The SalesWays blog and other content throughout the site is written by Keith T. Thompson, the SalesWays team, and a select group of business professionals. (see more)
We are deeply passionate about the present state of sales automation as well as its development in the future. Among our chief aims is to disentangle the confusion between CRM and SFA, terms that have now become incorrectly synonymous with each other.
The SalesWays brand transcends its name; it is a philosophy just as much as it is a method of selling. The most efficient and effective way to sell is to bring technology in line with everyday sales activities, and to make the process of sales cycle management implicit, intuitive, and repeatable.
A while ago, I tuned into a conversation between two of our salespeople. One (a relative newcomer to sales) was commenting that given the experience of his first year in sales, “selling was easy.”
I sold for a long time, and I never thought it was easy.
I’ve talked about sales as a profession in earlier entries. As in any profession, it’s difficult to make a call on how easy it is until you have a lot of experience under your belt. Early success in sales can be the result of factors outside of your native selling skills.
I remember my first order for about $10,000. I was elated. The problem was that most people in the sales department are nice, and they pat you on the back for your first sale. But it wasn’t a sale; it was an order. I just took the customer’s call and wrote down the information. The guy whose territory I had just taken over did the spadework.
The better you get in sales, the higher you rise, and the more challenging it becomes. You are now up against competitors whose maturity evolved from the same torturous path that you followed to become successful.If selling is easy, you have no competition—and sometimes that is the case. Or, someone else is doing the work for you. But if your product is much the same as your competitors, and the salesperson you are working against has the same experience as you—selling will not be easy.
Every salesperson has to make presentations to their customers, and the most common tool they use is Microsoft PowerPoint. In an earlier post, I even talked about PowerPoint as a form of “persuasion technology” in sales. But PowerPoint is not without critics; some feel that it encourages a lazy way to deliver information: first, you get the bullets into PowerPoint, then, you read the bullets to the audience. Presentation done.
Lots of stuff has been written about how to do it better, but if you are already prone to using PowerPoint, are there any alternatives?
Flypaper is interesting, because it is free. No caveats or hitches here.
Download this software and you can immediately design impressive presentations for delivery locally on your computer, or over the web. You can include video, audio, animation, and choose from predesigned models and templates. Flypaper works using a “story” model of building your presentation, and it breaks away from the “bullet method” of doing things. With Flypaper, the emphasis is on Flash-based animation that is easy to put together. Highly recommended and well worth a try.
What I findparticularly interesting is that the man behind Flypaper is Pat Sullivan. As you may already know, Pat was the founder of ACT! and later, SalesLogix; two commercially successful customer relationship management solutions. Given Pat’s background in sales, it comes as no surprise to me that he would be involved with “persuasion technology.”
Strategic customer relationship management has been my focus for the last twelve years. During this time I have worked with sales executives, managers and directors at major software vendors and consulting firms. I have always faced one major challenge: how to sell software or services to people who just don’t believe it can help them. “This is going to waste my time” they say.
Maybe that’s one of the reasons why CRM still does not have the same impact on sales as it does for marketing and service organizations.
Recently, I have completed some research which asked sales executives the major benefits that CRM brought to sales organizations. Most of them said that even considering indirect benefits related to their activities such as communications or reduction in administrative overhead, CRM did not help on its main promise: “increase sales productivity and revenues”.
In fact, sales automation, when associated to mobile order entry is quite well recognized as an important tool. However, when associated with increased sales effectiveness with any kind of structured methodology, sales reps just turn their faces: “I´m afraid that it will take me too much time”, they say, “I do not see it as something that could make me work better”.
Working in the consulting business for the last 5 years, I could not find anything really new in this business. That is until a sales rep at one of my clients said to me: “Hey Enio, I´m in control of all my opportunities” and showed me a PDA running a piece of software with an interesting dashboard. According to him, it was the first software that was worth using, because “time invested on data entry, results in fantastic results”. He told me “you should try it yourself!”
It was the first time in many years that a sales rep told me that sales software was helping him to sell. I decided to check the methodology behind that software. And guess what? I found the book ‘Sales Automation Done Right’. Based on the ideas in the book, SalesWays was able to build ‘Sales Cycle Manager’, the software that makes the methodology come alive.
Sales Automation Done Right (SADR) is Now Available as an eBook
The world of eCommerce is truly amazing. It took SalesWays Press several months to publish the paper version of Sales Automation Done Right and arrange distribution through Amazon.Com. Publishing the eBook version was much easier.
The first task was finding a reliable partner to convert the manuscript into the forms required by the eBook stores we had targeted to distribute. These are MobiPocket, a French company acquired by Amazon a couple of years ago; eReader, a subsidiary of Motricity and the Palm Software Store (operated by eReader). MobiPocket has its own proprietary format for text and illustrations, as does eReader.
We chose Scribe, based in Philadelphia and Miami to do the conversions. David Rech, Andy Brown and their teams worked with us to ensure that the books vital illustrations would be faithfully reproduced and usable on small PDA and smart phone screens. Scribe accomplished this by the use of magnified images that can be scrolled left and right, up and down to view all the information. They worked with us to create a system of hot links between chapters, sections and to illustrations to allow readers to move quickly to the information they need. They did a great job!
We worked with Jeremie Le Proust in Paris to upload the book into the MobiPocket eBook Store, and to solve a humorous problem that evolved over their use of the “customers who bought this book also bought” category. It seemed that the first few purchasers of SADR were also interested in purchasing other material that didn’t quite fit the same genre. We were hesitant to move forward with an inappropriate association linked to our book. We explained our position to Jeremie and he readily fixed it.
We worked with Jim Harvey, the head of content and developer services at Motricity to keep our project on track with eReader, and with Sarah Janoch at Publishing Dimensions, who manages the product library for eReader. Sarah helped us clear the last hurdles and publish versions on eReader and the Palm Store just as 1996 came to an end.
Some books are too valuable to leave at home on the shelf. The obvious problem is that most are too heavy and too bulky to carry around all of the time. The best example for medical professionals is the PDR, the phone book sized Physician’s Desk Reference that lists critical information about pharmaceuticals and drug interactions. Until eBooks arrived, these were impossible to carry around. Now they live comfortably in smart phones, PDA’s and notebook computers, always available for reference at a moment’s notice. As eBooks, they can be digitally searched, bookmarked and notated without damaging the pages. Information links can make them even more useful.
SADR is the PDR for sales professionals. The paper version is not as big, but still too bulky to easily carry around all of the time. SADR is my CRM and sales automation bible. I refer to its glossary of CRM terminology frequently, and have book marks in about fifty places to help me when I’m planning marketing campaigns, plotting selling strategies, managing opportunities and looking for ideas.
To celebrate the publication of our first eBook, SalesWays is offering free registration codes for our SalesCycle Manager Software for Palm and Windows to purchasers of the eBook from any of the three publishers. Download a trial version of the software from the SalesWays Store, and send us the information requested in the registration instructions along with a copy of your sales receipt. As always, the Excel version is already available free of charge.
The combination of the SADR eBook and Sales Cycle Manager software is the perfect combination to empower you to unleash the potential of the SalesWays methodology and apply it to your personal needs. This compatibility chart will give you an idea of the platforms supported by the three eBook distributors: Compatibility Chart
I’m writing this on the way to Hawaii, on a cruise ship—a planned attempt at avoiding part of the long Canadian winter (which has actually been very forgiving this year) Cruises are always a good opportunity to read books, something that I find tough to do in life back home.
I quickly read two excellent books, the kind that you can’t put down once you start. One of them was Bob Woodward’s account of “deep throat,” the contact who gave him and Carl Bernstein guidance while investigating the Watergate break-in. In a short postscript Bernstein said something that caught my attention: “Reporters may believe they control the story, but the story always controls the reporters.” This triggered something—I have often talked about the story that resides within our OPM sales method, which originated out of my first book and which has been expanded and augmented within the framework of OPM sales training. A sales method must have a story, because it has to follow real life experiences involved in the process of selling. A good many sales methods have been developed over the past decades and only a few of them have survived and are accepted. The test of a sales method is that it has to work, and it takes a lot of time to establish that. It’s extremely difficult to get salespeople to switch methods, even to a good one. They don’t have much patience, and if they try something new that detracts them from their normal routine, they had better see results quickly. If not, they revert to their previous way of doing things. The point is, that it is difficult to introduce new methods to salespeople if they have spent any significant time in the field and have confidence in what they believe is the right way to do it. Because of this, bad sales methods will never go mainstream—they are like bad news stories, unless they stand up to scrutiny, people won’t believe them.
Bernstein says the “story” controls the reporters. He’s right. Nothing can change the story, because it should be, by definition the truth. Reporters grapple with the task of finding the truth. It’s the same with sale methods. We try to discover a sales “method” Sometime, under scrutiny the method breaks down, because we haven’t got it right. The method only works if it truly reflects what goes on in the sales process—figuring that out is as difficult as a reporter trying to unearth the details that will piece together the “story”.
If I seem like I’m belaboring this point, it’s because I sometimes wonder how we got to where OPM is today. We started in the early nineties in assembling the components and here we are fifteen years later with a method, a book, a training course, and a patent. But the process was evolutionary, just like Woodward and Bernstein figuring out Watergate. There’s no doubt that the OPM method controlled us. Sometimes when we tried to add stuff the method fought back—with the new material the method broke down. We had to change it and test again, until it was right. As we added pieces to the puzzle, the basis for truth was tested. If we passed, we locked up that stage, and moved on.
The method controlled us, as the story controlled the reporters.
In my last post I referred to Michael Schrage’s comment that the 2×2 matrix rated along with PowerPoint as the two most popular business tools. I don’t rate them equal—PowerPoint does not have the same depth as the 2×2 in the power to unravel problems—it is more a set of tools to get a more effective portrayal of an idea or message. In an effort to learn more, I went over to Wikipedia to check on PowerPoint. This led to a digression that is worth blogging about.
Wikipedia says that PowerPoint is a ubiquitous presentation program. I guess we all knew that, and the reason it is ubiquitous is because of Microsoft’s marketing clout. It goes on to say that PowerPoint “is among the most prevalent forms of persuasion technology.” That last term caught my interest—I’ve heard of information technology, change technology, but this is the first I’ve heard of persuasion technology. I ploughed on:
“Persuasion technology is technology that can be used for presenting or promoting a point-of-view. Any technology designed and deployed for those purposes can be considered a persuasion technology. Such aids are regularly used in sales, diplomacy, politics, religion, military training, cult recruiting and management, and may potentially be used in any area of human interaction.”
Wow, look at what heads up the list—sales! Click on sales and you get this:
“Sales, or the activity of selling, forms an integral part of commercial activity. It could be argued that it is the cornerstone of business as it is the meeting of buyers and sellers and all other areas of business has the goal of making that meeting successful. Mastering sales is considered by many as some sort of persuading ‘art.’ On the contrary, the methodological approach of selling refers to it as a systematic process of repetitive and measurable milestones, by which a salesperson relates his offering, enabling the buyer to visualize how to achieve his goal in an economic way.”
I need to say “wow” a second time. That definition of sales is right on. I try to emphasize the true meaning of sales in our OPM course. I use a slide that says “sales is the business of doing business.” One of our trainers asked to take it out. I let him do it—but on sober second thought, I won’t do that again.
There is so much to talk about just in this simple wander through Wikipedia (sales is a persuading “art”, wow number 3!!)
In sales automation done right I make extensive use of one of my favorite business analytical tools, the 2×2 matrix. It’s a given that if a complex idea can be framed into two counter or opposing issues, the four quadrant result of a well-planned 2×2 matrix can throw a huge amount of understanding on a problem.
One of the most well known examples is Stephen Covey’s wonderful grid for managing personal resources. Covey says that tasks should be viewed from the two aspects of importance versus urgency. Some stuff that requires urgent attention may not in fact be important, and vice versa.
For instance, Covey categorizes personal recreation as something that is important to get done, but usually not urgent (you can wait four hours until you are out of the office before having a game of tennis). Conversely, he puts many intrusive telephone calls into the urgent, but not important category. According to the quadrant that people tend to focus on most, Covey can predict whether a person is heading for burnout, or is leading a well-paced, creative and crisis-free life. The simple four quadrant perspective allows Covey to disassemble troublesome conflicts that are potentially stressful in a busy business environment such as sales. Most will have read at least one of Stephen Covey’s books, but if you haven’t, a good place to start is with “First Things First”, which is excellent for salespeople who want to hone up their organizational skills.
There is a review of the above book here by business thought leader Michael Schrage. Michael’s article is interesting because he considers the 2×2 and Microsoft PowerPoint as the two most popular business analytical tools. But he also points out that they are not always used effectively. A good 2×2 is difficult to construct (we’ll take a look at my attempts in future posts). But PowerPoint especially is often thrust at audiences by presenters who haven’t put too much thought into the slides. We’ll take a look at that in the next post.
CNN reported earlier that newspaper sales are generally down by 2% in the US, while online news viewing has increased by 8%. I definitely contribute to that increase. Living an ex-pat existence for most of the year, I appreciate, more than most, the ability to get news from my favorite dailies over the Internet. While the morning coffee is brewing, my T3 is syncing with AvantGo, and instead of six sections of the New York Times competing at the breakfast table for space with my cereal bowl, spoon in one hand and T3 in the other, I skim through their digital counterparts without the bother of advertising or clutter.
Following the Times, I skim through my collection of ten other news and technology sources, including the international edition of Time Magazine, where I can get a look at the week’s cover photo and a taste of the articles inside. I sate my information hunger with Quick News business and technical feeds, carry the dishes to the sink, and start my work day fully refreshed.
New York Times columnist Frank Rich confirmed, during his interview by Steven Colbert on May 9th, the seriousness of this trend when he said that PDAs spelled doom for the newsprint industry. I downloaded that episode of Comedy Central in Moscow, from iTunes to my PC (while I patiently wait for Apple to buy Palm and take the video iPod to its ultimate incarnation). I think PDAs (including “smart” phones) spell the same doom for book publishers, broadcast TV, music and video discs.
Before I became a voracious eBook reader, I ordered my bestsellers from Amazon, waited an average of three weeks for them to wind their way through the postal maze that stretches between California and Moscow, and paid a premium of 40% for the “pleasure.” Now, they are minutes away via eReader, Mobipocket and Fictionwise, at an average of 30% less than hardcover prices.
Most of you have broad consumer choices, as you are from cities full of shopping malls. For those of us living in the thousands of diasporas scattered around the planet, digital is our only choice. No matter what our native language or culture (or what language or culture we are studying), there are digital newspapers, libraries, music and video collections just a few keystrokes away. The Russians call it “mir tesen”—it’s a small world!
Personally, I don’t think that Sony will be any more successful with their new eBook reader than earlier failed platforms. I do think that the mobile device users of the world will increasingly read and watch on them simply because they can, but that those activities will always remain secondary. Primary will be real-time life management including phone calls, emails and instant messaging. Whatever will be, I’m smiling smugly now because I’m already there!
Opportunity Portfolio Management (OPM) is the sales training course using the methods and ideas that are mostly (but not entirely) described in my first book, Sales Automation Done Right. Most of the analytical stuff from OPM is encapsulated in a range of mature SalesWays software products bearing the Sales Cycle Manager name.
Sales Automation Done Right has a chapter on new technologies that are having a huge impact on selling. The point that I tried to make here was that good sales methodology developed with technology in mind would fit all the diverse new technology tools that are springing up so quickly. Two important ones are mobile computing and subscription CRM. We’ll talk about mobile in a future entry, but right now, I’m pleased to say that Sales Cycle Manager is now available for Salesforce.com on their AppExchange platform.
On page 248 of SADR, I show the Sales Advisor Dashboard embedded in Salesforce.com. I must admit that we did this in 2003, before Salesforce.com had fully developed their AppExchange technology. We saw the potential here and literally hacked our stuff in. That experiment proved that the methodology fitted well within the Salesforce.com CRM framework.
But now AppExchange is here, and is a wonderful way for third party developers to make their material available to Salesforce.com users. The technology is solid, has the backing of Salesforce, and the marketing message to show what’s available—this should be a win-win situation for both Salesforce and their partner community.
Jeffrey Barrie was instrumental in getting me to finish writing “Sales Automation Done Right.” He has also spearheaded the effort of getting the book, our software, and the SalesWays web site translated into Russian, where he is leading a major initiative to promote SalesWays methodology in that country. His story is fascinating, and I’m posting a blog entry that he recently penned for the Palm Addicts web site that tells of how he and I originally connected over five years ago.
I am a consultant with dozens of potential clients at any given time, only a few of which get converted into paying customers. I am not a salesman, and need all the help I can get to “close” my opportunities. Several years ago, I surfed the Internet looking for Palm software that could help me manage my consulting opportunities. I searched PalmGear and Handango for hits on “CRM” and “sales automation,” came up with nine listings, and began downloading and testing them all out. The prices were all affordable, between $20 and $40, and they all seemed to have similar features.
One, in particular, caught my attention because it not only offered to actually become my personal sales assistant, guide me through the important stages of each deal, and give me advice on what to do and when to do it along the way – but to thoroughly educate me on the whys and wherefores. There was an entire system in place: a sales methodology specially adapted to personal computers (and PDAs!), a 300 page book explaining it in language I could relate my needs to, and Palm software (with a Windows client) to use at first as a learning aid, and then to manage my own sales opportunities.
I’m pretty aggressive, and tend to come on too strong to perspective clients. The book calmed me down by instructing me to set the average time it took, from the time I met a client to the time he or she made a decision, into the system as the “length of the sales cycle.” It then broke that down into three parts: 50% of the time to “probe” the perspective client for information on his or her needs, 40% to “prove” that my solution was the most appropriate, and 10% to “close” the deal. Then it told me to assign high, medium or low marks to three questions: “will it happen” (is the customer really serious), “will I get it” (will he or she do it with me) and “when will it happen” (what’s the client’s decision deadline). With just these four factors, the software was able to prioritize my opportunities, advise me how to handle them, and in what order. There were other bells and whistles, but these were the basics.
I was so intrigued by all of this that I began writing to Keith Thompson, the inventor of the methodology and author of the book, and eventually met with him in Toronto. At that time the book was only about three quarters finished and a “beta” down load from his website. I kept bugging him to get the book finished, and to publish it in Palm readable format so that I could carry it with me as an easy reference. He said he’d get the book finished, but if I wanted a Palm version I’d have to do it myself. I took him up on that, found Scribe in Philadelphia to do the digital conversion I was amazed at how much more useful the result was than a paper book, with extensive hotlinks to chapters, subjects and illustrations, and the ability to bookmark and make page notes while working in parallel with the Palm software. I chose MobiPocket to publish the eBook in universaly PDA/Blackberry/smart phone format, and the whole package was really complete.
Reference books in digital format, when extensive linkages are included, become amazingly more productive than books on paper. This is especially true for dictionaries and thesauruses. Now, when I read eBooks on my Palm and find an unfamiliar word, it’s a matter of a stylus tap to find its definition or more about it. I rarely went to the trouble of doing that in my paper book days.
A sales opportunity management system for salesforce.com’s popular AppExchange on-demand platform
For salespeople, sales and marketing managers, sales administrators, and anyone seeking better results from their sales team.
OPM sales training teaches the methodology from sales automation done right but frames it outside the arena of technology - it also builds, extends and augments those thoughts into a compelling story.
I am a consultant with dozens of potential clients at any given time, only a few of which get converted into paying customers. I am not a salesman, and need all the help I can get to “close” my opportunities. Several years ago, I surfed the Internet looking for Palm software that could help me manage my consulting opportunities. I searched PalmGear and Handango for hits on “CRM” and “sales automation,” came up with nine listings, and began downloading and testing them all out. The prices were all affordable, between $20 and $40, and they all seemed to have similar features.
One, in particular, caught my attention because it not only offered to actually become my personal sales assistant, guide me through the important stages of each deal, and give me advice on what to do and when to do it along the way – but to thoroughly educate me on the whys and wherefores. There was an entire system in place: a sales methodology specially adapted to personal computers (and PDAs!), a 300 page book explaining it in language I could relate my needs to, and Palm software (with a Windows client) to use at first as a learning aid, and then to manage my own sales opportunities.
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