Are Your Salespeople Playing “Feature and Benefit BINGO?”

Are your salespeople costing you revenue you should be winning by playing “feature and benefit BINGO?” The only way you truly know is if you or your VP of sales is traveling and working in the market with your sales team.

Feature and benefit BINGO is a game untrained salespeople play far too often. They “show up and then they throw up” and they spew all the features and benefits they can think of waiting for your buyer to jump up and yell”…BINGO….I get it….I figured out what problems you can solve for me…”

 

Market leading salespeople ask questions and take the time to listen and understand the problems, the pain their buyers are experiencing and they position their product and or services as solutions to those problems.

As a quick litmus test, ask yourself who talked more in the meeting? Your buyer… or your salesperson? If it was your salesperson I promise you they are showing up and throwing up and it’s costing you sales revenues you could have won.

Are you playing feature and benefit BINGO in other areas?

Your website?

Brochures?

Your sales training?

Are Your Salespeople Afraid of the Dark?…Look For the Signs

If you have been in sales, led salespeople you know what it’s like when a sale “goes dark”. You had a “great meeting” , you listened, and you felt you heard the buyer’s pain, you followed up with a proposal that shares how your product or service solves their pain….and then nothing. A day turns into a week, a week a month and your buyer goes dark not answering your voice mails, emails, faxes, and so on.

To make maters more stressful the salesperson shared how they felt they finally closed “XYZ “and all of senior management is now waiting for the order.( and asking for what seems like hourly updates as to when it will come in)

What are your buyers doing when they go dark…does your team know? If not what you will experience as signs your salespeople are afraid of the dark include;

  • end of sales period price discounts

 

  • change in agreed payment terms

 

  • change in standard shipment terms

 

  • free products and or services added to “close the sale

 

The most common cause of salespeople becoming afraid of the dark is a shift in the way your buyers are buying. Your current sales process lacks a clear understanding of the buying process and you require new sales tools to keep the conversation moving to a close.

Reminder, it’s not about how you want to sell, but helping your buyers buy …the way they want to buy!

 

 

 

How about your organization……

 

Is your sales team afraid of the dark?

 

Do you have one or two salespeople who seem more afraid than others?

 

Do you hear about a number of good meetings that never result in an order?

 

Market leading organizations are constantly in their markets and adjusting to shifts in the way their buyers are buying.

Get Your Sales Team in Shape For Profitable Sales Growth

         

 

Are your salespeople prepared to win in the market they face today? Are you sure? Market leaders are taking the time to clearly understand their markets, their problems, buyers, and buying process to make purchases. Market losers plan to work harder, doing more of what they have been doing that did not produce results. Losers believe it’s just an “execution problem” a “motivation problem” so they plan to “manage” their sales team’s activities even closer. Market leaders are getting their teams in shape for the market of today.

In March of 2009 I decided I needed to get in shape. Years of traveling two to three nights per week, poor food choices and lack of exercise and I found me in the worst shape I have ever been in. It was not something that happened over night, but over a long period of lack of focus. So the first thing I did was get moving. I started working out like a maniac. I took spin classes at 4:00 am and then I would lift weights and end my workouts on the elliptical machines. This went on for months, and although I did have more energy, I was not losing weight.

More Activity alone was not producing my desired results.

So I attacked this like a business problem; I started doing research. I found that I fell into the same trap many people assume when trying to get healthy; activity drives healthy results. Therefore we assume more activity should produce even more desired results right? Wrong! The more I read I learned that 65% of your health is determined by the food you consume (inputs) and 35% is activity (execution).

I was focused on activity with little attention to what I was consuming, what was going into my body. I found with the right focus on inputs, you don’t need to have 2-2 ½ hour workouts. A strong workout of 40-60 minutes produced greater results. Within twelve months I lost 80 pounds, became healthier, and I now have more energy and more time.

I find a many businesses try to fix unhealthy sales results by demanding more activity without focus on key inputs.(strategy)

 

 Managers quickly direct their sales teams to more activity although the current activity is not driving the desired results. (Einstein’s definition of insanity)

Just as there is a proven formula for creating a healthy body, I have found a similar model to create healthy sales teams that drives profitable sales growth.

65% of your profitable sales performance is driven by strategy (inputs)

 

35% of your profitable sales performance is the result of sales team execution            (execution)

 

( Ironic most of us have this backwards)

 

 

 

Strategy

 

To insure your salespeople are equipped to be effective and efficient in the market of today you must have a clear understanding of your market, market problems of today, and map how your buyers buy today. These inputs will strengthen the core of your sales team performance with a power that the majority of your competitors do not have.

So how do you get started?

Get out in the market

 

Ask open-ended questions

 

Meet with customers and those who you did not sell

 

Identify the problems they face today

 

Equip sales with a value proposition that resonate with buyer needs of today

 

Map the buying process buyer’s use

 

Create a sales process that mirrors how your buyers are buying today

 

Develop sales tools for areas in the buying process where the sale grows dark and stalls

 

Constantly review the buying process and adjust your sales process, add tools as needed

 

 

 

Activity

 

Once you clearly understand how your buyers are buying, how they are making buying decisions today, equip your sales team with a new sales process and tools. Manage their activity using the sales process that mirrors how buyers want to buy.

“Your focus must be on how your buyers want to buy and not on how you want to sell.”

 

How do we execute new sales process?

Share the buying processes you discovered with salespeople

 

Train your sales team with the sales process you developed to serve how your buyers are buying

 

Teach your salespeople how to, and when to, use the new sales tools you created

 

Create sales tools that share the problems you solve in the markets voice

 

Create key performance indicators that measure key steps in the sales process

 

Constantly assess your new defined sales process for areas the sale seems to go dark

 

Lead your sales team by managing sales opportunities through the defined sales process steps

 

Identify salespeople who may need additional, individualized training, or may not be embracing new process

 

The core strength of your sales team’s performance is based on clearly understanding your market…stay close to buyers

 

 

Applying a sales process that supports how your buyers want to buy will produce healthily results in sales revenues and profits.

 

“If you have not changed your sales process in the last 6 months it’s broken.”

 

“If you have not produced new sales tools in the last three months, you are losing sales you could be winning.”

 

 

 

How about your team?

Do you clearly understand the problems your buyers are facing today?

How are your buyers buying today?

 

How do your buyers shop today?

 

Who is involved in the buying decision, and what additional information do they require?

 

What problem does your product or service solve for your market?

 

Market leading sales teams understand their buyers, buying criteria, and how they want to buy. They design sales processes that mirror how buyers want to buy and they equip their sales teams with sales tools to help buyers buy.

Delivering Happiness; Enterprise Rental Cars Knows it’s About Doing a Number of Little Things, Consistently Well

 

 

Delivering happiness to your internal and external customers is not about just doing one big thing very well. Market leaders understand delivering happiness is about intimately understanding your customers and your market and consistently doing a number of little things exceptionally well.

Delivering happiness is the “golden rule” in action.

 

This week my work brought me to Chicago. As I discussed in a previous post about the buying experience as a differentiator , my preferred rental car company is Enterprise Rental Cars because of the amazing expertise I had at their Denver location.

I arrived at the Chicago airport, retrieved my checked bags and I was off to the rental car shuttle bus location. When I arrived I was happy to find the Enterprise bus waiting and I quickly boarded. The driver helped me with my bags and provided me a map to help me return the rental car when my trip was over. Another bus arrived and we were quickly off to the rental car parking lot. On the trip the driver (just like Denver) said “we will be arriving at your car in approximately 12 minutes”. As we drove the driver offered to provide us directions if we needed them. The driver radioed “we have two customers approaching and we are two minutes out”…great, I wonder if they will greet us when the van rolls up like Denver?

Sure enough, we were greeted by professionally dressed associates waiting for us. They introduced themselves and invited us inside. As I made my way to the counter, I was offered a cold water to drink. (How did she know I was so thirsty)? We quickly started on the paperwork and she asked how my flight was. Interesting, this is when Dollar or Hertz is typically trying to sell me a GPS rental or insurance, and she seemed to genuinely want to know about my day…

The reservation was pulled up quickly and she led me outside to pick out my car. I chose a small Kia and she walked around the car with her clipboard inspecting the car for damages with me. Again, how nice as this is my job with other companies and it never seems to fail I miss something. She asks about gasoline and insurance packages, but in a way as if she was concerned about my overall service experience and not like she was receiving a sales spiff like I have experienced with Thrifty and other rental car companies. Again she asked if I needed directions and she drew on my map the route to my hotel. She too offered me a map for returning the rental car and circled the directions I would use based on the location of my hotel in Shamburg. She quickly handed me my paperwork and said; “you will need to show this paperwork and your drivers license to the guard at the gate when you leave”. How did she know? How did she know one of my (many) travel pet peeves is if you need to see my drivers license again when I leave your lot, tell me. Don’t wait until I am in the driver’s seat, seat belt fastened and now having to retrieve my wallet and license again. Awesome, it’s like they shadowed me for the past 26 years of traveling and know each of my needs.

Another smaller irritant if you will is finding a radio station I like. Not a big deal mind you, but I often find myself trying to find a station , as I am driving at night in a strange place, trying to follow my Google Maps directions while keeping my eyes out for the right exit signs. When I sit behind the wheel of my Enterprise Rental car I look up and there, hanging from the rear view mirror is a list of radio stations…again how awesome.

After my work was completed I followed the circled directions and quickly found the rental car lot for my car return. When I arrived I was directed to rental car returns and found three people, professionally dressed again, waiting to help me. I would say from the time I pulled in, to the time I was back on the bus to the terminal was no more than 3-5 minutes. Again…awesome! They must know that travelers on their way home just want to get home. We seem to lack patience even more so on the return home than when we arrive and waiting in lines to drop off a rental car is not something we want to do.

Enterprise Rental Cars is in the delivering happiness business and they again reinforced my loyalty based on an amazing overall buying experience.

 

To deliver happiness you must intimately understand your buyers and not rely on your gut and intuition.

 

The test if you are truly committed to delivering happiness is the repeatability of the overall service experience.

 

Market leaders identify customer needs and build repeatable processes and procedures that insure a quality experience each interaction.

 

Market leaders committed to delivering happiness also instill a passion in their team members that is seen in authentic individualized service that reinforces the overall passion to serve.

 

So how about your team?…

 

Do you choose to deliver happiness to your internal and external customers?

 

Is your customer experience the same in Denver as it is in Chicago, Cleveland, or Miami?

 

Do you have processes and procedures in place to insure you consistently deliver happiness? (Market leaders do)

 

How can you instill a passion to deliver happiness in your organization?

 

Just as Enterprise Rental Cars has taken what historically was a matter of fact exchange of service in renting a car to an opportunity to deliver happiness, you can too. You too can get to know your buyers, your market and identify all those little opportunities to serve them that often cost very little but have a huge impact. To do so you need a culture passionately committed to the overall customer experience and an intimate knowledge of your buyers, their needs, and frequent problems.

Oh…as a side benefit, when you passionately deliver happiness customers are forgiving when things go wrong. When I arrived at my hotel I noticed my automatic door locks and truck release did not work. Given how many times I was in and out of the car and trunk over the weekend this would have normally been something that irritated me and tainted my overall buying experience. Since so many other parts of the buying experience were amazing I found the door and trunk release not working not a major problem. I was more forgiving of those inevitable occurrences that go bump in the night than I would have been having rented a car else ware.

Are you in the delivering happiness business?

 

If not now is as good a time as any to start!

Don’t Kick Your Salesperson’s ASS, …Help Them Find Their Number….

 

One of the easiest things a sales manager, (business leader) can do is resort to a; “boot on the throat”…” a throat to choke” ….and “Ass Kicking “mode. After all it takes very little effort, knowledge or skill to be a critic and a bully.

True leaders help train and motivate their teams.

 If your desire is to hit and surpass your sales objectives….Help your salespeople “find their number”.

I see it all the time, a new product launches or a new sales goal is distributed to a sales team and the key performance measurement: Sales to plan is not met. The easy route is to start “Ass Kicking”. You know …the weekly and by weekly conference call thrashings in front of their  peers. The sales update calls at 5pm on Fridays that last until 7pm. The “contemplation of your navel” market reports on why they can’t hit their sales numbers and their future action plan to change the results.

Yes this may drive some momentary, fear driven results, but this is not how you create sales velocity. In 99% of the cases I have been asked to help figure out why sales objectives were being missed it was not lazy salespeople who needed their butt’s kicked. A frequent cause was poor (or a total lack of) sales training. In these cases struggling salespeople are told to “stop making excuses and just make it happen, figure it out”. However the reality is the reason your team is missing numbers can be traced back to your understanding (yes you) of your market and buyers problems, buying criteria, and buying process.

Sales velocity is sales increases with direction and momentum and it is never driven by fear.

If your salespeople are struggling with sales, particularly new product sales and or new business sales my advice is to stop… the beatings as the morale is not improving and “help your salespeople find their number”. Their number is how many rejections they have to experience to have a win.

For example at one time in my career I ran business development for an ad firm. After tracking my calls I found my number was 18. If I made 18 calls I would get 2 appointments and from those two appoints I would close 1 new account. Instead of dreading the call process it became a game. Each rejection meant I was one step closer to a yes. Over time I also tried to improve that number.

A couple of funny things happen when you track how many rejections your team receives;

First, they make more calls. More calls mean more opportunities to win, more opportunities to start conversations.

Secondly, if your sales team has been properly trained on how to listen to buyers, determine their unresolved problems, and they understand the problems your product solves….you will have a number of net new potential clients dropping into your marketing funnel. Some of these accounts may not buy for 12-14 months, but if you compliment your calls with a lead nurturing campaign you have a high probability of closing them when their problems, (their pains) become unbearable.

As the leader you must listen to your team and look for diamonds as far as what is working and share it with your entire team. In addition you must look for common reasons sales do not occur and work with marketing to create sales tools for these common roadblocks in the flow of the sales process.

So do me (and your sales numbers) a favor …

Track number of rejections for each team member for 60 days. Gain an intimate knowledge of common reasons buyers are rejecting your salespeople.

 

Have your salespeople report on their number of rejections each week and you will see more net new sales and your marketing funnel will increase exponentially to help your future sales numbers.

Or go ahead and Kick Some Ass….it sure worked when you were a salesperson right? …Oh it didn’t? It actually made you feel like a number, and you lacked a loyalty to that manager and or company? Or you left that team, that idiot boss and now you lead the competitor’s sales team?  Interesting…did the ass kicking make you seem desperate to your accounts at the time and the deals you did close were below your targeted profit margin? Hmmm…so what makes you think “Ass kicking” makes your team feel any different?

Does your team track number of rejections?

 

Does each of your salespeople know their number?

 

Does your organization use those individual rejection numbers to identify team member who need training?

 

If you are in sales, do you know your number?

 

Do you find when the pressure is on salespeople chase new business differently? Are they making things up on their own? Making promises your product or service can never achieve?

You always have a choice.

You can “let the beatings continue until the sales and morale improves”….’let the Sh@t flow down hill…”or you can chose to lead your team. You can help them, motivate them to make more calls, and clearly understand your market, buyers, and have a record setting year.

Leads,… Tire-kickers…, and Prospects…Oh my!

 

 

Nothing can throw a monkey wrench into the alignment of sales and marketing efforts like the lack of common terms we use all the time like ; “leads” , “inquires” and “prospects” .

Nothing drives team members back to the safety of their silo’s of ;” I did my job” quicker than a lack of common language when it comes to what everyone refers to as “ leads”.

We also see frustration that results in tarnished relationships when the manufacturer / supplier lack a common lead language with his or her channel partners, dealers, and distributors.

So to set the record straight I want to share what I have always taught my sales and marketing teams that reported to me over the years as well as my clients’ teams.

 

 

Leads

 

Simply put a lead is someone who has raised their hand, and basically expressed the following;

  • I have a problem
  • I think your product or service can solve my problem
  • I have the ability to pay for your solution if it truly can solve my problem

 

A lead therefore is someone qualified to have a problem your product solves, they want the problem fixed, and they have the money to pay for it, or a way to pay for it.

 

 

Inquires (tire- kickers)

Inquires are people who have expressed an interest in your product. What we used to call “tire- kickers” back in the day. These are folks who walk by your booth like they were trick or treating and fill their show bag full of brochures. Or they surf the web in areas of interest and reach out (like a virtual trade show) and ask for brochures to be sent to them.

  • they may or may not have a problem your product or service solves
  • they are not sure if your product can help them , but they are interested in learning more
  • they may or may not know the cost of your product or service
  • they may or may not have the ability to pay for your product
  • they are curious and may be shopping for a solution or just information for themselves and or someone else

 

They basically walked by, surfed by… and said; “cool…tell me more”. They did not say; “great, I want one, where do I send the check?”

 

Prospects

 

Prospects are those folks out there in your market that your product or service could help. Some know they have a problem that needs a solution, and some may not. Some may not even see the condition (problem) you solve as a problem, but just one more thing they have to live with.

  • they may be aware they have a problem , or may not
  • they may know your company and have a perception regarding your products and services and the problems they solve, or they may not
  • they may have a perceived cost to fix their problems in mind, or they may not
  • they do not currently buy from you , and they may be buying alternative solutions

 

Prospects often represent over 70% of any market and are often great resources for market information and determining unresolved problems as they discuss in the book Tuned In.

As you can imagine many discussions end in frustration that begin with; “I sent you 122 leads last week and you have not closed any of them.” Really? Were they truly “leads”, or were they “tire kickers” or were they simply “prospects”?

The key is Market leaders must develop a common understanding, a common language to insure relationship within their teams grow. If you work with a manufacturer who sends you “leads” or you are the manufacturer who sends “leads “ to channel partners you must define what this term means and the corresponding expectation.

If you are a Market leader, and your sales are a science and not an art, you understand the buyer, buying process and can clearly communicate the expectations of leads and inquires.

If you work with (for) a market loser, every inquiry that “fogs a contact us form” is a lead and is a potential sale you failed to close.

Market losers spend more time trying to; “Hold people accountable” ….their salespeople, their dealers, their channel partners and so on when they should be spending that time gaining an understanding of your buyers.

If you do not like my definitions it does not hurt my feelings. What is key is to clearly state what the terms thrown around in meetings truly mean and get everyone on the same page. Once you have a common language, you can work on building a perceived expectation for each term.

A common language is critical to clearly articulate where a buyer is in the buying process. A common language insures you, your partners, suppliers, and your salespeople have the right tools in place to keep the conversation moving to the next phase of the buying process so you can eventually close.

How about your team…do you have clearly defined definitions of the words like; Leads, inquires, and prospects?

 

Do you and your suppliers, your distributors have a common language?

 

Do you have a Market Loser calling you wanting to know why you have not closed “leads” when in reality they were just “inquires”?

I would value you sharing how your team defines a lead, inquiry, and or prospect.

”V” is for “Velocity of Message In New Cadillac Commercial”…without any words

 

 Cadillac Performance Team!

The burden of clearly communicating your message is on you as the manufacturer and or supplier. Recognizing this you must develop a concise message that reflects the problems your product or service solves for your buyers. Given the amount of messages the average consumer receives each day, you have a “minute to win it” …their attention that is.

Messages that are clear based on a thorough understanding of your buyers, buyer unresolved problems, and buying criteria instantly connect.

 

Messages that require an interpreter result in: Big-Money-Wasted as I shared in my post about a BMW message that literally made a theater of consumers grown when it came on.

 

Below is a good example of understanding what your buyers want and communicating your message…even without words. Cadillac has “Velocity of Message” which will result in sales velocity. (Sales that have direction, growth, and create momentum)

http://www.youtube.com/watch?v=Nz0jCTJ2sys

What do you think Cadillac was trying to communicate in this ad?

As consumers do you miss the “feature and benefit BINGO” approach or do you value companies that have a clear message…even without words?

 

If your buyers were to view your creative, your message, without copy, would they understand your message?

 

Sales is a Science When You Have Strong Marketing….an Art When Your Marketing Sucks!

  

 

 

 

 

 

 

Is sales and “art” or a “science”? It depends….is your marketing strong, or does it suck?

 

In my last post: Is Sales an Art or a Science I shared how I opened a recent presentation to business owners and their senior leadership teams with a question;

Is Sales an Art or a Science?

 

The responses were pretty predictable;

Felt sales was a science: 30%

 

Felt sales was an Art: 60%

 

Felt sales was both an art and a science: 10%

 

This was interesting, however I heard the soft comment I was waiting for: “It Depends…on your industry, team’s training, product, price, availability of sales tools, your web site….” (Perfect! Now we are going to have a discussion!)

Then they asked me…what did I think? Art or science? I said “yes” as sales is often both. I find where sales falls in the spectrum with art on one end and science on the other depends on the organizations competency in marketing.

Marketing? Yes, because the fundamental job of marketing is to have an intimate understanding of your market, its buyer’s problems, and how they set out to solve those problems. Competent marketing teams clearly understand the buying process, cycle and criteria. They create tools to help buyers buy.

Market Leaders

 

If you have a strong competency in marketing, you know your market, and its problems that need to be solved. You know the buyers; you have clearly stated buyer persona’s and you understand the buying process. Your message is clear and does not require a translator (salesperson) to help buyers understand the problems your products or services solve.

Market leaders have such a clear understanding of the buying process their sales is more of a science. The art in the sale for market leaders is the salesperson’s ability to ask open-ended questions and apply proven sales tools for the right step of the buying process that keeps the conversation moving to a sale.

In market leading organizations, sales are 80% science and 20% art.

 

Unfortunately less than 10% of organizations would be considered Market leaders. Those that are, dominate their markets.

 

 

 

Market losers

 

If your team lacks a competency in marketing you will experience it for yourself on sales calls. Your team plays; “ feature and benefit BINGO” in hopes they rattle off all your features and benefits and at some point your buyer yells “BINGO” as they put the pieces together with the problem they have, and they understand how they “think” you solve this problem.

 

Market losers really do not know the problems their products solve for their buyers, the buying process, or buying criteria. In most cases their products were built from the inside out and marketing was tasked with “creating the need” for their products…losers! 

Market losers launch products and believe they can “manage by objectives” and meet their goals by managing key performance indicators created without any knowledge of their market. 

Market losers  have high turnover as they replace those who fail to hit goal, and skilled team members leave to join market driven teams.

Market losers have websites that talk about their company, years in business, and they prepare the feature and benefit BINGO card for their buyers and salespeople.

 

For market losers 80% of sales is an “art”.

 

The CEO and CFO of market losing companies go crazy because there is a lack of predictability, and they can not “manage” their way to market leadership. In this model your salespeople need to disregard what marketing does provide, and listen to their buyers, understand buyer problems, and create their own sales tools that discuss how their product or service solves those problems.

The danger in this model is sales may be promising things your product does not do, and the message varies by salesperson and thus is not repeatable.

 

From my experience, I would say about 50% of the companies out there are Market losers.

 

They build products because they can and not because they should. They are sales driven or bottom line driven. They have high turnover and ironically the salespeople they are letting go today won awards for sales performance two years ago….so what changed?

From my experience 40% of companies are somewhere in between but striving to improve.

They often launch a product that becomes very successful and then have a series of launches that fail. As they grow, the leaders who knew the market are now “managing the business” and lose touch with the market and its problems. They forget it was their understanding of market problems that caused their success and often fall into the trap that they think it was their personal brilliance and or hut spa.

As I closed the discussion I asked everyone in the room to do two things in the next seven days….

  1. Go out and meet with your customers and ask questions about their business and the problems they are facing, and how they try to solve those problems

.

  1. Look in your top salesperson’s trunk of their car and or lap top and see the tools they are using

 

The good news is everyone can become a market leading organization and realize higher than market average profits, lower turnover and increased shareholder equity. When you clearly understand your market and buyers, and create sales tools to help buyers move through their buying process, you create a win-win-win.

So what kind of organization do you work for? Market leader? Market Loser? Or someplace in between? Why?

 

Hey Delta, …Buyers Make Decisions in “their timeframe” Not Yours!Your Goals do not Matter to your Buyers

 

Organizations that create objectives based on their needs and timelines and not their buyers miss key indicators and create frustration for their internal and external customers. Why do so many organizations create goals and key performance indicators from high within their organizations and not from the market and buyers in market?

Most organizations lack an intimate knowledge of their buyers, their problems, and buying process so they operate in “gut and intuition  mode.”

 

When organizations start building market driven goals with an understanding of the problems their products and services solve, key indicators and EBITDA objectives are met and exceeded.

If you have not gathered it from previous posts, I fly a great deal. Domestic travel has become more of a necessary evil experience (with the exception of South West). I have traveled on  business now for over 25 years, so I remember when air travel felt like the airlines valued me and my business.

International travel has become even more challenging. I traveled  from Phoenix to Manchester England recently on Delta. I had a long layover in Atlanta and  then 7 1/2 hour flight over the pond and I was in business. The first leg of my flight left Phoenix at 6:10 AM. so based on the rules for international travel I had to check in at the airport by 4:00 AM. Luckily I do not live too far from the airport so I set my alarm at 2:45 AM.  I arrived, parked the car, took the parking bus to the terminal, went through security and arrived at my departure gate.

I settled in with a book I have wanted to read  by Jim Collins and I was not looking forward to my 5 hour layover in Atlanta,… but you have to do what you have to do.

The gate agent announced;

We are overbooked on this flight and we are looking for 4 volunteers willing to take the later flight and we will give a voucher to be used for future travel…

I went up to the check in counter, and found I could indeed take the later flight and still have a hour to make my connection in Atlanta. However, since I was already at the airport, I decided to decline.

In about 15 minutes another announcement needing volunteers and her voice seemed more desperate. ( don’t customers know how important it is to Delta to get volenteers now?)

 As the boarding  time approached we heard additional announcements and eventually they found their volunteers who had “flexible” flight plans and they received later flights and cash vouchers. ( while our take off was delayed)

 

Hey Delta…when did your system know you were oversold?

Is this the ideal buyer experience for your service? …I think not.

 

If your system knew within 24 hours of the flight it was over sold, it sounds like you have an unresolved problem you need to solve that may actually turn into a service your customers rave about and save your bottom-line profits…Interested?

 

If you have the technology to remind me to check in 24 hours prior to the flight, …can you leverage that technology to request volunteers for overbooked flights 24 ours ahead of check in? If so I would have volunteered for free to have a few more hours of shut eye!

How about your organization?

 

Do you set sales goals and timelines based on your needs versus the markets? How’s that working for you?

Are your sales objectives and timelines created by internal Hippos who have a dated understanding of your market?

 

Or are your goals developed with a clear understanding of your buyers, their buying process and criteria?

Let me ask you a key question….

What % of your sales team met or exceeded their sales goals last year? If you are like most organizations as high as 70% of your team missed their sales objectives last year.

 

While on this topic let me ask you another question:

What % of your salespeople received a goal increase this year?…( that many huh?)

 

So let me get this straight, 70% of your team missed their sales objectives in 2009, and 100% received a goal increase in 2010? Am I the only one who has heard Einstein’s definition of insanity? [Hell, chances are you have used it in meetings with your team, why not look in the mirror when setting goals?] So your employees also suffer whn goals are made wiout an understanding of your buyers?

So what happens next?

 

Objectives are missed

 

Goals are adjusted down or inventory far exceeds actual sales, and EBITDA objectives are missed…again

And / or you discount your product or service so buyers react to your goals and timelines

Market leaders understand goals should not be a shell game, and they must be created from a clear understanding of your markets and how (when) your buyers buy.

Market losers create objectives in their Hippo watering holes called boardrooms with little or no understanding of their buyers, buying timelines, and buying process.They focus on their needs and not those of their buyers. They demand buyers to buy on thier timeline. 

 

Market Losers get frustrated because objectives and key timelines are being missed, and they try to “manage” their way to bottom-line objectives.

 

What kind of company do you work for?

What kind of a leader are you?

 

If you are a Hippo, when is the last time you left “the watering hole”?

 

When was the last time you bought or used your product or service?

 

When was the last time you talked to a potential buyer for your product?

Are you dictating when buyers must buy?

 

The solution is obvious….

Get out in your market and get to know your customers and potential customers today. When you do you will discover market problems and see opportunities for your team to solve those problems.

Who knows, you may also create raving fans who value a few extra hours a shut eye more than a $400 travel voucher.

You Got a Minute to Win It…Your Buyers’ Attention

When you are shopping for a new item where do you start? If you are buying a snack or Diet Coke you find the nearest source. However, when you set out to buy more substantial products most of us start shopping with an internet search. Information once only available through a salesperson is now available on web sites, in chat rooms and blogs. Where most organizations’ web sites fail is their message is about them, how great they are, how many years they have been in business, who some of their key customers are, and awards…blah …blah….blah.

Market leaders know their web site needs a concise message that clearly states the problem they solve for their buyers because today you have less than a minute to win it…your buyers’ attention that is.

 

 Featured Content

Have you seen the new game show on Sunday nights titled; “You’ve got a minute to win it.” I predict this show will not only be a huge success but it will have entrepreneurs creating home minute to win it games and consumers will be making their own contests based on what they have seen on television.

 

As our family watched this new game show we found ourselves cheering for the contestants as they attempted challenges of varying difficulty. I thought how similar these contests are with the environment most marketers face when trying to capture consumer interest on line.

Your web site should not require practice for consumers to win (find answers to their unresolved problems)

 

The contestants on this show have all practiced their challenges at home prior to appearing on the show. So they practiced balancing bolts strung on a chop stick and bouncing a ping pong ball over three consecutive plates and into a fish bowl. What we as business people can learn for this includes;

  • your potential customers do not want to learn how to win , practice finding, the problems your product and or service solves for them

  • It is your responsibility to test and keep testing your web site and adjust it so potential buyers “get it in a minute.”

 

The moral of this blog post is;

*when your marketing team knows they have a minute to win it in terms of customer attention they will boil your message down and clearly explain the problem your product or service solves for buyers in your market. When done properly you receive more traffic, more page views, a reduced bounce rate, more inquires that turn into more leads, and ultimately more sales.

 

So how about your web site and your message…if you asked a potential customer to view your site would they understand the problem you solve for them?

 

Does the imagery on your site also clearly show the problems you solve for buyers in your market? Not sure?

Print your home page and give it to potential customers. Potential customers are buyers in your market that could use your product but you have not sold them in the past. Set your timer for a minute and ask them to quickly read and view your web page. [Warning; if you are a C level executive and chose to try this you will not like the answers you receive if you are like 90% of companies] If you are a market leader clearly explaining the problems you solve and not playing “feature and benefit bingo” hoping your buyers figure out what you do, you will enjoy this exercise.

You have a minute to win it in terms of customer attention when they are shopping on the internet.

Your web site must clearly state the problems you solve for your buyers in your market, ideally in the voice of your market. If you fail to do so they will be gone in a click to other sites until they find one that does not require practice to master.

 

 

How about your companies’ web site?

 

Do you understand the problems you solve in less than a minute? (If your answer is no you are really in trouble as you have more product knowledge than your buyers just starting their buying process)

 

Do you have the courage to ask potential customers to take the win it in a minute challenge on your web site?

 

Is your current web site a virtual brochure that requires customers to play feature and benefit Bingo to understand your message and the problems your product or service solves?

 

You have a minute to win it with buyers shopping on line for solutions to solve their problems. Your website must clearly state the problems you solve for your buyers in less than a minute or you loose the game.