January/February 2010

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Editorial

Welcome to the Ephemeral Economy
Gerhard Gschwandtner
Abstract:
Over the last 35 years, the US economy has created jobs in the service sector at a faster pace than in the manufacturing sector. We’re no longer producing toothpicks in New England; our socks come from China, and our notebook computers are assembled in Korea. GM has almost run out of gas, and we’ve industrialized food production to a quality level at which chicken breasts taste like egg cartons and dog food has more nutrients than a hamburger. The loss of the blue-collar worker is now replicated in the service sector. We’ve entered what I’d like to call the “ephemeral economy,” which delivers software products and applications in the cloud for a monthly fee.”…read more

Selling Essentials

Managers’ Corner
Mix and Match
How one time-strapped sales manager is solving his hiring dilemma
Heather Baldwin
Abstract:
Find out how W. David Houchins, a unit sales manager and special-care planner with MassMutual general agency Strategic Financial Group in Houston, has decided to tackle his biggest (and enviable!) management challenge: finding and hiring the right salespeople for his rapidly growing business.

Motivation
A Sea of Change
How to use challenging times to readjust your attitude toward change and make the most of new opportunities
Kim Wright Wiley
Abstract:
In the wake of the worst recession in decades, sales managers are struggling to do more with less. Studies show that the average tenure of a sales rep is 24 months; staff sizes are reduced, customers are either going out of business or reorganizing, and purchasing managers are disappearing altogether. There’s no doubt that we’re in the middle of a major transformation, and only those who adapt quickly will survive and thrive. Read on for tips on how you can gracefully ride the wave of change.

Selling Tips
Pause for a Minute • How to Befriend a Gatekeeper • Mood Swings • Red Light • Oiling the “Little Hinges” of Sales Success

Skills
Terms of Engagement
How to negotiate payments with cash-strapped customers
Henry Canaday
Abstract:
Times are tough, no doubt about it. When cash flow is tight, customers tend to seek longer payment terms. The question for sales managers is, when and how should salespeople be willing to give them? Are you in the position of having to balance the financial needs of struggling customers with those of your company? Read here for sound advice.

Skills
Don’t Pressure, Persuade
How to sell with a professional approach
Rick Phillips
Abstract:
Many salespeople have been taught to close early, close often, and close hard. While such pressure tactics may yield one sale today, over the long haul you may not have many repeat customers. Good salespeople should be persistent, not pushy. Knowing the difference can help you turn one-time buyers into career-long, profitable business partners.

Cover Story

It’s All About Strategy
How to capture the promise of the social-media sales revolution
Lisa Gschwandtner
Abstract:
It’s time to take another look at social networks. The numbers are staggering. By the end of 2008, more than 300 million users had flocked to Facebook, 50 million to LinkedIn, and 18 million to Twitter. The allure of social media across all demographics is inescapable and has enormous implications for the future of sales. Fundamentally, social networks are designed to do what any good sales rep does: build and nurture relationships. Welcome to the new world order, where cold calls are social calls, friends are followers, and the professional is the personal. ”…read more

Train Your Sales Team

The More You Know
A training course on how to outsell the competition
Geoffrey James
Abstract:
Selling today is far more difficult than it was only a few years ago. To be a fierce competitor in today’s B2B environment, it’s no longer good enough to simply know your competition and your own position in the market. You’ve got to be able to make tactical moves during the opportunity that secure your position as the customer’s top choice. In this article, we share those tactical moves and a five-step process to complete them, based on an interview with Linda Richardson, author and founder of the sales training firm Richardson.

Features

The ABCs of Selling Higher Up
How to approach, present, and sell to the C-level executive
Henry Canaday
Abstract:
In certain sales situations, a rep can only close a sale by meeting with the top decision maker. In the post-2008 economic climate, many companies require approval from the top of the decision-making chain. Thus, it’s not unusual these days for sales reps to find themselves in front of C-level customers, where long-lasting relationships can begin to develop. Here’s how to make contact at the top and close the deal all the way down the chain.

A Force to Be Reckoned With
Rising opportunities in business-to-business sales
Gwen Moran
Abstract:
“A seat at the table” means a seat for everyone. Here’s a review of where American corporations stand in the goal to create a gender-, culture-, and race-neutral business environment. We’ve made progress. But there’s still a long way to go.

New Solutions For Managers

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