Posts Tagged ‘Sales

09
Feb
09

Nasty Networker – “Vomitous from the mouth”

This is a great article by a friend of mine –

Recently I asked my network through LinkedIn: “What are the visible attributes of a ‘Nasty Networker?'” I’ve boiled the answers down into some common categories ranked by the frequency of their appearance

Signs of a Nasty Networker

  1. Selfish. Not interested in helping others.
  2. Doesn’t ask questions. Talks too much.
  3. Bashes or otherwise acts inappropriately towards competitors.
  4. Uses high pressure and other bad sales techniques.
  5. Abuses contact information. Sends spam and other unwanted communication.
  6. Ignores business card etiquette.
  7. Social climber. Always looking for somebody better to talk to.
  8. Not open.
  9. Naive and needs education (about proper networking).
  10. More interested in the quantity of connections, not their quality.
  11. Disrespectful.

In the end I think that “Nasty Networking” is driven primarily by either naivete or desperation. I saw a quote recently that suggested that the selfish type of taker networking is not networking at all, but rather Needworking. My hope is that by sharing this list we can help the naive/needworkers get onto the path of true networking.

Continue reading ‘Nasty Networker – “Vomitous from the mouth”’

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25
Aug
08

Marketing Vs. Sales – Ending the Turf Wars

In an ideal world, sales teams and marketing folks should be best buddies. In this ideal world, business would come easily, profit would grow on trees and everyone would hug at the end of the day. Ok, back to the real world.

It is not uncommon for sales and marketing departments to have divergent agendas. This can range from teams that simply argue over details to outright hostility. When the atmosphere is closer to the latter, this type of culture can seriously effect business development efforts, increase sales costs and generally make everyone’s lives miserable.

Bringing these teams together to create a three hundred and sixty degree information cycle is critical to achieving superior growth. Sales should constantly provide feedback to marketing and marketing should reciprocate with tactics and strategies that support the sale methodology. That was easy to say but how do you make it happen?

The key is implement fair and transparent processes throughout the planning and execution efforts. This creates a culture of trust and commitment that motivates people to execute the strategy and embrace it of their own accord. Without a fair and transparent process, there is distrust, non-cooperation and in some extreme cases, sabotage.

A fair process engages all players from the beginning and continues to engage them throughout the execution of the strategy. When I work with companies, I not only invite the executive team to planning sessions, I insist on including the people who will carry out the strategy – from marketing directors and assistants to sales people and support personnel. In these sessions, titles are checked at the door and everyone gets equal input and the opportunity to present their ideas and opinions.

I encourage all participants to refute anyone’s ideas or assumptions without negative consequences to strengthen the level of discourse and enhance collective wisdom. By allowing people to speak freely and by engaging them in the strategic process, management can show people that they and their ideas are respected.

This is not to say that every thought and idea of those present will ultimately make it into the final strategy. Management and executive teams still make the final decisions.

The primary purpose of the process is to ensure that all parties fully understand the reasoning behind the strategy, the standards set for success and what is expected of everyone. Another benefit is gaining insight and ideas from individuals who are directly involved in carrying out the strategy, thus avoiding strategies that don’t align with the day to day realities of the front lines of business.

Utilizing the traditional “top down” approach doesn’t create a sense of ownership and is often counter productive to execution. When people feel that they are valuable contributors to the success of the organization with communication lines open and clear, mutual respect is achieved and execution is voluntary. Besides, even the janitor might have a million dollar idea.

26
Jul
08

Value Perception – secret weapon of the world’s most successful companies

In the marketing industry, perhaps more than any other industry, buzz words have become as common as black, collar-less shirts and funny-looking, yellow-tinted glasses. This trend of overusing certain terms is unfortunate because it corrupts perfectly good words, turning them into meaningless jargon. Like the word “synergy” and the term “paradigm,” the concept of “value” has been misused and hammered into a meaningless pulp of broken promises and worthless schemes. The real trouble is that the concept of VALUE is the only thing that matters when it comes to winning in a competitive sales and marketing situation.

Why do customers buy one product over another?

The answer is simple. People choose one product or service over another because they perceive a higher level of value. It doesn’t matter whether the purchase is a bottle of cough syrup at the drug store or a multi-million-dollar industrial deal, the perception of value is ultimately what drives the decision. Making this happen, of course, is not so simple.

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Who is Pete Monfre

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I'm a serial entrepreneur, marketing and media guy, raconteur, writer, producer and consultant. I write this little blog to help you unravel the mysteries of marketing and selling, to expose the silliness that masquerades as marketing and help you make better decisions that will grow your business. And I have fun with it. Why not comment? That way we can have a conversation. Or better yet, hop on over to my web site and drop me a line.

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