Category Archives: Insights

Perks MarketStar Guest Blog

Enough is Enough! Solving Lackluster Sales Performance, Once and For All


After 28 years in the world of Sales as a Service™, MarketStar has forged many lasting relationships with leaders in our field. We’ve asked Claudio Ayub, a 20-year channel veteran and Chief Channel Strategist of Perks, to discuss his view on improving sales performance through his experience as a loyalty marketing expert with broad knowledge in strategy development, market management, and channel sales planning.

 

Solving Lackluster Sales Performance, Once and For All

 

Does this seem familiar? You meet with your team to talk about sales performance, and after an initial discussion that doesn’t provide any insights, the discussion centers on a familiar litany of exhortations, including the need to focus and work harder. The meeting is dismissed and members of the sales team trudge dutifully if somewhat quizzically out the door, not really sure of what to do next except to repeat their same efforts with greater intensity.

The key to turning around lagging sales performances is not to use the desired number (sales or revenue objective) as the end all and be all, but to use it as a starting point. In their book, Cracking the Sales Management Code, authors Jason Jordan and Michelle Vazzana tell us that the path to a solution is to work backwards—to “reverse engineer” from the desired number to find the performance metrics (the specific actions or activities) that are behind the numbers, and that can ultimately help deliver them.

While this solution at first glance sounds simple enough, it is not happening partly because sales managers are inundated with more data than they can handle. They rely on CRM systems that provide plenty of information on where, and by how much, sales are off, but do not offer any insights on the activities that need to be implemented or changed to help achieve the desired numbers. The authors believe that what is missing from all of the data are the instructions— the specific activities to engage in—to solve the problem.

Repeated client experiences show, as do research findings and plenty of case studies, that the activities that can help a company reverse persistently flat sales performances can be found with its best sales people. These individuals are top performers because, one way or another, they have figured out the activities or best practices that get results. By identifying and breaking down these activities into replicable steps and communicating these to others to adopt and implement, a company can take the crucial first step toward reinvigorating its sales efforts.

For an in-depth read, this is the resource for you:

http://resources.perks.com/h/i/203381277-case-study-enough-is-enough-sales-incentives-that-work

Addressing the changing landscape of sales? Turn to “Sales as a Service.”


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It’s pretty obvious that the way we buy and sell goods and services has changed. As Business to Business buyers take more control of the process and move along their own journey on their own terms, it’s imperative that marketing and sales learn to adapt, personalize and provide value during the journey, or lose out in a hyper-competitive marketplace.

And that’s the crux of the situation – how do B2B sellers become more agile to reach customers when customers have more and more control over the buying journey? After reviewing tens, if not hundreds of articles, whitepapers and success stories, we at MarketStar have summarized the advice into 4 basic themes:

  1. Meet customers where they are doing research, which is increasingly online, digital and via peer networks
  2. Provide value to the customer’s research – aka provide “content of value”
  3. As a sales person, work to be a trusted advisor
  4. Use a fishing spear, not a wide net – aka “Account Based Marketing/Selling” tactics

With such a wide range of advice, tactics and technology, how can businesses mitigate investment risk?

We at MarketStar feel that just as cloud solutions augment and expand technology capabilities at scale for a reasonable cost, businesses should consider outsourced sales to expand into new markets, build new channels and scale sales teams.

MarketStar is a pioneer in “Sales as a Service,” which is an agile and scalable outsourced sales solution that helps you shift with the evolving buyer’s journey. This may be an inside sales force that reaches the elusive SMB space, or a field team that provides coverage in strategic accounts. “Sales as a Service” solutions can be very effective tests that scale if they provide long term value. Your sales team’s success relies on it, and your bottom line depends on it.

While there are undoubtedly a variety of factors, here are four reasons to consider augmenting existing sales teams with a “Sales as a Service” partner.

What We Sell Is Evolving

A majority of businesses have expanded their product and service portfolios to include new offerings, renewals, warranties, and subscriptions. These new services and offerings have, in turn, opened new revenue streams and sales opportunities that may be difficult to address or accommodate by an overburdened in-house sales team.

Additionally, the nature of a given offering may be too small, and the sales cycle too short, to warrant the costs associated with re-configuring existing in-house sales resources.

By augmenting their sales force with an outsourced solution, companies are able to allow the right level of support based on opportunity, buying cycle, and sales complexity. Each of these trends favors increased involvement by outsourced sales solutions in B2B motions.

Buyer’s Control their Journey

We are in the age of the customer, driven by empowered buyers, who have more control over their own buyer’s journey than ever before. In many cases, the buying process used to rely heavily on the sales person to initiate contact, drive conversation and be the subject matter of authority; that is no longer the case. For many buyers, the sales person is now a mere transactional irritant, engaged too late in the purchase process to influence or consult.

In today’s market, new technologies and methods of gathering prospective intelligence increase the likelihood of high-quality, personalized interactions between B2B buyers and sellers. According to a TechCrunch survey, 70% of a buyer’s decision-making process now occurs online. Through digital self-education, B2B buyers now spend less in-person time with sellers.

The Way We Communicate Has Dramatically Changed

There are now more mobile devices in the world than people. This statistic is both startling and exciting. Sixty-one percent of US adults are always addressable – meaning they use at least three connected devices to access the Internet from multiple physical locations, multiple times a day.

Digital engagement technology has passed the novelty stage and is now the preferred method of communication among most busy business professionals. This shift from live conversations to digital dialog has created a substantive shift in how people expect companies to communicate with them. “Sales as a Service,” while anchored by a centralized sales group, presents an integrated communication process that mixes automated yet personalized messaging with good ole fashioned one-to-one engagement.

We Know More About The Buyer

In today’s world, it’s rare to find an individual who doesn’t have some sort of online social presence. Naturally, this activity leaves digital footprints that marketers can, in turn, use to create a profile of potential buyers and track buying stages to classify the prospect. Businesses can then leverage this data to become smarter about selling by inserting relevant, timely content to nurture prospects and guide buyer behavior.

Additionally, savvy companies are using advanced analytics to build predictive targeting models, identify and engage the RIGHT prospects and inject thought leadership into communities and social networks at the most opportune time. “Sales a s a Service” solutions are completely reliant upon this data to make sales motions more agile, and also to optimize quicker. The more data that can be gathered, the quicker the sales process can be refined.

Generally, the old model of selling was focused around a product, rather than a customer’s experience. However, in today’s emerging market, a cross-channel, customer-focused strategy is essential to successfully interact with buyers. Buyer’s proactively seek out the information they need to advance their decisions through digital and social channels, from peers and from a variety of other online resources. Despite this obvious shift in the way customer’s buy and interact with products and companies, a recent survey found that only 17% of B2B marketers had changed their company focus to customer based instead of product based.

Enter “Sales as a Service.” In the age of “out of the box” solutions and services, no solution can add more immediate impact to your bottom line than prepackaged sales teams. Outsourced sales teams can be a key in helping companies to develop and maintain a more customer-based focus.

To get a closer look at the various elements that make up the “Sales as a Service” solution, click here and download our newest infographic.

After viewing the solution in-depth, a key question to ask is, “do I have the pieces in place to meet the changing landscape of sales?”

Breaking Down the Psychology of Social Selling


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More than 40 years ago, Stanford professor Walter Mischel conducted an experiment now commonly referred to as the “Marshmallow Experiment”. In this experiment a child was placed in a room and was presented with a treat. The child had the choice to either eat the treat now or wait 15 minutes and receive two treats.

This now famous study tested the ability of a child to resist the natural inclination toward instant gratification for a more favorable long-term reward. The children in the study who were able to resist were much more successful later in life and made better life choices.

The psychology of social selling really comes down to building lasting relationships and potentially sacrificing instant insincere sales for more favorable long-term results. Sales are the byproduct of relationships not the other way around. No question that you can pound the pavement and hit your quota; however, building lasting relationships will always produce greater long-term success, even if only realized in the long term.

My wife recently entertained the solicitation of a door-to-door salesperson that cared only about pushing their subscription-based product. The sales person was so pushy that my wife finally relented just to get the sales person out the doorway and on her way. The tactic ultimately backfired as my wife called and canceled the subscription before it ever got started.

SocialSelling-banner1Social selling is not new, it’s just another way of discovering the interests of someone so you can begin a meaningful conversation. When someone is posting their interests and achievements, that’s an open invitation for you to talk to them about it. It comes down to basic human needs: people need to connect, both neurologically and physically. It’s about them, not about you. Allow your prospects to talk and actively listen. When you’re doing most of the talking, you’re not building relationships you’re dictating them.

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Having a hard time trying to figure out how to shift the conversation? Try this:

  1. Get prospects to talk about their success. Ask them about how they got to where they are in their career, their challenges and failures, their interests and achievements. Show that you care about them as a person. 
  2.  I believe it takes most people less than 5 seconds to know your intent. Never present a façade; always be genuine, be respectful, and be witty. Nothing turns the tide of a sales call faster than arrogance and entitlement, (e.g. “Do you know to whom you’re talking? I’m the {insert ostentatious title] from Company XYZ!” – bad idea, wrong attitude). 
  3.  Build relationships based on trust and accountability. Do what you say you will do and when you say you will do it. If for some reason it’s not going to happen, be sure to contact them and let them know what to expect instead. 
  4. Never insult a person even in jest. Never stereotype and make sweeping generalizations about gender or religion. We are talking first impressions here. Be genuine and don’t offend. 

One might think that some of these principles are obvious, but I’m amazed at how many sales calls I listen to where they are simply ignored.

I recently received a call from a company looking to provide salary and cloud based compensation software. The sales rep was personable and interested in me, my role, and even commented that it sounded like I had a cold—which I did. Overall I was intrigued but not that interested until the next day when a package shows up on my desk. Opening the package revealed a box of herbal tea with a note, “Thought you could use this, hope you get feeling better”. I went from slightly interested to very impressed and all it took was a simple gesture from the sales person that said, “I care about you as an individual not just in your business”.


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So what is the profile of a good social selling rep (SSR)? Where SSR’s are valuable resources across the entire sales funnel, the most value will come in qualifying leads and setting appointments. Look for these qualities and you’re sure to succeed.

  1. Personable—good communications skills, both written and verbal. 
  2. Genuine—a “people person”, one who loves to talk, listen, and is interested in others. 
  3. Empathic—not just sympathetic but has the ability to do things that make a difference in others. 
  4. Determined—loves a challenge and will face it head on. 
  5. Passionate—enjoys taking notes and recording the subtle details not just the summary. 
  6. Witty—quick on his or her feet. Someone who is ok with a “no” but willing to try another angle before just giving up. Thinking on one’s feet is not often a skill that is taught but a personality trait that’s possessed by a select few. 
  7. Unique—uniqueness (not uniformity) is what stands out and demands attention. 
  8. Persistence—willing to keep trying. Thrives on a challenge. 

If you truly care about an individual and what they are interested in, you will always succeed in your sales career. It takes effort and, most of the time, multiple outreaches to someone to really show them that you care. But watch out, you may also develop some life-long friendships along the way.

The Psychology of social selling is about developing real relationships and caring about the individual and not just about the sale. It comes down to hiring the right people with the right personality, then teaching them behavior that will drive real results.

SocialSelling-banner3I’m convinced that it’s the right move for any business but don’t just leave it up to chance—measure it, test it, and, ultimately, adopt it.

“I Love It When Retail Brands Ignore Me.” – Said No Customer Ever.


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In 1995, Gary Chapman published a book called “The Five Love Languages.” This book highlights five common ways individuals express their commitment and loyalty to their loved ones including giving gifts, spending quality time, sharing words of affirmation, planning acts of service, and providing physical touch. Love languages need to be nurtured in different ways, in order to show you care.

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Harvard Business Review highlighted that companies should pursue emotional connections with their customers as both a science and strategy. The article titled, “The New Science of Customer Emotions,” stated, “Although brands may be liked or trusted, most fail to align themselves with the emotions that drive their customers’ most profitable behaviors. Some brands by nature have an easier time making such connections, but a company doesn’t have to be born with the emotional DNA of Disney or Apple to succeed. Even a cleaning product or a canned food can forge powerful connections.”

As an integrated marketing professional of 10 years, I often apply the “love language” approach to my own strategies in creating interest and engaging conversations with target audiences. Do my clients know I appreciate them and hear my thankfulness expressed often? Do my customers have face-to-face interactions with the products I support to tangibly hold and interact with their services? Here are three of these love languages to best highlight and gain recognition for your brand, while ensuring your customers feel appreciated.

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In a Google Holiday Consumer Intentions Study, 80% of retail shoppers reported they still prefer to experience a product in-store before buying. Another 50% of shoppers stated that they research products online, but still purchase items in store.

It’s important to provide tangible touch points to help move shoppers emotionally. Give them a hands-on experience to discover, understand, desire, buy, and love your products and services. It’s one thing to read about a product online, but it can mean love at first sight to actually see the product in action! That face-to-face, hands on experience, can be the customer’s deciding factor between cutting the conversation short or taking the product home.

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In 2014, 80% of all sales took place in-stores. Only 6% were through e-commerce, and half of those were ultimately transacted through a brick-and-mortar store. Consumers are more aggressive than ever in their search to find the best bargains, deals, and ideal products for their shopping needs.

Retail associates are the key! These reps are your loving “boots on the ground” armed with knowledge and product expertise that can assist in wooing a shopper to become your customer. Educating a retail sales team on the features and advantages of your product is like arming reps with retail cupid arrows. It empowers in-store employees to validate the customer’s questions and either reaffirm or redirect interest to making the right purchase. Reps are the last contact customers have before the sale, prepping them with these tools can successfully help them promote your brand amidst that final courtship of any lovers quarrel between other competing products.

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Everyone wants quality time with the ones they love. For a manufacturer, this equates to cozying up to a shopper at an experiential store event. Experiential events are designed to create and combine tactile sensations and emotional resonance with consumers. Shoppers are emotional and rational beings who look for experiences and interactions every day, and not just with other people. They seek out these experiences with brands, products, and retailers.

A recent study conducted on the effectiveness of experiential events for an automotive brand demonstrated the power of an experience. Following an event, 67% of attendees said that they now considered the automotive brand to be a trustworthy manufacturer as a direct result of their experiential activity, while 86% said they had a more positive opinion of the brand. When asked if they would consider purchasing a car from them, 58% of attendees said they probably would.

Creating an experience that makes people feel good, valued, and appreciated is the key to their hearts. By combining an opportunity to interact with your product, with an atmosphere that is built for the product, you win on every level.

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In closing, customer loyalty increases by strengthening their confidence in your product, offering, or service. This loyalty drives your customers to buy time and time again. So to help your customers feel loved, make sure you are speaking their “love language.” It’s all about their experience. Work to address the way your customers are seeking appreciation, validation, and interaction with your products. Turn their brand awareness into brand advocacy, and help spread the love.

Are You a Burden on Your Partners?


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Back in 2011, while writing one of my first white papers on partner enablement, a seasoned channel colleague told me about the three elements a manufacturer must provide to its partners in order to make them successful.callout-1Since that conversation, the channel has seen many changes…again. Four years seems like a lifetime ago in terms of the channel, but those three elements have always stuck in my mind; and they are still sound rules to live by.

So as we head into 2016, let’s revisit one of these three simple rules based on what I’ve been observing with our clients. Let’s talk about what it means to be “easy to do business with” so you don’t become a burden to your partners.

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Whenever someone asks me to explain the channel, I always feel I need a whiteboard and three or four colored markers to draw it out for them. It’s not a simple task. But if you have a good product or solution, and you have a loyal set of partners, it doesn’t take rocket science to build revenue. If it is priced well, has a competitive advantage in the market, you’ve done your job to properly incentivize partners and show them how to sell it, your offering should move.

But the truth is, the channel has NEVER been easy and it will continue to get MORE complex. What starts out as a well-conceived and well-executed solution quickly becomes encumbered by complicated deal registration systems, convoluted MDF procedures, a difficult incentive model, and the daunting task of bundling multiple vendors into one alliance.

What started out as a great idea is now buried by layers of programmatic sediment weighing down your program and your partners.

Simplify! We gain sales and partner loyalty by not just building a great solution, but by creating a channel program that is easy to navigate and does not add unnecessary weight to a partner. I won’t try and solve any problems with this post, but there are a few simple points to think about – which should form questions in your mind and expose the real problems.callout-2Three simple questions, but simplicity is the key to being easy to do business with. If you have to fumble and stumble over your answers to these simple questions, you just might be a burden. You probably need to have a strategy session.

Building partner sales and loyalty is a complex process as it is. The manufacturer has to continue to introduce innovative approaches to enable partners.

With a sea full of partners with limited attention spans, manufacturers who act strategically, actively enable their partners, and respond to their needs will win both wallet and mind share.

7 Must-haves to Enable your Direct Sales Team


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Technology over the last five years has integrated into nearly every aspect of our lives, and it’s not just coming from Silicon Valley anymore. It’s spreading (some may think like the plague—thanks mom), from New England based start-ups to the newly termed Silicon Slopes of Utah. Huge surges of technology start-ups resembling the dot-com days have emerged. Everything has become more efficient, better integrated, and dare I say more complex. Especially as we start talking about direct sales teams.

Whether you’re talking inside sales or outside sales, account based selling, or consumer sales, the complexity of setting up an efficient “knock your socks off” sales team can be difficult and complex. Lets explore some must-have technologies and the keys to drive “real ROI.”

Tell me if you’ve heard any of these words from your executives over the last year: automation, acceleration, predictive, attribution, prescriptive, data viz, modeling, alignment, etc. the list goes on…If you have, you may be experiencing symptoms of stress, blurred vision, neck pain, or fatigue. They are looking for answers and demanding results. Technology has come a long way over the last few years and if your sales team hasn’t evolved you’re behind the ball.

Let’s break it down: Think integration, think automation, think acceleration, and think accountability, and we’re off to a great start.

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  1. sMarketing - An integration and alignment of Sales and Marketing from both a vision and technology perspective.
  2. CRM - A robust hub of data commonly referred to as a CRM—call me a nerd but I prefer a multi-relational database.
  3. Marketing Automation - A system for automating outreach allowing for prospects to be targeted, nurtured, and prioritized.
  4. Predictive Tools – We’re talking predictive dialers, robust forecasting, modeling, neuralytics, and predictive/prescriptive analytics.
  5. Sales Automation - Gone are the days of a cubical farm of dialers hitting every number in the phone book. Your message needs to be thoughtful, on-point, and prescriptive. Let’s talk sales enablement, sales efficiency, sales coaching, and automation. This technology enables your sales rep to be efficient and on-target.
  6. Social Selling  – An informed team with ties to social media tools and online media to aggregate the pie in your face data coming at you every second from every angle—just try to keep up, “I dare you.”
  7. Prescriptive Results - What we used to call diagnostic reporting or data collection has evolved and now requires thorough analysis, modeling, and prescriptive business intelligence with result driven analysis. We not only need to show what we think will happen, we show how changing just one variable in the complex direct sales formula modifies the end result.

The old man on the block these days is Marketing Automation—experienced, proven and robust. The new kid on the block is Sales Automation—up and coming, with the biggest potential for improvement in efficiency and cost. We are not talking “old and busted” vs “new hotness”, but taking the best of both to lower cost, increase ROI, and drive results.

Gartner predicts that the CMO will spend more on technology by 2017 than the CTO. Based on current trends in sales technology, I predict that the CSO (Chief Sales Officer) will also outspend the CTO by 2017. Keep an eye out for shifting budgets over the next few years.

7MustHave-WhereDoIStartHire a skilled professional or an outsourcing SaaS (Sales as a Service) company with a track record of results. Take a look at these companies that are changing the game in direct sales: LinkedIn, Insidesales.com, SalesPredict, ClearSlide, ToutApp, Yesware, Salesforce, Marketo, Pardot, Eloqua, InsightSquared, LeanData, Hootsuite, FrontSpin, and ConnectAndSell—to name a few.

7MustHave-Callout2Remember, leverage experts and don’t try to do it alone, but beware of “shiny object” syndrome. Meaning make yourself aware of new technologies and make changes as appropriate, but don’t chase everything just because it’s new. The key to measuring ROI across your entire direct sales funnel is consistency—you can’t measure something if the foundation keeps changing. Leveraging a robust technology stack all the way through the sales funnel is key to “real ROI”—it’s possible, it’s here, and it’s what your executives require, so make it happen.

Expand Industry Knowledge through Insights Brief


With so much on our professional plates, it can be a challenge to keep up with today’s fast-paced tech industry. MarketStar’s Insights Brief is a short email that contains relevant articles and insights regarding trends in the industry, making it easier for you to read what matters most.

If you would like to receive our Insights Brief, sign up by selecting one (or more) of the channels below:

Keep an eye out for your first Insights Brief, and happy reading.

It isn’t you, it’s me. Retail has changed and are brands losing out?


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Most people have heard those words at one point or another in their lives. When it comes to the love triangle of retailers, brands, and customers, is the customer choosing competitors or retailers over your brand? After building retail solutions for five years, I’ve learned that the new face of retail isn’t about selling the customer the items you want, it’s about selling the customer what they want.

Retail was once an unshakable distribution standard, but now it’s an omni-channel experience, where purchases are made wherever they are convenient. It was once consistent and reliable, but mobile Internet came along and online sales grew at a dizzying rate. Insiders were convinced that the death knell for retail had been called. But did you know that online sales have never surpassed brick-and-mortar retail? That’s right, never.

In 2014, 80% of all sales took place in stores, while only 6% were through e-commerce, and half of those were ultimately transacted through a brick-and-mortar store.* What’s more, the rate of online sales growth per year is slowing down at an incredible rate, indicating that retail and e-commerce may be stabilizing into a form of synergistic equilibrium.

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Retail isn’t fading into obscurity, it’s evolving to match the customer’s tastes, lifestyle, and access. Retail is no longer a fixed experience that can only happen one way, it’s an experience consumers decide for themselves. Retail is now everywhere and everything.

What matters now isn’t where you get the product, but how you get the product. Smartphones have created a limitless gateway for customer interaction, the key is making sure customer eyes and screens stay on you. This isn’t lost on retailers, who have begun using big data to better reach customers. These retailers aren’t as concerned with which brand customers purchase, only that they make a purchase. Brands and retailers each see the customer as exclusively theirs, often with differing marketing messages which can confuse customers, who ultimately purchase based on value and convenience over loyalty.

All of a brand’s efforts can culminate in a competitor’s product being sold in the last moment of sale, because the customer’s eyes are inevitably on the retailer right before purchase. It’s like taking your date to Prom, and having your date leave with someone else. The retailer knows what the customer wants from the minute they walk in the door, and thanks to big data, they often know where they are in the store, and what might entice them to pull the trigger today. All the customer needs is a nudge, and now your date is theirs.

So what can you as a brand do about it? Your first step should be to shore up your customer engagement model. Rather than rely exclusively on former customers and sales associate recommendations, or new signage and merchandising to draw the eye, you need to actively engage the customer in a direct motion that appeals to their sensibilities. This includes sales events, demonstrations, awareness campaigns, gamification, data execution, re-targeting, and engagement platforms that provide meaningful direct interaction. You need to woo your customers and make them feel special at all times, otherwise they will move on to the next relationship.

Not-you-callout2This is why it’s so important to be aware that the retail channel isn’t just a destination. It’s the entire journey. You need to make every effort to ensure your customer leaves the dance with you, and isn’t distracted by what the retailer or competitors may offer. You just need to adjust your strategy to be where they are, when they need you to be there, and if you do it right, you won’t hear them say: “It isn’t you, it’s me…”

*Brick-and-Mortar Retail Is Alive and Well, Strategy-Business.com, 2015

Do You Enable Your Partners for Success?


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We are currently seeing a very interesting trend within the partner channel – the need for enhanced enablement. Our view is unique because with so many great clients, we have a very broad vision of the channel as a whole. We are positioned to see emerging trends, and quite honestly, we are able to anticipate how the channel needs to evolve.

The biggest part of this constant evolution is how much more the partner seems to be dictating the terms of the partnership. The pendulum of power has swung from manufacturer to partner and it’s interesting to see how our clients are reacting to this.

Not long ago, manufacturers were clearly out front in the relationship and driving the channel value propositions. They created a strong channel program, partners hitched themselves to this flagship platform and that’s how they did business. They relied on one large manufacturer to be their lead product and they took full advantage of discounts, rebates, and MDF. Everything else just became a part of the rate card and everything ran relatively smoothly.

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Partners have moved to building a solution that includes many products and services. It’s not just a one-brand install any more. It’s a cloud solution with a security layer and cloud storage, mobile devices (with service), thin clients on-site with virtualization software, and an integrated communications piece to bind it all together. It’s a more complex (and at times, convoluted) solution, and rarely does one large manufacturer dominate the message. So with large manufacturers being just a part of a more diversified solution, what makes THEIR program so special? What makes them stand out with the partners?

It all comes down to enablement – and not just enablement on YOUR products and YOUR programmatic systems. Provide them with a marketing and demand generation engine.

It’s time to be the manufacturer that truly enables the solution-selling partner. We are talking about enablement that drives pipeline and sales, not just knowledge and incentives. The trend is to provide a program that generates leads (not lists…actual leads), self-serve automated marketing platforms, ready-made marketing campaigns, and concierge support.

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Many manufacturers have struggled with generating demand in the past, and it’s always been a headache for partners. But in the age of cloud solutions and a new recurring revenue model, customer demand has rocketed to the front of the pack of priorities. The way we see it, it’s a great opportunity for the manufacturer to be the vendor that enables this practice. Make YOUR enablement platform the weapon of choice, and seize the opportunity to be the most valued player in their complex solution.

Many vendors are moving in this direction, some are not. Several have recognized this glaring need and they are not just ready to change, they are turning to us to help them enhance this enablement. Some of these vendors have recognized this, but are a bit paralyzed by their lack of know-how and organizational flexibility. And a few others have not recognized it yet and continue to overlook the situation.

We see all three cases, so we are speaking to all of our clients (and non-clients) about how we can generate true demand for partners and build a “through-partner” marketing platform. The question is, how are you enabling your partners?

Are you the manufacturer that enables, or is your head still in the clouds (no pun intended)?

 

The MarketStar Enabled Inside Sales Rep


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Every company needs to acquire new customers and strives to increase sales. For many years, sales reps have relied on their instincts and dedication to close sales, spending hours researching new prospects, making hundreds of cold calls every day trying to reach the right decision maker, devoting weeks working a potential client, and even driving for miles with hopes of scheduling an appointment. Although all these activities help generate sales, they can leave even the most dedicated employee overworked and frustrated.

Today’s technologies present huge opportunities to improve efficiency and productivity for sales teams by helping them be successful while keeping them motivated and more satisfied. Sales processes that once consumed hours of reps time, are now streamlined to deliver better results by targeting the right prospects, with the right message, at the right time.

This infographic shows how MarketStar enables inside sales reps with the technology necessary to increase your sales and maximize your ROI.

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