Roy's Blog: Sales
April 22, 2017
Nearly half of all website conversions are something other than sales leads.
They are things such as customer service inquiries and job applications, but too many businesses don’t know the difference because they’re not incorporating lead validation as a component of their Internet marketing campaigns.
Being able to identify which conversions truly are sales leads is crucial, especially considering that more than 80 percent of conversions happen on the first visit to a website.
Knowing which conversions are true sales leads will give you critical information needed to enhance your site and drive more conversions on the first visit.
The presentation below details just how necessary lead validation is for businesses involved in Internet marketing, and how it can help you make the most of your website.
Aaron Wittersheim is Chief Operating Officer at Internet marketing agency Straight North.
- Posted 4.22.17 at 01:37 am by Roy Osing
May 13, 2016
I love writing and I would be pleased to write for you!
I have my own blog and I post weekly.
I have had the good fortune to achieve success in virtually every aspect of organizational performance; this makes me different than most other writers who talk to some particular aspect of organizational “life” such as leadership, marketing, human resources and so on.
I speak to all organizational functions from the point of view of having demonstrated success; the benefit of a 30+ year career as an executive leader. I speak to want actually works not what theoretically SHOULD work.
My passion is to help others who are looking to improve themselves personally and their organization.
To offer my perspective on what works because it worked for me.
I am looking to continue to “spread my word” through as many channels as possible, and to do it as a complimentary service.
Here’s a sample of the posts I have written for other channels…
On organizational culture...
10 workplace dysfunctions that must be eliminated.
How to cure a sick company culture
On competitive advantage and differentiation...
How to create a competitive claim that is more than just hot air
How NOT to have a competitive position
On customer service and the service experience...
3 essentials to provide stand-out #customerservice
Customer complaints are a #PAIN or…
On small business and entrepreneurs...
6 tips for bucking the small business failure rate
6 steps that will prevent your startup from going down in flames
If you want to dazzle your customers, hire for goosebumps
If you are interested in my complementary writing expertise just ask.
Check out my BE DiFFERENT or be dead Book Series
- Posted 5.13.16 at 04:00 pm by Roy Osing
January 19, 2016
Traditional strategic planning methodology is all screwed up.
First, it is woefully inadequate in terms of creating unique competitive advantage. The tools to define how one organization is DiFFERENT from their competition in a remarkable way are not provided to strategy developers; they don’t exist.
In fact the question is never asked. The conversation is replete with how to gain a market advantage but it never broaches how an organization can be
the ONLY one that does what it does.
Second, traditional planning typically is consumed with formulating the direction an organization should take and doesn’t address adequately how to execute on the tactics you need to get there.
Hours and hours of time is spent developing SWOTS and analyzing trends to land on the “perfect” strategy often leaving only a meagre morsel of time to determine how to make it live “in the trenches”.
A new strategy creation process is necessary; one that places the emphasis on plan execution and is content to get strategic direction “just about right”.
In my experience a strategy “built to execute” has a short planning horizon; I recommend 24 months. And it uses top line revenue as the simple and well understood growth metric.
The idea is to keep the term of your plan short to be able to quickly respond to unforeseen events and to keep daily execution activities in your face every moment.
A 5-year plan does little to motivate one to “keep their feet moving”; if you don’t achieve what you have to in year 1 you can hope to do it in year 4. The hockey stick lives on!
A plan consisting of 24 periods of 30 days each, on the other hand, puts the appropriate pressure on what one does TODAY with little tolerance for procrastination and over-analysis.
My principle of “fast and easy” is critical to ensuring your strategic game plan lives within the 24- month period and delivers the expected revenue results.
“F ‘n E” means targeting client groups that:
1. Can be “sold” quickly; segments you can get to FAST without building a new distribution channel network. Adding new channels consumes precious time in your 24- month plan period without generating additional revenue, at the expense of paying attention to other clients who can provide added revenue more easily within the 24-month period.
And look close to home. Explore your immediate territory before trying to exploit distant ones unless sales channels are already in place and high value clients have been qualified and ready to give you their business NOW. Dominate and penetrate your “Fast” markets before you wander afar.
2. Require a short sales cycle. Where closing a sale can occur relatively quickly and revenue realized soon thereafter. An opportunity requiring a 12-month sales cycle won’t be terribly productive when you only have less than half the plan period left to enjoy the revenue. Work with clients who will give you at least 18 months of revenue if you want to hit your revenue targets.
Avoid clients who decide to go the RFP route. Responding to the request and waiting for a decision will gobble up precious time you don’t have. The formal sales process is a time consumer; focus on clients who are willing to deal you their business based on trust and past success with you.
Define your high value clients who have shown their loyalty to you; look closely for outstanding needs and unfulfilled produce applications. These clients will not require significant convincing if you have worked with them effectively in the past, providing them with solutions proven to be critical to their business.
3. Represent a proven source of quality referrals. Again, a short planning period requires closing as many high value deals as possible which generally means getting to deal closure without a lengthy sales preamble. High quality referrals should mean that your brand comes recommended and you can get to solution presentation quickly.
Effective execution in a highly volatile environment requires a combination of short term and long term effort. A 24-month focus on “fast and easy” will generate the revenue you need to be here to witness the longer term.
Check out my BE DiFFERENT or be dead Book Series
Other articles you might like
#StrategicPlanning: 8 ways to dump your CRAP
Answer 3 questions and you have your #BusinessStrategy”
5 ways to clear the clutter
- Posted 1.19.16 at 03:34 am by Roy Osing
January 18, 2016
Checkout my collection of sales articles if you want to take your craft to the next level…
‼️‼️Are you productive? ... 5 essentials for a VERY productive day
Is your team the best it can be? ... How a sales leader can develop a remarkable team
Are you listening? ... Sales listening 101 - critical and often missing
Are you a sales standout? ... 7 things salespeople do to stand out
How to talk… How do you perfect the art of sales conversation?
Conform and be boring… Bring on sales people who are masters of nonconformity
Dazzle your leader… How to knock the socks off your boss
HUGE errors in judgement… The 6 BIGGEST mistakes sales leaders make
Lose the sale and win… Sales success (sometimes) depends on losing the sale
- Posted 1.18.16 at 04:44 am by Roy Osing