The optioneerJM dictionary and reference to the wired side

Saturday, September 17, 2016

SOURCE:  http://www.wsfcs.k12.nc.us/Domain/10844


QUORA SAAS ... what else?

24 hours ago could be a week for many other people. Under my meanderings.ABOUT blog, I've carried on about the theory of being a mental energist.  That is someone who, if their brain looked like the inside of a hamster cage, the wheel would continually be going around and around, albeit much slower during sleep.


EXAMINING EXAMINATION

Before Friday, I was the hamster turning and turning around, never uphill, thankfully not down either.  It must come at a certain age or just pop out at peak moments of awareness in our lives, possibly, if lucky, more than once.  What 10 years from now seemed like 25 from then, only to feel like it means only 5 now.

I guess I was doing a lot of self-evaluation to figure out what I really want.  I'm more used to being on a roller coaster ride, sometimes hanging on to my hat, other times letting my hair just blow.  Then all of a sudden you can feel like a hamster, still moving ahead, no speed bumps, no standstills or traffic jams.  Still a little sweat, just not in magnitude any more.


What does SAAS stand for?
I did have a mini rant a few years ago about people who work for companies, feel like it is a medal of honour to use the same acronyms from within that dynamic culture, began including it in every day language.  Soon after, nobody stopped anyone to ask what the meaning of it was because it just seemed like everybody knew it like a noun more than an acronym.

An exchange with a SAAS genius
See, I'm pretty much like anybody else, perhaps more curious than most.  It seemed like there was a mutual admiration for each other's background and successes or failures.  We didn't get on to talk about any failures.

Attention!
Immediately,
like anyone in the military does
instinctively
You stand at attention when
there is this BWAMB !
kind of reaction
when I think,
this is a pretty
smart dude
(in this case guy).  

He just stood out to me like a superstar.  You see, I've been on Linked In for over 6 years now.  The hungry entrepreneurs of then, are the talked about success stories today.

Like any self respecting professional would do, I clicked on his Linked In profile.  Just about talking to anyone anywhere I will try to cross-reference them with a Linked In profile.  What I mean, is I verify their name and just a few personal profile details I make a mental note of, on Linked In.  

Cool, coolio or cooler?
What is really cool sometimes is that someone's professional profile is just that poised, polished, professional presentation of one self.  Who they really are, night and day from what they carry on their shoulders.

Yeah, like another powerful drug, that instinctive feel that this person's PPPProfile is one side, yet the other singular most powerful ingredient on the other, you may not say on the conservative side, is
P-E-R-S-O-N-A-L-T-Y .
That is my true gift.

Interests and gifts divide
You can have one singular gift, time consuming, heart consuming, head consuming gift or you could say talent, but the interests on the side are sparse and not very frequently occupied.

CHARISMA
is a word we most often associate with powerful country leaders: think John F. Kennedy, Pierre Trudeau, Barack Obama, Justin Trudeau.  I don't think you qualify for charisma until you've dusted off a few brush ins, dusted off, and stood a little taller and prouder after.  That's how I think we should consider that meaning.

I think there is a certain vibe and invisible energy that emits into the atmosphere by those impacted by watching or meeting a charismatic person.  An inaudible pulse like a mist surrounds them.  Profoundly rare, charismatic people are the beacon to the evil and cannier sharksters.   

I don't think you can emit charisma unless you have some sort of humanity that you may be aligned with.  

JOHN F.KENNEDY> was the greatest benefactor for race relations: to conquer and overcome racial bias and discrimination.  

SIDEBAR<<
John F. Kennedy 
was the first 
American President
 who was able to
"make America GREAT again" 
inspired by others
who had to 
build a country
 from scratch,
 accounted for more
who carried it on their backs.
He had to take it on as a
 belief and vision after
 wars, stock market crashes,
 famine, drought, floods,
 fires, hurricanes, tornadoes,
 tropical storms, blizzards, danger,
 John F. Kennedy 
was leading the country,
 making believers out of
 the stomped on,
 to start feeling
 optimistic
 about the future
 without bias,
 discrimination,
or racism.
Who does that
remind you of?
YES
I agree
the BIG B-O!*

BARACK OBAMA>outspoken for women, as an advocate creating a better future for his daughters' tomorrow.  The threat of ISIS with bursting bombs surrounding the world and his presidency.

PIERRE TRUDEAU>made the ladies swoon.  He was a world class eligible bachelor.  A challenge of so many women.  Honey who attracted bees and buzz.

JUSTIN TRUDEAU>and his wife, Sophie were the belle and prince of the ball hosted by the Obamas at the White House.  They stole away with the glass slipper:  the adoration of millions around the world, not like anywhere else have the fairy tails shown the "Happily Ever After" but now we can to watch it unfold by Justin.

Linked In ..... I flitter on and off my social media sites to check on the stats and see if anything pops out at me, shows me something new, informs me with more knowledge.


I wrote about onboarding two years ago, interesting or curioser and curioser.  (Who says that in Alice in Wonderland?) Scavenger Quiz by optioneerJM
I was really impressed with this background:  said very smart technology person.
Certainly, this person won't be revealed.  I'm not a journalist or a reporter.  I'm more of an observer and intake specialist.  

* NOTES:
1)  I am permitted to have an opinion about a current, past or candidate for the presidential responsibility of running the powerful U-nited States.
2) Yes, I do have at least a high school education.
3)  No, I have never had to live in poverty, but have felt the threat of it more than once, which can be just as devastating as living it.
4)  Now that President Obama is coasting to the finish line, feeling comfortable with the legacy he will leave, upholding the responsibility to the best of his ability, his advisors, empathetic to his people.  He has to get used to poking a little more fun at himself, and stop using his stable of "Michele opinions" to lighten up a tense situation.
5) No, I did not intentionally or otherwise, utter or reference a presidential candidate as to express any kind of endorsement of either candidate, especially the one who will lay claim to it or start calling me names on Twitter, unless a murmur of a mock instead
6) Not naming names and steering very clear of controversial references at most, should excuse and misleading or misunderstanding of favoring one candidate over another.

Reminds of the saying:  "Try, and try again."
 Not exactly your dynamic duo IMHO 

And Americans are afraid of a Dictatorship with Trump?
                                  ~Jeannette Marshall                                         @optioneerJM                                                                #quote

IMAGE SOURCES:  #Google 




So you say you wanna sell ........ REALLY?



Are you saying YOU want to sell ?

People think they want to sell all the time.  They may say they want to "get into real estate" but what it really means is they are going to have to sell.




An entrepreneur with a brilliant idea

is still nobody when nobody is buying your product or service.  You should know the basics when you start out because you are responsible for selling your company.  



You may decide to hire sales professionals.  Yet it is your responsibility to ensure you have minimal organizational structure figured out along with basic tools that allow others to be successful, for example:
  • A CRM (customer relationship management) system that anyone who is customer facing can log who they contacted, when, their contact details, what was discussed, level of interest, follow up required; a CRM allows you to keep track of active customers or close to closing prospects so that if you have turnover (people quit) you still have captured the pertinent details.
  • Value proposition:  Answers the why:  what benefit does your service provide?  what are people loving about your product or service? 
  • Business cards:  as soon as you hire someone, you should get on it right away.  Having a business card that is hand-written filled in or a name scratched out and your new pro's name penned in.  You could be doing more harm than good if you don't have this cued up and ready for Day One.
  •  marketing material (a clean one pager that is meticulously created and professionally presented (no typos, grammar errors, inferior  low resolution images);
  • a professional website with the ability to manage inquiries, respond to inquiries
  • tools to do the job:  cell phone, computer, email address, business cards, a desk or office, a board room to host client meetings
  • a presence on the web:  website, Linked In company profile, leadership team, about us, what you sell/offer/suggest

If you can't have the minimum, or the company you may be considering selling for doesn't have the resources or cash to get you started, you may want to reconsider.



Establish expectations
How will you decide the arrangement is successful?  You don't need fancy metrics that larger organizations itemize to allow them to differentiate between the producers and weak links.  However, if you are selling a service that needs your customers to buy a specific product, prioritize it.  Understand yourself first what you are asking others to.

Define the territory
Are you selling something locally, regionally, nationally or internationally?  I suggest you have it mapped out.  

What is the prioritization or focus?
 New customers? Increased revenue (can be from new or existing).  Specific numbers, specific audience, specific buyers, specific prospect pool?

Value proposition
What value or benefit do you provide? Once you've decided what the value proposition is, you may want to reflect on where the best customers can be scooped from.  

Guidance
Yes, I know you are hiring a sales pro because they should know how to sell.  However, you still need to be available or accept responsibility to field questions and filter priorities.  Things like pricing models, volume discounts, are wise when ironed out early on.  Be clear and specific on empowerment limitations or approval processes.  Who is able to sign a contract?  Does it need to have sign off and by whom?  What should be the realistic timelines on approval by hours or by days?



Prioritize
Do you know what the idea customer looks like?  You know what problem you solve, but do you know who or where they may likely be?  Either geographically or a specific buyer (i.e. IT versus Marketing) in mind.  In other words, to increase traction and maximize success in the quickest timelines, you may want to identify what the low lying fruit is.  Establish time goals (first month, quarter, year, 2 years, etc.)

Low Lying Fruit
Do you have contacts or ideas on who may be the easiest to close or sign on?  How do you define them?Are they prospects (potential customers) who are the most likely to buy in or you know will buy within a certain period.  Is buying a seasonal or year-round activity? A seasoned pro can determine this if they have the right historicals.  

Who are your competitors?
When I was asked to take on the sales launch for a new voIP (voice over internet) teleco (telecommunications company), the CEO was really passionate and in tune with what our strengths were and who we needed to beat at their own game.  He wanted to go over a national telecommunications carrier.  He understood their appeal and their limitations.  He knew who they were and where they were or what areas they were covering:  local, regional, national, global.  




SMART analysis
You hear often and is usually required for a business plan or anywhere financing is needed:  banks, investors, shareholders, etc.  This is a roll up your sleeves, get out a flip chart or white board and draw/scribble it out.  

Resources
If you toss your sales pro out into the field and simply say "Go sell now" you should ensure that you have the people and capital to deliver on the promises made:  value proposition gains traction, new customers.

Reputation
Savvy investors, even sales pros have information sources at their fingertips:  have you been involved in any court proceedings?  (been sued for false promises, failure to deliver, etc.) Have you filed for Chapter 11 protection (US) or bankruptcy before?  Have you been sued for anything, even non payment (credit bureau, media, news).  Are you noted for having a lot of turnover of sales reps in general or with recruitment firms?

Disclosure
Don't be so passionate about what you have that you fail to see some weaknesses.  If you are open about challenges, that is great.  Much better if you can communicate what is being done about it.  

Working capital
Anyone who has ever worked for a startup, even long standing company, knows how important it is to being paid.  However, paying your suppliers is important too.  You hardly want a sales rep to go out and sell a new customer, to only find out that part of the sale requires a certain service, but your account is delinquent and frozen.

Teamwork
Regardless of the size or scope of your offering, you have to ingrain in your culture that everyone is a sales rep for your company.  If you are proud of what you offer, who you work for, the talent assembled, it will be easy to be an evangelist singing the praises.

Referrals
Some organizations start out with a referral program - a quantifiable dollar amount or fee for every referral someone sends your wave.  Define and distinguish referrals and how they are rewarded:
  • First try free
  • Discount for BETA testers
  • A warm lead versus a hot prospect?
  • A sliding scale discount that increases as the referrals grow
  • A one time spiff:  free tickets, a free t-shirt or a company pen?


Rewards & recognition
  • Discover what motivates your people?  
  • Most people like cash bonuses but others may like a free trip or a free product
Awareness
  • How are you, as an organization, getting the word out there?  
  • Do you do anything that would generate leads?
  • Do you have everyone actively sharing information?
  • Who is responsibility is your social media awareness?  If it is the CEO who doesn't get around to it or has no time, that's not going to help.
  • Do you spend a percentage of revenue to apply to advertising, online banners, sponsorship of events?
Once you have at least these basics mapped out and in place, you should be ready to sell, or hire someone to help you.  



How do you sell?
First answer and address all of the above, and then we'll get on that.  Think about it.  It may involve more cashola or resources than you thought, bring up issues you haven't intentionally ignored because you may be ignorant of the requirements, avoided an honest assessment of your ability to support the sales process and the integration of new customers, haven't drawn out a process map (how do you get from point A SOLD to point Z PAID).  Sometimes you can get lucky and hire the right sales pro who you may think is being demanding, while they are just challenging you to have the basics required for you, your company, the sales pro, the buyer and the customer to be successful.

BE HONEST
with yourself and align your expectations with what you have to give.  You don't have to take a defeated attitude, you just have to be realistic.  

USE A LOT OF NAPKINS
white boards, flip charts, to get ideas flowing.  BUT write them all down.  You may not know there is a golden nugget sitting there that could solve a problem but because it was as high of a priority now, it could be later on, and it shows you've already covered that.  

COLLABORATION
by as many people as possible requires feedback.  Do you have a process to get feedback?  How do you really know if you are hitting the mark if you are not involving other people?


A great example of an organization that is mapped out, knows it purpose, understands and can clearly communicate its value proposition.

I hope you don't have a headache from this assembly of a great big TO DO LIST.  If anything, it will just remind you that not having all the answers is reasonable and natural.  However, if you ski in the Swiss Alps during the winter, have you equipped those selling with minimal information or empowerment if they can't get a hold of you?


"A map to where you are going, is more easily defined once you decide what you need to get started."                                          ~Jeannette Marshall

We will keep the dialogue open and help you break it down into bite size pieces to avoid being overwhelmed.  I don't want to discourage anyone from launching a new business, I just want to assist with what may be a reasonable level of must do and must haves before you get too far ahead of yourself. 

 Feel free to ask me any specific question or help on addressing an issue and I will do my best to get answers.



IMAGES SOURCE:  Google search










So you say you wanna sell ........ REALLY?



Are you saying YOU want to sell ?

People think they want to sell all the time.  They may say they want to "get into real estate" but what it really means is they are going to have to sell.




An entrepreneur with a brilliant idea

is still nobody when nobody is buying your product or service.  You should know the basics when you start out because you are responsible for selling your company.  


You may decide to hire sales professionals.  Yet it is your responsibility to ensure you have minimal organizational structure figured out along with basic tools that allow others to be successful, for example:
  • A CRM (customer relationship management) system that anyone who is customer facing can log who they contacted, when, their contact details, what was discussed, level of interest, follow up required; a CRM allows you to keep track of active customers or close to closing prospects so that if you have turnover (people quit) you still have captured the pertinent details.
  • Value proposition:  Answers the why:  what benefit does your service provide?  what are people loving about your product or service? 
  • Business cards:  as soon as you hire someone, you should get on it right away.  Having a business card that is hand-written filled in or a name scratched out and your new pro's name penned in.  You could be doing more harm than good if you don't have this cued up and ready for Day One.
  •  marketing material (a clean one pager that is meticulously created and professionally presented (no typos, grammar errors, inferior  low resolution images);
  • a professional website with the ability to manage inquiries, respond to inquiries
  • tools to do the job:  cell phone, computer, email address, business cards, a desk or office, a board room to host client meetings
  • a presence on the web:  website, Linked In company profile, leadership team, about us, what you sell/offer/suggest

If you can't have the minimum, or the company you may be considering selling for doesn't have the resources or cash to get you started, you may want to reconsider.



Establish expectations
How will you decide the arrangement is successful?  You don't need fancy metrics that larger organizations itemize to allow them to differentiate between the producers and weak links.  However, if you are selling a service that needs your customers to buy a specific product, prioritize it.  Understand yourself first what you are asking others to.

Define the territory
Are you selling something locally, regionally, nationally or internationally?  I suggest you have it mapped out.  

What is the prioritization or focus?
 New customers? Increased revenue (can be from new or existing).  Specific numbers, specific audience, specific buyers, specific prospect pool?

Value proposition
What value or benefit do you provide? Once you've decided what the value proposition is, you may want to reflect on where the best customers can be scooped from.  

Guidance
Yes, I know you are hiring a sales pro because they should know how to sell.  However, you still need to be available or accept responsibility to field questions and filter priorities.  Things like pricing models, volume discounts, are wise when ironed out early on.  Be clear and specific on empowerment limitations or approval processes.  Who is able to sign a contract?  Does it need to have sign off and by whom?  What should be the realistic timelines on approval by hours or by days?


Prioritize
Do you know what the idea customer looks like?  You know what problem you solve, but do you know who or where they may likely be?  Either geographically or a specific buyer (i.e. IT versus Marketing) in mind.  In other words, to increase traction and maximize success in the quickest timelines, you may want to identify what the low lying fruit is.  Establish time goals (first month, quarter, year, 2 years, etc.)

Low Lying Fruit
Do you have contacts or ideas on who may be the easiest to close or sign on?  How do you define them?Are they prospects (potential customers) who are the most likely to buy in or you know will buy within a certain period.  Is buying a seasonal or year-round activity? A seasoned pro can determine this if they have the right historicals.  

Who are your competitors?
When I was asked to take on the sales launch for a new voIP (voice over internet) teleco (telecommunications company), the CEO was really passionate and in tune with what our strengths were and who we needed to beat at their own game.  He wanted to go over a national telecommunications carrier.  He understood their appeal and their limitations.  He knew who they were and where they were or what areas they were covering:  local, regional, national, global.  



SMART analysis
You hear often and is usually required for a business plan or anywhere financing is needed:  banks, investors, shareholders, etc.  This is a roll up your sleeves, get out a flip chart or white board and draw/scribble it out.  

Resources
If you toss your sales pro out into the field and simply say "Go sell now" you should ensure that you have the people and capital to deliver on the promises made:  value proposition gains traction, new customers.

Reputation
Savvy investors, even sales pros have information sources at their fingertips:  have you been involved in any court proceedings?  (been sued for false promises, failure to deliver, etc.) Have you filed for Chapter 11 protection (US) or bankruptcy before?  Have you been sued for anything, even non payment (credit bureau, media, news).  Are you noted for having a lot of turnover of sales reps in general or with recruitment firms?

Disclosure
Don't be so passionate about what you have that you fail to see some weaknesses.  If you are open about challenges, that is great.  Much better if you can communicate what is being done about it.  

Working capital
Anyone who has ever worked for a startup, even long standing company, knows how important it is to being paid.  However, paying your suppliers is important too.  You hardly want a sales rep to go out and sell a new customer, to only find out that part of the sale requires a certain service, but your account is delinquent and frozen.

Teamwork
Regardless of the size or scope of your offering, you have to ingrain in your culture that everyone is a sales rep for your company.  If you are proud of what you offer, who you work for, the talent assembled, it will be easy to be an evangelist singing the praises.

Referrals
Some organizations start out with a referral program - a quantifiable dollar amount or fee for every referral someone sends your wave.  Define and distinguish referrals and how they are rewarded:
  • First try free
  • Discount for BETA testers
  • A warm lead versus a hot prospect?
  • A sliding scale discount that increases as the referrals grow
  • A one time spiff:  free tickets, a free t-shirt or a company pen?


Rewards & recognition
  • Discover what motivates your people?  
  • Most people like cash bonuses but others may like a free trip or a free product
Awareness
  • How are you, as an organization, getting the word out there?  
  • Do you do anything that would generate leads?
  • Do you have everyone actively sharing information?
  • Who is responsibility is your social media awareness?  If it is the CEO who doesn't get around to it or has no time, that's not going to help.
  • Do you spend a percentage of revenue to apply to advertising, online banners, sponsorship of events?
Once you have at least these basics mapped out and in place, you should be ready to sell, or hire someone to help you.  



How do you sell?
First answer and address all of the above, and then we'll get on that.  Think about it.  It may involve more cashola or resources than you thought, bring up issues you haven't intentionally ignored because you may be ignorant of the requirements, avoided an honest assessment of your ability to support the sales process and the integration of new customers, haven't drawn out a process map (how do you get from point A SOLD to point Z PAID).  Sometimes you can get lucky and hire the right sales pro who you may think is being demanding, while they are just challenging you to have the basics required for you, your company, the sales pro, the buyer and the customer to be successful.

BE HONEST
with yourself and align your expectations with what you have to give.  You don't have to take a defeated attitude, you just have to be realistic.  

USE A LOT OF NAPKINS
white boards, flip charts, to get ideas flowing.  BUT write them all down.  You may not know there is a golden nugget sitting there that could solve a problem but because it was as high of a priority now, it could be later on, and it shows you've already covered that.  

COLLABORATION
by as many people as possible requires feedback.  Do you have a process to get feedback?  How do you really know if you are hitting the mark if you are not involving other people?

A great example of an organization that is mapped out, knows it purpose, understands and can clearly communicate its value proposition.

I hope you don't have a headache from this assembly of a great big TO DO LIST.  If anything, it will just remind you that not having all the answers is reasonable and natural.  However, if you ski in the Swiss Alps during the winter, have you equipped those selling with minimal information or empowerment if they can't get a hold of you?

"A map to where you are going, is more easily defined once you decide what you need to get started."                                          ~Jeannette Marshall

We will keep the dialogue open and help you break it down into bite size pieces to avoid being overwhelmed.  I don't want to discourage anyone from launching a new business, I just want to assist with what may be a reasonable level of must do and must haves before you get too far ahead of yourself. 

 Feel free to ask me any specific question or help on addressing an issue and I will do my best to get answers.



IMAGES SOURCE:  Google search