary created a derivative of the PX-12, married it to a candidate management database, and created the Headhunters Bluebook. A service that cost-effectively allows staffing agencies, recruitment firms, exec search to assess candidates and manage them in an online database. Call it a SAAS assessment tool for the agencies - the membership is limited to only a certain number of firms. Having this "third dimension" of actual Performance measurement can be a great differentiator for firms who present candidates or market candidates. Imagine presenting me as a candidate: Rachel has a really strong sales and marketing resume, specializing in "go to market", a highly confident and personable personality, and she is a Level 4 - someone who really will get the job done...she has some weaknesses and these are her strengths (given the Performance IQ report)...yah - she will definitely kick ass in your company! Well, that last part, while true, would probably be left off...but the idea is there!

If you are looking for a job - you should check out the Headhunters Bluebook site and do the free evaluation which is really cool. If you are a HeadHunter register and tell em Rachel sent you.

By the way, I did take the PX-12 and other derivative assessment tool - it was so spot on it wasn't funny. I couldn't argue with a thing. And to any former employers reading my blog - hey, fools - I am a Level 4 - putting me in the top performance category...why don't you try it and see if you compare?? :)

I got a call from Pitney Bowes representative just a few days ago which provides a perfect example of how NOT to prospect. This is what I also call classic telemarketing - which does not work today. The woman was just doing her job and I do not fault her IN THE LEAST, in fact, I lay blame on Piteny Bowes marketing - which like Cap Gemini - needs to get with the program in terms of how to develop new business!

Phone rings, I answer it. A lady identifies herself from Pitney Bowes and immediately launches into some new mail machine that can be used for clients (my clients) or for promoting my business. It is cost effective and (blah, blah) plus I can try out the machine. I listened and proceeded to tell her that I do not do any mailings, being that I am a one person office and don't do any direct mail. She then asks the ONLY question of the interchange, "how do you promote your company". To which I answer, the same way I promote my clients through phone and email. She then asks me if I heard of the new model and would I still like to try it out to promote my business? I say No and thank her.

Lets break down all the errors committed here:
1. She did not qualify me at all with any questions, save one which occurred late in the conversation.
2. She pitched without a clue as to what I do or how I do anything.
3. She tried to push a solution on me when I have no problem (try the new mail machine).
4. She did not offer any products or services that I really might need or suggest ways in which my business could benefit from doing direct mail.

A simple solution and training would change the situation. All she had to do was ask 3 simple questions.

Hi, my name is Alanna, from Pitney Bowes. Are you familiar with Pitney Bowes? (Yes, I am)
We are launching a new SMB focused mail machine, the RMB2001. How often do you do direct mail for yourself or your clients? (I don't do any direct mail.)
You don't do direct mail? How do you typically promote your company or clients? (Through email and phone)
Oh, I see. Well at this time Pitney Bowes does not have any products or services that fit your needs. (OR: I know of a customer just like you who started direct mail and achieved a 15% ROI, you might look into it as an avenue to promote your business or your clients) If you or your clients do any direct mail, then I hope you will think of us first! Thank you for your time.

Same thing happened with a very nice salesperson from Progressive Business Publications. He was introducing a new newsletter for IT people. I receive the Sales newsletter which I like very much and would definitely recommend, the Marketing ones are good too. They have a good product. In his case, he kept trying to get me to look at this newsletter which, again, has no relevancy since I have no IT department and am not in IT. He, at least, asked me some questions. However, the minute I said I have to IT department - the next question should have been do you know anyone who might be interested, and if not - "Thank you for your time, we will let you know when our next newsletter launches to see if that would be of interest".

These are classic examples of not only selling to an unqualified prospect and poor qualification processes, but of sales people who do not know how to move forward. Not to mention, poor lists and backend management. I will be these folks are measured on how many dials, connects, and conversations they have. Sure, both of the people talked to me, but got no sale. Uh, I wasn't qualified and should never have been called in the FIRST place. Also, a quick look at my website or blog would have clearly demonstrated I have a home-based business, I don't do direct mail, and have no IT department.

Now, I will show you an example of REAL consultative prospecting!
The client is 3X Systems. One of the target companies was a software firm that creates password management solutions. I looked at the website, did a little research on the company - they are a smaller business that works within our target market. In poking around, I found that they had some clients who were asking about how to store and backup their accumulated passwords. AH-HA, I said, I see a problem that 3X could solve. We share similar markets and target companies, our data storage solution is compatible with their technology, and - bundled could make a nice value proposition for those clients who desire a storage behind the software. I found the President/Owner and sent him a nice email with my thoughts about a prospective partnership. We then had a conversation, to which he added even more to the scenario and....the meeting will be in a few weeks. It could be a very good opportunity for both companies. Very good. How lucky are we.

That is "intelligent prospecting" at its finest. Not only did I qualify the prospect, but created opportunity on both sides.

And, when people tell me "NO, it isn't a good fit" and I find out WHY, if the reason is valid - it really isn't a fit - then by golly, I move on and find someone else who may fit. Why waste time? Why try to push to meet some arbitrary number that corporate set? If you manage by the numbers, you will get only numbers - not strong opportunities. Lets change the mindset!

Well, I DID get some lovely responses from my clients for the New Year. Shally Steckerl of JobMachine who always outdoes his generosity sent an extravagent gift and made me feel very humbled. John and Paul sent a funny picture with the basket I sent them. Others sent nice notes and warm wishes. How nice to be appreciated! It's the little things. My joy would have come from a nice card that said, "Thank you for your help in 2008, I look forward to working with you in 2009". Sometimes I really desire a nice stable job with a nice boss so I don't have to worry about paying my car, rent, or other expenses. I do replace clients very quickly and book up very fast, but every time, I keep thinking no one will want me to work with them. I hate doing my own business development, absolutely hate it - it is my Achilles Hell. :)

So any business that expects to double their revenue this year is crazy. If you work for a nut like this, start writing a business plan - you'll be better off taking your time and finding your own clients. While all of my clients are getting bites, it has slowed dramatically. I sent "prospect warnings" to all my clients, telling them it will be a slower 1st Quarter than last year. That is my prediction across the board for all businesses. There is no magic bullet folks, none - only being smart about what business you develop - period.

Surprisingly, people are buying stuff from Kohl's. The sales have been good and even better at our little store in East Brunswick. Many customers love our store and comment on how nice the staff is (because of me. :) ) and how organized (again, because of me). Actually, we still have the best team of people and managers there. In fact, I want to take a minute to write about a great manager named Dave. Dave has got to be the best boss I have ever had aside from Sunil Singhal formerly of Hexaware. Not only does he always greet me and my colleagues with this absolutely beaming smile, but he always takes some time to chat about store or personal business. He treats everyone very fairly and has shared a break or two with me and the girls. He is extraordinarily respectful of any opinions and will take the time to explain in detail why an idea or observation may or may not make sense. Sometimes he can be a little annoying or sarcastic in tone and may spend a little too much time in the office or freight area, but overall he is truly a great person. I have worked with Dave now for three years and hope he will be around for 3 more. The relationship I have with Dave is exactly what I should have had with the million other people I worked for - instead I won the lottery and kept pulling jackasses.

I'd rather have my blanket, Dell Vostro, and two phones in a cold attic than work for anyone like the former bosses I had. I like my clients very much, glad to have such great people to support and am waiting for the big one. Will it be AlphaPoint Technology premiered at Gartner? 3X on the cover of CRN? JobMachine written up in Marketing News? Let's see what 2009 will bring!