Posted by Geoff Alexander on Mon, Jul 27, 2009 @ 01:27 AM
I write frequently on the importance of Calling High, and yes, I've put it in caps for a very good reason. Without constantly making an attempt to reach the highest level executive responsible for your product area, you'll be losing out to your competitors that do call high. It's absolutely critical to becoming a superior sales performer. I just finished doing another of my telesales training courses, this time in Europe with a team selling into the EMEA space. Calling High works just as well there as it does in the United States (it works in Asia, too --- I've tested it). But several of the salespeople in my classes wanted me to drill down a bit on the psychological factors behind the fear of calling high. So I did, and I'm convinced it's got to do with a perception of class structure and "place" in society.
In every class, I ask my students about their backgrounds. Over the years, I can tell you that comparatively few came from an upper class (or upper income) family background. While most were middle class, many came from families that struggled financially. As I've written before, people who had poor financial childhoods often make very good reps, because they've got something to prove. But there's also a psychological issue common to many of the reps that don't come from wealthy families. As children and adolescents, they never associated with CXOs socially as part of their family dynamic. In many cases, their blue collar parents didn't associate with them at work, either, as there was generally a middle management intermediary as a social and business buffer. Talk around the dinner table referred to CXOs as "high mucky-mucks" or other like verbiage, further separating, from a perception basis, the relative social status of the worker vs. the executive. This perception of social separation got passed down to the children (here I'm reminded of Dr. Don Rose's old radio program where he told loads of jokes about "The Boss"). And if any of these children we're discussing became inside sales people, this innate feeling about social separation might have served as a foundation for their resistance to talk to high level executives, and flavored their language in deferential terms ("Is this a good time to talk?") when they did speak to them. The overall result is that many telesales reps have an aversion to calling executives because they perceive that they haven't earned the "right" to call high.
The reality of what goes into making an executive is quite often different than the perception. Most executives I know weren't born with a silver spoon in their mouths. Most of them went to college, but many didn't earn scholarships. They worked their way through school by washing dishes, delivering pizzas, painting apartments, and working at fast-food counters. In other words, they had the same crappy jobs that everyone else had (the jobs that our parents told us "build character"). Because they worked their way up, they have an affinity for others doing the same. And in their own companies, these CXOs have inside sales people doing the exact same job as the reps that are calling them. With a very few exceptions, I've found the higher in the organization the individual is, the nicer he or she is.
So all in all, the inability to successfully call high rests on two issues, lack of technique, and perceived difference in social standing. Training can correct the former, but the latter can only be changed from within. And unless the perception is changed, the opportunity to use those "calling high" techniques will never be put to use. It's all about "breaking the chains." If you recognize yourself in this story, here's a simple exercise I'd like you to try. Next time you're at a company offsite event or meeting, you'll probably have a company-wide social hour or two at a bar. Instead of just hanging out with your friends, walk up to your CEO, introduce yourself and what you do, and offer to buy the exec beer so you can tell him or her why you enjoy working for the company. You might be surprised that he or she will be happy to break away with the exec group for 5 or 10 minutes to talk to you. Team Communication is important to every exec, and they all like knowing what's going on at the prospect-interface level. Talk a little bit about why you like the company, and give one or two concrete examples of what the company is doing right. Keep it positive, keep it light, and take no more than 10 minutes. By talking socially to execs in your own company, you'll often see they're just like you. And you'll be remembered, too. It's a good habit to get into, and you can carry the memory of that conversation right into the next call you make to a CXO. Make it a point to get to know your own company's execs, and add this intra-company social skill to your Best Practices Playbook.
Posted by Geoff Alexander on Mon, Jul 20, 2009 @ 01:15 AM
There's been an awful lot of buzz recently in the press and around corporate water coolers about how much productivity is being lost by workers surfing the web while at work. Inside sales people are always a good target for complaints like these, because they work on computers virtually from 8 to 5. Martha Irvine, who writes for the Associated Press, wrote an interesting article highlighting some of the corporate concerns that was picked up on Google (URL at the bottom of this post). But I have a different take on what's going on here, and it shouldn't present a problem for any telesales department that judges productivity based on sales numbers and key performance indicators (KPI).
When I was a sales rep, I used my break time to catch up on the newspaper, but never got corporate grumbles, because I always exceeded my sales numbers. I had cobbled together my own spread sheet, telling me how many calls I had to make each day to make my sales numbers, and frankly my main concern was beating my quota every month (if you're not sure how to develop your own KPIs, read my post on the subject and get crackin'!) As Irvine points out in her article, companies are installing blocking technology to screen out various social websites, so naturally reps are responding by doing it anyway on their mobile devices. I would make a strong guess that any company using this type of filtering technology with its telesales department isn't practicing "Management by Objectives" a concept popularized by Peter Drucker way back in the 1950s. If that's the case, these companies are guessing that by removing social media access, the numbers will improve. By filtering web access, companies run the risk of putting a serious dent in team communication as it relates to worker-management relations. And in doing so, they hurt themselves personnel-wise when the word gets out that the company's draconian web practices make it a not-so-fun place to work.
In my telesales training courses, I teach people to use social sites like LinkedIn as a way to increase sales, and those of you who do just that know how effective it is. That's one of several reasons I don't like the idea of web filtering at work. I want the reps I train to make lots of money, and the web helps them get there. Now we all know there are excesses. One company of which I'm aware had a web-shopping mania in its midst, but guess what? There were no KPIs enforced, and only a minority of the reps were meeting their quotas. That's just poor management.
So if you're an inside sales manager, enforce strong sales or lead qualification objectives, and don't worry too much about your overachievers looking at Facebook occasionally. You'll have a happier crew that will want to perform for you. And add valid KPIs to your Best Management playbook.
Read Martha Irvine's article.
Posted by Geoff Alexander on Mon, Jul 13, 2009 @ 01:36 AM
Even though my specialty is putting together effective inside sales training courses, one of the most frequent questions I get through my website is "How do I hire a superstar inside sales person?" I could write 10 blog posts on this, but a recent job posting crossed my desk, generated by Marc Cook, Director of Sales at 8x8 Inc., and it represents a terrific way of ensuring that a hiring manager knows exactly what he or she is getting, in advance of the interview. Many very good reps are looking for telesales jobs these days, and if you're one of them, what follows may be of interest.
What did Marc Cook do that pushed him above the hiring techniques bar? He posted his job posting on CraigsList and provided a scenario in which prospective telesales reps had to call him, and, armed with company data that Marc gave them, sell him on his technology! I'm listing his entire ad here verbatim, because I like the way he positions his company and the job requirements, benefits, and pay. Many companies are posting job ads online without even telling the prospective rep the name of the company, and Marc obviously believes in full disclosure. I interviewed Marc about the efficacy of this approach, and he told me that this technique provided him with less of an attrition rate than referrals (15% vs. 50%), and that those hired through this manner have 15% better performance than reps who were directly referred. Are there better ways to post an inside sales job and hire a rep from the action required in the posting? If so, I haven't seen them. And no, Marc's not my customer, so this is an objective perspective. Without any further commentary, here's Marc Cook's ad. While reading it, ask yourself if a similar approach would work for hiring at your company:
Are you a closer?
It's true. If you are not earning $80k a year or more selling 8x8, Inc.'s hosted iPBX and VoIP business phone service it's time to hit the bricks. Do you have what it takes to be with the best-of-the best? Do you need to earn six figures? Do you thrive on closing deals in complex and technical sale environments? Working in Business Sales at 8x8 provides a compelling opportunity for Sales Professionals with a proven track record exceeding quota in technology or telecom sales. We are seeking talented closers to excel at lead qualification and generating new business from new opportunities and from our loyal and satisfied customer base. This is B2B sales.
Top Closers have choices. What about the Company?
8x8, Inc. / NASDAQ: EGHT / http://www.8x8.com/ ) a 21 year Silicon Valley company has rapidly evolved as the leader in IP telecom solutions to small and medium businesses. With more than 200 employees (of which 75 are sales people) and a $65 Million Annual Revenue, 8x8 is a pioneer in providing VoIP hosted PBX, IP Trunking, and hosted Contact Center business services. We are transforming the telecom industry and we dominate our market space. Top talent across the US joins 8x8, Inc. for its customer centric approach to providing reliable and cost-effective business telecom exceeding the delivery of the 'big old phone companies' and for the opportunity to excel in a performance-driven, fast-paced, and competitive atmosphere; the chance to be surrounded by peers and leaders that inspire, motivate, and innovate and a corporate philosophy that encourages ideas from all employees.
Responsibilities:
* Respond to and qualify Incoming Web and Phone inquiries regarding 8x8's hosted PBX switch and VoIP business phone service
* Present a complete custom tailored solution including using GOTO Meeting
* Engage multiple decision makers including Business Owners, Executives or IT personnel to drive the sales process
* Achieve monthly Quota by closing Qualified Opportunities and existing Accounts
Required Skills/Experience:
* 1-2 years of general business or sales experience
* Excellent written and verbal communication skills
* High Energy
* Positive Attitude
* Ability to multi-task, prioritize and manage time effectively
* 1 year or more of college course work preferred
Required Mentality:
- no fear, no barriers, no excuses
- expensive hobbies, goals, or life style
- no ability to accept failure, but willing to lose a deal to learn
Benefits and Compensation:
This is a direct hire full-time position with complete training, full benefits including full medical, dental, ESPP, 401k, 15 paid days off, and 12 paid holidays per year. Including base pay compensation, on target earnings (OTE) is designed to pay $80,000 / year at quota to over $100,000 (our top 20% agents are averaging over $100k/year in total earnings)
Perks:
- Lap top
- Cash Contests
- Free phone service
- On-going training
- Monthly off-site team activities
- Wii and Foosball table for quick stress release
- Free fruit, bagels, donuts, lunches, soda, coffee (fuel for selling)
- Remote worker possible (with proven performance)
- Friendly professional hi-tech corporate selling environment
- Managed by a team that has successfully sold 8x8, Inc. services
Application Process:
Phone Screen ( Mock Sales Call )
1) You are an 8x8, Inc. Sales Person
2) I am a small business that just sent you a request for quote (RFQ), Marc Cook @ Cook Consulting, Inc. | 408 329 4846 "I need quote for a new phone system for my business"
3) I want you to call me representing yourself as a 8x8, Inc. Business Sales Representative, I will play the role of the prospect. I'm a small business that needs a new phone solution. Just like a real opportunity, I may be difficult to reach but if I pick up the phone be prepared to qualify my needs, present a solution, and close me on why I should go with 8x8, Inc.. Leave messages if you would normally do that in the pursuit of a sale.
4) 75% of the hiring decision is based on this phone screen.
How to win:
1) Research our web site, http://www.8x8.com/ and only the business product line will be discussed
2) Do not send your resume (yet).
3) Call with a strong understanding of our product. Customers (in this case me) will not buy from an unprepared sales person. I will only ask product questions about information that can be easily found on our web site.
In Person Interview:
If you're great on the phone and pass the sales scenario screening, the next phase is a panel interview at our Santa Clara headquarters where you will tour our facility, learn more about the company and this sales career opportunity. You also will have the opportunity to sit with current sales people to experience the real environment.
We have 3 growth positions are opening in late July and 3 more in August. We provide complete training.
Talk to you soon!
- Marc Cook
Director of Inside Sales
8x8, Inc. | Packet8
Tel: 1-408-329-4846 (direct)
(Geoff here again) OK, there you have it. Thought-provoking, isn't it? If you're an inside sales manager or director, I'd recommend adding this to your Best Management Playbook. OK, let's hear from you managers out there. What do you think of this approach?
Posted by Geoff Alexander on Mon, Jul 06, 2009 @ 01:26 AM
Last week, just as I was getting ready for the long weekend, I got a blog query from Dave, one of our subscribers. And it's a toughie. Read Dave's question:
"I'm in a new "sales" position, using [sigh] Salesforce.com . Bottom line... while I'm compensated on SALES, much of my work/time (particularly as I work through the "leads" in my region) is data entry. I've put a watch on it & takes upwards of 5-10 minutes to bring a skeletal lead (no address, phone, website or description) up to usability. From experience I know it's crucial to have these basic facts at hand... but it kills my prospecting/selling time. I'd just as soon not go to my boss with the typical lament: "these leads aren't any good." Suggestions?
P.S. With the popularity of Salesforce, I'd be willing to guess there are a lot of folks wrestling with this frustration. This also touches on the greater topic of ‘data quality'... this morning I happened to find: collection/mish/mash of Blue Cross Accounts. BlueCross, Blue Cross, Blue Cross of MA, Blue Cross of Massachusetts, Blue Cross/BlueShield & more."
Geoff here: So what Dave is dealing with here are raw company leads, where there is no contact, and he has to go to the web, use Hoover's, OneSource, or another source to get company, contact, and website data, in order to turn it into something he can call. OK, Dave, there are several areas to tackle here, and they all touch upon the challenge with which you're dealing. And there are solutions. Here goes:
1) As a general FYI, every one of my clients deals with similar Contact Management Relationship (CRM) issues, regardless of what CRM they're using, from Oracle, to Siebel, to SAP. To date, I've never spoken with a rep that's totally in love with his or her CRM database. Take heart in the fact that you're not alone, Dave, you're in a very big (and vocal) club.
2) I believe you when you said it takes 5-10 minutes to do enough data mining to bring a skeletal lead up to snuff. For what I'm going to suggest in #3 (below), I'd like you to actually log ten skeletal situations, with the time it takes to do each, and the name of the ultimate contact you enter into the contact field. Put these on a sheet of paper, because I'm going to take a scientific approach under item #3, and you'll need ten instances of quantifiable data to make your point.
3) Determine how many calls you need to make every day for your territory to reach its sales quota. It's easy to do, because I've got a blog post that tells you how to put together meaningful call metrics, and you should read it and cobble together yours. It's not that difficult, and it may differ from the call metrics you've been given. You'll end up creating a weekly sales quota sheet as well as a daily call quota sheet.
4) With the facts you uncovered under # 2 and #3 above, determine how many skeletal leads you can process in one day, and still make your sales numbers. If it's untenable, go to your manager with the irrefutable data. This is taking a scientific approach, and it's hard to argue with numbers. I've often said that managers like solutions, not problems, and taking this approach puts you squarely in solution mode. If your data checks out, your manager will have to come up with his or her own solution as well that works for the entire inside sales team.
5) I've saved a very good part for last. Trish Bertuzzi at The Bridge Group told me about a product called InsideView that acts as a front-end for Salesforce.com, and aggregates data from a number of different sources and compiles it right into Salesforce in a few moments. I saw their online demo, and I'm a believer. This product appears to be ideal for Dave's data discovery dilemma (give me an ‘A' for alliteration in my next English class), as it could dramatically cut the time he's taking to do manual data mining.
To sum up, I always teach a bit about research tools and techniques in my telesales training courses, and invariably, CRM issues come up. Every great telesales rep I know has figured out the number of calls he or she has to make to make the monthly number, so if any of you haven't taken a few minutes to compile yours (item #3 above has a link to show you how), then add that capability to your Best Practices Playbook. And Dave, thanks for bringing up a topic that undoubtedly frustrates many of your colleagues as well.