MARKETING AND SALES EXECUTIVE THINK TANK

This ITAC Marketing & Sales Executive Think Tank was held on April 19, 2006 at CNC Global.

Attendees:

  • Laura Brillinger, Director of Marketing and Communications, Algorithmics
  • John Foreman, Vice-President, Corporate Marketing, CGI
  • Chris Drummond, Director of Marketing, CNC Global
  • Betty Levine Gall, VP of Business Development, Cygnal Technologies
  • Ron Mitchell, Vice President, Integrated Communications, Fujitsu Consulting
  • Janice Dawes, Business Unit Executive , Marketing, Lenovo
  • Brian Monette, Chief Marketing Officer, MDG Computers
  • Kathryn Ferguson, VP, Marketing, Navantis
  • Chris Vyse, Executive VP, Sales & Marketing, Navantis
  • Walter Lowes, Manager, Sales & Marketing Operations, Siemens Canada

The discussion was moderated by Bob Becker , Principal, SMA

Strategic focus underpins best practices for finding prospective accounts. For example, lead generation is successful when:

  • it is accompanied by research that speaks to the needs of targeted markets
  • strategic relationships are built within vertical markets, related communities or with business partners
  • different approaches are taken for established versus cold accounts
Management policies and practices can support successful lead generation, for example by:
  • employing structure, standards and reporting mechanisms to hold salespeople accountable
  • acquiring an organization that is successful in the target market
  • hiring selectively: seasoned salespeople with considerable experience
Closing accounts can best be accomplished through:
  • relationship-building: understanding needs, being the one they know and trust
  • influence: establishing an “inside” sales champion/team, influencing RFP development
  • technical excellence: preparing a winning presentation (no cut and paste)
  • conducting a proof of concept on a time and materials basis
Throughout the process of converting a lead to a close, it is essential to:
  • qualify ruthlessly and continuously
  • assess the risks, costs, rewards of moving forward
  • devote the required resources for proposal development
Tighter sales and marketing budgets call for:
  • continual measurement and demonstration of ROI (lead tracking and costing)
  • geographical shifting: securing business from abroad, consolidating N.A. resources, offshoring services
  • more Internet-based marketing
  • disciplined measurement of customer satisfaction
To respond to tighter budgets, HR management practices are now focused on:
  • hiring experienced salespeople with pre-existing relationships (book of business)
  • the employment of consultants in specialized vertical markets
  • the increasing use of successful sales personality profiles
  • larger commission allocation as a proportion of income
  • intense activity management, such as individual dashboards on salespeople

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