| iv> | | | | opportunities and make suggestions that lead to |
| | | | purchases is severely limited. Therefore, you |
| Managing the lead generation / prospecting | | | | must insist upon an Executive Relationship Chart. |
| process for sales people requires special attention | | | | The elements of such a tool include: |
| from the sales manager. Here are some tips for | | | | 1. Who are all (up and out) involved people by |
| the active marketing phase of prospecting for | | | | name and title in that organization? |
| high quality leads with C-level executives. | | | | 2. The powerful -- C-Level, Profit Center Leaders |
| Part I, Active Networking | | | | and their immediate staffs. |
| For salespeople to be effective lead generators, | | | | 3. The influential, the functional and the impacted. |
| they must have both active and passive | | | | 4. The administrators -- purchasing agents spec |
| marketing programs. Now (1) their marketing | | | | writers, engineers, and controllers. |
| program must be their own -- not the | | | | Where does your sales person rank on the |
| company’s (although the two can be in | | | | credibility pyramid for each of these people -- |
| sync with each other), and (2) they will do both, | | | | 1-low to 6-a resource/consultant? |
| halfheartedly or not at all unless you the sales | | | | What actions is each taking to improve his or her |
| manager shows them how and holds them | | | | position with each decision maker? |
| accountable. Accountability means setting goals, | | | | When will these actions be completed, and |
| actions and measurements. Then, review | | | | How will you know it's complete and how will you |
| progress on a regular schedule to give meaningful | | | | measure it? |
| feedback and motivation to reach agreed-upon | | | | Obviously, if your salespeople are a 5 to 6 on the |
| metrics. | | | | credibility pyramid with the powerful, they will |
| So here are some sales management training tips | | | | have access to new opportunities, which they |
| for managing an Active Lead Generation Process. | | | | have helped create. Conversely, if they are stuck |
| Active marketing is networking (a) up and out | | | | with low-level administrators and functional people, |
| within existing accounts, (b) into | | | | they will be just another one of the bunch of |
| competitors’ and lost accounts, and (c) | | | | competitors. |
| new markets. | | | | Your job for helping your people create quality |
| For existing accounts do your sales people have | | | | leads is to keep them networking, learning from |
| 100% of their existing accounts’ | | | | each individual and offering-up ideas. This process |
| business? Do your sales people what it will take | | | | will take time, but once it catches-on, it will |
| to steal accounts from your competitors? Do | | | | produce an ongoing flow of leads from new |
| your sales people have a method to introduce | | | | divisions, for new products, and more and more. |
| and integrate your products into new markets? | | | | This applies to existing and lost customers, |
| Probably not. | | | | competitors’ accounts, and new markets |
| Now, the easiest way to get more business is to | | | | as well. My rule is 50% of sales people's |
| spread like a virus through all accounts, focusing | | | | prospecting time should be spent on existing |
| on eventually getting to the C-level and/or profit | | | | accounts, 30% on lost and competitors’ |
| center leaders and their immediate staffs. Your | | | | accounts where they have contacts, and 20% in |
| goal as a manager is to keep them focused on | | | | those accounts where they have no contacts. |
| connecting with more and more people to learn | | | | So start creating Executive Relationship Charts |
| their problems and potential opportunities that | | | | for each of your existing accounts and those |
| relate to your solutions portfolio. Then, with their | | | | accounts you would like to penetrate. These |
| gleaned knowledge, develop suggestions and | | | | charts will yield your networking plans and the |
| strategies that these leaders find helpful. Try not | | | | actions your people will take to improve their |
| to concentrate at first on the purchase, but | | | | credibility with the powerful and influential. From |
| rather on learning and then their buy-in to your | | | | these actions will emanate the leads that generate |
| suggestions. Learning their thinking will show what | | | | sales. |
| it will take to get buy-in. With buy-in comes | | | | However, I guarantee your people will not do this |
| support, and with support comes networking to | | | | without your pressure and your help. |
| those with the power to mandate changes, | | | | Next article Part II — Passive Marketing |
| create budgets and to authorize purchases. | | | | Article |
| If your sales people stick with their one or two | | | | And now I invite you to learn more. |
| main contacts, their ability to discover | | | | |