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Shane Gibson Keynote Speaker | Social Selling | Sales Trainer | Social Media Strategy

Monthly Archives / July 2008

  • Jul 26 / 2008
  • Comments Off on The Importance of Mentorship Part 1
Blogathon 2008, Leadership, Managing Complex Selling Relationships Blog, Sales Articles, Sales Blog, Sales Management Blog

The Importance of Mentorship Part 1

“To the world you might be one person, but to one person you might be the world.”
– unknown

The Role of Mentorship provides an important role in the development of global socio-economic infrastructures. It provides critical capacity building support and opportunity for entrepreneurs, corporate executives and government officials and leaders in creating long term stability and competitiveness for nations and their economies. Mentorship in the areas such as fine arts, sciences, and the not for profit sector is paramount to improving and sustaining the quality of our lives as a whole. Building capacity is means strengthening and increasing insight, ability and talents, as well as visioning and implementation and execution skills in a specific discipline or disciplines. For instance Vancouver’s economy boasts a strong, growing high tech sector but still has only begun to tap its global potential.

This is largely attributed to capacity gaps in marketing technologies and distributing them on a broader platform. In order to increase the capacity to grow and export Vancouver’s technology base and applications, building the sector’s mentorship capacity and resources can help the key entrepreneurs, executives and innovators within the local technology sectors meet their full global market potential. Mentorship can provide a prospective road map from someone else who has walked the path before – like an entrepreneur who taken a tech company from 12 employees in a basement apartment to 500 employees and a listing on the TSE with global distribution.

Typically, however, the steps, pitfalls, and challenges aren’t well documented traditionally; they’re taught, and modeled by mentors and leaders and passed on to their protégées and partners. Its a proven fact that the higher mentorship capacity levels you have and the higher the quality of mentorship in your community the higher capacity economically, environmentally, and socially you will have. Unlike traditional education environments, corporate training programs and courses, mentorship is a very personalized form of support and transferring knowledge. It is primarily based on a specific relationship between two people and at times between an individual or group of individuals or advisors. [This is the first post of a two post series on this topic Click Here to Read Part 2]

This is blogathon entry number 17 for the MSMF Blogathon. Visit this page to learn how you can support this cause.

  • Jul 26 / 2008
  • Comments Off on Faith Based Selling – Blogathon Entry 16
Blogathon 2008, Sales Management Blog, Trevor Greene, Trevor Greene Vancouver, Uncategorized

Faith Based Selling – Blogathon Entry 16

In our book Closing Bigger Trevor Greene and defined selling as “Creating an environment where an act of faith can take place.” Faith is based upon trust and trust is based upon credibility with the client. Credibility is about being more than a sales rep, it’s about being a business person that sells. Credibility is also about asking great questions, and having a high level of insight into the client, their company and their industry.

Over the past couple of years I have found that there is another way one could look at our definition.  “Sales is about creating an environment where an act of faith can take place .”  The first enviroment we need to create so an act of faith can take place is within us.

Faith is a belief, and intense belief.  We first must be able to truly visualize ourself succeeding and wholly believe in that picture.  World class athletes from skiers, to ice skaters to rowers at the Olympic level use visualization as a tool for mentally preparing themselves to win.  The difference between Gold and Bronze in giant slalom is usually less than .5 seconds.  With all of these skiers basically around the same weight, level of fitness and level of training it eventually boils down to a mental game.

There are many factors that effect our ability to intensely believe that we can win (some of them we will discuss in future blog entries and podcasts) but here’s the shortlist

Self-Esteem and Self-Worth: A sense of our own value and ability based upon mutliple belief structures

Training: Repeated feedback and on-going progress offers proof of success and mental conditioning

Self-talk: The constant dialogue we have with ourselves, the questions we ask, and we respond mentally to what happens to us impacts this as well.

External Models of Possibility: Mentors, Leaders, and other performers that we can model our strategy after assists us in seeing what is possible.

Association: Once again, who we associate with on a regular basis will impact our standards and our concept of what is possible (Olympians tend to train with Olympians).

So before we put our “out-side world” plan together for success we need to make sure that we have put together a solid internal plan for mental and emotional fortitude.  The bottom-line is that our business development plans must have a personal development plan connected to them if we’re going to perform at our best.

This is blogathon entry number 16 for the MSMF Blogathon. Visit this page to learn how you can support this cause.

  • Jul 26 / 2008
  • 2
Blogathon 2008, Leadership, Managing Complex Selling Relationships Blog, Sales Articles, Sales Blog, Sales Training

7 Important Things When Selling to Executives

When we’re dealing with senior level decision makers we need to assess what their core driving motivators are and then customize our pitch to fit those drivers (if we have a true fit of course). No two people or organizations are alike but here’s 7 common things that senior decision makers are looking for:

? Raising Revenues: Show them how their overall volume can be increased. In other words, an increase in sales. They know that an increase in sales means more profit if the expenses are well managed.

? Increase Efficiency: They want more return for their money invested. If they can see that their staff and management will become more efficient, or their equipment or other capital and human assets will be more efficient than the chance of their buy-in is higher.

? Keeping Shareholders Happy: Keeping the Shareholders happy means that you are showing them ways to improve the value of the company inturn improving the value of the shares, or returning a bigger profit so that larger dividends are declared and paid to the Shareholders.

? Lowering Cost Of Production: Again, more logical, linear, left brain appeal to the top level decision makers. Lower costs equal better margins, which means better profit.

? Increasing Market Share: They are interested in advertising, marketing and business development strategies, tactics and methods to increase Market Share. Also gaining a bigger share of the average client’s or customer’s wallet (spend) is also increasing market share to them.

? Higher Return On Investment: Can you show them how they will get a bigger return on their investment for the money they invest in your services, products, ideas and concepts?

? Dealing With Market Changes: A sudden down swing in the economy, a new big competitor grabbing market share, a sudden market switch to a new technology, a new way of doing business, new government regulations that affect them adversely, a major change in consumer behaviour are all examples of market changes that corporations have to adjust to and capitalise on.

This is blogathon entry number 15 for the MSMF Blogathon. Visit this page to learn how you can support this cause.

  • Jul 26 / 2008
  • Comments Off on Blogathon Post 14 – Sales Blog Entry
Blogathon 2008, Leadership, Sales Articles, Sales Blog

Blogathon Post 14 – Sales Blog Entry

“When you know what you want, and want it bad enough, you will find
a way to get it.”

– Jim Rohn:

This quote albeit brief says a lot.  Fred Shadian a good friend and mentor of mine has told many many times that 90% of achieving a goal is knowing why we’re doing it.  Too often I see people half way to their goal and they cool off, coast or just plain quit.  Other people with less talent, ability and charisma pass by them and claim the prize.

Knowing why is about creating a burning desire, a passion that cannot be subdued.  The flame of desire needs to be stoked with personal dialogue and constant visualization to stay alive.

When I talk about dialogue, what I am referring to are the questions we ask our self.  After setting a goal (or dusting off an old one) it’s important to ask ourself the following questions:

  1. If I follow-through on this goal how will achieving it impact my finances, family life, health, spirituality in the next 3 months? 12 months? 3 years? and 5 years?
  2. If I don’t follow-through on this commitment to myself how will it impact my finances, family life, health, spirituality in the next 3 months? 12 months? 3 years? and 5 years?
  3. What is the price I need to pay to achieve this goal?
  4. What is the price I will pay for not working toward this goal?

Questions like this create leverage, they bring home the reality that our daily activities shape our long-term happiness and well being.  The leverage and positive pressure that desire puts on us also helps us tap into resources and capabilities that we rarely use when we are just coasting along.  Make a habit everyday of asking yourself these four questions about your major life goals and your daily disciplines. It creates a level of awareness, focus and intensity that few people possess.

This is blogathon entry number 14 for the MSMF Blogathon. Visit this page to learn how you can support this cause.

  • Jul 26 / 2008
  • Comments Off on Short on Cash? Think Partnership
Blogathon 2008, Leadership, Sales Articles, Sales Blog

Short on Cash? Think Partnership

Entrepreneurs often have visions much larger than their bank account balances.  One way to deal with this challenge is to align ourselves with joint venture partners that can increase our capactity without draining our cash flow.  Bill Gibson has sent me another sales tip for my 24 hour blogathon and this one is on the power of joint ventures.

“Find a short or long-term strategic partner with the resources that offset the need for investment. A great idea for a concept, product, service or a business that requires specific expertise is often held back by the lack of it, or enough money to hire someone with such expertise. However, there are ways to get around these obstacles.

Scott, a young Johannesburg entrepreneur, investigated suppliers of a high-precision grinding machine, used for the highly specialised grinding down of high-tolerance material. During his search, he found an owner who was a partly retired engineer and who was not using his grinding machine. Scott and an associate entered into an agreement that gave them one year to generate revenue with the machine. If successful, they would buy the machine by paying an agreed monthly amount.

They launched their business this way. Without this deal, they could never have raised the money to buy the machine in their first year of operations. Another option would have been to give the owner of the grinder a share of the business. Then Scott could have avoided paying for the machine entirely. The advantage to this approach is that you may be able to go to market much faster than you would if you were waiting until you were able to raise the capital to build your product or open your business. In the case of the grinder, Scott gained valuable equipment, but you can also gain expertise that is needed – not just hired expertise, but expertise with a stake in the business. A strategic partner who has suitable expertise may be exactly what you need, provided you are able to work with this person.

At the onset, negotiate a reasonable buy-out option, so that eventually you can be the full owner of your business or concept. It does not mean that you are compelled to buy your partner out – it just gives you the option. Your investor may be more valuable to you as a long-term business partner. You could also negotiate a ceiling amount – the partner is automatically bought out once this amount is paid out. This figure would have to take into account a mutually determined base value of the investment in services, support, overheads and expertise. You may need a third party to help with this. Be sure not to give away too much in the beginning. Expertise is not the only resource you may need. Under certain circumstances, it could be in your interest to open a small business via a large company that allows you to use unused machines. In turn, they could either receive revenue, a percentage of the business or both. Resources cost money. You can trade either shared revenue or equity for the resources. However, remember that equity, once traded, may be gone forever.”

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