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Sales, Marketing and Social Can Be More Successful: hint - it's not about your content
Guest articles > Sales, Marketing and Social Can Be More Successful: hint - it's not about your content
by: Sharon Drew Morgen
Sales, marketing, and social marketing attempt to place solutions and create relationships by supplying great content, discovering likely prospects, and creating trust. Unfortunately sellers end up closing a small fraction â less than 5% - of those they reach, and marketers and social end up closing even less. Our products are terrific. So whatâs causing our failure?
PROBLEMS WITH OUR CURRENT THINKING
Hereâs a bit of flawed thinking that exacerbates the problems:
We can facilitate buying decisions by employing different thinking to avoid
Itâs time to add some new thinking to what weâre doing.
WHAT I LEARNED IN THE TRENCHES
By focusing on placing solutions, weâre missing the first 9 specific steps in a 13 step buying decision path that have nothing to do with our solution:
I learned this as both a sales person and an entrepreneur. When Merrill Lynch hired me a stockbroker in the 1970s, I became a million-dollar producer my first year. But I couldnât figure out why everyone with a need (especially those I had a great relationship with) didnât always buy what I thought they needed. Where did they go?
When I started up my tech company in London in the 80s I realized the problem: as a buyer myself, my direct needs were often superseded by the social, political, organizational, and relational considerations I had to manage. When sellers came to pitch they worked hard to understand my needs in the area their solution served, and gave fine pitches, but as outsiders had no way to handle or understand the fights I was having with the Board, or the issues the distributor was having with their sales force. Nor did anyone even try.
The sales model, I realized when faced with great pitches and lovely sales folks, was not designed facilitate the behind-the-scenes non-need-related issues I had to manage before I could buy anything. I realized that all the great content, all the lovely relationships, all the âneedsâ I had that matched their solutions, were worthless if I couldnât manage the off-line, âPre Salesâ issues that would be involved if I purchased anything. So, âYesâ to need; âNoâ to Buyer Readiness. And the sales model has no skills that address this problem because it is personal, idiosyncratic, and systems-based, and lie outside of the focus of placing solutions. Iâve heard it said that 80% of buyers youâre following now will buy a similar product (not yours) within 2 years of your connection; thatâs the time it took them to make decisions that wouldnât disrupt â the time of the sales cycle.
I then developed a facilitation approach (Buying FacilitationÂŽ) for my own sales team to add to the front end of the sales model to first facilitate Buyer Readiness â the steps buyers would have to take internally anyway and without Buying FacilitationÂŽ take a helluva lot longer. My team then added a new focus, and entered conversations as change management facilitators first, then selling when/if buyers were ready (more were ready, and much, much quicker, with no chasing around and we were able to disengage very early from those who could never buy.). After all, until they were able to determine if they COULD buy (and still maintain systems congruence) they could never be buyers regardless of need (the reason folks with a real need donât buy). I continue to pose this question: do you want to sell? Or have someone buy? They are two different activities, and the sales model only handles the sales end; the buying end is change management.
Rule: the time it takes buyers to manage their off-line, idiosyncratic change issues is the length of the sales cycle. We were then able to get onto the Buying Decision Team early, lead buyers quickly through their unique decisions, and became great relationship managers, not to mention servant leaders. Our sales tripled and the time to close was reduced by two thirds; our relationships with clients were cemented and we avoided competition and price issues.
The takeaway here for marketers and social is the recognition that we are largely ignoring the hidden, systemic issues going on within our buyersâ environments that are not available to outsiders yet fundamental for any change to happen. We keep pushing content, hoping and praying that it will reach the right people at the right time. So long as we continue to focus on solution placement, we lose sales that we neednât. That is our Achilles Heel. And it doesnât have to be.
WHATâS THE ROLE OF CHANGE MANAGEMENT?
Buyers and followers donât know their journey to change when they begin and hence take longer than necessary to figure it out. But figure it out they must. And we can help them, and make our value proposition our ability to be their GPS, so long as our focus is to facilitate change, not push or manipulate to make a sale. Plus, itâs an entirely different skill set.
There are two elements of Buying FacilitationÂŽ that can be added to create a âpullâ thatâs change- and decision-focused.
Itâs possible to develop assessments, questionnaires, intelligent contact sheets, CRM tools that enter in the right place along the decision path, provide the capability to lead buyers and followers through the full complement of steps they must take, making it possible to send out just the appropriate data at the right point in the cycle, and facilitate the consensus and buy-in asthey quickly ready themselves for change. We can add these to the sales, marketing, and social models to truly serve our buyers and followers and close more. It will be an addition, and the results will stronger relationships and more conversions.
The problem has never been your solution; the problem is that we overlook the idiosyncratic stages of Buyer Readiness that are not involved with using our solutions â helping buyers address their unknowable change issues (independent of need, and based on people, rules, relationships, history, etc.) so they can get their ducks in a row to buy anything. By adding a facilitation tool directed at managing change before we try to sell, we can find more clients, and sell more, faster. And we can become true servant leaders.
Sharon Drew Morgen is the author of 9 books, including NYTimes Business Bestseller Selling with Integrity, and What? Did You Really Say What I Think I Heard? She has developed facilitation material for sales/change management, coaching, and listening. To learn more about her sales, decision making, and change management material, (www.dirtylittlesecretsbook.com) go to www.sharondrewmorgen.com. To learn more about her work on closing the gap between what’s said and what’s heard, go to www.didihearyou.com. Contact Sharon Drew for training, keynotes, or online programs at firstname.lastname@example.org. Sharon Drew is currently designing programs for coaches to Find and Keep the Ideal Client, and Lead Facilitation for Lead Generation.
Contributor: Sharon Drew Morgen
Published here on: 11-Sep-16