June 2008 - Posts

What's Wrong with Your Sales Process?
Published 27 June 8 8:0 AM | Aaron | with no comments

A sale is an arduous, grueling process; you begin with a large number of leads, determine which ones are interested in your product, determine which ones have the authority and resources to actually make the purchase, and finally, at some point in time, complete the sale.

This sales process often leads to what is referred to as a sales funnel – you start with a wide base of leads and funnel your way down to a number of completed sales.

In my opinion, most sales teams are so focused on getting those sales that they don’t take the time to inspect their sales processes and determine where they might be losing a disproportionately large number of leads. Our most recent Working Smarter article, "Working Smarter with Sales Funnel Charts," addresses this issue and explains how your sales team can convert more leads by refining their sales process using Sales Funnel Charts.


Why Sales Funnel Charts?

Sales funnel charts are very intuitive; the top of the inverted pyramid is the widest because you have the most leads at that point of the sales process – as you qualify your leads based on interest, authority and ability to buy, you move to narrower and narrower sections of the pyramid. The last section of the pyramid, the narrowest section, represents all of your final sales at the end of the sales process.

Sales processes are large and complex – if you wanted to optimize and refine your sales process right off the bat, the task would be impossible due to the complexity of your sales process. There are simply too many steps, too many leads, and too much information to try and optimize your entire sales process at once.

The value of the sales funnel chart comes from being able to break down your sales process into sequential steps. By breaking down your sales process into a funnel, you can accomplish the following objectives:

Sales Funnel Charts Simplify the Entire Sales Process

Breaking down your sales process into individual steps makes it much easier to appreciate how the entire process works. So what does this do for your business?

Well, for one thing, it makes it infinitely easier to communicate your sales process to new employees, to investors, and to your superiors in the company!

Sales Funnel Charts Quantify the Sales Process

It’s the year 2008; if you can’t measure the efficiency of your sales process in quantifiable terms, you’re doing something wrong—period. Using historical data, you can use your sales funnel to determine:

  • How many leads result in sales
  • And how much money it costs you to convert a single lead into a sale.

Take this example, for instance:

  • You distribute emails to 20,000 prospects;
  • 500 prospects request additional information;
  • The telemarketer qualifies only 20 prospects as having the authority to buy;
  • And 10 prospects agree to purchase the product at the given quotes.

Notice that I followed the steps laid out by my sales funnel in my analysis – what does this data tell you? Without the sales funnel, you would have known that you converted only 10 of your original 20,000 prospects—a conversion rate of 0.05%.

However, with the sales funnel you learn some additional facts about your sales process – for instance, most of the prospects who were interested in your product do not have the authority to buy. You're losing a disproportionately large number of leads at the qualification phase! This means that your initial email campaign is targeting the wrong people!

Breaking down your sales funnel data using a sales funnel chart as a guideline can help lead to additional insight like the kind I demonstrated using this simple example.

In addition, a sales funnel chart also enables you to understand just how much work goes into converting each lead into a sale – based on the example sales funnel chart that I’ve included in this blog entry, you can tell that your sales team has to contact the lead five times before a sale is completed:

  1. Once to simply email the prospect;
  2. Once to send information to an interested lead;
  3. Once to qualify the lead’s authority to buy;
  4. Once to deliver a price quote to the lead;
  5. And once to close the sale.

Using that information, you can determine how much money it costs you in terms of the sales team’s time to close a single sale. It would be much harder to make this determination without breaking down each sale into a process of sequential, measurable steps.

In conclusion, it’s a good idea to use a sales funnel chart to communicate your sales process easily and, more importantly, to help measure the efficiency of your process.

Learn More about Optimizing Your Sales Process

If you'd like to see how to draw and use a sales funnel chart, please view our screencast "Refine Your Sales Process with SmartDraw."

Also, if you'd like to try SmartDraw, you can download a free trial of SmartDraw.

SmartDraw 2008 Owners: To get the templates discussed in this document, download and run this file: http://www.smartdraw.com/downloads/sd2008/sd2008_Marketing.exe

Screencast: Refine Your Sales Process with SmartDraw
Published 24 June 8 4:0 AM | Paul | 4 comment(s)

In this screencast I show you how to refine your sales process using a Sales Funnel Chart, a chart designed to help you map out your sales process and discover where you might be losing a disproportionately large number of potential sales.

This SmartDraw screencast requires Adobe Flash Player 9.

Get Adobe Flash player

Download a free trial of SmartDraw here.

Learn More

If you'd like to learn more about this topic then be sure to read our companion PDF - Working Smarter with Sales Funnel Charts.

Discover Your Ideal Customers Using Market Focus Diagrams
Published 20 June 8 4:0 AM | Aaron | 6 comment(s)

Just before I began working for SmartDraw I worked as a consultant who specialized in building online marketing solutions.

One time when I began working with a new client I sat him down at our first meeting and asked him “who are your customers?” He told me “anyone who is willing to buy what I have to sell.” Immediately I concluded that this client would need a better definition of his target market if he had any interest in actually selling anything.

I wish I could have sent him our most recent Working Smarter article, “Working Smarter with Market Focus Diagrams.”

The premise of the article is that you can use market focus diagrams, more commonly referred to as Venn diagrams, to help you identify a specific target market within the context of larger, broader markets.

 

The market focus diagram is useful for quickly explaining who your target market is to members of your organization, investors, or potential partners. However, it’s really the process of creating the diagram which benefits small business owners and managers.

Venn Diagrams Aren’t Obvious, Contrary to Popular Belief

Venn diagrams are a simple concept but not an obvious one.

The first step to understanding the value of a Venn Diagram is understanding the significance of the sizes of the circles.

As you probably know a Venn diagram is meant to illustrate the commonalities between different groups. A market focus diagram is a specific application of a Venn diagram meant to show overlaps between different groups of customers.

In our SmartDraw example, we defined SmartDraw’s broad “target market” in our unique selling proposition as “Office Users.”

We start with the circle which represents all Microsoft Office users:

 

This circle is going to be largest given that it’s the broadest definition of our target market. Most of our potential customers will be contained inside this group.

The next group that we want to add into our market focus diagrams is “managers” – people who manage something, whether it’s people, projects, or operations.

 

Notice that while both groups mostly overlap, some managers fall outside the purview of “Microsoft Office Users.” This is something that we thought about when we were going through the process of determining SmartDraw’s target market: do all managers use Office?

Naturally, there are some who don’t and they are not our ideal customers because chances are that if they do not own Office then they will not be interested in SmartDraw either.

As the SmartDraw marketing team pondered our ideal target market some more, we determined that there was another important group of people who need our software: presenters. We defined presenters as “anyone who has to invest significant resources into preparing presentations on a regular basis.” So we added them to our market focus diagram:

 

There are more managers than there are presenters, thus the “presenters” group is smaller than the “managers” group. However, there are still a large number of managers who have to make formal presentations to their supervisors, investors, or customers, thus there is a decent amount of overlap between the two groups.

And this is our ideal target market – “managers who use Microsoft Office to prepare presentations.” The process of drawing a market focus diagram makes it easy to spell out a relatively specific target market like the one I just provided.

Learn More about Market Focus Diagrams

If you'd like to see how to draw a market focus diagram, please view our screencast "Find Your Target Market with SmartDraw."

Also, if you'd like to try SmartDraw, you can download a free trial of SmartDraw.

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Positioning Products Across Multiple Markets
Published 19 June 8 10:57 AM | Aaron | with no comments

Working Smarter reader Elhamy Kamel left an interesting comment on last Friday’s entry about being able to see your product through the eyes of your customers:

I do not know if the traditional positioning matrix can solve today's confusing markets, statements like think global and act local sounds like someone wants to be everything to everyone.

With the advent of globalization, organizations are blurring their traditional boundaries, to fit into a business model "I am everything to everyone."

Do you have a positioning matrix that can handle these new confusing market positioning?

Elhamy raises a good point – when it comes to businesses who offer multiple products in different regional markets one positioning matrix simply cannot account for all of the factors that differentiate all of the competitors in those markets.

If your company competes in multiple markets and if those markets all have different competitors then you are going to need positioning matrices for each market. If the competition changes then the positioning matrices must change.

Rather than try to use one large positioning matrix to factor in all of the complexities that come with competing in multiple international markets I recommend creating positioning matrices for each product that your company offers.

An Example: Procter & Gamble’s Laundry Detergent Lines

A good example of a complex, multi-product/multi-market offering is Procter and Gamble’s laundry detergent line. Here are all of the laundry detergent brands offered by P&G:

  • Cheer™
  • Tide™
  • Dreft™
  • Gain™

These four brand names are just the tip of the iceberg when it comes to P&G’s detergents; each brand contains several products. I’m not going to list all of them, but let’s just say that P&G’s offers a large variety of laundry detergent products.

Example: Procter & Gamble in American Laundry Detergent Markets

Let’s take a look at how P&G might position its own brands against each other in a single American detergent market. A good market to observe might be middle class homeowners with children over the age of six years old. Let’s suppose that there are two major factors that divide up this market for laundry detergents:

  • The color of the fabrics that the detergents treat: colored fabrics or white fabrics; and
  • The impact of the detergent’s cleansing ability – do homeowners want something that does a good job removing stains and odors while producing fabric that feels soft and fresh or do they want something that is really tough on stains and dirt at the expense of being hard on the fabric?

Here’s what a positioning matrix for some of P&G’s detergent products might look like:

P&G’s detergents with bleach are used to treat white fabrics whereas Cheer (P&G’s specialty detergent for colors) and Gain without bleach are more suitable for regular, colored fabrics. Gain is P&G’s detergent designed to add freshness and bounce to the fabrics, whereas Tide and Cheer are designed to be more potent cleansers thus they are harder on the fabrics.

But how would this positioning matrix change for American middle-class homeowners with children under the age of six?

The competitive picture of this market is totally different because the factors that influence consumer purchasing decisions are different – when consumers have young children they want their children’s clothes to be especially soft and free from chemical odors (perfumes.) This is why P&G has built a special detergent, Dreft™, specifically for this purpose.

So what does the competition look like for detergent for families with young children? Here’s what it might look like:

The competitive landscape for laundry detergent for American homeowners with children under six is obviously different from the competitive landscape for homeowners with older children due to the different consumer influence factors. Different factors, different competitors, different markets, and thus we must have different positioning matrices.

The Lesson Here

What this shows you is that it’s vitally important to accurately define your target market before you attempt to determine your company’s and your product’s positioning within a given market. In a sense, you do have to think globally and act locally, simply because there factors that influence consumer behavior and the competitors change at the local level.

Positioning matrices are a great tool for clarifying market position, but different competitors require you to draw different positioning matrices for those markets.

Positioning for broad, confusing markets is difficult simply because there are too many factors to represent on a single matrix – a better practice is to create new positioning matrices when the competition is different in any market that your company has entered.

Screencast: Find Your Target Market with SmartDraw
Published 16 June 8 8:0 PM | Aaron | 2 comment(s)

In this screencast Kenneth Roberts, SmartDraw's Director of Market Research demonstrates how to identify your product's target market using Market Focus Diagrams, a specific application of traditional Venn diagrams.

This SmartDraw screencast requires Adobe Flash Player 9.

Get Adobe Flash player

Download a free trial of SmartDraw here.

Learn More

If you'd like to learn more about this topic then be sure to read our companion PDF - Working Smarter with Market Focus Diagrams.

Can You See Your Product through the Eyes of Your Customers?
Published 13 June 8 8:0 AM | Aaron | 3 comment(s)

Our most recent Working Smarter PDF, "Working Smarter with Product Positioning Matrix Diagrams," discusses the benefits of using a Positioning Matrix to illustrate the positioning of your product against other competing products in the same market.

So what is "position?"  Position is what dictates how your potential customers perceive your product compared to your competitors' products. There can be no position without competitors. You are "positioned" compared to them.

Understanding your product's position is important because it allows you to see your company and your product through the eyes of your customers.

But how do you express your market position? One common way is to choose two variables that are important to buyers and plot them on two axes.

In order to show where your product lies compared to your competitor's products, you simply place your product in the correct quadrant. This graph is called a positioning matrix.

Below is the example positioning matrix used in "Working Smarter with Product Positioning Matrix Diagrams;" in this example, we used our own product, SmartDraw.

Ideally your product should have one quadrant all to itself.  This is because having a unique quadrant means that your product has a unique combination of factors which make it important to buyers.

If you don't have a unique quadrant for your product, then your product doesn't have a unique market position and, thus, you don't have a unique selling proposition for it either.

The Challenge of Determining Unique Market Position

The obvious challenge to building a positioning matrix is determining what factors to plot on the axes of the chart.

Here are a number of sample factors that are often included on positioning matrices (note, however, these are not ALL of the factors):

  • Accessibility
  • Cost
  • Convenience
  • Ease of Use
  • Lifestyle
  • Location
  • Performance
  • Security
  • Visibility

I'm going to use an example from the auto industry that will help give you a better idea of what sort of factors can separate a market.

You can appreciate why the car market is so competitive after understanding the positioning of all of the manufacturers and their products.

How to Use a Positioning Matrix

  1. Try to determine what factors set you apart from your competitors (this is the hard part).
  2. Once you determine those factors, use the positioning matrix to communicate your product's positioning to your employees and to help guide your marketing strategy.

Market positioning helps keep companies' product lines consistent with their brands-you won't see Jaguar or BMW offering a minivan anytime soon because their brands simply do not cohere with the values of the typical minivan consumer.

Consumers will consistently view Jaguar and BMW as luxury, high-performance brands-any attempts by those two firms to produce economy, low-performance vehicles will simply fall flat with consumers, due to the manufacturer's established market positions.

If Volkswagen had stuck with its market positioning strategy, it would not have had to endure the Phaeton fiasco; the Phaeton was a luxury car with a $70,000 starting price tag and the traditional Volkswagen low-performance branding. Buyers viewed Volkswagen as a low-performance, economy brand; not a high-performance, luxury brand.  And this is why the Phaeton ultimately failed.

Learn More about Positioning Matrices

If you'd like to learn how to draw a positioning matrix using SmartDraw, please watch our screencast, "Drawing a Positioning Matrix with SmartDraw."

If you'd like to try SmartDraw, feel free to download a free trial of SmartDraw.

Screencast: Drawing a Positioning Matrix with SmartDraw
Published 11 June 8 4:0 AM | Aaron | 2 comment(s)

In this screencast Kenneth Roberts, SmartDraw's Director of Marketing Research, shows how you to illustrate your company's position amongst its competition using a positioning matrix.

This SmartDraw screencast requires Adobe Flash Player 9.

Get Adobe Flash player

Download a free trial of SmartDraw here.

Learn More

If you'd like to learn more about this topic then be sure to read our companion PDF - Working Smarter with Positioning Matrix Diagrams.

 

Four Easy Steps for Defining Your Unique Selling Proposition
Published 6 June 8 4:0 AM | Paul | 7 comment(s)

Take a look at the Sales Proposition Chart from our recent Working Smarter series article "Four Simple Steps to Understanding Your Market".

The chart is designed to help you both determine your product's unique selling proposition and communicate to others.

"Unique Selling Proposition" sounds like a nice piece of marketing mumbo jumbo, but what does it mean to me, you ask? My answer is "A lot!"

After 25 years of seeing both success and failure in businesses of all kinds, I believe that it is essential to understand exactly

  • what you are selling
  • to whom
  • and why they buy from you and not a competitor.

Your "Unique Selling Proposition" is simply a fancy name for the answer to these fundamental questions, and the selling proposition chart is a simple template for answering them.

Let's step through it.

Step 1: Market

The first box is labeled "Market." The implied question here is "Who will buy your product?" Think carefully about the answers as you fill them out. It's often worth a discussion with your co-workers about each answer. You'll be surprised just how controversial this can be.

In my example, I am using our own product, SmartDraw. We define our market as Microsoft Office® users because virtually all of our potential customers also use Office®.

Step 2: Need

What simple need does your product satisfy?

In SmartDraw's case, it's the need to create business graphics.

Step 3: Pain

Now the questions get more difficult. What "pain" does your product relieve for the buyer?

This starts to differentiate your product from the competition.

In SmartDraw's case, most people consider creating business graphics to be a painful task: slow, difficult, and producing bad results.

Think of other business innovations and the pain that they removed. McDonald's® - the first fast food restaurant - what pain did they remove from the need to eat out inexpensively?

Answer: The slow service and unreliable quality from mom-and-pop short order restaurants. Predictability is a big part of what McDonald's sells.

Step 4: Solution

How does your product relieve that pain and therefore separate itself from the competition that still inflicts the pain? 

In SmartDraw's case, it's to automate the creation of business graphics that are fast and easy to make and look great.

The answer to steps 3 & 4 define your differentiation from the competition and your unique benefit to the customer. Once you understand this, you can communicate it more effectively to customers and generate sales more easily.

The Sales Proposition Chart is just one of four steps you can take to understand your market. Follow them all and you'll have everything you need to increase your sales and success.

Learn More about Building Unique Selling Propositions

If you'd like to see how to draw a selling proposition chart, please view our screencast "Building a Unique Selling Proposition with SmartDraw."

Also, if you'd like to try SmartDraw, you can download a free trial of SmartDraw.

SmartDraw 2008 Owners: To get the templates discussed in this document, download and run this file: http://www.smartdraw.com/downloads/sd2008/sd2008_Marketing.exe

Screencast: Building a Unique Selling Proposition with SmartDraw
Published 4 June 8 4:0 AM | Paul | 3 comment(s)

In this screencast I show you how to define a unique selling proposition for your company's product or service using a Selling Proposition Chart, a new template which SmartDraw 2008 users can download through our latest content pack (1.9 meg.)

Download a free trial of SmartDraw here.

Learn More

If you'd like to learn more about this topic then be sure to read our companion PDF - Working Smarter with Sales Proposition Charts.