This paper address 8 key issues facing sales teams in the current industrial market. Lead Gen Engagement Digital Marketing Team Unity Customer Research + more!

1. Eight Barriers to a Sales Team’s Success
Sales Team Issue #1 Uncovering Viable Leads – Closeable
Business
Across multiple industries over several decades, sales team members
have voiced concerns to me over finding closeable opportunities. This
becomes magnified during times of economic contraction. During the
years following the mortgage driven recession of 2008, I met numerous
people who had been totally pushed out of their previous fields because
the market had evaporated. Or as in the case of a commodity like crude
oil and the associated industries, supply and demand can cause wild
gyrations in price. Consequently, viable customers can literally
disappear overnight.

2. Despite all your valiant efforts, remember you do not control the
market. Don’t allow marketplace fluctuations to affect your positive
attitude and productivity.
Depending upon the size of your organization, as a sales team member
you may be the beneficiary of a well-organized marketing department’s
efforts. However, in a smaller organization you may be pressed into the
responsibility of doing the majority of your own marketing.
As a result, the individual’s activities may vary significantly. In a larger
company with multiple marketing efforts underway, you may find that the
leads are being scored for viability before they are passed to a sales
team member.
Since we are aware that shoppers are doing product research before
they reach out to a supplier, the speed of your response is important.
History has proven that industrial shoppers will typically look at three
suppliers before making a decision. Therefore, it is critical to respond
rapidly or suffer the consequences.
As a large B to B representative with a limited number of accounts to
manage, it will be incumbent upon you to know all the buying influences
and decision makers in your assigned account or geographic area.

3. Never assume that you have the account sewed up just because you
have a signed contract with your customer. In my experience, national
account roll outs will experience push back from the geographically
dispersed facilities in favor of the old favored, local suppliers. These
sites will require extra handholding until you develop a bond of trust.
Work purposefully to develop relationships with your buying influences
that will allow for open conversations about future demand.
Keep your ear to the ground within your spere of contacts for internal
changes that may spur demand growth. For example, in the refining and
chemicals industry the annual overhaul and turnaround time periods
could increase demand for products up to a as much as 20% or more.
Be sure to address problem issues or unique demands for products and
services on a high priority basis. Your successful responses will develop
a loyalty that will pay dividends for years to come. As you develop trust
relationships, ask your current customers about opportunities inside and
outside their company.
Watch for press releases, chamber of commerce websites, industry
associations, and industrial publications for new expansions into your
area of responsibility.

4. Work diligently to become a subject matter expert regarding your
products, company, industry, and the customer. Your ability to be a
resource will promote respect and repeated business. And by all means
polish your presentation skills to be considered excellent.
As salespeople we tend to be activity junkies. Do not allow that mental
pressure to sidetrack you into nonproductive activities. Be determined to
dig into and bear down on the preparation required to serve the
customer and stand out in your profession.
For the smaller business owner or sales manager; sales and marketing
becomes a combined effort.
The foundational aspects of the marketing efforts must be in place. This
starts with an informative, well-designed website that is rich in SEO
words for your target market.
Your value proposition and differentiating benefits must be clearly stated
on the website. In conjunction with your product information, there
should be a landing page or communication link that allows for direct
communication with the salesperson.
Since many smaller businesses are limited in time, money, and
expertise to conduct digital marketing campaigns, it is imperative that

5. you have a very specific target market identified. This means that
not only the title, and department of the individual you need to contact,
but also the size of the company, and whether they are independently
owned or a branch operation of a corporate entity. Keep in mind that
many of your potential key contacts at large accounts will not have the
same decision-making authority as their counterparts in independently
owned companies.
Unless you are responsible for sales in a start-up, it will be best to start
with an existing customer list and analyze who you should be calling on.
Use chamber guides, Google, and Yelp to discover similar prospects in
your target markets.
By all means, have a viable, user friendly Customer Resource
Management tool (CRM) to log contact information, track your efforts
and log your results.
It is also possible to purchase lists of companies with key individuals
based on SIC codes, geography, size, ownership, phone numbers,
e-mail addresses and multiple other demographic criteria. (Try Data-
Axle and Hoovers/Dun&Bradstreet)

6. Depending upon the level of marketing automation and metrics you
intend to establish, you make want to acquire a CRM platform that
automates and tracks your engagement efforts.
(https://www.hubspot.com/ - Worth your investigation) Personally, I have
used ACT which also has some marketing integration available)
My personal preference for specific prospecting in a B to B world is a
form of LinkedIN mining. The professional version does allow for more
market segmentation; however, the non-paid version is powerful as well.
Be sure to have a thorough personal profile oriented towards your
services and a company profile that differentiates you from the
company.
The process is to make connection requests into your target market,
(expect 20-40% acceptance rate), capture their name and contact
information into your CRM and e-mail platform database. Post
informational insights about your industry and areas of interest daily.
Publish articles from subject matter experts in your industry. Interact with
other 1st
degree members about their posts.
Never forget that personal contacts are worth their weight in gold.
Get involved in professional organizations that support your industry and

7. develop relationships. Capitalize on past relationships from your
previous selling efforts.
I am also highly in favor of e-mail campaigns into targeted market
databases. This allows you to educate, entertain, and market to a large
number of individuals in one single effort. The opens and click throughs
from these letters allow you to continue your marketing efforts with some
degree of familiarity. These platforms typically provide surveys, landing
pages, marketing integration and product selling sites with the
membership. (My provider has been Constant Contact since 2010)
Although not seen as a favorite among many salespeople, never forget
the phone call as a viable tool. It would be best to determine your ROI
before investing a large amount of time here. Or hire a lower paid
associate or subcontract the effort out. You can expect 10-15 contacts
per 100 calls. Depending upon your sales process and close rate,
approximately 2% of those actual contacts have a probability of closing.

8. You may also want to start following individuals on Twitter to find out
about their likes, dislikes, and preferences before engaging with them.
And of course, post your informational and marketing materials in Twitter
as well.
Be sure to set up a YouTube account, shoot short informational
videos and post several times a week. You can also post those links
into your website and newsletters. Remember, many people are visual
learners, and they will respond to a colorful graphic or video before they
react to your written content.

9. Trade show participation may be out of your budget; however, you still
may be able to walk the floor, engage with people and obtain attendance
lists. You may also want to register for the conference, attend breakout
sessions and network with prospects and referral partners.
As you can see by the previous recommendations, there are plenty of
activities to keep you extremely busy. However, as B to B professionals,
never forget that your goal is to close business by personal contact. It is
very easy to get pulled into the digital marketing world and lose that
perspective.
As much as every professional salesperson is encouraged to focus on
quality instead of quantity, it is still important to understand your
prospecting numbers, close rate percentage and the length of your
typical close cycle.
Close Rate Calculations
For example, if your close rate from qualified prospects is 25%, and your
acceptable close numbers are eight per month. Then the number of
qualified prospects you need to have on your close list (Sales pipeline)
is relatively easy to figure out.

10. (25/100 = 4) 8 closes x 4 = 32 prospects on the close list at any given
time. If your prospecting efforts yield 100 leads per month that need to
be contacted and you know that 32% will qualify to move on to your
potential close list, then you are "on track" to keep your pipeline full and
depend on your closing numbers to hit quota. If your sales and
marketing efforts are not yielding the correct number of opportunities,
then the effort needs to be analyzed to correct the number of prospects
generated.
You must also understand the close cycle for your business. The length
of time from initial contact to final close can vary greatly depending upon
the category of product, dollar value of the item, capital budgeting
process of your prospect, planning/purchasing rhythms in your market
and the relative ease or difficulty in reaching the decision maker. As you
are aware of your industry averages, the close expectations can be
adjusted to help you understand the effort levels necessary to hit your
plan.

11. A last comment to the smaller B to B salespeople to develop and
maintain a list of closable prospects. Stay of top of your close list with
consistent reviews and obtain updates from your prospects to stay
relevant.

12. Guerilla Marketing for Small to Medium Business Enterprises
The TOOL Suggested Frequency
Company Name Perennial
e-Stationery Perennial
Business Card Perennial
Website Perennial
LinkedIN Weekly posts/connections
YouTube Weekly – Record & Post
Pinterest Twice Weekly
Telephone Prospecting 3-5 Days a Week
Cold Calls In Person: Bi–Weekly
1 to 1 In Person Meetings 2-3 a Week
Club/Association Memberships Weekly/Bi-Weekly/Monthly
Social Media Posting Daily – Informational
Newsletter (100 names to start) Bi-Monthly – Monthly
Webinars One per Month (or less)
QRP Codes All Dispersed Informational
Direct Mail – Post
Cards/Brochures
Monthly
Third Party Testimonials On Website / As required
Speed of Your Response Always!
Telephone Courtesy A Learned Habit
Facebook /LinkedIn Groups Once a Week
LinkedIn “Notifications” Work 2-3 Times per Week
Twitter Post/Interact 2-3 Times Per Week
Personal/Business Tag Line
Ten Words or Less
Constant Use
CRM Platform in Use Constant – Tracking /Follow up
LinkedIN / Facebook Business
Page
Constant Visible Presence
Advertising Give Aways Pens / Paperweights / USB’s
Door Prizes On Opportunity
Create a power group Share / Ask for Referrals
Attend Mixers / Networking Grps Weekly
Your Personal Demeanor Personable / Open / Inviting
Assertive – Not Aggresive

13. For the startup and small business owner the challenge is going to be
about target market identification, taking care of the operations side of
the business, and spending the majority of your time involved in sales
and marketing activities. You should plan on spending at least 80% of
your time and energy in attracting clients. Paying clients are going to be
the lifeblood of your business. The product and the quality that you
deliver them are going to be the not so well-kept secret to your long-term
success.
Go forth and sell!

14. Sales Team Issue #2 – Sales Team Engagement
Sales engagement is the critical process of having human
communication with your prospect. This can come in face-to-face
meetings, zoom type meetings, Podcasts, texts, e-mail, Word docs, Pdf
copy, videos, business chat forums or via social media platforms (Ex:
Linkedin messaging).
This is where every salesperson will need to have their social
intelligence radar turned up to full power. And of course, they will need
to be tuned into their own emotional intelligence as well. Another way of
saying that is; does the salesperson know their personality strengths
and weaknesses?

15. And then in conjunction with their knowledge of the specific selling
situation, work to answer these questions.
General Sales Team Questions / Skill Sets
How well can the sales team read the prospects personality and
inclinations?
This moves beyond just reading body language, facial expressions, and
eye movements. It includes acute listening skills. How does the prospect
response to questions verbally?
Do they show an in-depth knowledge of the issues and constraints?
Do they appear evasive?
Is it obvious that they are withholding critical information?
Does the prospect want to bargain as if they were in a negotiation
phase?
Unless you are very confident in your solution, use these questions for
internal research to uncover unmet needs your prospects may have.

16. Internal Research Questions
1. What is the biggest challenge they are facing in their business?
2. How pressing is their need to solve this issue?
3. How hard have they worked to try to solve this challenge in the past?
4. What is it about this challenge that makes it so hard to solve?
5. How hard has it been to find an answer to the challenge?
Due to the nature of a solution selling perspective, it will be important to
invite the proper team members from your company to be involved. For
example, if the new agreement will involve substantial elements of
information technology installments, then having an IT Manager will be
important. The same correlation between the deliverables of the product
and the job functions of the supplier will need to be included. Functions
like logistics, operations, manufacturing managers, finance, human
relations, safety, and security may be required to develop a cohesive
proposition that generates income.
It becomes evident, the more complex the product proposition, the more
people and their expertise will need to be included.

17. As the senior salesperson working on the account, you must take a
leadership role. Your job is to know the prospect’s concerns and
present a solution that solves those concerns. You cannot allow an
individual team member to jeopardize the business by blowing their
individual function out of proportion to the overall proposal. Make sure
you clearly communicate your authority and communication control over
the interactions with the prospect.
If a solutions proposal is required, then the preparation is a critical part
of the salesperson’s selling process. Attention to detail and your ability
to present that detail without bogging down the path to a close is
important.
Be sure to include true decision makers, if at all possible, from both
parties. This helps with clarity and a faster close sequence.
Your company may have a standard contract as a template to be used
in many situations. However, it will not be uncommon for your situation
to be unique to the agreement in play. It may be necessary for an
attorney to review the agreement to insure you are not exposing the
company to some hidden precedent that could be harmful at a later
date.

18. In the early phases of the selling process, the follow up sequence will be
part of the sales representative’s critical decision making. Remember, at
the early stages, it is imperative to build a trust relationship with
your prospects. Many of the larger company purchasing agents have
been schooled on vendor relations. They are not likely to show overt
trust factors as part of their culture.
At this point, listening to the prospect intently will be important. Don’t be
concerned about asking them what their decision-making process is.
This includes the all-important follow up timing efforts. There may be
some very legitimate reasons why your next steps will be delayed
beyond your expectations. Having this knowledge will you a peace of
mind that you’re doing everything possible to move the purchase
towards a close in a professional manner.
Use the chart below to determine where you may be in the decision-
making process. This information should help you determine your next
steps as you communicate with your prospect. It will also provide some
peace of mind since you will be aware that is more to be done in your
progression to a close.

19. Remember, you are always building trust with your prospect and
possibly your selling channel partners as well.
This is a point in the process where your skills as a subject matter expert
can come into play. It is recommended that the salesperson become an
avid reader and researcher about the product and the science behind
how the product functions.
For example, as a salesman involved in static and contamination control
involving the use of ionization as a control product, I had a library of

20. technical papers from third party sources to educate and support my
claims that bi-polar ions would effectively control static charge build up.
Those papers were available to use at any time I thought they would
lend credibility to my statements about static charge elimination.
If you are working on installing a metrics driven selling program, it would
be possible to assign points to each stage of the selling hierarchy
progression.
You never loose sight that you are in the selling business, however the
subtle shift to becoming a technical advisor will lend you more credibility.
It is highly encouraged that you be aware of the DISC personality profile.
Know how to recognize different personalities and how to engage with
that person most effectively. The chart below will provide some simple
guidance; however, it is recommended that you take the test for yourself
and read more for self-education’s sake.
DISC Response Chart
D = Demanding Short, to the point responses
I = Influencer Interactive response, with stories
S = Steady Slow, deliberate, non-pushy
response
C = Compliance Detailed response, 3rd
party
support

21. Use all the communication tools at your disposal to engage with your
prospect. A Zoom type call may be the best way to expedite a meeting
date due to the inability to travel or other time constraints. Using a video
may work extremely well to present a live image to a visual image
prospect. Even if it is virtual, using your logo, letterhead, graphic use
images and printed certifications will promote trust and credibility.
Using a CRM to document your communications and save documents
will prove invaluable as you evaluate the selling effort for effectiveness
and improvement. It could also prove to be a valuable record regarding
personal evaluations.
I have even had some aspects of post sell calibration efforts end up in a
court case between my company and our primary competitor.
Consequently, even though it may be tedious, be sure to keep good
records of the engagement process.
Throughout the process, keep in mind that your attitude can be a critical
factor in the personal interaction with a prospect. A positive attitude with
a “we can make this work to our mutual advantage” perspective can
make a difference in the final decision. Be cautious that your innate drive

22. to close business does not leach over into an aggressive approach that
turns people off.
As the salesperson, be keenly aware of the current sales process in the
B to B marketplace. Your prospects have used electronic research
methods to qualify you as a prospective supplier. It is now time for you
to properly engage with the prospect and bring that opportunity to a
close. Use all the tools at your disposal to make that engagement a
successful one.
Social Intelligence Chart

23. A suggested follow up process.
In summary, it should be no surprise that a successful effort marketing
and selling your product is going to require a full time, focused, and
vigorous effort. As a small SMBE, you will need to be well versed in
marketing tools and selling skills. Your activity level will be like an entire
game of full court press basketball.

24. Take these proposed tools and decide what works best for your
company, capabilities, budget, time availability, and sales effort.
As a precautionary note, your sales team can feel tremendous pressure
to perform. This can be based on personal pressure to perform, ego
pressure, external pressure from sales management, peer pressure, and
family pressure to provide for needs and wants. One of the potential
reactions to this pressure is to become aggressive in their approach with
the prospects. Keep in mind, you are in the persuasion business. Hard
core closing tactics and over exaggerated claims have a huge potential
to blow up in your face with lost business. Remember, assertive works
and aggressive kills opportunities.
Closing and production pressure can also mean that the salesperson
neglects learning the product, industry, and customer knowledge
necessary to be an effective salesperson. You are expected to have a
deep knowledge, and the lack of it will cost you business.
Be aware as a salesperson working with the prospects to sell your line,
you are also the front line of marketing feedback. If you are consistently
losing business due to inferior product quality issues, it is your
responsibility to report that concern.

25. As your business begins to grow and you bring on a marketing position,
it will be important to coordinate the marketing efforts with the products
that the sales team is pushing in the field.

26. Sales Team Issue #3 - Your Differentiating Claim
The University of Texas: What Starts Here Changes the World.
To put it mildly, we all live in a very competitive business environment.
As the availability of information has grown and a new generation of very
computer literate customers have moved into positions of responsibility,
the entire scope of how business is conducted has changed.
The interaction with a salesperson is now one of the last steps in the
buying process instead of the first. Just think of one of your more recent
big-ticket purchases as a personal consumer. My last automobile
purchase (Actually a truck) consisted of multiple dealership reviews

27. online for options and pricing well before I ever drove to a local
dealership. There was no negotiating at the dealership. After a test drive
and a question-and-answer session, it was off to the finance manager to
arrange a loan and schedule a delivery time.
The saleslady was pleasant enough, but she was new in her position
and struggled to answer some questions about the vehicle.
Consequently, she was almost a non-factor in the final decision to make
a purchase.
Just like an automobile dealership, you may be representing a product
that can be found through multiple outlets and is essentially the same.
Count yourself very fortunate if you represent a unique product that has
distinguishing characteristics versus your competition.
As a company and a sales team, it is critical that you differentiate
your product and service in the marketplace. As we all know, it is the
kiss of death if price is your only differentiating factor. The only way to
go in that situation is down, in more ways than one.
There are several scenarios that are possible.
Number one is that you truly do have a product or service that has
distinct advantages versus your competition. In that case, it will be

28. important to detail those items with some well conducted research to
verify your claims. Your firm may be able to document your approvals by
commonly known engineering standards or outside testing agencies. A
Patton is a common to extend your time advantage as long as possible.
If your product falls in the services area, then it is a little more difficult to
substantiate your advantage. In this case, it is suggested that statistical
documentation about the quality of the service and third-party references
from actual end users have proven to be some of the best ways to back
up your claims.
A company publication that is available internally and externally is a
good concept that allows you to publish success stories.
Press releases can be developed and used to promote awards,
anniversaries, mergers, product releases and community involvement.
This is an area when knowledge of the standards that apply to your
product and having a library of research papers readily available is wise.
Be sure to have electronically transferable documentation, literature, and
instruction manuals available for use when it is appropriate.
Be prepared to submit samples for trial applications or schedule factory
visits to demonstrate the manufacturing process and quality program.

29. Work to develop a ten-word statement that works as a “tag line” for your
product or service. A common example might be a local police
department’s logo painted on their vehicles. “To Protect and Serve” is a
four-word statement that conveys the essence of their mission
statement. As you seek to drive home your differentiating factor, having
that tag line and using it frequently helps to drive home your winning
difference.
Number two is an item that is very similar to other products in the
marketplace. From a marketing perspective, you can position that
product to attract a market segment.
However, if you are promoting your product to a broad range of
prospects, then it will be necessary to focus on the pre and post
purchase services associated with your company to establish a
differentiating factor. This will be a common issue in the industrial
distribution marketplace.
It will be necessary to objectively evaluate as many operational,
customer service, training, and post-sale services as possible to make
truthful claims about the decision to purchase from your company.

30. During my tenure in the safety and clean room supply business, we
were able to compete extremely well based on product availability
because of multiple locations and communications/inventory
management software system the company had installed.
Think about the ease of conducting business with your company versus
your competition. Are there aspects of business that you don’t get
involved with? Be sure not to overlook things like delivery systems, order
transfer and software updates. Interview your IT associates to discuss
aspects of customer interface that provide service advantages.
Develop a list of items as you work in the field to communicate to your
marketing department for use in your differentiating claim documents.
Remember, you are the eyes and ears of the company. It is imperative
that you stay competitive in the marketplace.
A word to senior leadership will be necessary as well. Senior
management needs to develop systems and methods that provide a
competitive edge for the sake of profitability and long-term survival.
Be sure to use your logo in conjunction with your short tagline in this
case as well. Remember, what the customer perceives becomes reality

31. in their mind. You should always be zealous to protect and preserve
your company’s reputation and image.
Part of the differentiating factor is how you conduct yourself with the
customer. This includes personal grooming and choice of clothing.
If you are attempting to differentiate yourself as an individual
salesperson? It’s recommended that you take the Fascinate test
developed by the Sally Hogshead organization. There is a modest
expense, however the test results and the explanation will help you
understand how the marketplace perceives you as an individual. That
information can be used to set yourself apart.
A final thought for this section is the question:
Does it matter to the customer?
It is your job to explain the benefits is such a way that they truly
understand.

32. Sales Team Issue #4 – Prospect Information
Research and Questions to Be Answered
As a salesperson you’re initially responsible for qualifying your prospect
as a potential customer. Since most of us are sales driven, our primary
focus is to determine if the company has a need for your products.
However, your first requirement should be to find out if they are credit
worthy. The larger the company, the less likely it will be that the
salesperson makes that determination. But be aware that there are firms
that do not warrant your trust. In some cases, it will be best to move on
to other prospects. Also, be aware that your prospect may be a logistical
nightmare to conduct business with. Products shipped to a nonpaying
account cost you not only the cost of goods, but the lost profit as well.

33. In this new era of solution selling, it is incumbent on you as the selling
organization to know your prospects so well that an extensive question
and answer interchange is no longer necessary.
However, to ensure a higher probability of winning the business there
are questions you can answer internally, and expertise that can be
acquired to be more confident that your proposal will meet and exceed
the expectations of the prospect.
If the size of the contract warrants the expense, then hiring a new
associate from that industry may be the best answer. If that level of
commitment is not warranted, then searching for a consultant with
expertise in that industry could be the best option.
It may be possible to undertake your own research effort if the expense
of outside assistance is not feasible.
Allow me to provide you with several suggestions that should start you
on a research journey. A note to the time stressed sales manager may
be necessary here. If the contract has strong ROI opportunities, then
your time spent researching the prospect and their industry may be the
best investment of your time versus the time spent attempting to sell B

34. and C accounts that will never contribute a significant amount to your
bottom line. Or you may discover red flags that disqualify the prospect
as worthy of your time investment. You must make that value
judgement.
If the prospective company is publicly owned, then go online and find
their quarterly 10K reports. In these reports, senior management will
explain the current achievements, prospective opportunities,
weaknesses (market changes, competition, lawsuits) and threats to the
company. This level of detail is rarely seen in an annual report.
Analyze the balance sheets and profit and loss reports. Look for profit
margin changes, overall margins, and net profits. Also be aware of the
amount of leverage they have. (Outstanding loans) In this case, the
annual report can be of use in your investigation.
All these issues will have an impact on capital spending. For materials,
repair and operating suppliers look for a latitude to expand your
business with them or refrain from the effort.
To obtain a report on the company’s finances, markets, and key
contacts, try D&B Hoovers as a source of information. In some

35. instances, a full report will provide standard business expenses in
common categories for a specific industry. These common expense
numbers will give you an indication of the opportunities that may exist for
your company.
Look at their LinkedIN company page and select the key employees
associated with the company. Ask for a connection with the key people
that you need to learn more about. Read their profiles and employment
history. Look for their outside interests and review their contacts for
more insight after they become a connection.
If you are new to the target company and their industry, look for
associations that represent their industry. Read their published papers to
discover common concerns with the member companies.
If you are in the position of a potential new supplier; be aware of two
hurdles that may need to be broached. Number one will be the
mandatory supplier profile that has to be completed. Typically, that
portal can be found on the prospect’s website.
Concern number two may be the existing supply contracts in place
with your prospect. Incumbents are normally more difficult to replace. It

36. would be quite rare to replace an existing supplier during a contract
period. Consequently, you should make sure your timing is appropriate
when you approach the prospect.
Review the prospect’s website for insights into their products and
markets they serve. You may have some experience that will crossover
as a strength to use in your proposal.
Look for press releases about new products, division spin-offs, mergers,
acquisitions, and financial issues. They can have a significant impact on
the timing of purchases, new product/services requirements, or the
illumination of a purchase requirement altogether.
There are multiple other websites and service providers that could
provide company profiles. Look at some of these:
www.thomasnet.com (They also have a very good library of industry
news articles)
Try Wikipedia.com for large company history and insights
https://www.forbes.com/connect/forbes-insights-reports/ (CEO Insights)
https://www.ipl.org/ (500,000+ Essays and research papers)

37. www.gallup.com (Research and Insight on Business Topics)
Try Pew Research Center for cultural Insights via Google.
Z-Library and Kindle could be quick resources for a deep dive into a
specific company or industry
Harvard Business Review has a huge library of business insights
(A “for fee” service)
Don’t forget to simply try Google with a phrase, question, or word to find
out more information.
Give Ask.com a try for a link to more information on your topic
For a smaller company try your local Chamber of Commerce for basic
company information.
As a solution’s selling research team, determine the answer to
these questions:
1. "Do we need to include any other decision-makers in the
conversation?"

38. 2. "If timeline or budget were not constraints, what would the prospect’s
ideal solution look like?"
3. “Why is this a priority for them now?”
4. “What challenges do you think will come up as they try to purchase the
product?”
5. “Are they currently using another solution? If so, why are you
switching?”
6. “Has their team tried to use a similar product? If so, how did it go?”
7. “How can I make this process as easy as possible?”
8. “What’s their approximate budget for this project?”
9. “What other tools do they use in your day-to-day?”
10. “What challenges have they experienced in the past year related to
[product-related goal]?”
Next, use these research needs analysis questions.
1. What is the management team hoping to accomplish in the next year?
2. Desired outcome for the pending purchase.
3. What deadlines are they currently facing?

39. 4. From your perspective, what are their greatest needs?
5. What is their primary pain point?
6. Does your team know their proposal evaluation criteria?
7. Who is their existing supplier?
8. What empaths is do they place on price, quality and service?
9. What is their buying and success criteria?
10. Who are their primary competitors?
11. What factors in their economy are having the most influence?
12. What product features would lead to a purchasing decision?
As you develop your prospect profile and answer the demand type
questions, you will be in a superior position to approach your prospect with
a customized solution to a serious problem they are experiencing.

40. Sales Team Issue #5 - Morale, Reward, Empowerment – Attitude
Yellowstone National Park: Bear Repellant
As we start to analyze our efforts, the natural tendency is to think about
the quality of our product, the pricing strategy and the promotion of our
products and services.
However, one of the top concerns for sales teams is the productivity of
the individuals. The productivity is not necessarily dependent on the
product and the company policies as much as the morale of the
individuals that compose the team. Alexander Hiam, in his book
Motivating and Rewarding Employees, states that a motivated
employee will be 20% more effective versus a non-motivated associate.

41. We all know that human psychology can be incredibly complex. People
can do the most bazar things when they are under duress. Beyond
saying that sales management should care deeply about their
associates, the interaction and support of dysfunctional people is
beyond the scope of this article.
As a company and a sales team, it is imperative that you have a
Vision Statement, A Mission Statement, established goals and an
accountability program in place. In conjunction with these items there
should be a fair and competitive base, bonus, and benefits program in
place. Do not make the error of assuming that a generous compensation
program is the answer to any morale concerns in the company.
Let’s break these individual components down so we can understand
the benefits of stressing their importance.
A Vision is a statement of where the company plans to be in the future
and the principles that the company communicates to all the associates
and related business partners. Some people may label it as an
overarching goal that permeates the system. It is the hope that inspires
everyone that there is a desire to continuously improve. Be aware, one

42. of the primary reasons people leave their jobs is because they did not
see a future for themselves at that company.
A significant subset of the Vision statement will be to individually have
a purpose statement for your personal and business life. In reality, they
are intertwined and should not be confused as separate entities. Your
purpose for living can be played out in your values and actions that drive
your behavior every day. This is one of the areas where you genuinely
have control. Use it to your advantage to display that the company vision
and your mission deliver excellent value for your customers.
In contrast, the Mission statement provides day to day direction to the
activities of the individual salesperson and management team. A
Mission statement allows the sales contributors to analyze their activities
to ensure them that what they are doing is actually going to build sales
and contribute to the bottom line. The Mission statement should be a
customer centric directive that assures the prospective client that their
needs are a priority for the company.
These two statements should not be something developed in the
boardroom, communicated once, and left to gather dust as a neglected
sign in the corner of the conference room.

43. Rather they must be something lived out by the ownership,
management, and sales team as they conduct business on a day-to-day
basis. These values should be stressed as a crucial part of the
company’s operating strategy.
You may be amazed at the lengths your employees will go to see these
values delivered to their customers if there is true buy in.
Individual goals are typically established for the sales team in the form of
quotas. Quotas serve as a benchmark to access the performance and
profitability of the individual sales contributor, team, division, and the
company itself.
In my experience, equitable quota assignment can be a difficult thing to
determine. Individuals need a fair level of compensation to pay for their
necessities. And companies must make a profit to stay in business,
attract investors and fund future operations. It is easy to shortchange
either party when assigning these sales goals.
If the quota is too low, then the company may be obligated to paying
more than they can afford. If the quota is too high, then the sales
associate may be underpaid in relationship to their contribution.

44. It is not uncommon to see income numbers in the USA that will support
an average family of four to an “acceptable level.” We are also told that
after some level of consumption, additional consumption does not
increase our satisfaction levels. However, if the company cannot see
their way to compensate their sales team at a competitive level, expect
low morale and turnover to be a constant concern.
Accountability is one of the primary roles of the sales manager. It is
simply an aspect of human nature to attempt to perform to an assigned
level (or higher) if there is oversight and reporting as part of the job
responsibilities. The sales industry has moved into an era of metrics to
measure, analyze, adjust, and drive our efforts towards a close.
As sales managers, be sure to make your metrics a true measure of
moving the sale upward towards a close, rather than some unnecessary
and arbitrary activity function that dilutes the sales effort.
As a sales manager, you must continuously ask yourself; Am I
micromanaging my team or helping them grow?
One of the best contributors to an individual’s morale and productivity
factors is the level of empowerment you allow them.

45. When the sales manager begins with a new and inexperienced sales
producer, then by necessity there must be a higher level of oversight
and limited empowerment. As people grow in their experience, exhibit
responsibility, and produce sales on their own, then more independence
and empowerment can be allowed. Quite frankly, a high level of
empowerment should be one of the sales manager’s goals.
If the level of empowerment is increased, in conjunction with a title
change to publicly acknowledge the new trust level provided, it can lead
to a morale booster for the individual and the surrounding team
members.
These aspects of leadership and management are critical parts of
morale and production. However, without hiring the best person for the
job, all your efforts can be wasted.
It cannot be stressed enough that taking extreme care in your
hiring process is one of the most critical decisions you will make.
The costs of bringing on a new person, only to have them “wash out”
within the first year are painful. I have read numerous times over the
years that early turnover will cost 18 months of productivity and up to
two times the annual salary of the sales position.

46. In addition to a very thorough interview, (e-mail GDS@truconbd.com for
an interview template) it is strongly suggested that you use at least one
sales personality profile test before making a hiring decision.
When I was with Vallen Safety (18 years), we used the Birkman
Personality test as our primary screening test. It became a trusted
resource over the years. Every time I hired someone who did not fit the
industrial sales profile supported by Birkman, it was eventually a
mistake.
You may also have your applicants take a DISC test before making a
decision. A valid test and response can be found on the Tony Robbins
website for a nominal fee. Of course, there are other tests available. I
also like Tom Rath’s Strengthfinder 2.0. test.
The bottom line is that some people are simply not going to be a wise
long-term decision as an addition to you team. It will be best for them
and for you to pass on hiring them.
Never forget that your company rises, and falls based on leadership.
From the front-line sales manager to the President/CEO, eventually the
strength of leadership or the failure to provide quality leadership will
work its way throughout the entire organization.

47. Please look at the graphic below and begin to analyze how your
interaction with your sales team stacks up. No pun intended!

48. Sales Team Issue #6 - Focus
One of the most universal barriers to success in the modern world is the
distractions that are available to everyone via the easily assessable
media, rapid transportation, and relative affluence. The pressure from
peers, family, friends, and the culture to conform to their standards can
also drive people away from productive focused time.
Due to the nature of the job responsibilities of most salespeople it is
easy to understand how we can get sidetracked. No building to check in
to, no manager three doors down, and no electronic time app to monitor
our presence. You are expected to stay engaged in viable sales
opportunities without a tight rein on your activities.

49. We also know that the human brain can process words at 1000 words
per minute. Consequently, it’s easy to drift off track unless you are highly
motivated to stay on task with your efforts.
Brain scientists have made us aware that engagement with a positive,
affirming type of communication can give us a dopamine hit. Those
types of interactions provide a personal high, which make them very
addictive. Youtube videos, television, sports news about your favorite
team, Facebook, Instagram articles, your Twitter feed and recorded
podcasts are fun things which can make the time fly by.
When contrasted by the level of rejection received by the typical
salesperson, you can begin to understand how this sidetrack down fun
lane can be the preferred course of action.
Even though we know the consequences of this side-tracking behavior,
the emotional pull remains very strong. This is the time when we must
yield to logic over emotion and develop a goal that will help drive our
behavior.
If our goal is to become a success in every meaning of the word; and we
know the discipline that it takes to get there, then we can begin to let
that future vision become a driving motivation. We can also get a clear

50. idea of how detrimental our lack of focus can be. Once we can identify
those behaviors, then they become a red flag every time we wander into
those types of behaviors.
The detrimental behaviors can on the surface seem very innocent and
not very distracting. Just a little extra time watching the news and sports,
just a little more time listening to your favorite music, just an extra hour
of chasing the highest score on your favorite game. However, they can
also be very overt and obviously damaging. Alcohol and food can
become an emotional sedative when you get a little stressed out or
bored. Sex and the associated fantasies can dominate your mind and
body to the point where you lose touch with reality. Greed and ego can
steal your future while you focus on self-centered pursuits.
The subject of focus demands a strong aspect of personal
leadership. Leadership starts with the fundamental building block of
personal discipline. It is imperative that you start your desire to focus
with a template of irrevocable standards.
Criteria like: Truth, Trust, Integrity, Accountability, Wisdom, and
Judgment become the bookends of our conduct and the willingness to
focus on productive activities.

51. A word of caution may be necessary here. It is not advised that you
become a driven work-a-holic, with no down time or recreation in your
life. It has been well established over the past 75 years that there is a
point of diminishing returns in your work life where extra time and effort
lead to mistakes and oversights.
Brain scientists tell us that on average, humans make around 8,000
decisions per day. As result, it is no surprise that there is a limit to the
amount of quality time that we can spend focusing on truly productive
concepts. With this knowledge in hand, the wisdom of sleep, proper diet,
exercise, and work-life balance becomes more self-evident. Be sure to
give yourself mental and physical breaks throughout the day to maintain
a higher level of productivity. A general guideline could be 15 minutes of
“downtime” for every 90 minutes of focused time, in conjunction with a
lunch break that allows for a relaxed period of food intake.
As the selling world has moved into the modern era of tracking activities,
the sales managers and software engineers have established “success
metrics.” Theoretically, these measurements have been structured
around the activities that produce sales dollars. If we trust the
established metrics, then by necessity the individual sales contributor is
focused on the optimum use of their time and talents.

52. Try this proof of short term versus a long-term perspective by
grabbing a calculator and performing some simple math.
Fifty-two weeks a year yield 260 working days. Subtract 9 paid
holidays and 10 days of vacation to yield 241 days. Then begin to
determine what percentage a week, a day, four hours and one
hour represent as a percentage of that working year.
One Week =
(5/241)
.02074 % Or 2.1% year.
One Day =
(1/241)
.00414 % Or .004 % year
4 Hours =
(4/1928)
.00207 % Or .002 % year
1 Hour =
(1/1928)
.0005186 % Or .0005% year
Then begin to determine the time required to get the job done
properly versus the rushed job that was perceived as necessary.
Look at the chart or perform the calculation yourself. What
appeared to be a true crisis of time is in effect just a small fraction
of the time available to accomplish the task. This exercise will
help you get a perspective on time when you are bogged down in

53. a tedious but necessary task. In addition, the proper amount of
time can be allocated to truly important tasks.
Finally, step back and look at the importance of the task as if it
took place one year ago. With that perspective, what impact will
the completion of the task have on the bottom line? I am not
recommending that workers ignore any task that does not make
their personal priority list, but rather that tasks are given a level of
importance commensurate with their long-term importance.
All to often, I have seen salespeople spend way too time on small
opportunities that never have a chance of compensating for
themselves. It is understood that there is some value in the
learning curve, or that small customers can become larger clients.
It’s a value judgment issue. You might want to invest some time
into response templates or training your CSR’s to respond with
some automated quote and response software. The issue is not
just simply your focus but focusing on the best opportunities with
your best quality, well thought out response.

54. Work hard to allow the goals, vision, and mission of the
company to direct your thoughts and actions. Envision
yourself as a soldier with clear cut orders to carry out. You may
not emotionally prefer all the activities that must be carried out,
however based on experience, and trust you know that the means
create a result that everyone desires.
Many times, the quality of your effort will be based on how you
manage your time and energy.
Consider this section as you work to achieve maximum focus.
The first step must be a personal analysis of what will be of value
to the individual. There may be a combination of tangible and
intangible benefits. The goals established may be short term in
nature or perhaps a lifelong goal. Some short-term examples
might be a professional certification, college degree, a physical
fitness goal or long-term items such as spiritual maturity or
mastering a foreign language. The “return on investment” may be
considered as part of the analysis.

55. Once a worthwhile goal is settled on, the proper amount of time
must be allocated to master the skill or achieve the goal. This is
perhaps one of the easiest things to plan, but more difficult to
execute. Some aspect of trial and error will normally take place
before one is able to decide what time commitment is necessary to
accomplish your goals. Remember your freshman orientation for
college? They told us to study two hours outside for every hour
spent in class. If only we had heeded that advice!
Once the time and effort level is clear, it is important to put aside
the incidentals that tend to distract all of us. You simply cannot
allow time wasters to creep into your time allotted for the discipline
required for success.
Then a personal 80/20 analysis of the goal must be conducted.
Ask yourself what foundation of knowledge or skill must be learned
first before you progress on to higher levels of expertise. It always
helps me to get a grasp of the big picture before I can start to
adequately assemble all the component parts that complete the
whole goal. Once these fundamental issues are grasped, it helps

56. you to focus on the task at hand because you can see the
outcome.
Given the enormous amount of information readily available on so
many topics, it is now possible to seek out multiple experts to
assist in your skill building process. You may catch yourself being
out of focus this way or you may need to set a more realistic
timeframe for the accomplishment of your goal.
Be sure to establish the right physical atmosphere for maximum
productivity. For most people, the maximum retention of material
and work productivity take place in a quiet, comfortable, well-lit
atmosphere with no distractions. The repetition and self-testing
build the skill level necessary to achieve your goals.
Avoid tangible distractions (TV., Facebook, Instagram, Twitter,
Computer, Games, etc) and police your thoughts to stay on track.
Visualize the achievement, presentation, skill set or product in its
perfect, finished form to spur you on to greater energy output and

57. focus. Visualize the rewards of satisfaction, a job well done and
future opportunities when a hard sought, worthy goal is achieved.
A recap of these steps is listed below:
• Analysis of important goals
• Set aside necessary time
• Set aside time wasters
• 80/20 analysis of the specific goal
• Seek out expertise
• Set deadlines and benchmarks
• Establish the right physical atmosphere
• Visualize the finished product
I was raised in the Dallas-Fort Worth area during the 1960’s and
70’s when Tom Landry and the Dallas Cowboys quickly became
part of the local culture. As the team moved from being losers to
creative winners, their local reputation spread nationally. Tom
Landry’s non-emotional demeanor and game planning abilities
became legendary as the well-engineered Cowboys became one

58. of the teams with the best record for over a decade. As I watched
Landry’s local TV show, he consistently mentioned focused
preparation and playing skills. At that time, I had little appreciation
for the intense focus on every detail of the game that yielded so
many wins.
I personally prefer to use time blocking and list
accomplishment as I manage my day. Setting 1-, 2-, and 4-hour
time blocks can give you a little psychological edge as you near
the end of your allotted time. Making lists and prioritizing your
activities can help you keep a record of daily accomplishments. As
you incorporate a 80/20 priority system into your activities, you can
decide what to delay or actually eliminate from your daily tasks.
Now, after 40 plus years of post-college business experience, the
word focus has an entirely new dimension to it. It can spell the
difference between winning and losing, respect or disregard,
performance and failure, and long-term success over flash in the
pan brilliance.

59. Sales Team Issue #7 – Pre and Post Sale Relationships
As professional salespeople we might assume that a pre-sale
relationship will closely mimic the sales approach as we identify, qualify,
and introduce ourselves to the buying influences in our prospective
accounts. However, this pre-sale activity is somewhat more of a job
responsibility than a relationship building activity.
Relationship building is a combination of the company’s marketing
activities and the person-to-person interaction during the presale time
period.
When you know the demographics of your target market, the marketing
efforts can be crafted to approach those individuals with the appropriate
graphics and messages that will attract them.

60. For example, baby boomers are more likely to respond to a traditional
graphics display and a message that reflects the rewards of work and
responsibility.
A younger demographic audience is more likely to respond to how the
product supports the community, how it promotes upward mobility, and
the level of freedom it supports. Graphics will be presented as more
utilitarian, science fiction, or possibly superhero oriented.
As the prospect sees and hears the add campaigns, the solidarity with
the message begins to build a comfort level and a trust element can
begin to develop.
As the company’s marketing efforts begin to have an impact, then the
probability of person-to-person interactions will increase. Then it will be
incumbent upon the individual salesperson to use their social
intelligence to determine the age, personality style, and what part of the
purchasing authority they will play. Then they will need to adapt their
message to meet the needs of the prospect in conjunction with their
personality style and the pressure the prospect is under to make a
buying decision.

61. This is not advocating that the salesperson become an absolute
chameleon, but that they adapt their presentation to the audience to the
most persuasive message possible.
This message would not be complete without a word about truthfulness,
integrity, and authenticity. Remember, you are suspect until proven
trustworthy. And you are the human side of the company’s marketing
efforts. Buyers are looking for you to be congruent with the marketing
message and be a subject matter expert in your field.
Your professional approach with every individual that you have contact
with is paramount. Courtesy and good manners never go out of style.
Respect for the individual’s authority and the fact that you are a guest in
their facility must be always kept in mind.
Blowing benefits out of proportion and fabricating stories will cost you
grievously over time. Your buyers expect you to be prejudiced for your
company and products. Let it stand at that.
Part of any relationship building exercise during the presale approach
has to do with the timing of the contact efforts the salesperson will
attempt.

62. As salespeople, we must keep in mind that your prospects are typically
very busy and in the early stages of the selling process, your approach
and their responses are not a high priority. Sales researchers tell us that
it may take eight to twelve attempted contacts before a response takes
place. Consequently, persistence will need to be a large part of your
efforts. It is my recommendation that starting with an every three-to-five-
day frequency will be best, unless you have inside information that
mandates a more frequent contact effort.
Let that stretch out to 7 to 10 days after 2-3 weeks, then 4 weeks and
later a quarterly approach is recommended.
Use white papers, slide decks (short), third party references, video clips
and technical updates if applicable during the process to avoid the
“What’s happening now” question. Never use the term, “I’m just following
up.” Your might as well say, I’m bored and you’re never going to buy
anyway.
At closing, the salesperson must be the quarterback in charge of
connecting all the necessary team members for the customer and your
company to ensure the implementation process goes smoothly.

63. At closing, congratulate yourself, but don’t assume that your job is over.
Unless you are selling a once in a lifetime product, the possibility of
post-sale business always exists. This is very true if you are in a
materials, repair, and operating supplies business.
Stay in touch with your decision makers to keep them informed of
company changes, product changes, changes in terms and conditions,
and to present new innovations with your product category.
Keep in mind that every company has personnel turn-over happening on
a routine basis. Don’t allow a change to place you in an outsider looking
in position. As an MRO supplier for a number of years, we always saw a
change in positions as an opportunity to get into the account.
This is a situation where some telephone work can come in very handy.
Your calls can discover changes or perhaps that people and policies are
staying the same.
There is still a place for birthday well wishes, thank you cards, birth of a
child congratulations, death condolences, and major holiday well wishes
become part of your relationship efforts.
I once had a supply contract with a major coal mine, power plant and
aluminum smelter with 15-20 day to day decision makers. I made it a

64. point to go by every individual’s office at least every six weeks to say
hello and leave them a product announcement or little give-away item to
stay in touch.
In summary, your efforts to build a trust relationship can open new
doors, give you a second chance when things go badly and help you
renew business when a contract comes up for renewal.
Remember, the incumbent supplier usually has a competitive advantage
and the salesperson is a huge part of that advantage because of the
relationships that have been built.

65. Sales Team Issue #8 – Sales Team Synergy
Quite simply, another way of explaining this issue is to say Team Unity.
As sales team members and sales leaders, we all understand that every
person is going to handle their job responsibilities in slightly different
ways. This is typically based on their personalities, past training, level of
experience and how they understand management’s instructions.
As a sales leader in your organization, it is a good idea to have diversity,
however it is a great idea to have unity. Unity is driven by an
understanding of the company’s Vision and Mission statement, the
quality of the leadership provided, equitable compensation, team
successes, recognition, authority granted, humility, a quality
organization, and excellent products. Your vision and mission should be

66. privately communicated and publicly displayed throughout the
company’s facilities.
Whether you are a solo operator or a large team leader, it will be
imperative to coach your associates on the importance of contributing to
the company’s vision with every activity. If the proposed activity does not
contribute to the vision, then it should be eliminated. These mission-
based activities can be very diverse. The depth of expertise required will
frequently demand working with other disciplines inside your
organization, or possibly retaining that expertise outside from a
contractor. As salespeople, we rely on manufacturing, operations, IT,
logistics, product development, other departments, and people that have
knowledge and responsibilities beyond our scope.
Your coaching should be thorough and consistent as you work to drive
home the individual culture that creates unity.
The culture creation that creates unity should include training on every
aspect of the sales team’s skill set. People appreciate the investment in
their career and professional expertise. This appreciation is part of the
loyalty you will receive from your team as they realize your interest in
their success.

67. No matter the angst it might create, accountability and sales metrics are
also part of the mix. Salespeople want to be treated fairly and equitably.
Metrics tied to compensation plans should allow for fair treatment to both
the employer and employee. Metrics that become punitive to the
salesperson because they exceed quota, should be discarded for a
better system.
Practicing favoritism can quickly create divisions and instigate anger in
the individual performers. The way people are evaluated should be
clearly communicated to everyone involved. Ultimately this level of
consistency helps your team understand they are an essential part of an
organization they can be proud of.
Sales leaders must always be mindful of the fact that any individual will
base their decision to stay and contribute upon the potential of the
company to provide a viable future for them. Consequently, care must
be taken with praise, reprimands, the timing, and quality of their reviews
to ensure that each individual feels valued as a key contributor to the
success of the company.

68. Recognition for a job well done is a viable way of creating unity with your
team. If everyone has a win-win mentality, then seeing one of their peers
receive an award should motivate them to a higher level of performance.
Another aspect of synergy is the personal authority given to an individual
who has earned the freedom based on past performance and wise
decisions. By delegating authority, the sales team leader can spend
more time working with the less experienced associates to help them
achieve mastery in their job functions.
Every company should strive to have the right frequency of team
meetings with the salespeople to promote information transfer, company
directives, and allow best-way information to be shared among the sales
team. Meetings should be timely and not be held just for the sake of
having a meeting. Seriously consider having strict time limits, a written
agenda communicated in advance, and key action plans generated as a
result of the meeting. Meetings should keep the team on the correct
track (Policing deviations), which contributes to the unity of the team.
Having friendly competitions between teams and individuals can add a
little spice to the competitive spirit normally found inside people oriented
toward a sales occupation. The combination of the public competition

69. and rewards can add a lighthearted, energizing effect to the attitudes of
the individuals on the sales team.
The quality of your products is always an impactful aspect of the morale,
productivity, and unity of the salespeople. Personally, I have left several
long-term employment situations when the quality of the products and
services declined to the point that I did not want to experience the grief
from my customers over poor quality. This can be a fundamental aspect
of retaining or losing the synergy that the company has worked diligently
to build.
In summary, it is important to put some thought and energy into the unity
of your organization for the sake of productivity and the impact it will
have on your customer base. Every customer should be able to conduct
business with one of your locations and expect to receive a very high
level of effectiveness, efficiency, and service consistently across the
board.
A last footnote to this section should not be neglected. Hiring well, and
through onboarding is going to be a critical aspect of the synergy
created in your organization. Applicants should be screened not
just for sales abilities, experience, and education, but also the

70. attitudes they will bring to the job. The attitude of strong confidence in
conjunction with the humility to accept orders will carry the employee
and the company a long way. A positive, can-do attitude will be
perceived so well in the marketplace that it will almost seem like synergy
in and of itself.
Author: Gary D. Seale – MBA
Trucon Communications
Keynotes | Sales Training | Sales Team Analysis/Consulting
www.truconbd.com
512-529-7045