Having worked with these sales tools in my own business and helping my clients integrate these sales tools into their own habits, I sometimes take it for granted that everyone knows about them. These should not just be tribal knowledge and I hope these help you in your own selling efforts to the markets you are targeting.
Jigsaw is a user-generated database that is continually updated by its members. It gives you the name, title, postal and email addresses and direct-dial phone numbers for individual contacts you can’t find directly. This allows you to find the direct contact information for decisions makers you are targeting without going through the gatekeeper and wondering if you message is even being received.
InfoUSA is a sales tool available with just a library card through your library system. Not only is this tool useful for finding information on your target customers, but it also give you a list of management names, their competitors, and their SIC and NAICS codes to be able to download searches for even more target customers that may not appear on other search tools.
MyBrainShark is a website that allows you create a voice-enriched multimedia presentation or podcast. It also makes it easier for you to record your PowerPoint presentation for online display purposes. This allows the market to view and hear your message and learn from your expertise 24/7.
FirefoxSuperSearch is like the the”Swiss Army Knife” of search engines. It allows users to perform web searches, people searches, reverse lookups, public records searches, due diligence and background research, using over 160 of the internet’s best search engines. This allows you to learn a lot about your prospects and customers before you engage with them.
Google Analytics generates detailed statistics about the visitors to your website. It can track visitors from all referrers, including search engines, display advertising, pay-per-click networks, email marketing and digital collateral such as links within PDF documents or other downloads. This will help you identify how your website is connecting with in your market and help you identify what content you need to change.
Xobni is a free add-on to Microsoft Outlook that turns it from an email system into a powerful sales tool. It creates another window in outlook that displays a profile of whoever sent you the currently highlighted email by grabbing that person’s photo and telephone number from LinkedIn, Facebook, or several other social networking sites. It also shows a string of communications that you’ve had with that person. If you use outlook, this is the easiest way to start “social selling” using all of the social media tools.
Hoovers is a database of companies and other organizations, which includes top level data on financials, strategies, competitors, key executives, market dynamics, and so forth. It’s built on a database of information on more than 30 million corporations and organizations, and more than 35 million people. This is a great place to learn about a customer or a competitor, without having to dig through the SEC reports.
Zoho CRM is a Customer Relationship Management tool that has all the features you’d expect in a world-class CRM product, including marketing campaigns, lead management, sales pipeline, forecasts, etc. This will allow you to keep track of all of your opportunities and activities in one location and you can even have up to 3 people on the same system before you have to pay for it. I have 3 clients using this currently as their first CRM tool and it works great for a sales management function.
Demandbase Stream is a nice little sales tool that works like a news ticker displaying information across the desktop about which businesses are visiting your Web site, along with their interests, and contact details for the most appropriate decision makers to contact for follow up. You can also flag existing customers, prospects, partners, and competitors, so that you’re aware when they’re doing something on your website. This helps you act fast when someone is interested in what you have to offer.
Super Pages has proven useful for search for companies that are typically hard to find because they do not “fit” into a specific market segment. You are able to search for companies in specific geographic areas using key words of the service they may offer.
LinkedIn continues to be a valuable sales tool for business development as more and more companies are joining and senior leadership begins to adopt it as a tool themselves. Although they have removed some of the features since going public like Events and Answers, you can generate plenty of activity with a target audience by posting useful information to help your network or take part in discussions within the groups you belong to. Make sure you join 50 groups that are relevant to your expertise, industry, and interests to get the most reach. Chances are, if I do not know something, my network or fellow group members do and I get an answer very quickly.
Evernote is a great way to keep your projects and to-do list organized. You can access it through both a desktop and your mobile device to add activities and make new notes when you think about them so you do not forget about them
Xmind is a mind mapping tool that helps you visualize strategic plans, build organizational charts, develop fish bone diagrams for processes, and even can be used to map a potential website site map. This is a great tool for those of us who are more visual learners.
Please feel free to contact me if you need any help with these or just want my library card number.
During my spare time while traveling for a project with a major Midwest manufacturer, I decided to summarize a take away I had from reading “The Four Disciplines of Execution”.1 The book is very relevant for any of us who have started major initiatives in our organizations only to watch them be stifled by competing priorities or as I call it, “the tyranny of the urgent”. These are daily need-to-do activities and organizational fire fighting that makes us wonder what we actually accomplished and did all day.
After an organization determines a relevant business goal they want to achieve and target date for completion, they traditionally measure their progress through what the book calls “Lagging Indicators”. These lagging Indicators are reflective of the goals that we traditionally set quarterly or annually such as:
- Increase sales from $500K to $625K by 2015.
- Increase the number of dealers from 10 to 15 by 2013.
- Reduce cost of sales by 10% by Q3.
- Increase average selling price per transaction by 5% by March
- Increase our market share by 10% by 2014.
Sound familiar? If achieved, any of these are all good indicators of success, but when does and organization traditionally look at the results? Most of them only look at their progress a few days before the target completion date. This can produce only one of two possible results: a sense of jubilation and desire to celebrate, or a instantaneous increase in your pucker factor that now has you worrying about your year, your career, and the future of your organization. Using these lagging indicators to measure success at the end of a target date is about as useful as looking in your vehicles rear view mirror to navigate in a forward direction.
What if you could measure your progress along the entire way toward your target date?
What if you were able to change your game plan at half time instead of the two-minute warning? What if everyone in the company knew could measure results on a weekly basis?
What do you have to start measuring to be able to do that?
The book introduces the development and use of “Leading Indicators”. Leading indicators measure the achievement of specific activities and activity levels that are necessary for you to achieve your goal. These can be as simple as:
- Meet with 10 new qualified targets per week.
- Present to 4 qualified prospects per week.
- Up sell 10 clients per week.
- Mail 100 new information packets to targets per month..
- Complete 3 field assessments per month.
- Participate in 2 trade shows per quarter
All of these leading indicators can be reverse engineered from looking at your past successes and determining what activities helped you get there. For example, if your goal (lag indicator) is to sell $100K of materials in 10 months to new clients, your average client is worth $10K, 50% of the prospects let you send them a quote, and you closing ratio is 10%, then you will have to talk to 200 prospects and propose to 100 of them to reach your goals. Breaking down these activities into leading indicators determines that you need to talk to 20 new prospects and propose to 10 of them every month or even talk to five prospects a week and propose to 2.5 of them on average. Your goal of $100K in new revenue in 10 months does not seem all that hard to achieve know what you have to do each week in the midst of the tyranny of the urgent.
The last words of advice from the book are to develop and maintain a public score card that helps everyone in the organization understand how they are meeting their leading indicators and progressing towards their goals on a weekly/monthly basis. Read here to understand the benefits of keeping score properly to drive accountability in your organization or contact SalesTechnik should you like help developing relevant leading indicators to help you achieve your goals.
1. The Four Disciplines of Execution: McChesney, Covey, and Huling, Free Press 2012
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Many organizations are unable to grow fast enough because their sales teams spend too much time with opportunities that are wrong for your business.
Have you ever:
- Thought your weekly sales funnel reviews are the same week after week with no progress?
- Been tired of hearing phrases such as “They asked me to stay in touch” or “They are still deciding”?
- Believed your sales efforts are focusing on prospects that you do not want to do business with?
The simple fact is that sales people hate saying “no” because they believe they can every opportunity they find and hence every opportunity they find becomes a prospect of some sort. This leads to waste of time and efforts on opportunities that will never close, your opportunity funnel becomes clogged with bad prospects, and your business does not grow. I guarantee these opportunities were never a good opportunities to begin with because you have not identified the characteristics of your good clients and what a good opportunity looks like to your organization for the sales team to call on.
What was done by the salesperson to identify the opportunity as ideal? What questions were asked to qualify the opportunity? Can your organization even identify what an ideal client is and what an ideal opportunity looks like to help your sales team target better opportunities?
If a company is able to define what an ideal client looks like, then the marketing and sales efforts are able to work more efficiently because selling time is only spent on qualified opportunities that match the characteristics of your ideal clients. Additionally, your operations should perform better because you are only doing business with ideal clients that you are meant to be serving.
Should your ideal clients be of a certain size? Should they have certain annual revenue? Should they be able to purchase one or more of your products or services? Should they have a certain structure? Should they have a certain credit rating? Should they be able to lead you to more business?
By identifying your ideal client characteristics, you will be able to identify what an ideal opportunity looks like and hence your sales team will be able to identify where their time should be spent and become more efficient with closing more ideal clients to grow your business faster.