On a recent trip to Texas, towards the end of a customer presentation, there was a problem. Our customer, a software company, had one of it's customers call in with a database issue. Since it was our database in question, and we had a System Consultant on site, we changed course midstream. That flexible SC who changed from midstream presentation mode to fully engaged technical support mode, saved my bacon.
Thanks Chris!
The sales focus of our meeting shifted to handling the crisis at hand. Their concerns became our concerns, and we actually stopped "selling", rolled up our sleeves, contacted more support folks at our head office, and dealt with the matter at hand.
While it's not necessarily the stuff one would put in a sales call report, there are indeed those times when successful sales professionals, know when not to sell, but to serve.
"There is no such thing as a "self-made" man. We are made up of thousands of others. Everyone who has ever done a kind deed for us, or spoken one word of encouragement to us, has entered into the make-up of our character and of our thoughts, as well as our success." - George Burton Adams
Sunday, July 22, 2012
Sunday, March 4, 2012
Working Through An Acquisition
One day you leave work and everything is normal. The next you arrive back at the office to hear from your senior managerial staff that your firm has been acquired. The usual message goes something like; business will continue as normal. Continue to focus on the task at hand. Now is not the time to take your eye of the ball.
Who is kidding who?
Naturally the acquiring company wants things to continue on as normal. They do not want the revenues of the company they have just paid a premium for, to drop. Depending on the size of the operation, it can take over a year for complete consolidation to take place. And during that time, you will begin to detest the color grey. When it comes to acquisitions, nothing is ever black or white. Unless you're on top of the food chain, it's all a foggy grey.
For a sales rep in this situation there are three major courses of action to consider.
The first is to take the bull by the horns, consider yourself a free agent, and start looking for your next position as soon as possible. Political opportunists usually pursue this course of action. Generally speaking these are the reps that get in tight with those in power and in return for this blind loyalty over the years they have received several hand out or bluebird accounts. Often these individuals will be the first to find out from their internal mentors that times are changing and that the feeding trough has run dry. Once their expense checks have been cashed and they have oversold all their regular accounts with a "scorched earth" mentality, they'll jump ship as quick as they can.
The second option is to stick it out until the bitter end. Yes the new parent company is most likely to change things. Yes, you will lose accounts, and some of your funnel from often your biggest accounts. Depending on what you were working on the previous year, you may even be decimated. After all, the largest most profitable accounts are the same accounts coveted by the incumbent sales reps of your new parent firm. Yes, your product portfolio will probably see a significant shift. Yes, you will have little chance of hitting your quota in the first year, or the second before things get realigned properly. And yes there is a good chance you will not last that long if the retention policy in the sales department provides sanctuary to only those making some arbitrary quota number. If you are one of those who decide to blindly stick it out, despite all the pain along the way, then you are indeed loyal. Loyal to a fault. Make no mistake. The decision to stay will be a costly one. But if you are one of the few survivors after the chaos has settled, it could mean a huge pay raise in the end, for the last person standing.
The third course of action is a blend of both. You are optimistic that the takeover will be positive for you, but you are also realistic about the risk involved. You will strive to your best under trying circumstances. But at the same time, you have brushed up your LinkedIn profile, you have started to contact recruiters to see if there is another position similar to yours in the area, with another more stable company. But let's face it, once you start looking, and if there is interest, you can't turn down everyone. Eventually you will be made an offer you can't refuse and you will end up leaving.
Each situation is different. But bottom line, follow your gut. If you are going to try to stay on and make it with the new parent company, then go all out! Network with managers, execs and colleagues within the new parent company. Try to gain a sense of what's really happening before it is officially announced. Most of all, don't fight any of the account or funnel losses. That's business. Get over it. The sooner you can accept your current situation, the sooner you'll be able to focus on becoming successful once again in your new role.
If you decide to make a go of it.... you'll probably want to avoid the office chatter about the situation. Ninety per cent of the time this talk will be all negative. Don't waste your energy here. The constant whining and moaning will drain you of the very energy you will need to refocus and recommit to the job at hand if you are going to be successful.
One last item to consider is the relationship you have with your immediate manager. If it is a good one and you trust him or her, you will more than likely stick it out with that person. If trust has always been at issue between you and your manager, it's probably best if you start making plans to move on. Rarely does a rep who does not have the support of his or her immediate manager make it through such turbulent times.
In either case... good luck. A little luck at times like these, can't hurt either.
Who is kidding who?
Naturally the acquiring company wants things to continue on as normal. They do not want the revenues of the company they have just paid a premium for, to drop. Depending on the size of the operation, it can take over a year for complete consolidation to take place. And during that time, you will begin to detest the color grey. When it comes to acquisitions, nothing is ever black or white. Unless you're on top of the food chain, it's all a foggy grey.
For a sales rep in this situation there are three major courses of action to consider.
The first is to take the bull by the horns, consider yourself a free agent, and start looking for your next position as soon as possible. Political opportunists usually pursue this course of action. Generally speaking these are the reps that get in tight with those in power and in return for this blind loyalty over the years they have received several hand out or bluebird accounts. Often these individuals will be the first to find out from their internal mentors that times are changing and that the feeding trough has run dry. Once their expense checks have been cashed and they have oversold all their regular accounts with a "scorched earth" mentality, they'll jump ship as quick as they can.
The second option is to stick it out until the bitter end. Yes the new parent company is most likely to change things. Yes, you will lose accounts, and some of your funnel from often your biggest accounts. Depending on what you were working on the previous year, you may even be decimated. After all, the largest most profitable accounts are the same accounts coveted by the incumbent sales reps of your new parent firm. Yes, your product portfolio will probably see a significant shift. Yes, you will have little chance of hitting your quota in the first year, or the second before things get realigned properly. And yes there is a good chance you will not last that long if the retention policy in the sales department provides sanctuary to only those making some arbitrary quota number. If you are one of those who decide to blindly stick it out, despite all the pain along the way, then you are indeed loyal. Loyal to a fault. Make no mistake. The decision to stay will be a costly one. But if you are one of the few survivors after the chaos has settled, it could mean a huge pay raise in the end, for the last person standing.
The third course of action is a blend of both. You are optimistic that the takeover will be positive for you, but you are also realistic about the risk involved. You will strive to your best under trying circumstances. But at the same time, you have brushed up your LinkedIn profile, you have started to contact recruiters to see if there is another position similar to yours in the area, with another more stable company. But let's face it, once you start looking, and if there is interest, you can't turn down everyone. Eventually you will be made an offer you can't refuse and you will end up leaving.
Each situation is different. But bottom line, follow your gut. If you are going to try to stay on and make it with the new parent company, then go all out! Network with managers, execs and colleagues within the new parent company. Try to gain a sense of what's really happening before it is officially announced. Most of all, don't fight any of the account or funnel losses. That's business. Get over it. The sooner you can accept your current situation, the sooner you'll be able to focus on becoming successful once again in your new role.
If you decide to make a go of it.... you'll probably want to avoid the office chatter about the situation. Ninety per cent of the time this talk will be all negative. Don't waste your energy here. The constant whining and moaning will drain you of the very energy you will need to refocus and recommit to the job at hand if you are going to be successful.
One last item to consider is the relationship you have with your immediate manager. If it is a good one and you trust him or her, you will more than likely stick it out with that person. If trust has always been at issue between you and your manager, it's probably best if you start making plans to move on. Rarely does a rep who does not have the support of his or her immediate manager make it through such turbulent times.
In either case... good luck. A little luck at times like these, can't hurt either.
Thursday, December 22, 2011
Promise Yourself
Recently I had the privilege of selling Christmas trees for my hometown Optimist Club of New Hamburg. It was raining, the tree lot was soaking wet and muddy. The prospects of selling anything that night, I thought, were slim.
But, I was assured by the shift leader that we would move a few trees. Which we did over the next three hours. He had been running this fund raising program for years, and he was the definitive expert on the local Christmas tree market. I should have known better than to doubt his judgement. I should have ignored the weather and the economy and remained optimistic that the results would be there.
After all I was a member of the "Optimist" club wasn't I?
It was then, loading the first tree sold that night, into the back of a pickup truck, in the cold damp rain, that I recalled the Optimist Creed that we would recite at the beginning of each meeting.
Promise Yourself.
To be so strong that nothing can disturb your peace of mind.
To talk health, happiness and prosperity to every person you meet.
To make all your friends feel that there is something in them.
To look at the sunny side of everything and make your optimism come true.
To think only of the best, to work only for the best and to expect only the best.
To be just as enthusiastic about the success of others as you are about your own.
To forget the mistakes of the past and press on to greater achievements of the future.
To wear a cheerful countenance at all times and give every living creature you meet a smile.
To give so much time to the improvement of yourself, you have no time to criticize others.
To be too large for worry, too noble for anger, too strong for fear and too happy to permit the presence of trouble. by Christian D. Larson
Imagine that! Initially because of the pressure at work during a down economy, I was thinking of just skipping tree duty this year because I couldn't afford the time. Little did I know, that the three hours spent selling Christmas trees that night, was the most valuable time I had invested in my career, all year long.
But, I was assured by the shift leader that we would move a few trees. Which we did over the next three hours. He had been running this fund raising program for years, and he was the definitive expert on the local Christmas tree market. I should have known better than to doubt his judgement. I should have ignored the weather and the economy and remained optimistic that the results would be there.
After all I was a member of the "Optimist" club wasn't I?
It was then, loading the first tree sold that night, into the back of a pickup truck, in the cold damp rain, that I recalled the Optimist Creed that we would recite at the beginning of each meeting.
Promise Yourself.
To be so strong that nothing can disturb your peace of mind.
To talk health, happiness and prosperity to every person you meet.
To make all your friends feel that there is something in them.
To look at the sunny side of everything and make your optimism come true.
To think only of the best, to work only for the best and to expect only the best.
To be just as enthusiastic about the success of others as you are about your own.
To forget the mistakes of the past and press on to greater achievements of the future.
To wear a cheerful countenance at all times and give every living creature you meet a smile.
To give so much time to the improvement of yourself, you have no time to criticize others.
To be too large for worry, too noble for anger, too strong for fear and too happy to permit the presence of trouble. by Christian D. Larson
Imagine that! Initially because of the pressure at work during a down economy, I was thinking of just skipping tree duty this year because I couldn't afford the time. Little did I know, that the three hours spent selling Christmas trees that night, was the most valuable time I had invested in my career, all year long.
Monday, January 24, 2011
Book Review: Integrity Selling for the 21st Century by Ron Willingham
In just under 200 pages Willingham lays out the principles that one needs to follow if you want a long-term successful career in sales. Key to his philosophy is his "Sales Congruence Model" illustrated on page 44. Customer centricity is important to Willingham for he believes that focusing on filling customers' needs and wants will make you far more successful than focusing on your company's product or service features.
A second key concept for Willingham is "Sales Power" which is released to the extent that your desire for the rewards of higher goals excites, energizes and motivates you to learn, grow and stretch. Willingham's book "Integrity Selling for the 21st Century" can help energize anyone's sales career and should be a must read for anyone considering themselves a sales professional.
http://ca.linkedin.com/in/jamesg2006
A second key concept for Willingham is "Sales Power" which is released to the extent that your desire for the rewards of higher goals excites, energizes and motivates you to learn, grow and stretch. Willingham's book "Integrity Selling for the 21st Century" can help energize anyone's sales career and should be a must read for anyone considering themselves a sales professional.
http://ca.linkedin.com/in/jamesg2006
Tuesday, March 2, 2010
Book Review: How Life Imitates Chess by Gary Kasparov
When you get an opportunity to spend a couple of hours with a genius in their field you take it!
In How Life Imitates Chess; Kasparov the highest-rated chess player in the world for over twenty years shows how one can utilize the tools and strategies he utilized on the chessboard to succeed at life.
In business as in chess most battles are decided by material, time and quality. Do you have more assets than your competition? Have you put in more focused time into developing a better plan of execution or following trends? Is the work you’ve been putting in over the years been your best effort? Preparation is key.
Kasparov also warns us to question success. Don’t let it go to your head or dull your efforts or before you know it you will be knocked off by a less complacent opponent.
James Gingerich
http://ca.linkedin.com/in/jamesg2006
In How Life Imitates Chess; Kasparov the highest-rated chess player in the world for over twenty years shows how one can utilize the tools and strategies he utilized on the chessboard to succeed at life.
In business as in chess most battles are decided by material, time and quality. Do you have more assets than your competition? Have you put in more focused time into developing a better plan of execution or following trends? Is the work you’ve been putting in over the years been your best effort? Preparation is key.
Kasparov also warns us to question success. Don’t let it go to your head or dull your efforts or before you know it you will be knocked off by a less complacent opponent.
James Gingerich
http://ca.linkedin.com/in/jamesg2006
Wednesday, January 20, 2010
Time Flies When You Don't Have a Plan.
Ever notice how time seems to fly by when you don't have a plan of attack for that particular day? Catch up on a few phone calls and complete some overdue paperwork before lunch isn't much of plan. As a salesperson do you have a territory plan in place for 2010 yet? You should.
Without a plan, how do you know if you have accomplished anything towards your goals? How can you stay on track. Without a well thought out plan of attack and daily tasks focused on achieving your daily, weekly, monthly or annual goals you'll be merely spinning your wheels in useless activity. Sure it may look good for awhile but without a plan you'll never achieve the results you should.
One of the best sales planning material I've been exposed to in quite some time is from Joe and Mike of the Sales Roundup podcast. Recently they did a three part podcast entitled 90 day Sales Turnaround Plan. This material and other sessions where they covered planning can be seen here!
http://salesroundup.com/blog/category/podcast/planning/
James Gingerich
http://www.linkedin.com/in/jamesg2006
http://www.twitter.com/jamesvgingerich
Without a plan, how do you know if you have accomplished anything towards your goals? How can you stay on track. Without a well thought out plan of attack and daily tasks focused on achieving your daily, weekly, monthly or annual goals you'll be merely spinning your wheels in useless activity. Sure it may look good for awhile but without a plan you'll never achieve the results you should.
One of the best sales planning material I've been exposed to in quite some time is from Joe and Mike of the Sales Roundup podcast. Recently they did a three part podcast entitled 90 day Sales Turnaround Plan. This material and other sessions where they covered planning can be seen here!
http://salesroundup.com/blog/category/podcast/planning/
James Gingerich
http://www.linkedin.com/in/jamesg2006
http://www.twitter.com/jamesvgingerich
Tuesday, September 23, 2008
Book Review: Softwar by Mathew Symonds
If you have ever worked with Oracle or competed against them; this book is a must read. It captures the competitive spirit of Larry Ellison and the resultant culture of his firm. The book highlights the "Perfect Storm" of Oracle's infamous encounter with the State of California and details Ellison's gamble in shifting the company from a vendor of client-server software to the E-Business Suite. Whether or not Symonds intended to draw analogies between Ellison's yachting "hobby" and his business pursuits it makes for a very interesting read.
After reading about Oracle's battles against Microsoft you can't help rooting for Ellison and his warrior leadership style.
As a salesperson in the software industry I found it a great read!
James Gingerich
http://www.linkedin.com/in/jamesg2006
http://softwaresalespersoneducation.blogspot.com/
After reading about Oracle's battles against Microsoft you can't help rooting for Ellison and his warrior leadership style.
As a salesperson in the software industry I found it a great read!
James Gingerich
http://www.linkedin.com/in/jamesg2006
http://softwaresalespersoneducation.blogspot.com/
Subscribe to:
Posts (Atom)