James W. Obermayer Feed

Social Media Ethics, And Yes, You Can be Fined by the FTC

Podcast-showcard-barnes Joe Barnes walks into businesses, for profits and non-profits, and asks: “What’s your social media policy?” The usual response is, We don’t have one, or “Go talk to marketing about that.”   And that's what drove the creation of his new book, “Social Media Ethics Made Easy: How to Comply with FTC Disclosure Requirements.” 

In his travels he realized that nearly every business and organization he walked into, no matter what size, did not have a written social media policy, nor did they clearly understand or even know what the Federal Trade Commission requires in the way of disclosure. That’s why he wrote his book: “Social Media Ethics Made Easy: How to Comply with FTC Disclosure Requirements.” The book is available from Business Expert Press or on AmazonDigtal3000.net

Our host today is Matthew Cummings.

About Joe Barnes 

Joe Barnes is a highly sought-after digital media marketing strategist, conference speaker and trainer. He consults on major media, social/digital media, strategic communications, public relations, and marketing initiatives. His clients have ranged from small businesses to Fortune 500 companies, nonprofits and leading government agencies. Joe understands and leverages consumer insights to provide solutions and ideas that bridge TV, web, mobile, social media, email, search, advertising, etc., and maximize consumer engagement.

He answers key questions such as how brands are communicated and experienced through digital interactions, and how digital interactions fit into broader customer experiences. Joe is known for his passion for innovation and the customer experience, combined with a sound understanding of consumers, social networks, and brands. As a journalist/storyteller he has led teams that have won countless Emmy® Awards and the prestigious Edward R. Murrow Award for Outstanding Journalism. He’s an educator at Seattle University; has an MA Degree; is quoted in two books; is on several boards; and is a certified Leadership Trainer.

Contact Joe Barnes about speaking to your group: joe@digital3000.net

Social Media Ethics Made Easy: How to Comply with FTC Guidelines

Kindle Edition

 
 
 See all 2 formats and editions

You Still Have Time to Turn Around Failing Sales to Make Quota

This ebook is the most popular on the Sales Lead Management Assn., and Funnel Media Group sites.  

‘How to Turn Around Failing Sales’ - Ebook

56reasons-coverAuthor and publisher James Obermayer discusses 56 reasons companies fail  to reach sales forecasts and what to do about them.

The Funnel Media Group (FMG) has released an ebook entitled How to Turn Around Failing Sales: Fifty-six reasons companies fail to reach revenue forecasts and what to do about them. 

The author, Funnel Media Group Publisher James W. Obermayer, draws on 20 years of experience as the principal of Sales Leakage Consulting, which is owned by FMG. 

He is also the producer for the Funnel Radio Channel programming and founder of the Sales Lead Management Association, all of which are part of FMG.   The ebook, released through the Sales Lead Management Association ( a FMG company) is free, not gated and can be accessed here.

Why it’s Important:

 "Of course, there are many reasons why sales dump at mid-year.  But I have found these 56 to be the main causes of sales failure. Some have are easy fixes, some are things to avoid, some are long-term fixes, some cost money, and some simply require policy or rule changes and common sense. Most can have immediate impact."

James  W. Obermayer

This ebook is unique.  It not only lists 56 ways to turn around failing sales, but also grades each tactic with ascending dollars signs from one to five to indicate the ROI that can be expected by addressing the issue.   Offered as a PDF form, the ebook allows the reader can fill in spaces to assign a specific problem area to a named individual, with a place to enter the date by which the reader wants the issue fixed.

How to Turn Around Failing  Sales, also references books and white papers that can assist the reader.  Those referenced did not pay to be a part of the work. 

The work is divided into five sections:

  1. Sales and Management Problems
  2. Marketing Management Fixes
  3. C-Level Management Challenges
  4. Incentive Compensation and Quota Failures
  5. Hiring the Right People: Training and Testing

White Paper Title: How to Turn Around Falling Sales

Subhead:  56 Reasons companies fail to reach revenue forecasts and what to do about them.

Length: 25 pages including photos and illustrations.

Links to other information: Nine

Summary:  This is a list of reasons why sales fail to make forecast from the experience of the author.  It is a fast, easy read that strikes at the heart of sales issues faced by most B2B companies at one time or another in their sales year. 

Readership Profile:

  • CEOs
  • Presidents
  • CFOs
  • Sales Management
  • Marketing Management

ebook Link

About the Author: James Obermayer is the president and publisher of the Funnel Media Group.   He is a four-time B2B book author and founder of the Sales Lead Management Association.

About the Funnel Media Group:  The Funnel Media Group (FMG) owns the Funnel Radio Channel, Sales Lead Management Association and Sales Leakage Consulting.   The Sales Lead Management Association (SLMA), founded in 2007, has 6,900 worldwide members.  The Funnel Radio Channel  (FRC) publishes live streaming internet radio programs (and follow-on podcasts) for at-work listeners.  

 


How to Use the ABM Data You Paid to Gather

In a world where insight about prospects and customers is key to optimizing revenue, putting your data to work as part of your ABM strategy is critical to success. We’re welcoming back a return guest Nipul Chokski to discuss how to utilize data as part of your marketing strategy, and how to build a plan for success.  The host is Pat Morrissey.

Nipul Chokshi,  VP, Marketing Lattice

Nipul Chokshi runs marketing at Lattice and is responsible for product positioning and sales enablement. 

Prior to Lattice, Nipul built and ran the solutions marketing and sales enablement functions at Yammer (acquired by Microsoft in 2012). Before Yammer, he led product management/marketing at Marketo and Merced Systems (acquired by NICE Systems). Nipul lives in San Francisco, enjoys great wine and food, and is an avid runner.

He earned a Bachelor's Degree in Electrical Engineering from Cornell University, and an MBA from the University of California, Berkeley, Haas School of Business.

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Revenue Optimization Radio is hosted by Patrick Morrissey, CMO of Altify.  The sponsor for Revenue Optimization Radio is Altify and is broadcast on the Funnel Radio Channel.


Nothing will spoil a manager’s life like too much truth!

IStock-639045058Actually, Will Rogers said, "Nothing will spoil a big man’s life like too much truth."  Big or small, man or woman, the truth can cause all kinds of issues, especially when it comes to sales lead management.   When the truth about sales lead management policies and procedures are revealed for most companies, it is painful. 

"Just because sales lead management is common sense doesn’t mean it’s common practice."

James Obermayer, author of  "Managing Sales Leads"

To be fair, it’s only right to say that many people don’t know what the truth is when we speak of sales lead management.  I don’t think there is such a thing as too much truth in sales lead management, so I guess it’s time we talked about it. 

I believe there are 14 truths in B2B sales lead management (no doubt more, but I stopped at 14,  you can add some):

  1. Prospects lie. Do not assume they are telling you the truth about anything but “I have issued a Purchase Order in your name.”   Only then, with these words, can you believe that what they are saying.
  2. There is a difference between an inquiry and a lead. Leads are qualified inquiries.  I don't care if Sales Force calls all prospects leads.  They are wrong. 
  3. 45% of all inquiries turn into a sale for someone within one year.  This is known as the Rule of 45 from the book “Managing Sales Leads.”
  4. The time-frame for conversion may be shorter or longer than a year, but the conversion rate stays constant.
  5. Companies that follow-up 100% of their sales leads sell more than those who don’t.
  6. Companies that prove the ROI, or lack of it, for its sales inquiries will spend money on promotions that work and let their competitors spend money on everything else.
  7. A marketing manager who cannot prove the ROI for the lead generating dollars they spend are threatened with extinction.  See item #13.
  8. Marketing management says it isn’t their job to report on the sales lead dispositions.   They’re wrong. When they say this it is a cop-out and an excuse.
  9. Having a CRM system and/or a Marketing Automation system is no guarantee that a company is managing its sales leads.   People manage leads with the tools given to them, software and AI are tools.  
  10. A marketing automation system with follow-up and content delivery can increase sales from inquiries between 300-400%.  Ok, maybe now that Marketing Automation is more common, it is only a 200% increase.
  11. Any follow-up by sales and marketing people increases the sales results.  The greater the follow-up, the greater the sales return.
  12. The vast majority of all inquiries are never followed-up by a salesperson.
  13. Sales managers who won’t hold their salespeople 100% accountable for the sales inquiries and leads given to them will join the marketing managers on the threatened species list.   See item #7.
  14. Inside salespeople have a higher sales lead follow-up rate than “outside” salespeople.  This occurs mainly because of programs such as VanillaSoft which is a sales engagement program.   It forces engagement. 

These are the truths as I see ‘em.  People have said to me that these are just plain common sense I guess they’re right. 

It’s said the truth will set you free; in this case it may prompt you to write a sales lead management procedure document to match the sales procedures policy. document. 

P.S.   Whilst we're on the subject of truth, get a copy of Dan McDade's book, "The Truth About Leads" Published by Onsei and available from Amazon.


Funnel Podcast Channel Line-up August 15

Tweet-dodays-funnelradio-lineup-20190815

Listen live starting at 9 am . Great guests, inspiring tips.

9 am INSIDE Inside Sales by VanillaSoft hosted by Darryl Praill

Guest: Anthony Iannarino
9 Ways for Salespeople to Find Fast Success


9:30 am Revenue Optimization Radio by Altify hosted by Patrick Morrissey

Guest: Nipul Choski
Building an ABM strategy using data


10:00 am WVU Marketing Communications Today by West Virginia University hosted by Cyndi Greenglass

Guest: Susan Jones
How Direct Marketing is Redefining Itself as a Digital Force


10:30 am SLMA Radio by Funnel Media Group hosted by Jim Obermayer

Guest: Pamela Muldoon
Ignorance is no Excuse, Content Does Have a Measurable ROI - Pamela Muldoon


11 am CRM Radio by GoldMine CRM hosted by Paul Petersen

Guest: Keenan
Myths that Salespeople are Taught by Their Mothers


111:30 am Sales Pipeline Radio by Heinz Marketing Hosted by Matt Heinz

Guest: Dan Englander
The Death & Bright Future of Marketing Agencies
Listen live at 11:30 or catch past episodes >


12 pm Asher Sales Sens by ASHER STRATEGIES Hosted by Kyla O'Connell

Guest: Christy Soderlund
Most companies are missing a huge opportunity when using personality assessments.


12:30 pm Rooted in Revenue by Susan Finch Solutions hosted by Susan Finch

Guest: Corinne McCormack, Corinne McCormack Consulting
Get out of your way and create a successful business.


1 pm Road Warrior Radio by Lola.com hosted by Ryan Ball

Guest: Kim Walsh, HUBSPOT
Can Adaptability be Taught?


When to Fire a Low-Performing Sales Rep

Businessman--Fresh-Breath-000020279415_LargeWhen sales are slowing down, the "ghost-pipeline" starts to build as sales reps stop closing out prospects that in ordinary times would be labeled dead.  At this point the pressure is growing on the sales manager to get rid of non-performing salespeople.  

The sales manager will often draw a line and say “Make the numbers this month or you will be fired.”  Most often senior management will step in and say, “But Bob, we only have six reps.  If you fire two of them we are in real trouble.  We’d rather have a poor-performing rep over no rep.”  Hence the ‘bad breath’ versus ‘no breath’ reference. 

Why it Matters:

"...trying to keep a sales representative who is weak, unproductive and misleading delays your recovery.  It takes 4-6 months for a new rep to be productive; you may as well face reality and pull the trigger and get on with it. Find a producer."

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Unfortunately, this forestalls the inevitable and the rep who limps along costs the company more (by being on staff) than they

are selling.  I had a situation once where the rep cost us $6K a month all in, but was only selling $5K.  Management continued to say, “But we wouldn’t even have that $5K if she were gone.”  My response was that we’d lower our sales expense and still make the sale without her.   We finally fired her and used the money on promotions to strengthen lead generating efforts for the remaining reps.  The remaining reps took over her pipeline, which as it often turns out, was worthless.  

In the end there were more leads to go around and the remaining sales representatives appear to work more diligently.  As Samuel Johnson said, “Depend upon it, Sir, when a man knows he is to be hanged in a fortnight, it concentrates his mind wonderfully.”

Solution:

When you confirm that a sales rep draws down on your precious resources, thereby not giving you a return on your investment in them, you have to give them an opportunity in another company.  Sales reps must know they are held to productivity standards. As their productivity fails, they must be coached and warned and helped and then let go.  Delaying the inevitable, trying to keep a sales representative who is weak, unproductive and misleading delays your recovery.  It takes 4-6 months for a new rep to be productive; you may as well face reality and pull the trigger and get on with it. Find a producer.  

Related

This subject appeared in the ebook: "How to Tell if Your Pipeline is Failing You: A CEO's Guide"   Click here for access to the complete guide at the Sales Lead Management Association.     In this guide for CEO’s that are trying to understand the conflicting stories from their salespeople and the one document that indicates the health of their company, the author takes the reader on a journey of what is really happening when sales are dropping and the forecast from the pipeline appears unreliable. 

 


No One Can Sprinkle Sugar on Bulls--- and Call it Candy

Sometimes it doesn’t make any difference how much sugar you add to something it won’t change the outcome.   Sprinkle a little or a lot of sugar on bull and it won’t change the taste; you can’t make it into candy.   You have to start with meaningful ingredients.  Let’s take sales lead management (yeah, I know it’s a stretch, but read a bit more).

C-level managers want to spend only enough on marketing to make forecast.  That’s it.  Anything more from their perspective and the money is wasted.   CFOs and CEOs only have a hint of an idea on branding.  To them branding is just another way for marketing to spend money without being held accountable.

For most companies adding a CRM and Marketing Automation System to the sales process is like sprinkling sugar on the problem.    They know they need to do  something, and heck, everyone else is doing it, but managing sales leads crosses so many department barriers that it resists change.   Even the best CRM and Marketing Automation Systems can only do so much.  Why is that?

We all agree that the fundamental purpose of a company is to create a customer

As Peter Drucker said, “A company’s primary responsibility is to serve its customers. Profit is not the primary goal, but rather an essential condition for the company’s continued existence. There is only one valid definition of business purpose: to create a customer.”  That can only come about when marketing or sales creates a demand for the company’s products (when all else fails quote the master).  

 Creating and managing a customer when they have raised their hand and shown an interest, whether from a salesperson’s cold call or a marketer’s lead generation program will succeed or fail based on one single criteria: unfailing follow-up.  Failure to sell is ultimately based on the old sales saw that says,

“All things being equal people buy from people they know,all things being unequal, people buy from people they know.”

If you fail to follow-up and start a conversation it isn’t a surprise when you lose the sale. 
75-90% of all customers who seek information from a company are never followed-up with anything more than a brochure or an email.  And yet the typical B2B product takes from 3-6 touches (conservatively) to turn someone into a customer. 

To create a culture of unfailing follow-up requires a mandate from management to both sales and marketing, tracking systems (CRM) and information delivery systems (MA).  Companies that have a 100% inquiry follow-up can cut their marketing budgets by 50% and still increase sales within 90-120 days.  Marketing Automation programs are inexpensive tools (sugar) that provide insurance for lead follow-up when the salesperson fails. 
 
Take a solid lead generation program that delivers qualified leads, mix in rules for 100% sales lead follow-up by salespeople, a CRM system for tracking and accountability, and sprinkle a marketing automation program into the mixture and you have the ability to create a customer at a faster rate than your competitors.     

In this case you’ve sprinkled sugar on the process and it does come out as candy!


What Makes Fast Growing Companies Grow

In this interview with Scott Barker, Evangelist and Head of Partnerships at OutReach.IO and Sales Hacker, host Patrick Morrissey dives into what makes fast growing companies grow, without destroying the ship in the process. They cover:

  • Struggles: What are companies struggling with when on a growth trajectory?
  • Messaging: How a company’s messaging has to grow up as the company grows!
  • Alignment: How the alignment of the revenue teams of sales, marketing and operations need to have the same north star; the same APIs.
  • What is true immersion?: Why the best companies today are attempting true immersion and not just alignment
  • Diversity: How diversity and inclusion are “top of mind” in growing successful companies
  • Inclusion: Why diversity and inclusion are the smart thing to do

About Scott Barker 20190711-altify-barker-tweet

As a top performer in sales, business development, marketing and team building at B2B SAAS companies, Scott is passionate about building and strengthening authentic relationships with his team and partners.

Scott is currently living his dream, as the Head of Partnership at Sales Hacker, the company that aims to help the next generation of B2B sales professionals embrace innovative strategies, technology, hacks, and tactics from the world’s leading organizations.

With Sales Hacker’s recent acquisition by Outreach.io, Barker has joined the rocket ship as they continue their mission to make modern revenue teams as efficient as humanly possible!  Scott also heads up the Vancouver chapter of Enterprise Sales Forum and sit on the board of a great non-profit called Interfit.

Insta: @scottybarks
Twitter: @scottbsales
www.saleshacker.com 

Revenue Optimization Radio is a program sponsored by Altify and hosted by Patrick Morrissey on the Funnel Radio Channel. 


Karen Rubin - 5 Minutes on Deciding what's Important and What's Not

Karen Rubin, VP of Growth for Owl Labs talked about the learning curve of operations with start ups. With startups, it's the 80/20 rule where 20% of the tasks take the most amount of time.   

Karen says, "But actually, 40% is good enough in startups on the operational side.  Ask yourself, What part of the business does this impact now and how permanent is the solution that I'm executing on?

For example, you may have a solution that you need to do manually every week for a period of time until you know it's the right solution.

The common mistake is that people ask, "What's the perfect right solution I need to get to?" before they know if they are headed in the right direction.

"Start with the smallest thing you can do, do it for a while, then figure out how to automate after you are sure this is the right path."

Mike Volpe says, "It's OK to do things that you know will break. And it's OK to not fix things until they break or are close to breaking."

Listen to the full episode here.

About Our Guest

As VP of Growth for Owl Labs, Karen Rubin finds solutions to sticky problems and looks for creative ways to grow quickly. Prior to Owl Labs, Karen served as VP of Product for Qunatopian, Entrepreneur in Residence at Matric Partner, and Product Manager at HubSpot. She’s passionate about startup culture and the energy, creativity, and intelligence of the people who work there.


Delivering Qualified Leads Increases Sales and Reduces the Marketing Spend

 20120508-leavitallbehind

Being a sales manager isn't easy, but neither is being a marketing manager.  Both have salespeople to feed and nurture.   

No matter how much you feed sales reps they always want more.  Give them more and they want better quality.  Give them quality (a qualified lead) and they want it only from the largest possible prospect.  Give them qualified leads from the largest possible prospect and they want more. 

True, they only want the good leads, but there is a limit. Qualified leads close at a 50% greater rate than unqualified leads.   Increase the number of qualified leads, reduce the number of unqualified leads and sales will increase and you and the sales manager will sleep better. 

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