We all know we’re supposed to “close,” but how?
We’ve all been to a conference, a team meeting, read an article, or attended a webinar that told us that sales is all about engagement. But if you’re selling jewelry and have expanded to six distribution centers, for example, you as a founder can’t exactly tweet every person that ever buys something or call them and talk about their hobbies and families.
So how exactly do you “engage,” and what does that mean for non-conslutants that rely on someone hitting a “buy” button? Kurt Bilafer, Global VP of Sales & Success at WePay outlines below in his own words, exactly how sales success begins and ends with engagement. We’re featuring his thoughts because as a 20-year sales veteran, he has experience as the Global VP of Sales at SAP, was SAP North America’s VP, and spent a year with PricewaterhouseCoopers to rebuild their SAP National Practice – he bleeds sales wisdom, you guys.
My metric for success: Engagement
As a sales leader, my professional life is filled with quotas, metrics and dashboards. But if I had to pick just one thing I’m optimizing for, it would be engagement. Why? Because I’ve learned that engagement is the leading indicator for success with whatever else you’re optimizing to achieve.
Early in my career, I was always optimizing for percentage of quota attained, which is a typical sales metric and usually tied to your compensation. Although I wasn’t insightful enough at the time to recognize it, my level of engagement with a prospect was usually a good indicator of the likelihood of making a sale. If a prospect was asking questions, working through their process, showing increased understanding and asking more questions, those were all signs of engagement. It took me a while to see the value of that.
Optimizing to quota
Optimizing to quota worked fine when I was an individual contributor, but as I moved into management and got further removed from the nuts and bolts of the sales cycle and engaging with customers every day, I had to figure out a way to influence the members of my team to make their number. So, I focused on optimizing for influence, working one on one with people to get them up and running and performing at a high level and hitting their quotas.
That worked fine when I was managing a team reporting directly to me. As I evolved into more startup-fixit-turnaround specialist I had to shift gears again. Now I was working in matrixed organizations with distributed teams of hundreds of people who didn’t report directly to me. I had to evangelize new processes and programs, organizational changes and strategy shifts. I had to reach a lot of people I’d never be able to meet personally, let alone learn all of their names. To lead effectively, I had to influence the people who would influence them.
When you’re bringing change to an organization, everyone has to work through his or her process. With big, distributed teams, you don’t get to see people and work with them as often. It could take six to nine months to see whether my influence was having an impact. I needed to know much sooner than that whether my message was getting through, and whether people were buying in and working through their process. That’s when I started focusing on engagement. I increased my presence on social media and started blogging as a way to amplify myself and stay engaged even when I couldn’t be there physically. This helped me quickly capture feedback, learn, evolve and improve my message and approach.
Engagement can be difficult to measure, but there are ways to do it. One of the ways I’ve done it is by surveying my team. I ask, “On a scale from 1 to 10, how well do you understand the objectives?” Then, “On a scale from 1 to 10, do you understand how you can contribute to these objectives?” and then, “On a scale from 1 to 10, do you think these objectives are achievable objectives?”
Engagement scorecards such as these are a key component of my strategy management efforts, helping me determine where to spend more time reinforcing messages or giving examples.
I also look to see how many people have actually embraced whatever it is we’re doing and are executing on it independently. For example, if I’m implementing a new sales process, one of the ways I measure engagement is how many people are actually leveraging the new sales process.
I do that by doing a deep dive analysis on individual deals to determine if people are actually following all the steps, or they’re just doing it the old way and putting lipstick on a pig to position it differently.
I might also look at how many opportunities the team had to present, what the audience turnout was, the kind of the press or analyst coverage we were getting, and activity on social media.
The loudest actions
Those are all qualitative assessments. But to me, actions speak louder.
In sales there’s an expression, “coin operated salespeople.” It speaks to the fact that the most sales people get compensated on is achieving their revenue quota, and as long as the “new thing” is tied to their revenue quota, they’ll embrace whatever the message of the day is. But even quota attainment can hide lack of engagement, especially in a larger organization, and eventually lack of engagement becomes a problem.
So, I look for signs of engagement every day. Are people participating in meetings and contributing and asking questions? Are they changing behaviors? Am I hearing success stories?
Are they reaching out to me directly to ask clarifying questions, or asking for help on deals?
Beyond that, I know I have engagement when I have people asking to update the sales presentations, taking time to write a blog post, or start being more active on social media. I know I really have it when I hear people evangelizing sharing the message themselves, in their own words.
It’s very rewarding to see that growth, and to know I’m impacting someone’s trajectory. And I know that they’re going to keep executing on the strategy after I leave the room because they’ve worked through their process and made the strategy their own. That’s the level of engagement you need for your team members to be successful, and for you to be successful as a leader.
What entreprenuers can learn about branding from trendy startups
(BUSINESS MARKETING) What’s the secret of focused startup branding, and how can you apply it to large enterprises?
Think of your favorite brand. Is it the product they offer or the branding that you love? Exactly – brand ethos reigns supreme, especially with those trendy, aesthetically-pleasing startups (I never thought Glossier had good makeup, but I’d be lying if I said I didn’t visit their website once or twice a month).
So let’s break it down.
Co-founder of Red Antler – a company that assists startups in creating successful branding – Emily Heyward believes in a few branding truths.
Firstly, you have to make sure not to market your brand as a single product or experience. Doing so, she says, will pigeonhole you and thus truncate your ability to expand and offer new products and services (she gives MailChimp, known almost exclusively for email marketing, as an example).
What Heyward does say to do is instead market an idea. For example, the brand Casper (one of Antler’s clients) markets itself as a sleep company instead of a mattress company. By doing this, they kept the door open to eventually offer other products, like pillows and bedding.
Heyward states that this “power of focus” is a way to survive – with countless other startups offering the same product or service, you have to position your company as offering something beyond the product. Provide a problem your customer didn’t know they had and offer an innovative solution through your product.
Ever used Slack, the app-based messenger? There were other messengers out there, so focus of Slack’s branding is that regular messaging is boring and that their app makes it more fun. And customers eat it up.
How can this logic apply to mid-to-large enterprises? How can you focus on one specific thing?
Again, placing emphasis on brand over products is essential – what is it about what you offer that makes your customers’ lives better? It’s more cerebral than material. You’re selling a better life.
Another thing to remember is that customers are intrigued by the idea of new experiences, even if the product or service being offered is itself not new. Try not to use dated language that’s colored by a customers’ preexisting feelings. Instead, find an exciting alternative – chat solutions are desperately trying move away from the word “chat”, which can bring to mind an annoying, tedious process, even though that is in fact what they offer.
Broadening the idea of focused brand ethos to a large company can be difficult. By following these tips and tricks from startups, your company can develop a successful brand ethos that extends beyond your best product or service.
Spruce up your product images with Glorify (just in time for Black Friday!)
(BUSINESS MARKETING) Want professional, customizable product images for your company? Consider Glorify’s hot Black Friday deal.
Glorify, the app that creates high converting, customizable product images for your business, is offering a lifetime deal for $97 this Black Friday. In just a few clicks, you can transform one of Glorify’s sleek templates into personalized, professional-looking content – and now, you don’t have to pay that monthly fee.
Whether your business is in electronics, beauty, or food & drink, Glorify offers a range of looks that will instantly bring your product images to the next level. With countless font styles and the ability to alter icon styles, shadows and other elements, you can access all the perks of having your own designer without the steep price.
In 2019, Glorify was launched – the app was soon voted #2 Product of the Day and nominated for Best Design Tool by Product Hunt. Since then, they have cultivated a 20k+ user base!
Glorify 2.0, which was launched last week, upgrades the experience. The new and improved version of the app is complete overhaul of intuitive UI improvements and extra features, such as:
- background remover tool
- templates based on popular product niches and themes
- design bundles for your website/store, social media
- annotation tool
- upload your brand kits and organize your projects under different brands
- 1 click brand application
- & much more!
“But the most important aspect of Glorify 2.0, is that it comes with a UI that sets us up for future scalability for all our roadmap features”, said CEO of Glorify Omar Farook, who himself was a professional graphic designer.
Farook’s dream was to provide a low-cost design service for the smaller businesses that couldn’t otherwise afford design services. Looking through reviews of the app, it’s evident that Glorify does just that – it saves the user time and money while helping them to produce top-notch product images for their brand on their own.
Glorify is one of the many new design-based apps that make producing content a breeze for entrepreneurs, such as Canva. As someone who loves design but doesn’t have the patience for Creative Cloud, I personally love this technology. However, Glorify is unique in that it is the only product-driven design app. All you have to do is upload your photo!
This new Chipotle location will be fully digital
(BUSINESS NEWS) In the wake of the pandemic and popularity of online delivery, Chipotle is joining the jump to online-only locations, at least to test drive.
A lot of industries have switched to an online-only model in the wake of the pandemic. Most of them have made sense; between abundant delivery options and increased restrictions on workers, moving away from the traditional storefront paradigm isn’t exactly a radical choice. Chipotle making that same decision, however, is a plot twist of a different kind—yet that’s exactly what they’re doing with their first online store.
To be clear, the chain isn’t doing away with their existing locations; they’re just test-driving a “digital” location for the time being. That said, the move to an online platform raises interesting questions about the future of the restaurant industry—if not just Chipotle itself.
The move to an online platform actually makes a lot of sense for businesses like Chipotle. Since the classic Chipotle experience is much less centered on the “dining” aspect than it is on the customizability of food options, putting those same options online and giving folks some room to deliver both decreases Chipotle’s physical footprint and, ostensibly, opens up their services to more people.
It’s also a timely move given the sheer number of people who are sheltering in place. A hands-on burrito assembly line is not the optimal place to be in a pandemic, but there’s no denying the utilitarian appeal of Chipotle’s products. To that end, having another restaurant wherein you have the option to order a hearty meal with everything you like—which is also tailored to your dietary needs—is a crucial step for consumers.
Chipotle’s CTO, Curt Garner, says he is hoping this online alternative will offer a “frictionless” experience for diners.
As a part of that frictionless experience, consumers will be able to order in several different mediums. Chipotle’s website and their mobile app are the preferred choices, while services like GrubHub will also be available should you choose to order through a third-party. The idea is simple: To bring Chipotle to you with as little fuss as possible.
For now, Chipotle is committing to the single digital location to see how consumer demand pans out. Should the model prove successful, they plan to move forward with implementing additional digital locations nationwide.
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