Why Won’t Anyone Return My !*#@$% Call?

by

Founder & CEO,

Recently, one of our best sales people went out on maternity leave. That left me having to jump back into the trenches and take over her responsibilities for a while. Her job is to recruit software companies to sign up for our lead generation program, typically by cold calling a targeted list of strategic accounts. This summer, that became my job.

“Cold calling” is an understatement. It was like having a bucket of ice water dumped on my head.

I had forgotten how challenging cold calls can be. Moreover, it seems like prospecting has gotten more difficult since 2006 – 2007, when I was selling most every day to get this company started. Cold-called prospects are almost entirely non-responsive. Many of those that I did reach were quick to deflect me, even before I explained what we do. We’ve got a great value proposition: high-quality sales leads, pay-per-lead, no contractual term, no up-front investment. Why were prospects so unresponsive and often disrespectful and rude?

It’s not just cold calling. It’s nearly as difficult to engage prospects that actually request information. Many software companies contact us via our website, and then go silent for months. The software vendors that are our customers report that buyers are increasingly hard to reach, even when the buyer requests information from the vendor (A humorous note: these are often the same vendors that didn’t return our calls when we were first recruiting them). Certainly, something has changed in the world of business-to-business sales.

I know the answer. It’s something we’ve been talking about for a while. Marketing bloggers like Craig Rosenberg and Jon Miller are talking about it. Industry professionals, such as Art Sobczak, are even writing books about it. “IT” is the disintermediation of the sales person.

Basically, the Internet has greatly reduced buyers’ dependence on sales reps. Before the Web was part of everyday life, buyers had limited resources for evaluating products and services. Let’s consider software sales: a decade or two ago, buyers were dependant on sales people to provide the information they needed to evaluate a purchase – product functionality, hardware requirements, pricing, etc. Buyers could attend a conference or trade show, refer to industry publications and research analysts (e.g. Gartner) or seek out suggestions from their closest peers. However, in the end, sales reps served as the primary source of information.

With the rise of the Internet, we have seen a significant transference in power: from seller to buyer. Now, when a potential buyer is researching a product or service, they can find most of the information they need at their fingertips – on the Web. For example:

  • buyers can learn the basics on vendor websites, trade journal sites, and third-party authority sites;
  • a search for “[company name] sucks” will turn up common complaints about a product;
  • peer reviews are available online or buyers can identify other users via LinkedIn.
  • product updates are instantly available via Google news, Twitter, etc.;
  • someone, somewhere, on the net, is blogging about the software category; and,
  • awesome sites like Software Advice (shameless plug) provide free, well, software advice.

Information is power. A decade ago, it was in the hands of the sales person. Today, the buyer has it too.

What this means is that buyers now engage sales people far later in the sales cycle. Whereas they used to engage vendors about a third of the way into the process, now they are waiting until the last third. Why contact ten vendors up-front and parry with adept salespeople when you can narrow the list down to just two on the Web?

When buyers download your white paper, view your data sheet and watch your flash demo, they are just feeding their research process. Don’t expect to reach them by phone yet. If you’re lucky, they might watch a WebEx demo. Did they ask for a price quote? They are probably ball parking their budget. They’ll get in touch when you’ve made the short list and they have really detailed questions.

There are three other concurrent trends complicating the issue further:

  • buyers are distracted by too much information (e.g. email, IM, SMS) and they are busy;
  • we are all competing for that attention, but most of our messages sound the same; and
  • buyers still research solutions in a down economy, but they don’t pull the trigger as fast or often.

So yes, our jobs just got a lot tougher. Every sales person’s job is tougher. However, like most challenges, the companies and individuals that figure out how to execute in this new environment will reap big rewards. The following is what we think it will take to succeed in an era when the buyer controls the process.

Traditional sales and marketing best practices are table stakes
We all know that good sales and marketing requires:

  • Solving buyers problems, not selling them a product;
  • a clear and concise value proposition, differentiated from the pack; and,
  • a quantifiable return on investment (ROI).

These are “table stakes” these days – you need them to be in the game. And while they are still as important as ever, the game has changed, and it’s time to up the ante. In addition to these best practices, the salesperson must also work to engage the customer. If you haven’t got these three nailed by now, hang up the phone.

Hang out where buyers research
If potential customers are going to third party websites for information, you had better be well-represented. If your customers are on Twitter, you should be “tweeting”. If they are scouring the blogosphere for information, you need a blog and you need to network with other bloggers. If they search in Google – they do – you need to rank well and advertise in AdWords. Bing too. If the buyer is asking about products on LinkedIn Groups, you had better be an active member. We’re not the first ones to give this advice, but what we’ll add is that you have to prioritize these web marketing efforts. Creating accounts on Twitter, LinkedIn, AdWords and YouTube is not enough. You need a real strategy, a team that can execute, and measurable goals.

Give and you will receive
To get buyers’ attention, give them what they want. These days, that’s information, not a pitch. Anticipate what buyers want and fulfill that. Recognize that buyers are in control, rather than fighting against the trend. Buyers want to see how easy it is to navigate your UI; give them a flash demo on your website. Buyers want to see how their peers are using your software; give them case studies. Buyers want best practices and thought leadership ideas; give them white papers – not product pitches that look like white papers. Importantly, be careful what you ask for in return. Do you really need them to complete a long form telling you everything about themselves, or can you just get an email to stay in touch? You can learn more about the buyer as they come back for more of your great content. Oh, and if you fear putting all this information out there in front of competitors, one answer: they already have it from that sales guy you fired last year.

Build trust over time, without direct engagement
Finally, just like in any relationship, trust is key. What is “trust” in this case? It’s trust that you know a lot about their business – enough to solve their unique problems. It’s trust that you and your company are thought leaders with momentum, pushing the technology solution forward, rather than selling old solutions. It’s trust that you care enough about the relationship to invest over time, not just for a quick sale. Even with all their new-found information and power, buyers are still scared. They are scared of making the wrong decision – scared to disappoint their boss. They see their biggest risk as “being sold” on the wrong solution because the sales person knew how to manipulate them. The only way to assuage that fear is to build trust over time. None of this is new, but what is new is that you need to build this trust without direct engagement. Not easy. You must build the trust by giving buyers what they want on your website, via email, on social media sites, etc. Your willingness to share your expertise is critical.

This certainly isn’t a detailed “how to” guide for the new customer dynamic. There is a lot more to consider. However, this sets the stage for a series of upcoming posts we’ll write on sales and marketing execution in a market where the customer holds control.

Image created by Ben Jones.

 
  • http://www.bnet.com/blog/salesmachine Geoffrey James

    Sorry, but I don’t buy the premise, although I admit it’s become a popular argument.

    For non-commodity products, buyers start the research process, quickly get fed up and then a ripe for the first sales rep who can establish a sense of trust.

    Buying B2B entails outsourcing the hassle. Doing the research yourself is just more hassle, which most companies and executives don’t need.

    The number of sales professional in the B2B sector is actually going up. If they were being disintermediated, the reverse would be the case.

    The reason that people don’t return calls is a result of lousy cold-calling technique, along with the “I hate cold calling” attitude that comes from misunderstanding the process.

    Cold calling is the ELIMINATION of false leads from your prospect list. If you don’t get this concept, you’ll always get it wrong.

  • http://www.regnordman.com Reg Nordman

    Good comment
    What you are talking about Don is the exponential growth of importance of aligning marketing with sales. Every client facing material must align with what you are trying to say face to face. Trust building, call it what you will, is paramount in marketing.

  • http://www.mikefaber.com/ Mike Faber

    Buyers control more today than ever, but I think the Internet is just part of that equation. Too much information, and too many “pitches” for everything from weight loss to hair gain have dulled our consumer senses. Buyers are more skeptical (I know I am) and they understand they’re in the driver’s seat. Great sales reps build their business by building relationships, and they’re flexible enough to do that in a variety of ways. I made about 240,000 cold calls between 1987 and 1992 – there’s no way I’d survive with that approach today! Great article Don!!

  • http://www.reachforce.com Drew Sollberger

    Very nice post, Don. Sitting just over a cubicle wall from the salespeople I support, I definitely understand how tough the sales process can be.

    Even though we sell 100% B2B, I find it helpful to think through a recent large personal purchase, and what goes through my mind during the decision-making process. I usually find that the common thread is some kind of introduction to the product or the vendor by a trusted source. For example, I wouldn’t have bought an iPhone without having talked with friends who had one first.

    As a B2B vendor that isn’t known the world over like Apple, though, it becomes especially important for me to find avenues to reach our prospects on the level of knowledge sharing as opposed to selling.

  • http://www.trustedadvisor.com/trustmatters Charles H. Green

    Don, I think this is right on. I would not have thought of calling it the “disintermediation of the salesperson” but I think that is very apt as well as accurate.

    One of the lessons that I draw from this — the absence of the salesperson on the front end — is to accept that as the new reality. What we need to do is put out all the information possible across multiple platforms with great transparency, offering usefulness in the user’s own terms. If we have anything left to offer — and if you don’t, let’s face it, your only the commodity business — that’s when you seek interaction.

    Another way to put it is you reduce all the data-based risk the buyer faces upfront through the vehicle of more information. That’s precisely the time the buyer does not want to interact with a person, because they fear being manipulated. Once they have asked and have been answered with respect to all the data-based questions they can think of, that the only risks remaining are those that can only be answered by human interaction. At that point, armed with everything a person can get on his or her own, a salesperson interaction is welcomed.

    This model came to my awareness first from Dell Computer; you build what you want, and only deal the salesperson if you have questions. Since then, it seems to me this also describes the model used very successfully by Hubspot.

    I agree with much of what Drew says about trusted advisors, but I think the advisers’ relevance may come later, not earlier, in the process.

  • http://salesandmanagementblog.com Paul McCord

    Don,

    Geoffrey is right that your position is becoming more popular, it’s his analysis that’s wrong.

    I’ve been talking about this issue for several years, including a couple of articles last year: “You Can’t Scream Loud Enough” and “Can We Reclaim Our Place in the Sales Process?”

    Sellers face monumental problems today—connecting with prospects in ways that prospects will accept, respect and respond to and then being relevant to the prospect.

    As you point out, Don, prospects are beat to death with marketing messages from the time they are awakened by their clock radio in the morning to the last ad on the TV as they turn it off to go to bed—and thousands more between. Our attempt to gain their attention is just one of thousands they encounter every day and if all we’re going to do is try to scream louder than the next guy as salespeople have done for decades, we’re going to lose. There was a point in time when that worked. No longer.

    In addition we have to find a way to become relevant to prospects once more—as you also point out, in many, if not most cases they know as much or more than the salesperson they’re dealing with. In order to be of real use to the prospect—as a real salesperson as opposed to just the lucky order taker—sellers have to learn to turn sales into real education. That’s a foreign concept for many sellers, but if we can’t add to the knowledge the prospect has already gained, we are worthless to them except to fill out the order form.

  • http://www.tele-smart.com Josiane Feigon

    There’s nothing like pounding the phones for a few days to realize the harsh realities of the Customer 2.0- great post. You clearly identified new habits, values and norms that are shaping today’s Sales 2.0 landscape. I appreciate some confessions that cold calling jocks that earned their stripes cold calling in the 90′s would never cut it today.

  • http://www.profitability.net Nathan Fultz

    Great read. It is more important now than to stay active, be visible and become the expert in the room.
    Thanks Don

  • http://www.yourb2bsalescoach.com Bob Riess

    Great post and discussion. When I started selling 20 years ago people actually answered the phone and if you had a great message, you had a chance. Today, sales reps must think through what they bring to the table that cannot be found with a simple google search.

  • http://www.efconsulting.sandler.com Sylvia Harris

    I get tons of e-mails from LinkedIn. Yours is the first I’ve read in a long time. Partly because of the “catchy” title AND your input makes sense. I love a good laugh from a salesperson who talks truth, thank you!

    Sylvia Harris, Partner
    Sandler Training
    Houston, TX

  • Michael

    The cold hard truth about cold calling is that you should never expect to get a call returned. If prospects aren’t returning your calls, move on to the next lead.

    I’ve been cold calling for the last 10 years, and there is a way to engage the prospect and get their attention. First, don’t sound like every other saleperson who calls. Second, build rapport. Third, ask a lot of questions – show some actual interest in the prospect’s business. Mike’s training tells you how to do that. Fourth, qualify, qualify, qualify, AKA: disqulify, disqualify, disqualify.

    Telesales people waste too much time following up on prospects that will never buy instead of making more calls to feed their sales funnels.

    I say, quit whining that people aren’t returning your calls, and close some deals!

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