Yesterday I had the pleasure of a follow-up phone call from one of our charter members of BroadsOnBusiness.com.
 
When we had spoken two weeks earlier, this member had mentioned that her sales were nowhere near her assigned quota, and that her boss was pressuring her to make a bunch of cold calls.  She had even been made to believe her job was on the line.  "Brenda" claimed she knew what she had to do, but wouldn't do it.  She'd read every book available on telemarketing, but still wouldn't attempt to call people she didn't know, having no idea of what to say.  The thought terrified her.
 
Brenda had also told me that she had a fair amount of visibility in her business community, so the solution was obvious. I suggested she call two women she knew through her business volunteerism and invite each to breakfast, lunch or coffee.
 
My rationale?  Speaking to women she knew might be far less intimidating than speaking to men or women who were strangers.  We agreed she'd call me in two weeks.
 
Well, Brenda made my day yesterday. She'd made two contacts, both of whom turned out to be truly hot leads.  That's two for two!  After Brenda confided in one colleague that she was working with me to try to increase her book of business, one of the women said she'd be pleased to help her in any way she could and then and there gave Brenda a referral!
 
Even better, Brenda had already made a hit list of another six people to contact; I told her how proud I was of her, and she virtually glowed through the telephone!  "Adrienne, contacting people I already knew made the difference."
 
What's the point of all this? Simple.  Cold calls are a marketing strategy that went out with the change of centuries.  Where they used to be effective, their success rate was rapidly diminishing through the 1990s.  By 2000, the statistic of getting ten appointments for every 100 calls had dropped to four.  Personally, I don't cherish rejection; and working for a 4% return doesn't float my boat. Especially when I'm very vulnerable to getting a phone call just before one of those precious four appointments that "something just came up, and we'll have to cancel."
 
Sales managers and other bosses make major mistakes in not encouraging their salespeople to concentrate on the people they already know.  Simply telling people to make calls without further direction is an accident waiting to happen.  If you take some extra time at the beginning of a sales cycle to explore specific criteria and target markets, you'll increase additional business and referrals.  Result? You'll close a greater number of sales in a shorter period of time.
 
Now I'll admit that I know a handful of people who truly love the challenge of cold-calling.  They get charged up, and they're exceptionally effective at this strategy.  Notice, however, that I said "a handful."  These people are very few and far between.
 
For the other 99.50%, it's time to provide more direction and focus, leverage existing clients/customers and colleagues.  For all you know, you might be losing sales from people who already know how terrific you are because, "I didn't know you did that."  You, the sales manager or boss, will notice pretty quickly the increase in appointments and resulting productivity from marketing closer to the vest.
 
Marketing isn't rocket science.  I believe it's a combination of common sense and the Golden Rule ("Do unto others as you would have them do unto you."). Most of us don't appreciate receiving cold calls, so why should we inflict them on others?
 
It's time to stop working hard and start marketing smart.  Instead of going Unknown to Unknown, try going Known to Known.  You'll be amazed at the difference!

Watch for more of our announcements for BroadsOnBusiness.com.  You may choose from programs for only $24.95, $49.95 or $89.95 per month!  Visit our website at www.azobleassoc.com to learn more, or call Adrienne Zoble at 970/282-1150; you may also email her at azoble@azobleassoc.com.  

 

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