Tag: Trish Bertuzzi

The Sales Development Playbook | Trish Bertuzzi | Part 7

Jordan Barta

There is a massive amount of Ah-Ha Moments throughout the entire book! Whether you’ve been in sales for a week, a year, 10 years or 40 years, you will learn something new. With an ever changing landscape of technology and information, you need to be on the fore front in order to be successful. As a sales person, you get leads. Whether it be an inbound demo request, MQL, they downloaded content or whatever the case may be; it’s time to think outside the box.

“When a (lower-level) contact takes some action, yes, your reps should follow up. Then, either at the same time or subsequently, they should reach out to a higher-level contact too.”[note]Page 211[/note]

At first I wasn’t too keen on this, but with the reasoning behind it, I feel in love with the idea. Instead of prospecting the prospect, prospect for the opportunity. Go above and beyond to reach out to the organization. What’s the worst that could happen? That person’s boss never gave them the authority… now you know that it’s not a legit opportunity. Nobody likes getting 75% through the sales cycle to find out that nobody else knew about the project. Prospect higher and wider.

Another Ah-Ha Moment that comes to mind is:

“…give the SDR’s themselves ownership to work on special projects.”[note]Page 217[/note]

Imagine the idea’s people could come up with if they got to own a project. It could be anything that could improve the department or the company. Because they’re in the trenches all day long, they could come up with solutions to their problems that the managers didn’t even know about. Give your people a little bit of freedom and they’ll repay you 10 fold.

Data… it’s a trending word right now in the tech industry. Big Data… etc. You’re right, it is a huge talking point, but only if you’re using the data correctly.

“There’s also a big difference between being data driven and data informed. I’m 100 percent in the camp of using data to lead a team. I feel equally strongly that data shouldn’t drive the manager; the manager should use data to drive decisions.”[note]Page 220[/note]

In order to have good data to make good decisions, you need to keep track of everything. Depending on what your data says, you can make some game changing decisions based off of it. All of those decisions will directly affect your bottom line.

“Every moment your team spends trying to figure out whom to call and how to reach them is lost to actually engaging with prospects.[note]Page 235[/note]

Do yourself a favor and keep your data clean. Bogging down your CRM with crap isn’t going to get you anywhere. I’ve been updating my system lately and it’s a pain in the butt. You have to do it if you want to ‘own’ your territory.

“What you do matters. You have the ability to influence not only the culture of your team, but also how your company is perceived by prospects. You have the chance to shape not only the career trajectory of dozens and dozens of reps, but also the growth path of your entire organization.”[note]Page 239[/note]

If you’re in sales or thinking about going into sales development, this book is a must read. This book paints a bigger pitcher and gives the reader a clear and conscience image of how a sales development organization should run. The Ah-Ha Moments Bertuzzi has displayed in this book are absolutely incredible.

 

Connect with me on Twitter @Barta57

Connect with Trish on Twitter @bridgegroupinc

 

The Sales Development Playbook | Trish Bertuzzi

Get “The Sales Development Playbook” on Amazon.

The Sales Development Playbook | Trish Bertuzzi | Part 5

Jordan Barta

Losing employees sucks… it also costs companies a lot of money. You never actually think about the cost of hiring, onboarding and training people. Depending on what type of training your company does, it can be really expensive.

“Great talent is great talent – don’t let them leave your building.”[note]Page 132[/note]

It doesn’t get simpler than that. This echoes the previous post. Engage with your people and make sure they’re happy. If they’re not happy, find out what will make them happy. Nobody likes toxic employees.

I don’t know how many of you have every seen the Simon Sinek Ted Talk video; Start with why. But this video has helped me immensely in my roles as a sales person.

“Without understanding the why, reps struggle to connect with prospect priorities. Everything about the what and the how of a solution can be found online. …Our reps need to create value and offer insight and ideas that prospects can’t find on their own.”[note]Page 141[/note]

There’s that word again; Value! You have to create value with the people you’re trying to talk to. Buyers do a lot of their research prior to beginning their evaluations. If you’re reaching out to them… you need to offer them something different. And to get them to listen, you need to convince them why they should listen to you.

Bertuzzi presents a question that turns into an Ah-Ha Moment!

“Do you sell into a functional area that already exists within your company? For example, do you sell to sales operations and have a sales ops team within your company?”[note]Page 143[/note]

Recruiting.. HR.. sales.. Whatever you sell and whomever you sell to, is there a team within your company that does that job? Basically, what she’s getting at; is that you can go directly to that team and learn about their day-to-day. Learn what they do and how they do it. Then, when you’re calling your prospects, you have a better understanding of what they’re doing and how you can help. Makes sense right? Have you done this before?

The more you learn about your prospect, the better talk tracks you can create. The more likely you’re able to sympathize with them.

“Reps need to be fully fluent in prospect challenges, motivations, and status quos. In short, they need to use buyer based messaging.”[note]Page 151[/note]

If you’re going to get off of your agenda and onto theirs, you need to know what you’re talking about. Bertuzzi goes on to give some incredible examples of prospecting. The differentiators between a successful rep and a lazy rep. The different types of messaging that actually works. I wouldn’t be doing any of you a favor if I copied it and pasted it on the site. You have to get the book! It’s pure gold.

“Studies have found that it takes between six and ten attempts (including at least four by phone calls) to properly prospect a given contact.”[note]Page 160[/note]

Sales reps often give up too early. They get bored and move onto a different account. They don’t want to work for a deal… they’d rather find some ‘low hanging fruit’. They forget about their prospecting approach and leave their process. I am guilty of this recently. I have a huge territory and I’m trying to touch every account. Not to mention, our data is kinda old. Bertuzzi gives the reader great examples of a multi-touch approach. You have to read it yourself! It’s a game changer.

 

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The Sales Development Playbook | Trish Bertuzzi

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The Sales Development Playbook | Trish Bertuzzi | Part 4

Jordan Barta 1 Comment

I had a manager tell me at a previous job that I should be going to lunch with different people within the company. “Meet someone in the elevator… see if they want to join you for lunch”. It gives you the opportunity to learn about them and what they do for the organization. Sooner or later, I was able to have conversations will all sorts of people because I took the initiative to learn about them.

Phill Keene (@phillkeene) gives me an Ah-Ha Moment that echos my previous managers comment!

“… I also take a ton of coffee meetings with reps that want career advice. This allows me to recognize the best talent out there and be top of mind when they’re thinking about making a career change.”[note]Page 85[/note]

I’m looking at this quote from the view of me being developed. I’m going to take the best rep out for coffee so that I can learn from them. People that have been selling longer than me are usually happy to share their success and sometimes their failures. Also, who doesn’t love talking about themselves? Regardless of what your job title is, try and make it a habit of taking someone out for coffee once in awhile. You could learn something cool about them! It’s a small world and somehow you may need each other in the future.

If you engage with your people, regardless the job you have, the more supported you’ll feel. The more supported you feel, the happier you’ll be. Bertuzzi has some incredible stats in here about retention.

“It’s time to gear up for what can feel like another fulltime job: engaging, developing, and motivating reps. The fourth element for accelerating revenue growth with sales development is retention.”[note]Page 103[/note]

Retention is hard! I see great people leave their companies everyday. Heck, I was one of those people in December of 2015. Obviously, you can never predict when people are going to leave your organization, but if you’re engaged, you should see the red flags. Good culture, good compensation, continuous learning and planned out career path is what’s going to help you keep people. If people are showing up to work everyday not knowing what their future holds, they may look else where.

“Today, reps expect a learning culture, they expect to grow professionally, and they expect you to deliver in those areas.”[note]Page 105[/note]

The day you stop learning is the day you stop growing. If you’re striving to be the best you possibly can, you need to keep learning and keep pushing people to teach you. There are so many websites out there that offer free courses. If you’re the boss and you’re not teaching your people… you may see them looking elsewhere.

We’re in the information age… and we’re getting hit up on LinkedIn weekly about new jobs. It’s exciting to feel wanted by a different company. Richard Bronson said, “Train people well enough so they can leave, treat them well enough so they don’t want to.” Your people should know that you care about their success!

“… What about hitting my number? … hitting your number is important. But I believe two things to be true. One, if you build up your people, they will overachieve. Two, hitting goals for any fiscal year is a marker of a job well done. But changing the career trajectory for dozens and dozens of people is the measure of a professional life well lived.”[note]Page 107[/note]

It doesn’t get any more selfless than that. If you really care about the success of your people and strive to make them better everyday, their numbers will come. Don’t forget; people are all at different walks in their careers. Can you think back to a manager that changes your career? Take a second and think about it! Where are they now? Maybe send them a thank you email!

“Making sales coaching a priority is a business decision. Coaching improves retention and performance.”[note]Page 119[/note]

What better outcome can you ask for? Retention and performance is huge! You’re not losing your people and your people are performing well. #Boom

 

There’s more to come from me about:

The Sales Development Playbook | Trish Bertuzzi

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The Sales Development Playbook | Trish Bertuzzi | Part 3

Jordan Barta

When business is booming and companies need more employees to keep up with all of the success of their salespeople, it’s time to hire! Bertuzzi walks the reader through the mindset and process of hiring salespeople… I want to take it one step further and say that you can use her method to hire other positions as well.

“I’ll argue that the focus on recruiting needs to be upgraded from important to urgent.”[note]Page 56[/note]

It has to be a priority. I’m sure a recruiter is reading this right now and laughing at how obvious this statement is. Or, “Don’t tell me how to do my job, Jordan. You don’t have any idea how hard it is to find legit candidates.” You’re right, I don’t. But I can tell you that I get approached at least once a week with some lame ass excuse as to why I should leave my company and go work for theirs.

Finding the right people takes time. If someone is a passive candidates, meaning they already have a job, you really have to convince them to take your call. The job market is good enough right now that people can turn down job offers. Keep that in mind when you’re sending a generic LinkedIn InMail to someone. Why should they listen to you?!

“I felt that if I could get the right people into the system, even if I did a mediocre job at training and management, they would find a way to win. But if I got mediocre people in, even if I did a world-class job at training and leading, it wouldn’t matter.” – Mark Roberge[note]Page 58[/note]

That really says it all. People are a HUGE part in the process of having a successful company. If your people suck, the business is going to suffer. If hiring isn’t going to be a priority… how do you expect to get good people?

Passion… the people you hire must have passion for sales! Passion helps you overcome continuous defeat. I once had an entire  month where only one person picked up the phone when I called. They hung up on me right away. I made a few hundred calls that month and felt destroyed. My internal drive is what got me through that rough month.

“All the cash, leaderboards, and praise in the world can’t keep someone striving in this role. It has to come from within.”[note]Page 61[/note]

Now, if you’re only going to be in this role until you figure out what you want to do… money can definitely help. A lot of grads jump into sales because they have a business degree and that’s what you do. Then they realize that they weren’t cut out for sales… If you want to excel and have a career in sales, it must come from inside!

Competitiveness is another HUGE trait salespeople need to have. Recruiters typically target athletes because they’re competitive. Have you ever heard of the company ‘Athletes to Business’? I shouldn’t have to explain that business model, but it makes sense, right?

Lately, I’ve been hearing about companies creating such a competitive landscape that people are backstabbing their own coworkers to get a sale. WTF is with that!

“Alison Gooch shared that she looks for ‘compassionate competitors-reps who like to win, but not at the expense of their teammates.'”[note]Page 62[/note]

Don’t create such a cut-throat culture to where people are screwing over their own co-workers for an extra buck. That doesn’t end up working well for anybody. If you’re a manager… you’d be the one to decide who gets the bigger paycheck, etc. That would suck, if you ask me.

Another great trait that should be considered when hiring salespeople is curiosity.

“Curious people ask the best questions. Reps who are genuinely curious have an advantage when prospecting. Questioning is in their DNA; they don’t have to fake it.” – Peter Gracey[note]Page 63[/note]

That’s another awesome way of putting it. The questions become genuine and the prospect feels better about telling the salesperson their problems.

Bertuzzi writes about how to write compelling job descriptions, interview questions, compensation plans… all of the things that attract BDR’s and sales people. Each organization is going to have their own process for these, but I highly recommend reading her examples. These examples could help you lower your attrition among salespeople.

 

There’s more to come from me about:

The Sales Development Playbook | Trish Bertuzzi

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The Sales Development Playbook | Trish Bertuzzi | Part 2

Jordan Barta

Sales DevelopmentAs I get further into “The Sales Development Playbook”, I’m learning so much more about the process of creating a well oiled sales team. Inbound sales, Outbound sales, Allbound sales… You’re probably thinking, “Oh, Jordan… you’re so smart and you make it sound so easy. Why don’t you just start you’re own sales company??” Ha Ha Ha. That’s not what I’m saying!

I’m saying this to show you the value that this book can bring to all organizations! Bertuzzi breaks it down and she breaks it down really well!

 

“The first rule of sales development is no fighting in front of the kids.”[note]Page 26[/note]

It pretty true within any company and with any position. No arguing about processes in front of your employees. Feuds between different managers will pull employees apart if they’re there to see it. Management has to be on the same page or else you’re just wasting time. Have you ever had two managers and they both tell you something different? It’s frustrating because you want to make sure you’re doing your job but at the same time you know you’re going to make one of them upset because you’re following the other ones orders.

Great reminders are on every page throughout this book! Most of them are sales development related… given the title of the book. But I truly believe that you need to

“Make sure your team members know that they’re contributing from the get-go. They have a tough job and suffer massive rejection every day.”[note]Page 28[/note]

If you’re in sales, you know exactly what I’m talking about! EVERYDAY… rejection. If you’re not… you still deserve the reinforcement that you’re contributing. Celebrate the small wins. Maybe your employee conducts a great interview, finishes writing an article, leads a meeting, adds value to a meeting,  learns a new concept, learn something new… whatever it is, let them know they’re contributing! You’d be amazed what people are willing to do when they get recognized.

On the sales side of things… we usually have a good idea of whom we’re approaching. We know what type of accounts and we know who we need to talk to.

“Sell to everyone; Close no one”[note]Page 37[/note]

In the process of learning how to work smarter, you need to know who is more likely to buy from you. If you spend too much time trying to close someone that isn’t going to buy, you’re just spinning your wheels. Spinning your wheels doesn’t help you exceed your quota. Bertuzzi does an incredible job segmenting prospects into different brackets. She calls this the

“The ABCDs

  • A: A-list
  • B: Bread & Butter
  • C: Compelling Events
  • D: Dead Ends”[note]Page 38[/note]

It’s pretty simple once you’re able to separate your prospect into these categories. Let’s start backwards… Dead Ends… Don’t bother wasting too much of your time on this group. You’re thinking, “Well Jordan, I’m an incredible sales person and can sell anyone.” Great, prove me wrong. If they’ve been using a provider for 30 years and send out an RFP for your product… you’re going to be column fodder. It doesn’t matter what you sell or how well you sell it, they’ll always stay with that provider.

I saw this A LOT while at Cornerstone. A prospect had used SAP for 30 years and they want to see what else is out there. The rep is excited because they have a chance to hit their number with one sale… It was a dead end and they wasted countless hours trying to sell the team on our product. It sucks because we all think we’re the best, but in reality, you lost before you started. It’s our job to not even get hung up on those.

When compelling events take place, it’s usually a great opportunity to introduce your product! New c-level team, new decision makers, current product breaks, customer service sucks, lawsuit, bad quarter and new laws are all something that can compel someone to do something. New laws is a huge one in my market! Be the first vendor to reach out to a prospect educating them on the law changes and you have given yourself a good chance to win their business.

Let’s say gluten-free bread and butter… I’m allergic to bread. This is where you can really thrive! These are your go-to accounts. Depending on what you sell, these accounts are what your current user base is made up of. I can’t tell you who your gluten-free bread and butter account are, so make sure you know!

The A-list is a dream come true. These are the accounts you’d die to do business with. You’ve got something they need but they don’t know it yet. They’ll change the direction for your company and your career.

A lot of things in sales are driven by data. There is so much stinking data out there being collected, it’d blow your mind if you knew what was being collected.

“… if you can invest $1 in improving processes or improving data, I’d choose data ll day every day.”[note]Page 49[/note]

Data literally makes the world go round! The better data you have, the better you are able to plan out your day, week, month, quarter and year. My current CRM has the capability to keep data on EVERYTHING! Guess what… when I run a report on something super specific, I get results. Those results help me close deals.

I loudly echo Bertuzzi and have to add that you need good/great data!

 

There’s more to come from me about:

The Sales Development Playbook | Trish Bertuzzi

Get “The Sales Development Playbook” on Amazon.