Doubling your business in 2010: The December Strategic Sales Planning Series for Small Business

As we begin November, I have just one question for you: Has 2009 been better, worse, or about what you expected?

In January of this year, Microsoft published

the results of a survey they conducted in

December 2008 showing that 60% of small

business owners said they believed 2009 would

be better than 2008. 37% were worried about this

year, but believed their businesses would survive.

What has your business been like this year? What did you do differently that may prove to be the difference between surviving in 2010 or shutting your doors? Practically every business owner we speak with who has had a successful 2009 made some sort of change in their sales and marketing efforts in the past 12 – 18 months. In most cases, part of it was due to the economy, and in many cases, it’s simply because that’s what intelligent business owners and managers do to continue to grow.

What are you doing for the remainder of this year and in 2010 to be stronger, grow revenue, and boost your profitability? Regardless of how 2009 has been for you thus far, if you master the critical strategies detailed below, you can finish strong this year and build a rock solid foundation for a better 2010.

Introducing Speed To Revenue's ...

December 2009 Strategic Sales Planning

Series for Small Business

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| Creating your Revenue Growth Plan |

We had to get creative for our small business clients, harvesting only the most effective concepts from our core modules that yield the greatest results in the shortest amount of time. When delivered, it will be like drinking Speed To Revenue "concentrate." Just add brainpower!

To get from "intuitive" (this feels right - this should work) to "intentional" (this feels a bit unnatural, but it’s predictable, repeatable, and consistently drives the desired results), and grow profitably at an accelerated rate - and sustain that success - proven systems and processes must be learned, implemented, and executed. Additionally, common mistakes must be avoided.

For four straight weeks (December 1 through December 22), every Tuesday morning from 7:45 AM to 10:00 AM, 15-20 fortunate business women and men will participate in the following elite program:

• Week One: Creating Competitive Advantage | Boost!

• Why creating competitive advantage is always the first strategy to be executed.
  
• Evolution vs. Revolution: What's the difference, and why is it important to me?
  
• Uncovering the one piece of information that can make you rich.
  
• Designing your unique, "Profound Declarations."
• Gain critical understanding of the link that exists between marketplace distinction and charging a premium for your products or services.
  
• Learn who to pay more attention to, your competition or your customers, and why.
• Obtain the top 40 competitive advantages that many company's have built their winning brands around.

• Week Two: Marketing Basics | brandSweep

• Learn how to effectively communicate your unique competitive advantages.
• Right Brain vs. Left Brain: Why creating a strong brand is far more valuable than having a "better" product or service.
  
• Why mass advertising proclaiming your greatness and excellence has very limited effect, and therefore a poor ROI. Learn what to do instead.
  
• Social Media de-mystified: LinkedIn, Facebook, Twitter, Blogs - can they really drive business?
• Develop your marketing plan, marketing calendar, and ensure strategic synergy with promotions and other initiatives.
  
• Develop the power of giving before receiving: Education-based marketing (e-newsletters, seminars, workshops, and training).
• Harness the power of the Internet to drive business (websites, email marketing, affiliate marketing).
  
• How Cause Marketing can halo your sales efforts and generate revenue.

• Week Three: Consultative Selling Skills | Winning in the First Third

• Why working within an effective Sales Process can double sales.
  
• Learn the secrets of research that puts you in a position to close sales - in the first five minutes of the sales call.
  
• Design questions that create strong rapport, engage the prospect, differentiate you, and get them to convince themselves - all resulting in higher sales conversion ratios.
  
• How to eliminate cold calling, replacing that ineffective strategy with higher ROI activities that result in more qualified leads.
• The Tools: What "Sales Performance Management" is, and how to use it to stay on track, and ultimately win.

• Week Four: Building your Strategic Sales Plan

• Using Speed To Revenue architecture, complete formal planning documents for Revenue Growth Forecasting, Competitive Advantage, and Marketing.

Wait, there's even more! You will also receive:

• One free hour of post-workshop consultation with Sean Stormes: Phone, email, and in person. He will not leave you without a life preserver, or more accurately, a revenue growth coach.
• A free refresher session in February 2010 to share successes, challenges, and ideas with your peers.
• A free copy of his upcoming book, "PowerGrowth: Creating the Lifeblood of Business"

| Investment and Deadline |

• The investment is only $789 for this four-week Series. Considering that these comprehensive workshops and customized solutions routinely run between $10,000 to $60,000 for larger companies, and that "Sales Training" franchisees charge annually between $15,000 - $20,000 for only one of these strategies (and they'd milk you for years and within the confines of a contract), this offer is one of unprecedented value - appropriate for the times.

• Pay via Paypal (use email address sstormes@kc.rr.com) or by check/money order. Checks/money orders should be made out to "Speed To Revenue," and sent to: P.O. Box 861185, Shawnee, Kansas 66286-1185. Additionally, please send an email to sean@speedtorevenue.net once your payment has been sent.

• Payment must be received in full no later than November 25, 2009. Seating is not reserved until payment is received in full. No exceptions, please.

• While seating has been reserved for early entrants, availability is now limited. Contact us immediately to reserve your place.

• Please call Sean Stormes at 913.486.0762 with any questions.

Please share this offer with any small to mid-size business owner or executive who might benefit from this powerful program series. If you refer an attendee, we will discount your fee 15%!

| Logistics |

• When: Beginning Tuesday, December 1, and ending Tuesday, December 22, participants will devote 2+ hours each morning from 7:45 AM to 10:00 AM. There will be a small amount of homework each week.

• Who: Sean Stormes - Speed To Revenue founder, Chief Growth Strategist, popular Kansas City Business Journal "Sales Academy" columnist, and 27-year rainmaker for Fortune 500 firms and small to mid-size companies will lead each session.

• Where: First Watch restaurant, Shawnee Mission Parkway and Nieman Rd - just west of I-35 and Shawnee Mission Parkway.

| Your Coach |

Sean Stormes founded the only Strategic Profitable Revenue Growth company on the planet whose concepts are rooted in the proven methods of Dr. W. Edwards Deming, the famous American statistician and efficiency expert who taught the Japanese how to create high quality products at lower costs, allowing them to capture the lion's share of many lucrative markets worldwide.

Mr. Stormes is the creator and author of "On Competitive Advantage," a popular bi-monthly column in the Kansas City Business Journal, and is a published author. His new book, PowerGrowth, is due later this year. His 27 years in Sales, Sales and Marketing Leadership, Operations, and Continuous Process Improvement for both Fortune 500 firms and smaller companies - where 36,000 hours of experience and research formed his unique concepts - allowed his teams to secure more than $250 million in new business.

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Act now and enroll today! If you do so by Tuesday, November 17, we will send you the business brief, "The Eight Reasons Why Sales Teams Fail." Remember, payment must be received by Wednesday, November 25 to reserve your seat. Any questions, just give us a call. We're looking forward to helping you raise your Sales game and becoming a Category of One!

Remember, the question isn't

whether or not you're doing well.

The real question is: Are you vulnerable?

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We would appreciate the opportunity to help you. 2009 has been good for us so far, but we’re always looking for ways to grow our company, too. Whenever you or your Clients want to GROW a business, please call Speed To Revenue!

Here's to your success!

Sean Stormes | Founder & Chief Growth Strategist

Speed To Revenue LLC

Creating Competitive Armor for Smart Business

What materials are your sales funnel constructed from?

Some of you reading this might ask, "What the heck does that question mean?" Fair enough.  Here's the explanation:  All sales managers and senior executives are obsessed with the current state of the pipeline, i.e. sales funnel.  Whether stratified by salesperson, team, district, or region, the top brass wants to know about the progress of the larger opportunities.  Seems logical.

Unfortunately, it's left brain management thinking.  The more important, higher ROI strategy is to ask, "What is our funnel manufactured from?" Picture an actual funnel drawn on a white board - wide at the top, smaller at the bottom - and opportunities are tumbling in from above, with the "wins" flowing out through the bottom.

But what of the funnel itself?  Has any thought ever been given to its construction?  Is the funnel merely a metaphor for an actual pipeline built in Excel?  As I said in the September 25th edition of "On Competitive Advantage" in the Kansas City Business Journal, it is the customer who confirms that your carefully crafted profound declarations create an emotional connection, and possess the "right stuff" that cause people to inquire (a lead) or actually buy (a sale).

Therefore, the "materials" with which to build your sales funnel is the Voice of the Customer.  If it's just an inanimate object, or a symbol who's only purpose is to dump opportunities into, you're missing the point.  The funnel should be made out of VOC materials.  Then the primary discussion moves to one of your company's real Competitive Advantages versus how many opportunities exist - the size and sheer volume of them - and where they are in the sales cycle.

If the funnel is built from VOC materials, then the quality of opportunities tumbling in - and the speed in which they convert - improve significantly. Resist the urge to be traditional, to be an "occupant" residing inside your pipeline.  

Rather, be a funnel "carpenter," a "pipeline architect" - using only the highest quality VOC materials.

What type of leadership works best: Fear, Money, or (it's a surprise)?

In the September 11, 2009 edition of "On Competitive Advantage" in the Kansas City Business Journal, my column focused on how effective leadership as a distinct, corporate advantage can help win profitable market share. Although I chose Philadelphia Phillies baseball manager Charlie Manuel as my model - read the article, the guy deserved to be recognized - the subject demands closer inspection; more elaboration.

While there are examples of meritorious leadership all around us, including local CEOs like Ink Cycle's Rick Krska (Chief Executive Servant, if that tells you something), and more national examples like Clarence Otis, Jr. of Darden Resaurants (Olive Garden, Red Lobster), the myriad styles of leadership can really be boiled down to how they attempt to motivate the troops.  Much can be determined about a leader's effectiveness based on which style he or she chooses. After 28 years of study, I have found that there are only three choices:

• Fear
• Money
• Love

Here's what perpetuates the fear tactic:  the military and athletics.  Why those environments are different from traditional business settings:  soldiers and athletes don't have a choice. They're in servitude.  You're employees are not. They can rebel in many, harmful ways.  Other reasons why some people manage by fear:  mentors (old school, or just jerks), insecurities, and youth (not knowing any better - too many Hollywood movies). 

Either way, the effect is short term, and it's just plain wrong.  Dr. Deming was right, and is still right.  As I always advocate, simply read his 14 Points for Management.

That brings us to money.  First, multiple studies have been published that show how money doesn't truly motivate, that it has no staying power.  In fact, employees would prefer time off as reward and recognition.  Money does not result in increased performance or employee loyalty.

Which puts us at the doorstep where only the truly intelligent leaders reside. They've figured out that there's only one way to win the battle for the hearts and minds of their people :  Love them.  The ROI is staggering.

Fear will eventually drive people away, especially your best and brightest.  The cost of that exodus is astounding.  Consider the amount of money spent on training, and the cost of replacement, to name just two large expenses.  And motivating with money can be a slippery slope, a la Pavlov's Dog.

Love?  Now we're getting to something near and dear to my heart:  Inspiration. That's right, the other two tactics cannot inspire the way real caring can.

Ken Blanchard, the NY Times best-selling author, has been quoted as saying, "The key to successful leadership today is not authority, it's influence."  The most effective way to influence people?  Love, nurture, mentor, coach, and develop them.

You can't make withdrawals if you don't make deposits.  Ask yourself, "What kind of bank am I running?"

The one question that determines your company's future

Like many business people, I'm in a never ending search for phrases, anecdotes, or questions that can boil a particular important point down to its core.  Brevity, assuming a strong message, correlates directly to the degree of comprehension.

As I was reading my new favorite book, "War in the Boardroom," by Al and Laura Ries, a question jumped off the page and struck me in the schnoz, as if to say, "FROM NOW ON, THEE WILL ONLY USE THIS QUESTION WITH WHICH TO MAKE YOUR POINT."

The question I ask you, the business owner or top executive, is:  Do you charge a premium for your products and services?

If you do not, you are a commodity.  If you are a commodity, people in your company are selling on price because it's the only real differentiator they have, and especially in this economy, consumers - like the largest and meanest of Great White sharks - can smell this kind of blood from a mile away ... and they will beat you to a pulp.

If you can't say to a prospective buyer, "The reason why companies choose us over our competitors is ___________ ," and back it up with facts (proof) and customer testimonials, you're dead; if not today, soon.  Nothing in life is static - you're either getting better or falling behind.

It's a death spiral.  If you're a commodity, you're selling on price.  If you're selling on price, then margins are eroding.  When that happens, profitability tanks.  And when that happens, you go down to Sign Pro and order a half dozen "Going Out of Business" signs.

To survive and thrive - other than reducing cost without compromising your customer experience - businesses must harness all of the creative energy they can muster, learn how to design some real marketplace distinction, and get on with the business of achieving real profitable revenue growth.

Then, and only then, can you charge a premium - proof that you've successfully differentiated your company from those who are Ordinary and try to survive on Sameness.

As Mr. Ries and his daughter say in the book:  Are you competing on "Pricing" or "Branding?"

Can a salesperson achieve real Competitive Advantage, even if their company does not possess marketplace distinction?

If you're in sales, and you've figured out that your company truly has no marketplace distinction - you'll know because you're bidding, being asked to "sharpen your pencil" often, and the job is an absolute daily grind - you're probably wondering, "Is it possible that I can have a Competitive Advantage, even though my company does not?"

The answer is "Yes."  Here's why:  since most companies have no differentiation in the marketplace, at least meaningful differentiation that the customer views as remarkably beneficial, then salespeople are competing on an even playing field.  Sameness rules the day.

All you have to do is figure out a slam-dunk answer to this question:  "What makes you, the salesperson, clearly different and more valuable - to your customers - than those whom you compete against?"

Incorrect answers include "I work harder," and "I'm highly visible and accessible" and "I'm far more knowledgeable" and "I have strong customer relationships."  Those are Features, and customers don't buy Features (they don't buy on interest, either - they buy on Need).  They are also far too generalized - weak cliches - and Competitive Advantage is often expressed numerically.

Instead, figure out what the customer Benefit is for each of those Features, and begin to position yourself accordingly.  For example, if your product knowledge is regarded as "expert" status, create an inexpensive website that displays how that knowledge has saved customers real time and money (be very specific - use numbers), or how you've helped companies improve top line revenue and profitability, or maybe customer satisfaction.

Maybe you possess far better vendor relationships than most, the kind of relationships and vendors that customers almost always Benefit from.  Could you become known as "the one salesperson who can get the Factory Rep. to a customer faster than anyone else?"  Or your internal company relationships are so strong that getting your shipping, operations, fulfillment, accounting, or operations people in front of customers has yielded great benefit.

Try saying this to your three best customers:  "Mr. Customer, I am going to totally reinvent myself into Robo-Salesperson.  I'm going to set myself apart like no one before me ever has. Can you help me think outside of the box?  What does your Super-Salesperson look like? Behave like? What does he do that would compel you to buy from him vs. anyone else?  Please, help me design and mold the Greatest Salesperson Who Ever Lived!"

Additionally, very inexpensive brochures can be made at FedEx-Kinkos showing off even more of your "stuff."  Better yet, write articles for local industry association newsletters, newspapers, or magazines.  You'd be surprised how many are looking for strong industry knowledge.  Get on public access television, or a local radio show, as they are also seeking expert guests.

Then be sure to tell all of your customers when and where you will be appearing.

Personal example:  When I went out on my own, I asked the same questions of myself.  People now know that I am a published author, own this valuable blog, that I appear every other week in the Kansas City Business Journal (the "On Competitive Advantage" column), and that I possess 36,000 hours over the last 25 years  in my area of expertise.  And, as my client list grows, I will also tout that.

The point is ... be different!  Don't be the same old, hang dog-looking, tired, cold-calling, run of the mill, business-as-usual Order Taker.  Once you develop your Competitive Advantage, live it. Allow it to be your calling card, your elevator speech.  

Make your customers see you differently, and you will see a dramatic decrease in being asked to lower your prices, and a measurable increase in profitable revenue growth.

A new take on an old adage

As we've heard a thousand times before, the definition of insanity is:  doing the same thing over and over again and expecting a different outcome.  Or as an old boss used to say, "If something isn't working, don't do it harder."

Yet one of the most perplexing fixtures in business is how the Sales organization is still held primarily accountable for a company's profitable revenue growth ... often with no discerning Competitive Advantage; no marketplace distinction.

As a 27-year senior leader of B2B sales teams at the branch, district, regional, and national level, allow me to let you in on a dirty little secret:  the reason why companies plow so much money into sales training, CRM systems, entertainment budgets, sales consultants, sales conferences, a never-ending carousel of Sales leadership, and the plethora of other processes that are designed to support the Sales effort and enhance sales results is because ... drum roll please ... they have no Competitive Advantage.  In top management's mind, what else are they supposed to do to drive top line revenue?  That's the Sales organization's job.

Nothing could be further from the truth.

Most companies have regressed to the point of commoditization, either having no differentiation or uniqueness to offer or exploit, defaulting to their Sales (and sometimes Marketing) organization as the group tasked with growth. What?

This is the new definition of insanity. 

Please understand that the recession has exposed most salespeople as "One through Fours" as I call them, meaning:  Order Takers (1), Technicians (2), Customer Service reps (3), or Problem Resolution Agents (4).  They are not "Level 5" Business Development experts.  Additionally, consider that if most businesses are down 20-40% right now, it's logical that each still has similar market share as before, it's just that the total available pie is smaller.  

Why isn't anyone growing market share?  Answer:  Sameness, including the skill level of "salespeople."  Why aren't more companies launching Competitive Advantage initiatives, knowing that it is the only strategy that can deliver the goods?

Additionally, many companies are also being exposed as having no real distinction in the marketplace.  Very few are growing - or know how to - and therefore it becomes a game of "who can survive the longest" by cutting cost and attempting to remain profitable.  Huh?

Let's get sane, shall we?  Throw a Competitive Advantage "blanket" over your business and watch the dollars roll in.  Forget about all of that other stuff for now - you'll have more money later to pay for it.

How one motorcycle company excels while others flop

I recently received an email from a good friend, a colleague who is easily one of the most progressive, brightest people I know.  His name is Michael Combest. The following is an unedited copy of that email.  He rides a Buell motorcycle, and has a very good reason for choosing that brand.  

As always, Marketplace Distinction is the only strategy that cures what ails business (not more Sales Training). Notice how many times the word "first" is used.  Very powerful stuff.

Enjoy:

By Michael Combest -

In a world of "me-too-ism" or "stealing from the best" Buell motorcycles are real innovators.

• The first with upside-down forks on a production bike.
  
• Creator of mass-centralized engineering.
  
• The first with split radiators.
  
• The first with under-slung exhaust.
  
• The first with rim-mounted brake rotors.
  
• The first with gasoline in the frame.
  
• The first with oil in the swing-arm.
  
• 1203cc air-cooled sport-bike.
  
• The hands-down deepest supporter of privateer racing.
  
• American manufacturing.
  
• Bikes that turn and are being sold out of Harley Davidson dealerships! What the?!!
  

These guys are not paying attention to what the competition is doing.  Buell is too busy providing the future ideas that the competition will be copying.  In its 26th year, Buell is still not paying attention to what is happening over the fence, they are doing what they think is the best thing to do.   Buell is innovating.

Yes, this is the bike I ride; 25,000 miles last year.  I want another one - best bikes on the planet.

This is a case study in doing the right thing by your own business ethic.