"Market Pull results in higher marketing and sales ROI than Market Push and makes everyone’s life a lot easier. Ask B2B business owners which they would prefer, and you’re unlikely to find anyone that wouldn’t prefer to have customers lined up at the door asking to buy their products than having to coax them out of the brush to engage." Market Push Market Push is exactly what it sounds like – aggressively pushing and promoting of your product to any and all that will listen. After all, customers can’t buy your products if they don’t know they exist. So, marketing must become obsessed with “getting your name out there”. Right? Well, not really. That obsession makes Market Push programs expensive and
In our previous blog post, “3 Guiding Principles for the Application of Lean in Marketing & Sales”, we offered a trio of overriding Lean commandments. In this post, we point to specific Marketing & Sales targets for Lean that will simultaneously increase customer received value and marketing and sales ROI.
Many books have been written on Leadership. I haven’t read most of them. But that doesn’t mean I haven’t worked for and with both good and bad leaders. Based on my observations from a combination of working in both small private and Fortune 100 NYSE corporations, and as a consultant to industry executives over the last 20+ years, I would like to offer my readers, a profile of an outstanding leader.
I commiserate with the owners of privately-held, small to midsized, business enterprises. They’re getting a raw deal. Consider that classification of business firms accounted for 64 percent of the net new jobs created between 1993 and 2011. In creating jobs, small firms make an invaluable contribution to the well-being of, not only their employees and their families, but also their suppliers, and the communities they live in. So why have we, as a nation, squeezed small business into a vice? Why are we making it so hard for them to succeed, thrive and fulfill their purpose?
At its purest intent, and to be most effective, a marketing and sales audit should not be to uncover incompetence, to fix blame or to penalize, but rather to discover opportunities to make both marketing and sales more effective. If the motivation of an audit is solely to find a scapegoat or divert blame, the problem is not in the firm’s marketing and sales function, but rather in its culture.
PinPoint change is a simplified, three-step approach for affecting high-leverage, rapid process improvement. A PinPoint change comprises; 1) the identification of the single most critical and ineffective business process preventing the firm from achieving its objectives, 2) the identification of the specific process change needed, and 3) focusing, laser-like executive attention and decision-making on the few key people in the organization that must quickly change their behaviors to fix those ineffective processes. This does not necessarily mean removing or replacing them – unless, of course, they simply cannot or refuse to quickly learn and adjust behaviors.
If you are consistently thrilled with the responsiveness and results of important tasks you assign to your direct reports, there is no need to read on. On the other hand, if you are like the majority of business owners and executives we have worked with, you are probably frustrated at times by the lack of understanding, speed of response and quality of the results of those requests. There are two major ingredients to getting what you request done well. The first is Motivation and the second is, what I will call the Assignment Dynamic – which of the two is much more complex but, actually, easier to manage.
The Product Development and Management Association Glossary of Terms defines failure rate as the percentage of a firm’s new products that make it to full market commercialization, but which fail to achieve the objectives set for them. By that measure, it is not surprising that a quick internet search on the subject of product failure rate yields studies that claim anywhere between 50% (commercial) and 90% (retail food) of new product or service offerings fail. A lot can be done to improve the odds.
"You can’t build a durable building on a weak foundation." We’d like to share an insight that has helped executives and business owners sort through all the hype and claims over the last several years about an ever growing list of “gotta-do” new marketing and sales techniques. If you’re a General Manager, business owner or C-level executive, your marketing team probably approaches you annually with a laundry list of funding requests to support their critical marketing and sales programs for the coming year. Those requests may include any or all of; a website upgrade, a branding program, a social media expansion program, a blog, a publicity and PR program or maybe even a new six-figure trade show booth
After many years of both conducting sales training workshops and personally selling, I have come to recognize six popular misconceptions about selling. And, I must say, every time I broach those myths during a sales training session I get push-back, disbelief, the wagging of heads and several audible "No Way!'s".