We are proud to welcome our newest coach to the team; please meet Scot Andrews. Scot brings a fantastic skill set to the team. Marrying strategy and execution in pursuit of new business opportunities; Scot understands financial feasibility and ensures fit for your company. His ninja, like presentation skills, is utilized to articulate strategic plans and communicate change initiatives to influence stakeholders and drive consensus.
Scot is currently working with a prominent NEALABC client, and they are focusing on the basic blocking and tackling skills with a new sales leader. Following our very own TSO and K4 Sales Success Formula, Scot will provide the structure needed for their sales leader to have the necessary tools and tactics to manage his growing sales team.
Scot's is an excellent addition to the NEALABC Coaches team. If you feel your sales manager or anyone on your sales team could use training, coaching or a sales best practices refresher, please don't hesitate to reach out Chris Neal and he will be sure to assist you in growing your sales.
author ~ Dave Neal
Given the hundreds of millions of dollars spent each year for sales professionals to make sales calls, I’m always perplexed by the lack of planning for this critical sales activity.
It seems to make no difference if it’s a daily “milk run” around town, out of town regional calls, or cross- country trips. This also includes the whole gamut of; Go- To- Meetings, Conference Calls, Video sessions, etc. Small, medium, and large companies are all guilty of sub-optimizing their ROI.
The point is, sales management and the average sales professional pretty much “wing it” as they collectively squander their precocious sales time! Time is the great equalizer; everyone has the same 24/7.
How it is used is the differentiator and a key indicator of winners and losers.
I spoke with a sales manager recently about three out of town sales calls he went on with one of his sales professional’s. They were gone for three days and spent about $3,500 for travel, lodging, meals, and entertainment.
The first call was to start with dinner with key decision makers (4) followed by a business meeting the next morning.
The second call was in the same city scheduled with two middle-level buyers to discuss a price increase.
The third call was in driving distance at a neighboring city. This was to be a casual meeting pretty much a “fly by” before returning to the airport and flying home.
The sales manager was livid, and the sales professional was embarrassed. The entire trip was deemed a disaster. The sales manager was dreading a debrief with his boss.
What could have prevented or at least minimized this all too common scenario?
Pre-Call Planning (Who, What, Where, When, Why, and How?)
Depending on the complexity of the call, the Pre-Call and Trip Report suggestions are minimum expectations of alignment for both the sales professional and sales manager, and most importantly, with the customer.
NEALABC can help you with customizing and formalizing this critical sales activity for a free assessment call 480-229-7800 or email, firstname.lastname@example.org or email@example.com. You can also click here and contact us today.
Director of Marketing, NEALABC
FOR IMMEDIATE RELEASE
NEALABC is proud to announce a third “Neal” has joined the team.
PHOENIX, Ariz. – May 16, 2019 - NEALABC™ is very happy to announce that Chris Neal has joined the NEALABC team as Chief Sales Officer (CSO).
Chris has 25 years of experience in sales, sales management, operations, quality control, and inventory management.
His unique and comprehensive business background positions him extremely well to lead our multi-level channel sales effort including; direct, 3rd party, e-commerce and our coaching cadre.
His focus will be to optimize the revenue streams of our proprietary business model of integrating “People, Processes, and Technology” to help our clients sell more.
Additionally, he will be instrumental in the development of new NEALABC goods and services to meet the growing needs of our clients located throughout the United States.
Chris can be reached at firstname.lastname@example.org.
NEALABC (Neal & Associates Business Consultants, Inc.) has been in business since 2003 and is located in Phoenix, AZ.
Many businesses seek help from NEALABC because their top line sales revenue is not growing sufficiently or they are not running optimally. NEALABC’s unique approach coupled with integrating “People, Process, and Technology”, allows NEALABC to impact a lot of companies and their sales processes.
For More Information
Visit www.nealabc.com or contact Andy Neal, CEO of NEALABC: email@example.com or 480.753.0990.
© 2012 NEALABC. All rights reserved. NEALABC and the NEALABC logo are trademarks of NEALABC.
Author ~ Dave Neal
I just saw an interview with Cal Ripken Jr. the “Iron Man” of baseball, a 19 time all-star, with an unbelievable 2,632 consecutive game streak-breaking Lou Gehrig’s legendary mark.
He was discussing his new book, “Just Show Up”! The application of his career and his personal philosophies are very applicable to business and in particular sales.
A central theme of his book and career is a commitment to the job. No matter what happens, exercising the tenacity and grit to show up every day and compete.
Many days he was hurt, tired, and frustrated, but he got out of bed, got back in the game, supported his teammates, and did his job for the fans!
What can sales professionals learn from his remarkable career?
· Commitment and dedication to your job, team, and customer
· Work hard and leave it all on the field
· Never give up
· Play hurt
· Don’t mail in your work
· Go to the ballpark where your clients/prospects are physically located
· Big B to B deals need personal interactions where you make the difference
· Hustle, Hustle, Hustle!
Just showing up doesn’t imply getting a “participation trophy” it means total immersion into your profession with passion, blood, sweat, and tears! Those that dare to risk it all win!
These types of people hard to find, but they are out there, and they make the difference between average performance and exceptional achievement.
Give NEALABC a call or email us for a free coaching conversation regarding your sales organization.
During a discussion with a company owner, he was perplexed, desperate and frustrated.
He said he had read a few books and talked to a consultant about how to motivate his organization and get quick results.
He started by improving the work environment with ergonomic- chairs, stand up desks, remodeled the breakroom, added free coffee and candy bars, created a recreation area with a ping pong table, instituted a wellness program including a health club membership, and more paid time off.
He lamented after all his efforts the results were minimal at best, and in fact, some departments performed worse than before all the changes.
He added that there was no sense of urgency, personal initiative, or creativity. He was ready to fire the whole bunch or sell the business.
I asked what he thought was missing now vs. the years when the company was on its game and growing exponentially. A smile came to his face as he stared wide-eyed into the distant past. He was obviously enjoying a moment of past success.
He said we were hungry then, we had a spirit of unity, a can-do attitude, we were a lean, mean fighting machine, people were energized, I was right in the middle of it all and happy as a clam …and then he stopped!
It was if a light switch clicked on, he asked, “How do I get that back?”
Our discussion turned to two essential elements of success from the past; personal leadership and company culture. Both had waned for a variety of reasons.
This led to an introspective soul searching on both elements of a successful organization. After his personal reflections, he invited his direct reports to do the same.
This was followed by a planful rebuilding process with personal and active leadership at the forefront.
A year later he was on the right track, the performance had improved, and there were fewer people playing ping pong table at 10:00 am.
Assessing an organization is an ongoing process and tweaks along the way can prevent massive erosion of rich culture and a decline into one complacency and malaise.
Give Nealabc a call for a free introductory assessment to help you stay on track.
On a posting for a Sales Management Executives Networking Group, a question was posed: “Is the idea of a sales manager functioning as a player-coach a flawed strategy”?
There were hundreds of responses by sales management gurus with worldwide experience. The debate captured the pros and cons of having a sales manager also function as a salesperson simultaneously.
There were varying points of view especially revolving around the size of the sales force, with the argument that with a small sales team (a couple of salespeople) perhaps having a sales manager do both was a cost-effective tactic.
With this aside the overwhelming consensus was it is not a good long term strategy for the following reasons:
An interesting caveat suggested that many owners and management teams follow a “player-coach” approach because they genuinely don’t understand or appreciate the sales process and the need for structure and accountability in a sales organization.
To underscore this observation, the experts observed that in the small to medium size business sector, management doesn’t view Sales like other functional departments. They naturally have managers assigned to lead Operations, Accounting, IT, and HR without hesitation, but try to develop some sort of hybrid for Sales.
The experts speculate it is because Sales is not considered a department that can be adequately planned, managed, held accountable, or measured through a process like other departments.
Essentially Sales is viewed as an “art” form and cannot be managed in the traditional way.
Sales are the lifeblood of any organization, not having a specific person assigned and accountable for the entire process of strategic planning, training, tracking, and managing is a colossal mistake!
The upshot of the discussion was it merely doesn’t work in the majority of businesses other than very small startups or companies in their formative stages.
Author: Dave Neal
During sales training sessions at Nealabc B to B, sales professionals are eager to debate what prevents them from selling more.
Some of the frequent reasons are:
Although these six reasons and a host of others are contributing factors, sales professionals are often reticent to examine what they can control.
Ironically the use of time is often influenced disproportionally by the daily avalanche of emails, voicemails, and text messages. Ferreting out the vital few from the trivial many is a very subjective process vs. any well thought out process or strategy.
The best sales professionals optimize their precious time.
Here are a few tips to maximize time the great sales equalizer:
Deciding where you go and who you spend your precious time with is the best predictor of sustainable and long- term sales success.
If you have a need to optimize time and territory management of your sales organization call Nealabc for a free assessment.
Author: Casey O'Connor
In my career, I spent years in leadership where the role was mostly managing controlled chaos, mid-flight assembly and readiness to tackle any fire. This approach consistently led to growth. Yet, not without shortcomings. Accepting challenges are expected and reality dictates that nothing ever fully goes as planned. As for the people breathing this air and drinking the Kool-Aid, they had a nice level of scrappiness leading to willingness and desire.
When channeled properly, teams look to overcome anything and move in any direction they were told. Having early adoption and culture of bold readiness was required to stay connected to the demands of our customers and create a user experience based on that knowledge. Using the best tools and resources to accomplish these things also enabled teams to act upon their culture’s values...
All that motivation to win doesn’t mean we always went in the right direction. Poor navigation came back on leadership not putting a focus on the right stuff. In my observation-based opinion, it came back to one thing which consistently led to great outcomes and was the right stuff. That one thing was the understanding and prioritizing the user experience. When the perspective of the client was a priority, better questions got asked pushing for better solutions to make our product more easily consumed. Knowing our audience then can be translated to a more accurate wish list of what your audience wants. Keep your team on their toes because the market doesn’t take breaks.
A company may see growth from a sheer will but also need to examine success for clarity of what mattered most getting there. Through all the changes over time, there were more wins than just having client awareness. There were also reciprocal yet unexpected outcomes in forms of company culture. Back to the first note about controlled chaos and so on… It certainly wasn’t boring and was even fun at times.
All the change we faced keeping in front of our audience kept the teams ready and mobilized. This is where the culture gut check comes into place. If you had to face a change today, would your team be ready for it? Is leadership creating the type of culture that would embrace change or resist it? This is where you ask if your leadership is strong enough to handle change? Did they put in place the right foundation that created a culture that would embrace needed change?
Even with clear targets, KPI’s and extreme ownership complacency can still find a home. Responsiveness to change can be an excellent litmus test when gauging your culture. Knowing the team must do what is needed to engage clients, only best practices can be accepted. If complacency is affecting the organization, one place to see that is receptiveness to change. When growing the business means growing the size of the team you three levels; willingness to work, consumption-based strategy and plan and tools to execute. These will keep you moving in the right direction. This is important to note as you do not want to change merely for the sake of changing. Maintaining course will require leadership that is agile by nature but also aligned with the bigger goals. If moving “the new system” is perceived as an inconvenience without regard for the greater good solved for, you may have a broken culture on your hands. Ideally, getting there requires the right people in place and the tools available for them to best perform...
There is also a place between attaining all three levels. Before hiring the infrastructure to maintain them, leveraging good business partners will be the answer. Partners who provide to your team mature insight and non-biased feedback as well as familiarity with the resources available before hiring individuals. As growth occurs anywhere from start-up to the international organization be sure to invest in getting the right people that are aligned with the company purpose, values and vision. Get the people who want to be at the forefront of the marketplace demands. Invest in knowing what market needs are by allowing people to stay in front of customers and last make sure the right tools that scale with you along the way are being used. Doing these things are paramount, however, doing them with a small scrappy team may be too burdensome at times as individual skillsets may be limited leading to burnout. Avoid a broken culture by finding the right business partner.
Success is about having good partners as you grow. How this works is allowing your team to leverage the strengths of an entire firm for what they are best at solving vs hiring all the people yourself in a rushed fashion. When leveraging partnerships, you allow the people on the internal team to be best at what they were hired for along with the freedom to take time building out. Ramping up with partners also allows your overhead to be on demand vs a permanent commitment of employees. Markets change, and customers leave eventually. Your team must do all it can to stay in touch with the motivations of your clients and serve their needs. Early Adoption of trends and tools will keep you at the front of the competition.
Author: Casey O'Connor
In my position I carry a variety of roles, so obviously I need to buy a bunch of software solutions to do all the things! Right? Wrong. So many times not knowing what I needed to do a certain job, I would open a search engine.... describe what I was trying to do in a "HOW DO I..." format and look for my answer in the top links. In the interest of time, my next step would be to purchase a la cart software program to do one thing... This does pay off sometimes because if a company only makes one program it's gotta be good, right? Well, usually yes. But then I have to pay for and upkeep multiple licenses and worse whatever I made doesn't talk to the other things I have so my own work becomes silo'd. The result would end up with me having crucial information living in my email I then must divvy out to separate programs that don't interact easily, or in some cases not at all.
My work today has me juggling many roles. One of which is Account Manager putting me between client and developers where I balance interpretation, documentation, and training. For example, when a client's process has multiple steps I will jump on a call with clients myself and the developers. We take the client processes in place today and translate them to a digital format. Capturing this exchange can be a challenge, however, I have found that recording a meeting session would be a perfect reference point. Getting this done was a challenge at times or potentially expensive having to use many different programs to bring this seemingly simple task altogether.
I was on the lookout for business tools to help me better serve my clients, it turned out that I already have included in my O365 plan. So I started using Teams to hold and record meetings, Stream to manage my recordings and then SWAY to go back to create SOP's for my clients. Why this is significant to me is I'm already paying for all of these with Microsoft Office365 Business Premium.
So the short and sweet answer I have come to find is this... work-life demands a lot from you sometimes, however, I can successfully balance it demands if I have the right tools to prioritize and execute.
My Business premium doesn't have ALL the tools I need, but it has most and the good news is that when I need to bring several solutions together, Teams lets me create an organized space for collaboration of my office products and third-party solutions and PEOPLE.
This past fall we were consulting with a CEO who was myopically focused on short-term results. He said, “The pipeline is empty, we need more business opportunities right now!”
He gathered his sales and marketing organization and tried to develop a short-term action plan to supercharge developing leads and driving them to closure immediately.
It was a futile effort with unrealistic expectations. The results were predictable, nothing of note happened, other than a lot of wasted energy.
The story is unfortunately repeated all too frequently. Focus on short-term results with “ready fire aim” mentality only leads to the day of reckoning when the pipeline is empty, and business objectives are not in alignment with sales performance.
What is the answer? As it was in the past and today, very simply, strategic sales planning!
Strategic sales planning as a viable business tool is often an anathema to small and medium-sized businesses as being unwieldy, constrictive, and time-consuming.
The reality is sales organizations with formal sales plans are exponentially more likely to meet their company’s long, mid and short-term performance expectations.
The key is a sales plan that clearly states the sales organization’s objectives, goals, and critical activities. These are then translated and distilled down to each sales professional with individualized plans, that in total equal the sales organization’s overall metrics.
The process is simple, flexible and logical. It has built-in performance management benchmarks and flexibility to modified tactics given marketplace variations.
As a side note, this planning process is one of the primary functions of any sales manager and becomes their roadmap for accountability and success.
It is never too late to start strategic sales planning, give Nealabc a call for a free sales planning assessment.
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