Melissa Clemens Joins Flannery Sales Systems

mel_johnWe’re excited to announce that Melissa Clemens has joined our team at Flannery Sales Systems.

Melissa brings the practical experience of running sales teams to our customers, along with the understanding of what strong selling skills look like. Most importantly, Melissa knows how to coach salespeople to their optimal performance, and effective coaching is the keystone of success for our customers. This, combined with her strong written and analytical skills, adds another layer of expertise to our team. It is a pleasure to have Melissa on board.

Prior to joining Flannery Sales Systems, Melissa spent over 15 years in various sales, marketing, professional services and entrepreneurial roles. Most recently, she spent 5 years leading sales organizations at Kleiner-backed Plum District and marketing automation start-up bridg.com, where she was responsible for all sales functions including hiring, training and overall revenue performance. Prior to that, she built and ran her own e-commerce company.

Melissa has her BA from Stanford University.

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Turning Your Go-To-Market Strategy into Tactical Sales Execution

map1When you open up your smartphone to access a map, you’ve got a particular destination in mind; where you want to go for dinner, a meeting, a certain address, or a landmark you wish to visit. There is a focus on the journey’s end, and you want to get there in the most efficient way possible. The map you access usually starts out with a 40,000 foot view of the landscape.

 

map2With the destination logged in, the smartphone then prompts you to input some more detailed information:  Where you are starting from; how you will be traveling- on foot, bus, or by car; and what mode of directions you would prefer, audible or inscribed? Once you have keyed in the basic information, the map application will zero in on your exact location and guide you, step-by-step, until you arrive at your destination.

1. Formulate Your Go-To-Market Strategy, and Align WHERE Sales Will Compete

A Sales Strategy is the 40,000 foot view of the vision or mission of an organization’s long and short term objectives. The strategy is carefully formulated by upper management to move an organization toward their specific destination. If, for example, an organization has the desire to increase revenue, a Sales Strategy for increased revenue may be formulated with the careful consideration of many different factors: assets, competition, the marketplace, margins, operational costs, the number of product lines, distribution, channels, value propositions, and plans for growth, to state a few.

We recently worked with an organization who wanted us to help them build a Sales Process to “get more sales now”! Their short-sightedness of only looking at the “close up” of the map gave them the misguided idea that their destination was nothing more than to get the reps out there selling better!  We were able to guide them through a Sales Strategy exercise, and THEN helped them build a Sales Process on what to do to execute their strategy.

2. Turning Strategy into Tactical Execution: Sales Process Illustrates the HOW

The principal component of a Sales Strategy is execution. Sales Process outlines the step-by-step, most efficient, customized directions to get to the final destination.  It provides information on how to get to the destinations in specific detail, based on selling skills.  This specificity enables the implementation of strategy by providing the following advantages to the entire team:

  • A common objective
  • A common path and language
  • Practical messaging tools based on the strategy
  • Skill sets that are tied to Process steps
  • Process Steps that are tied Pipeline Milestones

3.  WHAT To Do at Each Step Along the Way: A Clear Path

If you ensure that all sales reps and managers follow the Sales Process, you can outline expectations and more easily benchmark your sales team against common criteria, providing an excellent evaluation of the strategy at the rep level.  A Sales Process provides:

  • The specific instructions on what to do with respect to customer interactions
  • A measure of the skill of individual sales reps
  • An opportunity for focused skill coaching of reps by managers
  • A powerful reporting tool for leading KPIs (Key Performance Indicators) on benchmark performance against key outcomes of the Sales Strategy.

When determining your organization’s Sales Strategy, take the time to ensure your understanding of the entire landscape.  Then, implement a Sales Process that allows you to execute toward your objectives, with the ability to gauge your success along the route, and soon, you’ll arrive at your destination:  Success!

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A Global Perspective from European Leaders: The ELIA Conference Recap

 

ELIA Riga Apr 25 2014On April 24 and 25, I attended and delivered a Sales Process Workshop at the European Language Industry Association (ELIA) Conference in Riga, Latvia. ELIA is an international organization of professionals in the translation and location industry, bringing multi-lingual content to the world through the web, printed materials and simultaneous interpretations. There were 36 countries represented at the conference, which always makes for great conversation at the event and at cocktail parties and dinners. Here is a summary of the main topics discussed:

Closing the Digital Divide: Facebook Gives Back

The keynote speaker was Iris Oriss, who is in charge of all Internationalization and Translation efforts for Facebook’s multi-lingual platform. Iris’s keynote focused on Facebook’s dedication to closing the global digital divide, as only 2.7 of the 7 billion people worldwide have access to the Internet.  To close this gap, Facebook is supporting an effort called Internet.org, a consortium of companies who donate time and resources to get the web to the most remote reaches of our population.

The resource-based economy that we grew up with has now been replaced by a knowledge-based environment, and as knowledge spreads to a greater segment of our global population, how will your selling style adapt? Does this open new markets for you? Or perhaps increase the number of competitors in your space? Be prepared to answer the question and react quickly – it is happening now.

“The Who” Said It 1971: “Going Mobile” is the Direction

Pete Townsend and Roger Daltrey were prophetic when they wrote and sang the song “Going Mobile” in 1971. Mobile devices have become the desktops of the 80’s. Do you recall the first desktop computer that you had? I felt like I was in the space age. Well today, mobile devices offer us more capabilities than ever before. As a result, our buyers are relying more and more on information that is pushed to them while they are on the go.

Mark Zuckerberg re-iterated Facebook’s commitment to mobile at the recent F8 Conference in San Francisco, saying the company will run mobile promotions on smartphones and tablets as it pushes to drive revenue (we like that phrase/ URL!) from a larger audience. So, as sellers, we must be ready to leverage mobile to deliver key insights and solutions. According to Robert Peck, an industry analyst at SunTrust Robinson Humphrey, this market may be worth $3 billion dollars in a few years.

All Customers are Unique (with the Same Challenges and Goals)

The Sales Process Workshop I delivered was attended by 16 professionals representing 7 countries, with at least 10 languages spoken among them (see picture). As you know if you’ve attended one of my programs, the focus is always on the customer. In this workshop, we worked together to determine the best ways to differentiate yourself by the way you sell.

Customers usually claim that they, or their customers/markets, are unique. In our workshop, we determined that business objectives and challenges are actually very similar, regardless of industry. What is not the same is the company’s culture as organizations represent many different countries and languages, and as sellers we must be prepared to address those nuances as we help companies meet their business objectives and improve their bottom line.

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Sales 2.0 Conference

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Sales 2.0 Conference
Success in Real Time
May 5-6 2014
San Francisco Four Seasons Hotel

We are pleased to invite the customers and friends of Flannery Sales Systems to join us as our guests at the Selling Power Sales 2.0 Conference May 5 and 6 at the beautiful Four Seasons Hotel. There is no other event offered that provides the vast array of information for Executive Leaders, Sales Managers, Salespeople, or anyone in an organization responsible for a customer facing role.  Respond to John by May 1 to receive your free Guest pass code, a $895.00 value. There will be no shortage of great ideas to take back to your office to begin creating additional value for your teams and customers.  Guest passes are available on a limited basis, first come first served.

We hope to hear from you soon.

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Stay focused on the Prize in Q2: 5 habits of successful sales teams

Wouldn’t it be nice if success was simple?

There is no one-size-fits-all for success in work or life. But, there are great ways to help bring success to you and your team, like forming habits. Imagine if your sales team got into certain habits like using LinkedIn as a social selling tool to facilitate reaching their weekly and monthly quota. According to GetResponse, top sellers use LinkedIn on average of six hours a week, sending the most emails between 8am and 3pm. Let members of your sales team find what works for them, but in the meantime, here are five habit guidelines that could lead to success.

1.   Have a mission

The more thorough and detailed your plan, the faster and easier it will be for you to actually carry it out and get the results you want. It’s especially important when leading into Q2 as you may have new client goals you’re working towards. According to the The Marketing Donut, 80% of sales require about 4 follow-up calls after the initial meeting. But, did you know that most sales people give up after the first call? If you have a specific sales number or target planned out, you can then start focusing on top-line growth by mapping out the necessary steps it will take to get there.

2.  Stay organized and opportunity focused.

Have your plan ready in your back pocket, but don’t forget to focus on the here and now. Successful sales teams have a long-term plan as well as a short-term plan. Look at the opportunities that lie ahead and plan accordingly. Planning ahead doesn’t only include looking at budgets, charts, and strategies; it also includes having the right people on board. It is like baking a pie. You know exactly where you want to get to, but do you have all of the ingredients ready to get there?

3.  React quickly and adapt

When one thing doesn’t go as planned, or if there is a miscommunication and something goes wrong, don’t start flipping desks and slamming fists. Sit down, take a deep breath and find a solution. As a leader, you set the tone in a bad situation. If you’re calm and rational about a mishap your staff will follow suite. If steam is coming out your ears as you’re running around in a panic, your team will do the same.

To illustrate our point – as many companies are experiencing major changes in their industries, Hallmark has proven that there is still opportunity for growth. Just because a company has been around for 100 years, doesn’t mean that it’s out-of-date. Hallmark is a huge company that has been around for over a century and continues to stay on top. Years ago they revolutionized the greeting card industry when they saw an opportunity online to sell e-cards. Don’t be afraid of the changing times, it’s easier to adapt than you may think.

4.  Keep communicating

Your team is the backbone to your business. Don’t be the leader that stands up top ruling over your team. Be the leader that helps pull the team forward together. The people around you need to know what is going on. Schedule a weekly meeting (only about 5-10 minutes) to fill everyone in on any current updates, problems or obstacles. One of the most important motivators and factors leading to job satisfaction is when employees are kept in the know.

5.  Keep the team happy and motivated

Unhappy employees don’t make great motivators or spokespeople for your business. Be a strong leader for your sales team and lead by example. How do you want your employees feel? Make them feel that way with the constant reminders. A report from last month in The Sales Experts found that approximately 91% of satisfied customers say they’d give referrals. The happier your sales team is, the more likely customers will fall into this 91%.

Leading into Q2 can be a stressful time as clients turnover, new quarterly goals are set and the thrill of the New Year has worn off. Hopefully, these 5 habits can help you transition smoothly into the next quarter. What other habits do you think should be utilized for a highly successful sales team?

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Bringing College Students Up to Speed on the “Real World” of Sales

SDSU Mktg Class Apr 9 2014It is always enjoyable to come back to be a guest lecturer at San Diego State University, my alma mater, and spend time in the classroom with students. The perspective is enlightening, as it doesn’t seem that it was that long ago when I was a graduating senior. It was.

Yesterday was no exception. I spent a couple of hours with Scott Manning’s Business Marketing class on the SDSU campus. The students in the theater-style classroom were full of interest and questions as we discussed the profession of Selling. This class is one of the Sales Specialty classes offered at SDSU, through the Marketing Department, in the College of Business.

For the students in attendance who are pursuing a sales career upon graduation, I shared insights into changing buyer behavior and how, as sellers, to stay aligned with buyers. The primary message delivered is that sellers must be prepared to have relevant conversations with prospective customers on how their product or service can help to increase revenue, decrease cost, or reduce risk.  I demonstrated through the use of a story and a solution sales approach, how my prospective customers, sales organizations, benefit from a customized sales process program, designed and implemented to drive revenue.

The students’ approach was refreshing, without the baggage we often find with seasoned sales reps in the field.  We poked fun at stereotypical bad selling behavior and how old-style selling has died a lonely death, as we discussed current topics of “cold calling” and social selling.  We shared, that over time, good-selling behavior is important when encountering a new opportunity because of the impact of that beginning in later stages of the sales cycle, specifically the negotiation and close.  Something that has not changed is the importance of having a keen focus on the customer and thoroughly understanding what is important to them as we progress through their buying process.

It was the sixth or seventh time back on campus for me, to speak with a class.  While the buildings have been upgraded, and the students keep appearing younger, it felt like home again.

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Lead by Example and Your Employees Will Do the Same

A great company culture can mean the difference between success and failure for your company. You want a culture that inspires, encourages and motivates your team. But, a great company culture doesn’t happen because your values are posted on your website or in a frame hanging on the office wall.  Values aren’t about lip-service.  They are about action.  Action not of just one person. It takes the entire leadership team to actively work towards the culture you are striving for. Your culture will develop by doing living the values together.

As a leader in your company, you can demonstrate your ideal culture through your actions. Lead by example so your team will be on the same page, working for the same goals, with the same aspirations and ideals. Embody what you want your team to be. Jeff Bezos, CEO of Amazon, does a great job of keeping his employees on the same page with his 14 leadership principles. Bezos is a very to-the-point CEO who follows these principles in his decision-making. They are a key reason he has been able to build a passionate and driven team that has led Amazon to be one of the country’s most successful businesses.

So, how do you get your employees all on the same page? Lead by example with these five tips.

1. State a clear mission upfront for your team to strive towards.

If there is a goal that every member of the team works toward collectively, the team will naturally become closer. People will think of themselves as a collective unit versus each individual. The culture created from this mission will drive your team to success. Having team-wide, or even company-wide goals will help turn your company vision into action.

2. Set goals each month, or even each week, and those who meet them get recognized.

While working towards a mutual goal is productive, setting smaller monthly or even weekly goals will help your team take the right steps towards meeting the larger goal. These goals focus on each individual, which will prove their potential and the value they add to the team. It also motivates each team member to work harder and push his or her colleagues to be better. According to Inc.com, a survey of small business owners by Staples found that more than 80% don’t track their business goals. Of that 80%, about 77% of those leaders have not achieved their company vision either. So, setting goals can really make or break your team. Reward those that meet their goals.

3. Watch what you say and listen to your team.

These go hand in hand for leaders. If you’re using curse words in the office, you can guarantee your staff will begin to feel comfortable using those words as well. When you take a two hour lunch break each day, your staff will recognize that and do the same. Is this the type of environment you’re striving for? If you are constantly making negative comments and disregarding your team’s input, you won’t be respected in the way you want to be. In fact, you probably won’t be respected at all. Most likely your team will be unhappy, which won’t bring in the achievements that you want. Listen to your team and use their input. Just because you lead the team doesn’t mean your opinion is the only one that matters.

4. Be consistent and persistent.

Stay true to your ideals while striving to be better. Show your team that you don’t have to change the way you do business or go against your morals to be successful. Make sure you remain consistent between team members. No team member is better than another and each deserves the same amount of attention. Being persistent will also help your team be better. If they always see you working hard, they will work just as hard to prove to you how valuable they are for the company.

5. Get excited! Even about the littlest of things.

Whether a team member found a future prospect or sealed a deal, celebrate their success! Your team works hard – don’t let the little things go unnoticed. Offer incentives like Starbucks cards to those that achieve their periodic goals. Create an employee of the month program that calls out a team member for something they did that goes along with your values.  Even posting a simple post-it note to their computer screen saying “Great job!” can keep their morale high. You want each member to know how much you value their efforts and their importance to the team.

Leadership sets the tone in every business. A positive company culture is worth putting in the extra effort, even when you feel like you have no time and are bogged down with work… Just take a moment to recognize achievements large and small.  As a leader, you have a responsibility to inspire and motivate your team. This isn’t something that will happen over night, but will take time and the right amount of effort. The company culture really starts with you, so lead by example and watch the positive change that will enfold.

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Management Must-Do’s From the Front of the Line for First-Line Managers

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The responsibilities of first line Sales Managers in a sales organization are many. Although the buyer/seller engagement gets most of the attention, the second most important relationship in sales is between the seller and his or her manager. Do the Sales Management behaviors you have in place put you in the back or front position in line? Are you proactively leading from the front of the line, or trying to push your team from the back?  Which position would be the most advantageous for you and your team?

In many organizations, first-line managers take pride in the fact that they are “behind” their team; available whenever they are needed to come in and close a deal, anxious to discuss what went wrong after a loss, and anxious to inquire, “How’s it going?”, to show interest, at any given time during the sales cycle. These are examples of pushing from the back of the line. Being at the front of the line is more beneficial to Managers and their direct reports. Consider these 4 Must-Dos to make sure your first-line managers lead from the front of the line.

1. Manage Expectations – This concept is the polar opposite of figuring out what went wrong after losing a sale. Clearly defined sales process expectations are valuable in winning a sale. Ken Blanchard, author of the “One Minute Manager” makes the following statement:   “As a manager, I’ve found that people are amazingly good at meeting my expectations, but only when they understand exactly what those expectations are”.  Determine and set clear expectations for your team at every stage of the sales cycle and they are more likely to plan ahead to achieve a more productive sales engagement, increasing the probability of a win.

2. Review and Plan – This is where accountability comes in. A verbal summary of a conversation between a sales representative and a prospect, is only subjective, without customer validation. Require a consistent follow up to each sales call which includes a brief written summary of the conversations participated in and clear “next steps” agreed to, indicating a progression forward. This meeting summary will serve as a validation to the prospect and to the manager of the prospect/seller engagement. The prospect’s opinion is the most important validation that “everything is going great”….or not. Schedule weekly performance assessments with each member of your team to encourage skill attainment and to address skill deficits.

3.  Coach and Confirm  – Once skill deficits are uncovered, use the following tips for managers in leading a coaching session:

  • Be honest, open, respectful
  • Give feedback in private (praise in public)
  • Review expectations
  • Be specific about deficit components
  • Ask for their perspective on deficit and possible causes
  • Ask for their ideas for skill fulfillment
  • Be prepared with some suggestions
  • Determine clear next steps and follow-up

4. Reinforce – Make sure your selling behavior is something worth emulating for all of those in line behind you. Remember the child’s game of “Follow-the-Leader”?  Management behavior will reinforce habits that are good or bad. It’s a typical human behavior that hasn’t changed over the years.  As you lead, they will follow.  Are your managers on the right path?

Get behind your sales team by doing an “about-face” and leading from the front of the line. Manage expectations, review and plan, coach and confirm, and then reinforce.  If you have been at the back of the line pushing your reps along, it is never too late to do an “about-face” and start leading!

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Gold Medal Performances in Sport, Business, and Friendship

Kerri Pottharst in Manly Feb 26 2014

This return trip to Australia has allowed my family and me to rekindle 20 year old friendships and establish wonderful new connections. Last evening was no exception, as we had the pleasure of meeting again with my friend Kerri Pottharst, her husband Max, and son, Tyson.

After blowing her knee out playing professional indoor volleyball in Italy in the early 90’s, Kerri Pottharst ended her “hardwood” career, moving to the sand, for less pounding on her joints.   She overcame great adversity to win a Gold Medal in Beach Volleyball, at the 2000 Olympic Games, in her hometown of Sydney.

I met Kerri playing volleyball on Bondi Beach in 1992, and although we were on the same beach, her level of the play and mine were miles (or kilometers) apart.  My amateur status was not anywhere near her acumen, but a common bond was formed through another good friend, Margo Malowney.  Margo also played in the Beach Volleyball Olympics in Atlanta in 1996, representing Canada.  The three of us met in Sydney in ’92 and have remained friends since, over miles, oceans and hemispheres.

Both Margo and Kerri have gone on to successful careers in business, which is no surprise, based on their dedication to the hard work that it takes to get to peak performance.  Kerri is a motivational speaker based out of Sydney (www.kerripottharst.com) helping companies set their vision for success. Margo is currently the Vice President of Marketing for an environmental restoration firm in Toronto.

Back in 1992, upon my arrival in Australia, I knew ONE person.  To look back on my 3 visits here, my gratitude abounds for the lifelong friendships established through a wonderful sport, in a beautiful part of the world.  The best to you and yours, Kerri and Margo, until we met again.  Cheers, mates!

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Join me in Riga, Latvia, April 23-25, 2014 for ELIA’s Networking Days!

 

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Flannery Sales Systems will be participating in this year’s European Language Industry Association (ELIA)’s Networking Days in Riga, Latvia.  For those of you who aren’t familiar with Riga, it is the capital and largest city of the Baltic states, located on an ancient natural harbor formed by the Daugava River tributary of the Baltic Sea.  The richness of the architecture and landmarks unique to this historical city will be enhanced by ELIA a rich program of events associated with the Networking Days.

Top on our list of “things not to miss” in Riga, will be John Flannery’s Networking Days session entitled:  “Differentiate Yourself (your company) by the way that you sell”.  John Flannery, President, Flannery Sales Systems works with his customers globally to develop specific revenue generation programs based on sales process. He also provides supporting implementation services to help companies maximize their investment and drive results.  John’s topic “Differentiate Yourself (your company) by the way that you sell”, has specific relevance in the language services industry today in a competitive marketplace where how you sell may be your biggest differentiator.

For registration and more information, visit:

http://www.elia-association.org/index.php?id=ndrigreg0

 

Join me in Riga – the site of the European Language Industry Association (ELIA)’s Networking Days, April 23-25th 2014.  

 

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