Sales Leakage, Inc, was formed in 1996, by James Obermayer, it serves the needs of corporations in the business to business market place. Sales Leakage is defined as preventable breakdowns and points of friction that contribute to unnecessary sales losses. Sales Leakage includes the many "leaks" which hurt sales productivity, reduce marketing effectiveness and waste the three most valuable resources a company has: time, money, and people.
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During challenging times, from CEOs and presidents to marketing and sales managers each is confronted with one of two choices.
- Will we defend, therefore shrink, possibly survive and in the process risk the death of our enterprise?
- Will we fight and take market share from those who choose defense and cannot manage their business?
If the company chooses defense it takes the chance it will save itself into a corporate graveyard. If it survives it will most likely give up a large chunk of its market share to a more aggressive competitor. Those who took the option to simply survive by cutting back on sales and marketing and shrink the company may die a bankrupt death or barely survive to compete. They must rebuild the marketing and sales departments and their credit lines. Their future is bleak, but they may have a future if nothing else than to sell to a competitor who understands the meaning of the word attack.
Why this matters:
Nobody ever defnded anything successfully!
Continue reading "A Lesson from George Patton: You Have no Choice But to Attack, Attack and Attack." »
Whatcom County, WA - - Sept 25, 2014 - - James W. Obermayer, noted author, speaker and founder of the Sales Lead Management Association (SLMA) moved the association and his business, Sales Leakage Consulting, Inc., to the Lynden/Bellingham area this month. A four-time author and co-author of business books on sales and marketing, Obermayer said, “Moving these two businesses to this area has been a long time goal, and we expect to continue to be as successful here as we were in Southern California.”
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Maybe this is the formula for fiction. Romantic fiction. Women’s fiction. When I think about it, however, this is like redemptive stories from successful people.
Most successful people have done things wrong, they sinned, caused issues and problems for those around them and in their businesses.
Why it matters
Marketing is a learned skill that comes from trial and error, and learning from others. Longevity in the discipline helps. Be a “learner."
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Will Rogers said, “There are three kinds of men: The ones that learn by reading, the few who learn
by observation. The rest of them have to pee on the electric fence for themselves.”
So I ask, why do marketers, in spite of irrefutable evidence have to learn in the most painful way that there is a predictable return on investment for lead generation programs?
Some marketers run marketing programs without an attempt at an ROI and get burned when management wakes up and asks for them to prove the return on investment. And yet there is a plethora of information on how to prove the ROI.
(Image from iStockphoto.com)
Click here and see what Silverpop has to say in their white paper entitled: Show How Marketing Makes Money: A 5-Step Plan for Proving ROI.
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Wisdom says, “You show him a drinking donkey.” How true it is in our relations with co-workers in Sales and Marketing, that we often tell, mandate, demand, coerce, force, pressure, compel, dictate and intimidate…but we seldom lead by example.
1. There is the sales manager who tells his salespeople to use the CRM system, but doesn’t use it herself.
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Sometimes it doesn’t make any difference how much sugar you add to something it won’t change the outcome. Sprinkle a little or a lot of sugar on bull___ and it won’t change the taste; you can’t make it into candy. You have to start with meaningful ingredients. Let’s take sales lead management (yeah, I know it’s a stretch, but read a bit more).
C-level managers want to spend only enough on marketing to make forecast. That’s it. Anything more from their perspective and the money is wasted. CFOs and CEOs only have a hint of an idea on branding. To them branding is just another way for marketing to spend money without being held accountable.
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Wouldn't this be nice? But converting sales leads is based on follow-up by a sales rep, not something most reps do. In fact
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At the end of my February 26th, 2012 blog entry on the Sales Lead Management Association, (one of the best read so far) entitled “All know the way; few actually walk it. ~Bodhidharma,” I quoted Giraudoux’s famous saying, “Only the mediocre are always at their best.”
As typically happens when we read something like this, we assume “the mediocre” is always someone else. It’s certainly not us. Now maybe that’s true in your case, or maybe it isn’t; maybe there are many mediocre managers, or just some with mediocre traits and results. Maybe its just someone who continually cuts corners.
I offer the following thoughts on what a mediocre sales or marketing manager can most often be accused of as it pertains to their work. I think “the mediocre” marketing and sales managers (as regards to sales leads) possess these traits:
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Said another way, your marketing performance drives sales lead performance, which drives sales performance. Either way it works.
Failure starts with a lack of marketing performance, which is often due to inadequate budgeting. The root cause of inadequate marketing budgeting lies with executives who do not understand the causative effect marketing spending has on lead generation and sales performance.
Sometimes simple statements, as in the title of this article, are so obvious we overlook their implications. But executives can only understand these symbiotic relationships if they see a solid connection between spending and sales, which can only be proven by a solid sales lead management process.
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