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Are You Ready for the Upswing?
Effective tactics for combatting a challenging economy include cash flow monitoring, continuously smart marketing, retaining top employees and replacing the bottom 20%, marketing materials that deliver problem solving messages and success stories that discuss challenges, solutions and results.
Integrate referral selling for a continual flow of shorter sales cycles, more time in front of qualified prospects, lower cost per sale, and higher morale so that funnels are flowing with high quality opportunities that translate to a consistent revenue stream.
Ask great questions that match your competencies with a buyer's high priority problems [if you've researched them prior to the economic downturn]. Otherwise, you'll be forced to navigate the overcrowded streets of price competition.
Win more than 80% of close mode opportunities by helping buyers author RFP criteria for solving their problems. Monetizing a problem will help buyers see its impact in terms of cost, time, staffing, and other resources.
A preliminary assessment is prudent before diversifying into brisk new markets or investing in systems that deliver high impact customer service.
Constant networking should reveal stumbling competitors ripe for cherry-picking their top employees, systems, customer lists and accounts. |
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Review Session
Recent issues of The Imprint discuss an effective CRM process. Weakness in any component will hamper success.
- Customer Experience
- Marketing
- Sales
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Greetings!
The Imprint etches concise, timely and relevant habits into your comfort zone. Your feedback is always welcome. |
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 Customer Expereience ManagementCEM Measures of Success
- Zero Contact Resolution (ZCR)tjru self-service & social networking
- First Call Resolution (FCR) for inquiries and service
- Repeat sales and renewals
- Up-selling & cross-selling
- Referrals received
- Reduced contact center operating costs as a % of sales
By not investing in CEM, the only way to make the numbers is  |
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Performance Management 
Stress manager essentials such as setting clear expectations, coaching and addressing performance gaps. Reward managers who develop successful people.
Confirm that every employee and partner align with the company's strategies and goals.
Focus by avoiding "flavor of the month" processes, programs and campaigns. When change occurs, communicate clearly through open dialogue. Confused employees = confused customers.
Continually communicate competencies that distinguish your best performers in terms of results and behaviors. Link training, selection, incentive, and performance management systems to your business goals and these competencies. |
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Is Your Category Signaling Demand Destruction?
Millions of BizD dollars have been spent on demand creation programs for building product and service categories into empires. When an environmental factor [regulatory, technology, competition, socio-cultural, economic] reaches a tipping point after which demand destruction occurs, some categories reach a permanent downward shift in their demand curve.
The demise of the buggy whip occurred when the automobile replaced the horse and buggy as the primary means of personal transportation. The minicomputer disappeared when PC LAN/WAN networks became a more cost effective option. Similar fates befell the whale oil industry and companies that did not survive the evolution to integrated circuitry. The Encyclopedia Britannica failed to identify the Internet as a relevant information source.
Will demand destruction affect categories that are dependent on fossil fuel energy sources such as home heating systems and gas guzzling SUVs? Click here to read a counter argument about demand destruction for this category.
The upswing may occur in a different product/market sector from which you are currently operating. Be prepared to adjust your position in the growth strategy matrix so that you do not suffer the ill effects of demand destruction.
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Thanks for reading The Imprint. Click here to update your profile or opt-out if you do not find value in having this newsletter delivered to your in-box. Sincerely,
John J. Bernardi
203-668-1172
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