Old school branding is dead. If strains of Roger Daltry screaming "Won't Get Fooled Again" won't stop playing in your head, count yourself in touch with the buying zeitgeist.

For marketers, the key to staying alive in 2003 is an ability to get closer to sales, the ability to demonstrate the financial effectiveness of their offering, and the credible positioning of your products and services in the right vertical segments.

We used to love sitting in meetings, sipping cappuccinos, and talking about "the brand," too. In 2003 it's time to jump into the trenches with the "great unwashed:" your sales people and your company's prospects.

No whining. While you're at it, you'd better brush up on the ol' finance and math chops too.

Getting Close to Sales

In 2003, marketers will get a full dose of "sales empathy." Do you know your company's prospects' biggest objection? Have you crafted responses to it? Are those responses easy to remember?

Do your sales people know how to demonstrate the validity of their response to the objection?

Ask to go to the next sales meeting and feel the burn. It's tough carrying a quota these days--especially when you know if you don't close, you don't eat. Put yourself on the front lines and you'll make yourself a better marketer.

Following that, in 2003 you're going on sales calls, sister. You're going to find out what your sales people need to succeed. For most organizations, that means a financial business case.

Don't let that scare you. It's your job to make that business case go down smoothly, and make it easy for your sales pros to communicate the value of your offering.

Also, take a look at your collateral and that concise 120 slide PowerPoint of yours. Did your agency write it? How much input did your sales staff have? Do they use it--does it help close business?

Of course most collateral ends up in the circular file, but it still needs to make your sales people more confident.

Making the Case: the New Decision Maker

We live in new times. Call it "the time of the CFO." You better get to know this guy. He's tough and he's cranky. He needs to see a return on everything his company does. He doesn't care about what you're selling, nor does he really care about your sales goals for this quarter.

He cares about his next financial report. How are you going to help your sales team make your prospect's financial report look better? Answer that and win--fail to, and you might as well grab a hair net.

How do you do it? How do you communicate value? Simple: Define specifically what your product/service does to your prospect's bottom line and communicate it in a way your sales people can demonstrate. Like many things in marketing in 2003, it's easy to say--tougher to do.

Speak Like a Native

Small and midsize enterprises are afraid to leave money on the table. Who can blame them? Times are tough. Therefore, they often try to be everything to everyone--the very thing they cannot.

In media, for example, successful programmers choose a demo. In 2003, successful companies will pick their verticals. You must decide what business you need to leave behind, in order to get more out of the business you do best.

Additionally, you'll need to communicate expertise in the vertical you target if you hope to gain market share next year.

Call it focus if you want, but you must do it to win. Narrowing your focus broadens your appeal, reduces the duration of the sales cycle, increases your closing ratio, and lowers your cost of sale. Good stuff.

To gain the credibility you and your sales people are going to need, better learn to speak your target verticals' vernacular (try saying that three times fast). That means you'll need to know the Three Letter Acronyms (TLAs) people in your chosen vertical use to make their business sound different than everyone else's.

You'll also need to learn the names of the key metrics that drive success in your newly chosen verticals. Those metrics tend to be unique to a given industry, like "homes passed" and "subscriber" numbers for telecom, "assets under management" for financial services, "capitation" for insurance, and "cume" for broadcast.

Subscribe today...it's free!

MarketingProfs provides thousands of marketing resources, entirely free!

Simply subscribe to our newsletter and get instant access to how-to articles, guides, webinars and more for nada, nothing, zip, zilch, on the house...delivered right to your inbox! MarketingProfs is the largest marketing community in the world, and we are here to help you be a better marketer.

Already a member? Sign in now.

Sign in with your preferred account, below.

Did you like this article?
Know someone who would enjoy it too? Share with your friends, free of charge, no sign up required! Simply share this link, and they will get instant access…
  • Copy Link

  • Email

  • Twitter

  • Facebook

  • Pinterest

  • Linkedin


ABOUT THE AUTHOR

Tom Barnes is CEO of Mediathink (www.mediathink.com), a consultancy specializing in media and marketing strategy and implementation. Contact him at tom@mediathink.com.