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What is your sales organization doing about the current economic downturn? What will make a difference for your company? While the economic forecast may be “uncertain,” it is certain that our customers are reducing their budgets and spending more carefully, forcing their vendors to do the same. This economic challenge will accelerate the adoption of Sales 2.0 from a “nice to have” to a “need to have” philosophy. Companies that continue to sell the way they sold in the past will become less profitable or fail altogether. Customer preferences, the ever-rising cost of sales, and the availability of next-generation technologies are making change mandatory for companies that want to outperform the competition and minimize the impact of the economic slowdown.

What is Sales 2.0?
Sales 2.0 is not a new technology. It is the use of innovative sales practices to improve business results, creating value for both the buyer and seller, and is often enabled by Web 2.0 or next-generation technology. Sales 2.0 initiatives typically center on process and customer-engagement improvements to increase sales productivity. Sales 2.0 practices combine the science of measurable, process-driven operations with the art of collaborative relationships, using the most profitable and expedient sales resources required to meet your customers’ needs. The goal of Sales 2.0 is to produce greater, predictable, repeatable business results, including increased revenue, decreased sales costs, and sustained competitive advantage.

Sales 2.0 initiatives require changing mindset and adjusting sales strategies. A relatively simple Sales 2.0 practice involves selling more through video or web conferencing. This can be done by inside salespeople or by field salespeople who perform more of their jobs from their desks. Selling more efficiently should also mean selling more effectively, as many buyers now prefer to meet remotely via conference calls with video or web conferencing, and salespeople benefit from additional selling time that otherwise would be spent traveling. A traditional sales process that included three or four onsite visits might now have zero or just one face-to-face visit. The financial impact of reducing travel expenses can be significant and is easily measured, but the economics of giving your most expensive sales resources — your field salespeople — additional selling time is even more compelling.

Many products and services, especially those of relatively small to average value, can only be sold profitably with a remote or low-touch sales model. The definition of “small to medium orders” is different for every company, but they are generally those that fall into your bottom 50% in value. If ignored, these mid-market customers or transaction types are missed opportunities for organizations that rely solely or too heavily on a field-based sales model. And when they are sold through field sales, these smaller opportunities can derail focus and drain the organization’s profitability.

Another Sales 2.0 practice uses some “science” to accurately capture key market information and metrics such as average sales cycle, average deal size and sales-cycle conversion rates. By using a defined sales process and data analytics, you can determine how your sales force should be structured and which customers and transaction types justify the assignment of field account executives, inside salespeople, channel partners or no selling effort at all. Data analytics in this sense can range from rudimentary (pen and paper) to moderate (spreadsheets, CRM, and most reporting systems) to advanced (dashboards and on-demand sales intelligence). Rather than simply measuring the final result (revenue), a Sales 2.0 approach measures the effectiveness of every stage in your sales process by salesperson, giving managers the opportunity to provide targeted coaching. Data analytics also can be used to correlate and analyze the specific characteristics of your most profitable customers (size, industries, locations, buyer types, etc.) that produce the most revenue and profit. Sales and marketing leaders can then use this information to fine-tune your sales model and activities to ensure the loyalty of your most valuable customers and find more prospects like them.

How do I begin a Sales 2.0 initiative with limited staff and budget?
A key Sales 2.0 tenet involves experimentation, often through testing new process ideas and piloting new technology. Testing a new sales message, pricing options, new technology, or even a new sales process enables the organization to be innovative with minimal risk. Small pilot programs that use minimal resources enable ineffective ideas to fail on a small scale, while good ones can be rolled out more aggressively.

Becoming a Sales 2.0 organization requires that we proactively adapt and continually improve so we can become closer to our customers and weather the economic storm better than our competitors.

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from our Military Transition web site.

Dressing for Successful Job Interviews

The first thing an interviewer will notice about you is how you're dressed.
Even before you say hello or shake their hand, they are starting to form an
impression of you based on your appearance. This week's job searching tip
deals with making sure you are dressed properly for interviews.

It's estimated that people gain meaning more from non-verbal cues in
conversations than from the actual words exchanged. Therefore, how you
present yourself in an interview will have a significant impact on how the
interviewer perceives you.

If you're applying for a job as a manager, the interviewer will be trying to
decide how you would be perceived by subordinates and other managers.
Basically, they're asking themselves, "would this person fit in?" One way to
figure out how best to dress to fit in would be to visit the company ahead
of time for some "surveillance" work.

If you hang around outside the company's parking lot, you could observe
how most people dress there. Of course it's best not to be conspicuous - if
the interviewer saw you hanging around their parking lot a few days earlier,
they might think you're strange!

There are some basic rules that everyone should follow when
going on a job interview:

- Your goal should be to look clean, healthy and successful.
- Make sure you don't have bad breath. Nobody wants to work with
someone who smells bad.
- On the other hand, don't overdo it with aftershave/perfume.
- Always err on the side of conservatism. Men should
wear conservative ties for interviews and women should opt for a more
conservative blouse.
- Your hair should be clean and neat.
- Your nails should be clean and a reasonable
length.
- Women should wear tan or light hosiery.If you know people who work
in a similar company (or the same company) in the same location, talk
to them about how people dress for work. Especially if you are moving
from another part of the country.

For example, lawyers in California often dress a bit more casually and
wear less conservative ties than lawyers in New York. Be sure to follow
rules of etiquette when on the interview itself. Give the interviewer a
chance to offer you a seat. If you're wearing a suit jacket, don't take it
off in the interview.

Remember, an interview is partly a formality. Especially if the
interviewer is a human resources person or other staff member who is
not very familiar with your field, you may be judged much more on
your appearance and how well you conform to the "picture" of what a
good interviewee should be like than on the content of what you say in
the interview.

A great movie about creating the right appearance is the recent Steven
Spielberg film, "Catch Me If You Can," which starred Leonardo Di Caprio.
In the movie, which is based on a true story, Di Caprio plays a con artist
and counterfeiter named Frank Abignale, Jr. Frank is able to work as an
airline pilot, a doctor and a lawyer all because he is able to come across
like he fits in. Even though he was only 16, he knew enough to do his
research ahead of time and create the right appearance.

One of the great lines in the movie is when Frank says to the detective
trying to catch him, "Why do you think the Yankees always win? Is it
because of Mickey Mantle? No, it's because everyone's busy watching
the pinstripes."

About the Author

Scott Brown is the author of the Job Search Handbook
(http://www.jobsearchhandbook.com/). As editor of the HireSites.com
weekly newsletter on job searching, Scott has written many articles on the
subject. He wrote the Job Search Handbook to provide job seekers with a
complete yet easy to use guide to finding a job effectively.


Johnetta Matthews
Veterans In Motion


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