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Strategic Guidance to Build Your Business
Volume 6, Issue 5, September 2011

"The Business Builder" is brought to you by VSA, Inc. in collaboration with Rink Consulting. VSA, Inc., founded by Valerie Schlitt, builds and implements B2B prospecting programs for businesses and professional service firms. VSA has a team of professional telephone callers who open doors to new business opportunities for VSA clients. Linda Rink, president of Rink Consulting, specializes in B2B and consumer marketing and research. Both Wharton MBA graduates, Valerie and Linda often team together to help clients identify and reach new customers. In this newsletter, they share some of their business development insights.

Sales: One of the Hardest and Most Underappreciated Careers!
by Valerie Schlitt, President of VSA, Inc.
Valerie picture

In a "one-sided" conversation with my 20 year old son recently, I suggested he consider sales as a career.

He was not asking my advice and he certainly didn't like my recommendation.

He had an immediate, negative reaction, which in his mind was well thought out. He is not alone. Ten years ago, before starting VSA, I felt exactly as he does.

Before I go into his thoughts and my reactions, I want to announce that I am a converted anti-sales person. After growing up with little regard for those "slick talkers," I now hold sales people in the highest esteem. I think selling is one of the hardest and most under appreciated careers around.

I am just like the smoker who has quit cigarettes for good, or the over-eater who has maintained long-term weight loss. I have bought hook, line and sinker into the importance of selling.

I am the person who never sold a thing in her life, who now has the responsibility of keeping my employees busy and bringing in new clients. And, I embrace this role 100%.

I am making September 2011 my month to address all the positives of sales and selling, and to show how incredulous I am that I ever in my life would have had the same response as my son did.

I used to work for several Fortune 100 companies - running internal marketing, consulting and operational programs. I do not think my work at these firms was any less important to the success of the companies. But, I never gave much thought to where my work really came from.

And when I did think about sales, I mainly thought of people who did not need to report to the office regularly, had large expense accounts and always demanded "exceptions" for clients that made the jobs of all the internal folks more difficult.

What was I thinking? If not for the sales people, what work would any of us have had? Who would keep businesses alive, if sales people didn't put themselves on the line every day?

At VSA, we help B2B sales people find new client opportunities. (Yes, our clients are in fact Sales People!) Finding opportunities, in itself, is hard. We spend hours on the phone finding opportunities and face rejection regularly. I do consider our work, "sales prospecting via the phone," part of the overall sales process.

But, after we find opportunities, the sales people need to really work these leads. The rapport building, learning the prospects real underlying needs, delivering a product that solves the client's problems, developing a solution within budget, providing examples and explanations, waiting, following up continuously and riding the emotional roller coaster - it's all part of the process.

Then, the sales person either makes the sale, or loses it. You don't get paid on C+'s; or extensions. It's A or F - or that's what it feels like at the time. It can be totally elating, or totally crushing. How do you go home to your family and be easy to live with, after coming so close but losing a big deal? Or, how do you sit still after winning a huge sale?

So, back to my "rational" son. He says to me, "Why do they have to like you to buy from you?" "Why can't you just show what your product can do and compare it to the other products and let them choose?"

Now, I'm not a big shopper, but I think to myself, "When was the last time I bought even office chairs from a sales person that didn't try to be nice to me?" "When was the last time I took the time (which I don't have) to review all the pros and cons of a computer server (that I know nothing about) to pick the right one?" Never. I connect with someone who's willing to help me solve my problems, whether in the end I purchase or not.

This column is dedicated to all the people who put themselves in uncomfortable situations, who connect with people all day long, who are problem solvers for their clients, perseverant through all the "no's" and "yes'," and who can weather the emotional roller coaster. Here's to the people who keep companies big and small alive by consistently bringing in new clients. Here's to the people whose jobs are among the hardest around! To all the sales people I know. Here's to you.

Read the VSA blog for more cold calling tips: VSAprospectingblog.com. Photos of our calling team are now posted.

Time to Think
by Linda Rink, President of RINK Consulting
Linda Rink Photo

Business consultants often advise us to be "laser-focused" on our business goals and issues. When in crisis mode, I agree wholeheartedly that being focused on the problem at hand is critical. But constantly wearing blinders limits your vision. Every so often, it's time to step back, look at the big picture and think.

Bombarded as we are with constant communication and information, it seems harder and harder to find the time to do that.

"The Elusive Big Idea"

I recently read a most disturbing New York Times op-ed piece by Neal Gabler titled, "The Elusive Big Idea," which warns that constant information overload short-circuits the process of thinking -- of generating truly original, big-impact ideas. "It may seem counter-intuitive that at a time when we know more than we have ever known, we think about it less," says author and critic Gabler, currently Senior Fellow at the USC Annenberg Norman Lear Center. "We are inundated with so much information that we wouldn't have time to process it even if we wanted to, and most of us don't want to." *

To be sure, Gabler is talking about societal implications on a profound scale. Yet I couldn't help reflecting on my own work, since thinking about information is my business. It's my job to not just gather data, but to analyze it and then make it understandable and actionable for my clients.

Drowning in data

When it comes to running my own business, however, I struggle with information overload like everyone else.

I too feel the pressure of keeping up with e-mail, discussion lists, my favorite blogs, Linked-In and other social media, e-newsletters, trade magazines, books -- not to mention deciding whether to accept invitations to webinars, seminars, and networking events. More and more information coming my way!

Before deciding whether to read/ listen/ attend, my automatic question usually is, "What's in it for me? Will I learn anything new that I can put to use right away?" Many times, though, there is no immediate use I can think of. But still the nagging thought comes, "This might be useful later."

A better question might be, "Will this information give me a better understanding of the big picture?"

Time to think about the big picture

What is the "big picture"? My simple definition is anything beyond your immediate day-to-day business. It's the forest which we often don't see because of those trees we're laser-focused on!

Here are five "big picture" questions to ask yourself as you wade through information from a multitude of sources:

  1. What new ideas are being generated within my profession? My industry? Should I spend time learning more about them?


  2. Am I seeing any relevant trends that look like they are picking up momentum? Should I pay more attention to them?


  3. What issues are on the minds of many of my colleagues? Should I be concerned about them too? How are others dealing with them?


  4. Is this a new opportunity I haven't thought of before? Should I do some research on this?


  5. Is this news likely to impact me or my business in some significant way? How should I act on it?
When you start to suffer from information overload, remind yourself to remove the blinders and think. You may not develop any "Elusive Big Ideas," but you can gain a better perspective on what's going on around you. The result is better business planning.

*(www.nytimes.com/2011/08/14/opinion/
sunday/the-elusive-big-idea.html)

RINK Consulting
1420 Locust Street, Suite 31N
Philadelphia, PA 19102
215-546-5863
lrink@lindarink.com
www.lindarink.com