Had the chance to read a great story about how US coffee producers in the 1950’s almost ruined coffee. You can find the full rundown from Stanford’s Dev Patnaik at his blog http://www.wiredtocare.com/?p=429.
In a nutshell, in the 50’s, coffee manufacturers gradually began replacing smooth, high quality Arabica beans with small amounts of bitter, low quality inexpensive Robusta beans. Existing drinkers didn’t much notice due to the incerementality of the changes. Yet, a tipping point occurred in the 60’s when the Robusta ratio got too high, and new drinkers realized coffee tasted horrible…so they drank something else.
In the sales process, this cycle has particular application, especially due to the budgetary squeezes of the past few years. Many sales organizations have been slowly adding too much Robusta to their sales processes. Elements such as cutting back sales staff; lowering or eliminating training budgets; reducing rewards and recognition for sellers, thereby reducing their engagement have been rife during the downturn. Maybe their existing customers have stuck with them through this.
Yet, now that things are starting to turn to the uptick, how will your customers respond when approached by your competitors who have maintained their Arabica approach? Not to mention, your existing customers are only going to stand for so much bitterness in their mouths from being handled in a suboptimal fashion. One of the direct effects of the early 60’s Robusta tipping point was an unthinkable loss of segment share from coffee in a previously java-rabid nation. Coffee companies didn’t get it and lost out to Pepsi and Coke.
So, analyze the mix of beans you are brewing up in your sales process. If you have too much Robusta, you may be the one left with the bitter taste in your mouth.
Tuesday, March 1, 2011
Tuesday, February 22, 2011
LinkedIn and Account Management
LinkedIn is mainly about your network, not about you. Here are some key things you may or may not have considered, but that you should as sellers…
1.) Many of you don’t plan to retire any time soon. LinkedIn is not just for the now. When you do it right, you will build relationships for the future that can pay untold dividends. Case in point: Tricendent recently conducted an executive search for a company that was seeking a new SVP of Sales. The person we found was through LI…a gentleman I had worked with briefly 13 years go who was a 2nd level connection. I won’t bore you with the economics of headhunting, but this connection was literally worth tens of thousands of dollars to my company.
2.) Updates keep you in the know of what people are doing. When you have an extensive network, LinkedIn can serve as a pulse of what is going on with your contacts. Most people have their setting set so that when you are in their network, you will see when they have new titles / education, when they add new connections, when they are taking trips, when they make new Twitter entries, etc. This is invaluable information for you as you run your business. Just think about the competitive G2 you can gain by seeing when competitive account managers are making connections with your people, etc.
3.) One of the ongoing challenges is building relationships with a broad enough base of people in your accounts. Finding specific people in general organizations and figuring out how to talk to them through a warm intro from your network is a fantastic benefit of an extensive network. Anyone you have talked to or emailed at all at any of your accounts or your partners is a good opportunity to connect with via LinkedIn.
4.) This is absolutely key. You need to be a contributor, not just a taker. This applies to business in general as well as life. However, if you go looking for what you can get only from your network, you are missing the boat. I regularly take the time to peruse my network and just reach out and say hello, congratulate people on promotions, offer help with something they are seeking, etc. When you do this, not only does it show character, but it builds up a battery of goodwill so that when you do need something, and we all do at some point, you have a give and take relationship with people…not all take.
These are just a few things to keep in mind, and just on LinkedIn. There is a huge amount of advantage to be gained from Twitter and other tools. We’ll save that for now.
Are you having success as an account manager in using LinkedIn to develop your territory…share it...
1.) Many of you don’t plan to retire any time soon. LinkedIn is not just for the now. When you do it right, you will build relationships for the future that can pay untold dividends. Case in point: Tricendent recently conducted an executive search for a company that was seeking a new SVP of Sales. The person we found was through LI…a gentleman I had worked with briefly 13 years go who was a 2nd level connection. I won’t bore you with the economics of headhunting, but this connection was literally worth tens of thousands of dollars to my company.
2.) Updates keep you in the know of what people are doing. When you have an extensive network, LinkedIn can serve as a pulse of what is going on with your contacts. Most people have their setting set so that when you are in their network, you will see when they have new titles / education, when they add new connections, when they are taking trips, when they make new Twitter entries, etc. This is invaluable information for you as you run your business. Just think about the competitive G2 you can gain by seeing when competitive account managers are making connections with your people, etc.
3.) One of the ongoing challenges is building relationships with a broad enough base of people in your accounts. Finding specific people in general organizations and figuring out how to talk to them through a warm intro from your network is a fantastic benefit of an extensive network. Anyone you have talked to or emailed at all at any of your accounts or your partners is a good opportunity to connect with via LinkedIn.
4.) This is absolutely key. You need to be a contributor, not just a taker. This applies to business in general as well as life. However, if you go looking for what you can get only from your network, you are missing the boat. I regularly take the time to peruse my network and just reach out and say hello, congratulate people on promotions, offer help with something they are seeking, etc. When you do this, not only does it show character, but it builds up a battery of goodwill so that when you do need something, and we all do at some point, you have a give and take relationship with people…not all take.
These are just a few things to keep in mind, and just on LinkedIn. There is a huge amount of advantage to be gained from Twitter and other tools. We’ll save that for now.
Are you having success as an account manager in using LinkedIn to develop your territory…share it...
Thursday, April 30, 2009
DON'T CONFUSE ACTIVITY WITH RESULTS...
The above is a "go-to" saying of a key client of mine who has responsibility over a very large global organization. A couple of key learnings here.
One, the people in that org are very familiar with that saying and it guides thought process at multiple layers in the org. It is extremely key to have a Teachable Point Of View such as this, and to monitor whether your teams are reflecting it back to you. (For more on TPOV, see the following... http://www.nsdc.org/PDK/LFRchapter11.pdf)
Two, as the economic and business climates have worsened results, is it possible that volume of activities are taking far too high an importance in your org? Make sure that your people keep their clear focus on the results, and that their activities are strategically aligned in service of those results...not in service of themselves to appear occupied and engaged.
Expecting results and having clear expectations will be competitive advantages...not busy work.
One, the people in that org are very familiar with that saying and it guides thought process at multiple layers in the org. It is extremely key to have a Teachable Point Of View such as this, and to monitor whether your teams are reflecting it back to you. (For more on TPOV, see the following... http://www.nsdc.org/PDK/LFRchapter11.pdf)
Two, as the economic and business climates have worsened results, is it possible that volume of activities are taking far too high an importance in your org? Make sure that your people keep their clear focus on the results, and that their activities are strategically aligned in service of those results...not in service of themselves to appear occupied and engaged.
Expecting results and having clear expectations will be competitive advantages...not busy work.
Tuesday, April 28, 2009
SURGERY VS. BRUTALITY
Ever wondered about how to be honest with someone...or how honest to be?
A conversation with a business associate a couple of years ago stands out in my mind. This guy is one of the smartest, most engaging, and quite frankly, caring, people I know in business.
So it struck me when as somewhat incongruous when he mentioned his desire to be brutally honest with people he works with and is attempting to help. Now, I believe strongly in Authentic Leadership (for more on this see http://www.truenorthleaders.com/), so am convinced everyone needs to stay true to their own unique style as a leader.
However, let me ask you this. If someone described your manner of working as exhibiting brutality, would that be something you aspire to? Well, in order to be brutally honest, by definition, you need to start by being a brute don't you?
Maybe there's a different way. Surgically honest perhaps?
A conversation with a business associate a couple of years ago stands out in my mind. This guy is one of the smartest, most engaging, and quite frankly, caring, people I know in business.
So it struck me when as somewhat incongruous when he mentioned his desire to be brutally honest with people he works with and is attempting to help. Now, I believe strongly in Authentic Leadership (for more on this see http://www.truenorthleaders.com/), so am convinced everyone needs to stay true to their own unique style as a leader.
However, let me ask you this. If someone described your manner of working as exhibiting brutality, would that be something you aspire to? Well, in order to be brutally honest, by definition, you need to start by being a brute don't you?
Maybe there's a different way. Surgically honest perhaps?
Monday, April 27, 2009
IT SEEMED LIKE A GOOD IDEA AT THE TIME...
From CNN... (http://www.cnn.com/2009/US/04/27/low.flying.plane/index.html)
"A White House official apologized Monday after a low-flying Boeing 747 spotted above the Manhattan skyline frightened workers and residents into evacuating buildings. Witnesses reported seeing the plane circle over the Upper New York Bay near the Statue of Liberty. The huge aircraft, which functions as Air Force One when the president is aboard, was taking part in a classified, government-sanctioned photo shoot, the Federal Aviation Administration said."
I am a native New Yorker, and I have been to New York numerous times since 9/11, during which I lost two relatives bravely serving in the FDNY. Even today the sight from Midtown of jets at 4000 feet on approach to LaGuardia or Kennedy give a little bit of a shiver over 7 years after the fact. So, how scary must this have been?
Funny thing of course, is that everyone involved in this dimwit scenario followed all the exact right processes and procedures. Except the procedure for a sanity check against what would be an incredibly stupid move.
Do you have a process for that in your business once all the operational hurdles are cleared? Remember, common sense is not nearly so common as the term implies...
"A White House official apologized Monday after a low-flying Boeing 747 spotted above the Manhattan skyline frightened workers and residents into evacuating buildings. Witnesses reported seeing the plane circle over the Upper New York Bay near the Statue of Liberty. The huge aircraft, which functions as Air Force One when the president is aboard, was taking part in a classified, government-sanctioned photo shoot, the Federal Aviation Administration said."
I am a native New Yorker, and I have been to New York numerous times since 9/11, during which I lost two relatives bravely serving in the FDNY. Even today the sight from Midtown of jets at 4000 feet on approach to LaGuardia or Kennedy give a little bit of a shiver over 7 years after the fact. So, how scary must this have been?
Funny thing of course, is that everyone involved in this dimwit scenario followed all the exact right processes and procedures. Except the procedure for a sanity check against what would be an incredibly stupid move.
Do you have a process for that in your business once all the operational hurdles are cleared? Remember, common sense is not nearly so common as the term implies...
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