Modes-To-Market Analysis: Builds Sales Engines that Double And Turnaround Companies
Businesses Die Or Creep Along Slowly Because Leaders Are Lost In Today’s B2B Mad House To Get Buyers To Listen, Much Less Buy
When you hear that cash flow is the number one reason businesses fail, the truth is cash flow is a symptom of the real cause which is, leadership is lost in the confusing cycle of identifying buyers, touching buyers correctly, keeping on touching buyers, making Branding & Thought Leadership manifest over time from there dollars spent and ultimately trying to successfully sell these buyers they seek. Easy to see why managing all this can be confusing and costly.
You see cash flow is squandered by leaders getting lost in what it takes today to build, rebuild on the go and maintain the right “Sales Engine” that does two things extremely well. Modes-to-Market Analysis calls for and helps build a Sales Engine that: First, finds and contacts the exact buyers. Second, presents well and follows up timely in order to sell more target buyers. This means building a Sales Engine according to the budget and or cash flow available. The Sales Engine’s spend is comprised of all the: SG&A, people, time, energy, resources, travel cost and essentially all miscellaneous and pertinent cost involving acquiring customers. This is where leaders get lost trying to manage the chaos today and thus cash flow is accused of making businesses fail. The true cause is top leadership’s ignorance of Modes-to-Market and how to implement it. Can you define and implement a Sales Engine that doubles using Modes-to-Market or…
Does your Sales Engine look like this…?
What is Modes-to-Market and why it works:
Modes-to-Market guides the development of the Revenue growth strategy and tactical plan by breaking down the go-to-market approach into 2 factors in order to cost effectively use what resources you have now. It also leverages the money spent to makes Brand Awareness evolve. How… By identifying and building Thought Leadership directly with the people who write the checks, meaning buy what you offer. Does that sound like something a leader would be interested in? Strikingly, most leadership is not trained to define much less implement Modes-to-Market with their people. Make your organization double revenues and profits using the “surgery that transforms businesses into cash flow systems.
Can You Answer These Two Questions Precisely:
1) Name all the B2B Modes-To-Market for touching and selling your exact buyers?
2) Can you push a button and pull up your CRM listing at least 50% (just 50%…) of your exact potential buyers by name, not just their company names but the actual people’s names and contact details who buy what you offer?
There is no good argument saying that you should be able to draw your exact Modes-To-Market diagrams right now on paper or at least get close to reality with the drawing. What can be said is that implementation is like taking two different sides of the brain and getting them to work together seamlessly to success.
Modes-to-Market by definition is simple to understand but the tricky part is in executing the process known as Modes-to-Market Analysis that the developer, David Rose, designed to answer the two powerful questions that separate winners from losers in business. You see, research clearly reveals that 85%+ of business leaders falsely believe they know their market very well. When in fact the vast majority cannot even produce the actual market/buyer data they claim to possess. Even more astounding and debilitating to revenue growth is the fact that most have no clue what Modes really are much less how to build a Sales Engine with a C-R-P to sell more.
Lets define Modes-To Market first. Then we will look at the Analysis process business leadership can use to identify more buyers and touch them the way they want to be touched so that they become long-term customers.
A secret formula for revenue growth taught to executives and their business development people by David Rose is the necessity of reengineering a go to market approach with no less than seven Modes used simultaneously with buyers in order to create real Branding and Thought Leadership.
What is Modes-To-Market for: Creating a Sales Engine operating with a C-R-P that researches and precisely identifies the buyers while storing the information in a CRM and then contacts/touches the buyers with a minimum of 7 Modes that these buyers want to be communicated with over time so branding and thought leadership evolves in the natural course of selling. This way the money spent on acquiring customers “works 5X greater for every dollar spent in the process.”
What does 5X for every $1 spent on business development mean? The answer is: 1X) is for the branding – your name in the buyer’s faces 2X) is for the Contact Record Building (CRM) building process if you do it right 3X) is for the automated and or consistent follow up process that can be instilled simultaneously and increases probability of close each time 4X) is for the sales process cost that has to be spent no matter what to close business and 5X) is for the Thought Leadership which helps diminish the commodity factors about your offering and raises margins while differentiating you from the competition.
Modes: Are the categories of ways to touch your exact buyers. Note these refer to the categories of ways to touch buyers. Each category can be implemented in multiple ways using a variety of tactics. Hugh common mistakes leaders make is having bias/ prejudiced towards certain categories. For example, some leaders hate e-mail campaigns while others hate newsletters or some despise social media. Therefore, they avoid this category entirely and miss out on the many cost effective and successful ways they could implement such categories and then get results and learn to love that category.
Market: This is the demographics and specs of your target audience, meaning, the exact companies and more importantly the exact people who buy what you offer inside the target companies. These people are divided into 2 categories: 1) Decision Makers (DMs) and 2) Key Influencers (KIs). Research reveals over 80% of companies do not have their DMs identified properly, which is like fighting with one hand tied behind your back not to mention the money squandered along the way trying to do this, hence, the downfall to cash flow symptoms.
Build a Sales Engine that serves as your superhighway directly to Brand and Sell buyers a lot more.
Now that you can define Modes-to-Market lets look at an overview of how to execute it with your people in your world using the process of Modes-to-Market Analysis:
- Design your Plan or augmentation to the business development strategy and have it backed by numbers. Reverse engineer the amount of perspective buyers you need to present to based on you’re closing ratio and have this equal your sales goal daily, weekly, monthly, quarterly and yearly. Can’t improve what you can’t measure!
- Get serious with the P&L and match the business development budget and capacity requirements to the Plan and it’s numbers. Stop trying to spend 5 cents on the dollar or close to it to sell to your B2B audience if you are expecting to double and maintain substantial growth for the long term. Commit to building a Sales Engine that is measured daily.
- Name the players who will be involved in any way with your Plan and the metrics and or expectations. Make these “stakeholders” a part of this effort so they can help build it and have buy-in to the process. Additionally, vest them to the numbers they are accountable for and put them in a visible competitive environment with new-quicker and highly visible reporting systems.
- Get in the mud with your markets and buyers to build a C-R-P for research and a CRM protocol that is used daily. The goal is to know more of your buyer’s intimate contact information and buying status than your competition knows and to use these to sell more. This requires dedication to research and CRM as an intricate part of the strategy and implementation.
- Modes-to-Market Analysis full throttle takes off in step 5 when the actual touching the buyers that research, intelligence and the CRM contain begins to happen daily. There are many ways to touch the buyers as mentioned previously about the categories; phone calls, emails, social media, SEO, websites, face to face meetings, trade shows and many more, however, the point of the matter is that some of these categories have to be chosen in the tactics to deploy them have to be mapped out so that the measurements can take place. This is literally where the money being spent is scrutinized on a weekly basis for return on investment (ROI).
- Use the AB rule for your stakeholders accountable for making the numbers happen. This means measuring and managing the people you pay and or rely upon for finding, contacting, presenting to, following up and closing business. In short, “A” players are keepers and will be vested to make more money overtime while the “B” players are very important and can be trained to “A” players, But “C” players cut quickly to avoid squandering money.
- Measurements in play Weekly with quick-easy reporting for each stakeholder in the process. Every day the Sales Engine and its players have expectations and should have their performance highlighted in a “score board” that all could see. The competitive nature this creates is unparalleled and generates immensely greater productivity. The A players rise to the top and you spend less in the long run to keep only the best (20% do 80% of the work rule).
- Evolve your strategy and tactics as needed along the way according to the cumulative weekly reporting. The most powerful piece of this sales engine that Modes-to-Market Analysis helps build is that it measures mission critical tasks so cash flow issues can be avoided. In the Evolving process this is where leadership is best equipped with Constantly updating real-time intelligence from the exact buyers in the marketplace. The research and CRM building gets stronger and the bench marking of the reporting and trends gets stronger. Leadership can Evolve their people, resources and the entire direction of the company best once they have a Sales Engine that consistently does the 2 factors Modes-to-Market Analysis is based on: 1) Identifying and contacting exact buyers & 2) Presenting well and selling more buyers. Aside from delivering great products and services there is nothing more important than these two factors that create positive cash flow and higher margins…
(To learn more details, you can contact David Rose the engineer of Modes-to-Market Analysis and other revenue growth strategies and implementation tactics)
Conclusion on Modes-to-Market Analysis Implementations
Leaders looking to take their revenue growth to the next paradigm level must be willing to shake things up. The people in the company are naturally resistant to change so leadership has to step up with new powerful knowledge to win. The problem is the landscape today for all types of marketing and sales people is cluttered with contradicting messages and products or services that claim to help companies sell more to their marketplace yet these are not turnkey solutions as advertised. With tactics such as social media being grossly misunderstood and miss used just as SEO is abused, the amount of trust issues companies/leaders suffer with when it comes to hiring internal or external people to help build a Sales Engine has skyrocketed in the wrong direction. The facts are seen in the public statistics that clearly show businesses are struggling to get more revenue/customers thus these businesses are losing money when they try to go to market and tell buyers how great their offerings are. There is dozens of Modes to touch your Market; so until you can plot them out into a strategy and deploy tactical plans via your people than you are operating with one hand tied behind your back. Do not blame cash flow or margin problems for lack of growth. With the Modes-to-Market Analysis there is a road map to help leaders see through all the rhetoric and reengineer their Sales Engine to make money and prevent cash flow issues that cripple and kill business. Challenge your own leadership to learn more about how to identify the daily mission critical tasks that have to get done successfully to meet more buyers and sell them. This is what being in business is all about so focus on the touching buyers how they want to be touched and in return they will provide rewards of doubles sales and profits. Begin the journey to build the strongest Modes-to-Market possible today.