On my LinkedIn profile, I recently posed the question “How many of you categorize someone who is responding to web marketing leads, as a sales person?” The responses were fascinating, ranging from “I would not classify someone responding to web marketing leads as a sales person. At best, I would classify this as a pre sales function” to “without question, they are a salesperson. I assume they need to try to make a sale with that lead so they need the characteristics of a sales person. They may not eat what they kill, but still provide a significant sales function” and everything in between.

The debate generated by that one question also revealed some deep-seated biases when it comes to “true” sales people. Many felt that unless an individual was out beating the bushes for leads, meeting with prospects and closing deals face-to-face, they were inside sales reps rather than seasoned, strategically focused sales professionals.

From my perspective, that kind of thinking is a bit outdated in this Web 2.0 world. With as many as 60% of sales professionals now operating remotely when they aren’t visiting clients, and with such online tools as webinars, business and social networking sites and web conferencing at our disposal, we are limiting ourselves if we don’t take advantage of today’s global business environment.

As Thomas Friedman points out in “The World Is Flat: A Brief History of the Twenty-first Century,” technology has changed the way we do business in the 21st Century. Used properly, it makes us smarter, more efficient and better able to respond to the changing needs of our customers.

We don’t have to be face-to-face to be strategic partners with our clients. In fact, I’m willing to bet that most clients would prefer it if we didn’t insist on so many in-person meetings. They, too, have embraced the power of the Web to maximize their productivity and streamline their days.  And if we don’t demonstrate that we, as sales professionals, can function just as effectively in an online environment, doors will soon be closing.

That is not to say that we need never see a client in person again. There are some deals that simply require that personal connection. In fact, it is the ability to recognize when that is the case and go on to make the sale just as effortlessly in person as they do online that defines today’s true sales professionals.

This week, SalesJournal.com is pleased to present a guest blog by Greg Alexander, CEO of data analytics firm Sales Benchmark Index. Greg is co-author of “Making the Number: How to Use Sales Benchmarking to Drive Performance” and “Topgrading for Sales: How to Interview, Hire, and Coach Top Sales Representatives.” In this article, he shares his insights into using sales benchmarking to evaluate performance of internal vs. external lead sources.

–Kathleen

One of most hotly contested issues between the sales and marketing disciplines is the topic of lead source quality. Marketing believes they supply quality leads in sufficient quantity to sales who cannot seem to close them. Sales, on the other hand, believes marketing does not produce enough leads and those that are provided are of poor quality.

Organizations faced with this strategic conflict have difficulty finding a means to arbitrate the dispute.

Sales benchmarking provides such a reliable mechanism.

By revealing to an organization which of its own leads are “best,” benchmarking allows executives to evaluate performance between lead sources within the organization (internal) as well as compare performance to a peer group of companies (external). Both approaches reveal weakness and strength with regard to lead source productivity.

The formulas for deriving lead effectiveness and cost attribution, as well as lead-based revenue generation, would be revealed and are part of a sales benchmarking effort that points towards best practices adoption.

For those interested in how to apply the discipline of benchmarking to the sales function, contact Sales Benchmark Index.

When you get those “invitations to connect” on LinkedIn, Plaxo, Ryze and other business networking sites, do you ignore them?

If so, you should re-think your strategy.  Turns out, those sites can be a powerful tool for keeping your prospect pipeline full and staying connected with your clients.

One reason they’re so effective at generating leads is because they provide an easy, efficient way to build a network of hundreds – even thousands – of connections. And, unlike sites like MySpace, business networking sites don’t force you to put up with page after page of videos, music and party photos to get the information you need.

You do need to take the time to set up your own profile (more information is always better). But once you do, building your network is as easy as clicking a button to launch a search of your email contacts for other members, then clicking again to send them a connection invitation. Once they accept, you have access to their connections as well as your own. 

You can also search for prospects based on a range of characteristics including job title, location, etc.  Once you find them, you can request a connection (some sites place limits on connection requests unless you pay a membership fee). If they accept, your pipeline just got a little fuller.

Even better, if you and your prospects have any common connections, you can ask for an electronic introduction.  It’s much easier than asking them to pick up the phone or write an email or letter – just a few clicks you’ve been introduced by a mutual acquaintance.

Like any tool, business networking sites are only as good as the user. To get the most from your profile, you need to keep your information updated and make it a point to visit the site frequently to see what new prospects might have joined since your last visit.

You also need to start accepting those connection invitations.

Admit it. You Google your friends, your dates, even that annoying guy who wouldn’t leave you alone at the last association meeting. But what about your prospects?

If you’re not taking 5-10 minutes to run a quick online search before every meeting, you need to start doing so pronto!

 It’s the single best way to quickly gather the kind of information you need to approach the sale with confidence. Googling will give you more information about a company than even their website. It clues you in on what’s being said by and about them, specific areas of interest and even hot button issues to avoid at all costs.

Think about it. If you didn’t know that BusinessWeek recently ran a scathing article about mismanagement that led to the closure of 10 national offices and the loss of hundreds of jobs, you could quite easily blow the deal by praising their rapid growth and global impact.

But don’t stop at the company. Google the person you’ll be meeting with, too.  You can find a ton of information that will help you establish rapport and refine your pitch. Perhaps you belong to the same organization, or you discover that he’s an avid fisherman who has won several tournaments. Or maybe she shares her work philosophies in a profile published in last month’s trade magazine.  Just think about what you can do with that knowledge!

It’s also a good idea to idea to Google yourself and your company on occasion to see what’s being said.  If your prospect is doing business in this century, the chances are pretty high that they’ve Googled you!

It’s human nature to want to know the cost of something before committing too much time and energy to the decision-making process. But the best sales professionals know that revealing the price too soon will almost always backfire.

It isn’t easy to resist, but you must. No matter how much that prospect begs, pleads or blusters, never give out price information until you’ve demonstrated your value proposition.

Turn the tables by countering with questions of your own that nudge them gently away from their single-minded focus on price to also consider quality, value and trust.  For example:

• What are your expectations from this product or service?
• What are your must-have features or criteria?
• Are you seeking to replace an existing solution and why?
• Tell me what you liked best or least about that existing solution?
• Have you set a budget for this acquisition and how did you arrive at that dollar amount?
• What services beyond the sale do you expect from the vendor you select?

Once you’ve uncovered the jam they’re hoping to get out of, you can establish your product or service as the solution to their problem. Show how it has helped others save money, increase productivity, boost sales – whatever addresses the real reason they are shopping in the first place.

Their needs aren’t cookie-cutter and neither are your solutions. Set that tone from the start by educating your prospect on the difference between shopping for price and shopping for quality. They’ll thank you for it.

I’m not one to generalize, but I have to when it comes to junior sales reps:  there is a fundamental difference in their attitude about their careers.

I won’t jump on the “sense of entitlement” train that many use to describe this particular generation of professionals – although the frequency with which they fudge on past earnings and walk into an interview with unrealistically high expectations of their professional worth is troublesome.

What I will say is that I consistently see a lack of professionalism in their dealings with employers, colleagues, clients and prospects.  There is no diligence in their work habits and, for the most part, they are unwilling to commit to a particular position or company for more than the briefest period of time. There is also a stubborn refusal to seek and take advice from successful sales professionals; advice that would actually help them achieve those unrealistic earnings expectations.

I’m not basing this on the occasional interaction with a bad candidate. I’m basing this on a steady diet of unprofessional voice mail messages, blown-off customer appointments, unexplained no-shows for interviews with Fortune 100 customers, lateral job-hopping, and failures to follow up with customers and prospects.

It all demonstrates a lack of focus and consistency, both of which are critical to success in the world of sales.

Is it a generational difference that can’t be overcome? I don’t think so. It just takes a little give-and-take on both sides. Clean up those voice mail messages, honor your commitments to clients, prospects and employers (including potential employers), and approach your chosen profession with hunger and enthusiasm. In return, we’ll provide you with the feedback, opportunities and tools you need to get where you want to be.

If you can’t do that, find another career. It’s just that simple.

As the founder and president of a thriving, fast-paced company, my time is precious and fiercely protected.  That’s why I don’t understand the fascination some sales reps have with meetings that have no purpose.

Recently, a sales person was trying to get me interested in a product I did not want or need. Despite my rejection, complete with explanation as to why I wasn’t interested, the guy persisted. He sent multiple emails and left numerous voice mail messages requesting a meeting. He even tried to convince the company’s receptionist to put him through because I was expecting his call.

This is a classic example of a sales rep who is simply ANNOYING. He failed to respect my decision or my time. As a result, it’s unlikely that he’ll ever get my business, even if I do develop a need for what he was selling.

It’s not just the sales reps who are abusing my time by pushing for unnecessary meetings. It’s also happening with some of my account reps.

Here’s the thing: it’s a great product. I love it. I know how to find you and promise I’ll be in touch when I need more. So no, we do not need to have coffee or lunch when you’re in the area.

I run a transactional business and when I need something, I research or have my team conduct due diligence, then we purchase. If my business is running smoothly with what I have, the relationship with the account rep can go on auto pilot. I don’t need to meet just so you can say you met with a client.

This practice isn’t just annoying. It also means that our vendor, whom we rely on for some aspect of our own business, is losing money. Instead of executing sales and generating revenues, their sales reps and account managers are wasting time on pointless meetings.

So put a stop to the meeting madness. Get to know your customers and agree on some key touch points that determine whether or not all is well. Then leave them alone! Go drum up new business and prospects, or focus on up-selling other accounts that need the attention.

Just please stop asking me to meet. I’ve got a business to run.

When it comes to closing sales with existing customers, the usual approach isn’t always the best.

We all know that it is easier to keep an existing customer than it is to acquire a new one. That is why your current clients deserve a little extra TLC to encourage repeat purchases and show how much you value their business.

Sure, you can simply ask for repeat orders. Happy customers will most likely oblige. But it’s not the most effective strategy for cultivating the long-term relationships that result in a steady stream of repeat business. 

To make that happen, you need stay in touch and give them a little incentive to come back for more. Let your customers know when there are new products or special deals they may want to take advantage of.  Get to know their buying patterns and touch base shortly before they would normally make a purchase to alert them to any special offers.

Focus on up-selling and cross-selling returning customers, sweetening the pot by offering them special incentives to expand their relationship with you and your company. Finally, provide them with special terms, such as fixed pricing or retroactive discounts, in return for recurring or standing orders.

Reward your existing customers for their loyalty and they’ll reward you with higher sales.

When it comes to closing a sale, there are two schools of thought. The first is to deal with objections at the end of your presentation. The second is to craft a presentation that overcomes those objections on the front end.

Which do you think achieves a faster close?

If you guessed the second approach, you’re correct. In the past, sales professionals were trained to focus most of their energies on overcoming objections on the back-end. But that old-school approach is being replaced by one that involves overcoming objections through a thoughtful presentation that includes well-crafted questions designed to addresses issues before they are raised.

The key is to identify a pattern among the objections and concerns expressed by prospects and deal with those throughout the sales process. It is a preemptive strike that helps prevent issues from becoming potential deal-breakers that are more difficult to overcome as they become more engrained in the prospect’s thinking.

Think of it this way—if your car tire is leaking, you don’t wait until it has gone completely flat and the rim is damaged beyond repair before getting it fixed. You get that leak plugged as soon as you find it to avoid the costs, frustrations and hassles of replacing both the tire and the rim.

The same applies to the sales process. If you’re constantly getting push back on details like financing options, payment terms or maintenance schedules, why not put that information right into your presentation? Doing so eliminates the objection before it can take root in your prospect’s mind and grow into something that can prolong the closing process.

Selling is easy – closing can be hard.

That is true, but only if you fall prey to the three common closing mistakes that have been known to trip up even the best sales people.

Topping that list is not asking for the sale. Strange as it may sound, many sales reps fail to bring the sales process to its natural conclusion because they ask the prospect for their thoughts or opinions on the product in question rather than asking them to actually buy it.

To avoid this trap, end the meeting by summarizing everything the prospect has said they are looking for and how your offering meets those expectations. Highlight any benefits that come with making an immediate commitment to buy and get them excited about their purchase.

The second most common closing mistake is one we touched on last week:  ignoring the signals your prospect is sending about their readiness to buy. Back off on the sales pitch long enough to hear what they are saying. Too many sales are lost because an over-eager (or perhaps nervous) sales pro talked right past the prospect’s acknowledgement that they were, in fact, ready to buy.

The final mistake is letting past experiences negatively affect the situation at hand. If the last meeting ended in rejection, shake it off and plaster on that positive attitude before facing your next prospect. Along those same lines, going in with the attitude that this sale is a “sure thing” because the last meeting ended in success can be equally off-putting for the prospect. It’s never a done-deal until the sale is closed.

Sales success comes from projecting a positive attitude, approaching each opportunity with enthusiasm, paying attention to what your prospect is saying and – ultimately – leading them to the close by asking them to buy.