Derby Management's "Competitive Edge" Blog

Over the long weekend of the 4th, I listened to two threads of stories...

Yesterday, I completed my virtual follow-up visit with my cardiologist, Dr. Michael at MGH.  It's hard to even use those words, "my cardiologist" after being diagnosed with "massive heart disease" (another uncomfortable choice of words) five years ago with 100% of one artery blocked and 60% of another. 

The only reason I lived was that I had grown two new arteries which "naturally bypassed" the two diseased arteries. Who knew?  Not me!  Not my Vermont country doc who had incorrectly diagnosed my shortness of breath as asthma and loaded me down with three different scripts for inhalers which I used for years before moving back to Boston and new docs at MGH.  

When I first began as a rookie salesperson, I had just been promoted to be president of the medtech company where I had moved up through the ranks from manufacturing and engineering and then to the corner office.  I had never sold anything and had zero understanding of what marketing did other than knowing they spent a ton of money on trade shows, conferences and producing whitepapers.  The second week into the job, our number two sales guy, Alan, showed up in my office and suggested that we take a sales trip together to his largest hospital in NYC.  A great guy...strong numbers, very affable, bright-but in a folksy kind of way- and a very hard worker.   I still remember that first call:

 

#1 lesson from Alan was to dress down from the plaid suit.  😎
#2 was to go in the hospital on the 2nd shift since it was less hectic and quieter. 
#3 was to bring a box of donuts to the nurses since they knew what was really going on.
#4 was to understand that knowledge was power, and the currency was just being human.

 

Today, we would term that process a "Discovery Call", and we would put it into the second step in our sales process funnel and allocate specific tools and checklists to the Discovery call wrapping all of that up in Hubspot CRM technology that would automatically remind us in three days after the call with follow up tasks and templates to complete.  Yes, it's mechanical, efficient, and highly disciplined, and, yes, it's not very human by itself, but it works.  The secret to successful sales is to add personality and trust to any sales process that's full of steps and metrics. 

 

Which is better-sales process or the human touch?

Alan was just a superb salesguy!  Always #1 or #2 in a team of 50 plus salespeople.  He had a superb memory and a built-in innate ability to drive sales "The Alan Way", and as a result he had his own process down to a science.  That's the good news. 

The unsettling news was that no one else could sell "The Alan Way" since his process came down to style on the attributes side of things and his own selling skills on the process side of the equation.  Plus, although he had a huge geographic territory, he only focused his time in the density of two very concentrated cities and then further pinpointed those to the specific hospitals where he knew exactly what was going to happen in in terms of replacement products given his closeness to the nurses using donuts as his currency   The bottom line in his "Streets-not-States" strategy was that by focusing on only 5% of the available hospitals in his entire geography, he always got to whatever the bonus number was above 100% of his quota. 

The majority of us are not Alan, nor do we have his discipline, so people like me need to "resort" to our "Process & Tools & Technology & People" solution to make sure that nothing falls through the cracks...and because I just don't the whole Joey BagaDonuts approach. 

The Joeys who are still in the sales game also do not have the skills or the style that Alan had...all they have are the donuts.  As a result, they rely on stupid and affrontive emails like this one below that I just received yesterday:  
Hello Mr. Derby,   I hope you're having a great Tuesday.
My name is xxx xxx, and I'm the CEO at xxx.  We are a new member of xxx. While browsing the member directory I came across your profile highlighting your company and wanted to make a brief introduction about our solutions.  We are a cost reduction and profit improvement company. We have had significant success working with venture capital, investment banking firms, private equity groups, and consulting firms seeking to create equity value within their portfolios or for their clients.  Attached are a few case studies of those successes. After doing some research, I'm interested in finding out more about your company. I look forward to hearing from you.

That's definitely a Joey BagaDonuts email, but unfortunately it came without the donuts! 

Just another example of a worthless marketing and a sales approach so bad, that I just had to blog about it this morning.  Messaging like this is especially affrontive now in this time of chaos when it's even more critical for all of us to focus on what it takes to provide true customer value while never using the words, "trust me on this!"

Right now, all of us are trying to figure out what the new rules for both Sales and for Marketing will be for whatever the new normal will be in 2021. 

• Today, there is no new normal, just 60-day sales tactics focused on survival. 
• First, we need to hit this month's number on Friday.
• Second, we need to get to July 4th and then take a long weekend-breather.
• Third, only then can we spend time figuring out what it takes to get to Labor Day. 
• Around that time, we should then know enough to begin to write the new rules for 2021. 

Have a great day selling today, tomorrow and Friday!

TUFTS FALL SEMESTER MARKETING PROJECTS

At Tufts where I'm a professor teaching Marketing in the Entrepreneurship Center, I am now actively looking for marketing projects for the fall semester. Yes, we will be teaching in the fall with a blended mix of video and visual content, distance learning and F2F-socially-distanced mechanics.  All safe-all the time!

The manner in which I teach is based on my practice of "Content in Context", where I and my guest lecturers provide the clinical teaching content and the real-life experience which is then taught within the structure of six teams of juniors and seniors delivering fully developed marketing plans to their host companies at the end of the semester.  The companies range from established startups with revenue to mid-size corporations.  The projects are often full marketing plans for the company or a marketing plan for the launch of a new product or service.

The results over the years have been just excellent both for the students and for their companies, and, for a couple of reasons, this semester's results were the best ever...just over the top.  Right now, I'm taking applications for next fall's course, so if you're interested, just connect with me by email at jack@derbymanagement.com, and I will set up a quick call to review the logistics with you and send you an outline of the program.  All of the applications need to be in no later than June 19th.  The syllabus and the projects go out to the students on July 5th.    

 

If at any time, you have a need for a confidential sounding board management coaching or for Sales or Marketing stuff, just connect with me at any time.  Text or email me, and I will quickly set up a call.  I'm a pretty good listener.  Obviously, no cost, just an opportunity to listen intently and make a few recommendations based on decades of experience.

Be safe, be positive and enjoy today and have a great Memorial Day Weekend!

 

I drive a wicked amount of miles every year !

Teaching Marketing at Tufts... 

• A consistent search for real life Marketing & Sales Plan projects for my students
• 5-6 person teams work for 13 weeks on complex marketing and sales plan assignments
• All of our academic content is woven into these assignments from real companies
• I teach the tools; company management provides the real life experiences

The results are very positive and dynamically exciting from everyone involved

I have the privilege of living and working in a few interesting places in New England

This job of being a successful sales manager requires heart! 

Nothing in the career of sales management is for the faint of heart!  This is a profession that requires a constant ability to balance selling and management skills, both of our people and our customers, while keeping an ever watchful eye on the monthly, quarterly and annual clocks.  Thinking more directly about the true meaning of why "heart" is at the lifeblood of this career, if one wants to be "successful" as a sales manager, one must be "consistent", and in order to be "consistently successful", one needs to have heart and truly love what one does. 

• You've got to love this as a career, and not just like it as a job
• It's not good enough to just enjoy the work, or just be good at it
• This is a career that requires jump-out-of-bed and love going to work passion.  

Whether the title is SVP or VP of Sales, or National, Regional, or District Sales Manager, or any of the ego-inflating titles of CRO or CSO, the real work of any successful manager of sales comes down to striking a work balance between being a Player and being the Coach. 

Let's assume that I have some level of sales and sales management skills.  The question that I then must ask and answer, and will ultimately guide my success and the success of my team, comes down my decision of how much time am I as a manager going to spend playing the game, and how much time am I going to spend coaching my team.

Jack's Law of 3,000

• The average "very good" salesperson spends 57.5 hours a week "working".
• The average "very good" sales manager guiding a team of 6-10, spends 65

Subtract travel, ineffective meetings, standard non-utilizable time (early Mondays and late Fridays, for example), and the actual "Selling & Sales Management Time", which consists of preparing my team for the game, coaching the game and then following up, comes down to only 30-40% of the total time available! 

The rest of that time from the original 3,000 to 3,800 hours is either simply not there (vacations, holidays, sick days) or is managed very ineffectively.

So, why do we want to become sales managers?

1. For the competitive sales DNA in us that strives to win and be recognized for our wins
2. It's another step from salesperson, to manager, to VP to CEO. (20%+ of the F500 CEOs)
3. We simply love building and coaching a team...and, of course winning, which goes to #1.

 What are the most important sales management Skills & Attributes?

• Attributes:  Integrity, Trust, Accountability and Work Ethic
• Skills: Strategic & Tactical Planning, Hiring & Developing, Leadership & Communication

Want to learn more and be part of a very unique experience?

Attend our Sales management Boot Camp:  October 1st-3rd

 

Good Selling, Good Marketing...and Good Planning !
The time is now, not tomorrow !

 

Head Coach  

 Derby Management...for 25 years
 -Sales & Marketing Productivity experts
 -Business & Strategy Planning specialists
 -Senior Management Coaches for CEOs & VPs

Boston, MA 02117
Jack's Cell: 617-504-4222 
jack@derbymanagement.com

 

 

 

 

 

This post is adapted from the excellent perspectives of JP Nicols 5 Lesson Leadership Lessons From the Godfather. JP provides a very interesting hangout. Check him out.

You finished Q1 either on (or not) plan.  Congratulations in either case !

Let's spend detailed time this week or next figuring out why and then rebalance Q2

Probably the last time you looked at your 2017 Sales Plan was January, and maybe even last December at the time the board approved the company's business plan.

Then you jumped into the deep end of the pool with your January sales meeting after which everyone hit the road and their desks totally focused on execution.  

It's been a blazing hot and exhausting Q1, and Q2 promises to be more of the same. Certainly, nothing is going to slow down.