I Would Kill for a Hit Rate Like This One

According to the sales gods, the average close rate for a typical sales rep, across all verticals, hovers around 16%.

While this may sound like an 84% lose rate, it doesn’t compare that poorly to the performance metrics in other industries.

For example, we all know that if you hit .300 for your career, and your name is not included in the Mitchell Report, you have a reasonable shot at the baseball hall of fame, unless of course, you look like a total schmuck while testifying before Congress.

Seth Godin recently posted the following:

In a new study released in today’s Times, it turns out that the typical NY police officer only hits 34% of the time she fires a gun. Even from a distance of six feet or less, it’s 43%. Obviously, Bruce Willis is the exception.
Seth Godin's Blog Entry - Marksmanship

Now, the next time a police officer attempts to pull you over for a speeding ticket, do not get any bright ideas, this hit rate will still get them into the hall of fame.

FYI - You can’t expense bail.

Signs You're Having a Bad Sales Meeting

With "Annual Sales Meeting" Season right around the corner, we decided to put together a list of those elements that make these meetings so memorable.

Thank you for those who contributed including our friends at www.linkedin.com

Pre-Game Show

• Your boss wants to share a flight and makes you change yours to a much later one. Then on the last day, he comes in late and announces he is too depressed to carry on the meeting because his prized Corvette broke down and he has to write the IRS a check for $25K because he made too much last year. Then you try to catch an earlier flight, all to find out they are all booked. Then your flight is cancelled and you are stuck there for another day and have to take a 6:15 flight that next morning.

• The sales book that was purchased, and then paid to ship to each rep, so that they could prepare for an engaging and productive discussion during the sales meeting, hasn't been opened yet

• The meeting begins with bumper music at 90db, from Mariah Carey's late 80s hits, while the lame managers attempt to dance a Jim Carey version of hip hop

• Ignoring the lessons learned about knowledge comprehension and retention, the opening meeting is highlighted with the phrase "We have every minute planned out....." or "we have a team building event every night!"
  

• In addition to the joy of traveling around the world for 30+ hours only to arrive at a crap hotel. You are informed that you will be sharing a room with a local who is too cheap to pay for a cab ride home.

• You have been asked to watch the movie "Boiler Room" in advance of the meeting - and to be prepared with suggestions on how to implement some of the "tips" you picked up in order to improve next quarter's results.

• Entire management team dresses in drag during an opening session and attempts to sing a lame song or act out a skit.

Purgatory Factor

• You drink as much water as possible not to cure hangover, but to force restroom breaks

• The sales rep from a warm client is closest to the thermostat and has the rest of the hungover, bad coffee filled guys sweating bullets by 9:04 am.

• The wireless is mysteriously 'down' in an attempt to make people focus.
  

• Most intense discussion is around describing the rules of NFL to the British colleagues

• You bribe select customers to call your cell during the role playing exercises with some 'urgent end of year cash they have to spend'

• The VP is asking individual reps to talk about how they successfully closed business. There are more I's in the story than in roman numerals

• You have strategically mapped out exactly how you are going to execute your new job search as soon as "The Role Playing Exercises" are complete and VP of Sales allows you to go home (roughly around 8pm)....and dont forget kids "We have a hard start time tomorrow at 8am so be on time!"

• The meeting co-chair begins to doze off....

The Elephant in the Room

• The Department of Corrections could have provided higher quality food and refreshments

• A speaker opens and says “I hope I’m not going to bore you, but….” and consequently does just that with death by PowerPoint… slides full of words… which he dutifully reads to you… and if that it not bad enough he also has a monotone voice… however, it gets worse… by slide 6 you look at anything that might look vaguely interesting and notice in the bottom right of the slide the heart sinking words… “slide 6 of 122”
  

• The CEO doesn’t stick around to see the presentations given by the directors of the departments

• The host has to continuously explain how funny his jokes are.

• The company is too cheap to hire someone to present Spin Selling and simply ask one of the directors to read the book and teach it.

• The most compelling directive comes from a VP that proclaimed that in order too have an effective User Group meeting you must put out brochures so clients could take them.

After Hours

• CEO of the company gets so drunk he starts to hit on the ugliest sales reps

• Sales rep stays out too late, gets too drunk, winds up in wrong part of town, at the wrong time. Never heard from again. VPs are pissed because his absence really screws up the schedule for next team-building exercise.
  

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Great Sales Sins - Opera Singer Syndrome

When I go to my dentist, I wear an Ipod.

For the record, yes, I do consider myself clever for this innovative solution to the problem of having dental professionals practically "fisting" my mouth, while simultaneously being overwhelmed by the desire to be "chatty".

This is the typical scenario that happens in the chair:
"So Sasser, hows that golf games of yours? Whoops, holy smokes, I cant believe my whole Rolex fits in there! Wow. Hang on....we need to give you another shot for no darn good reason.....so anyway, your short game?"

The real problem is the assistant. Nice as she can be, but her lord has put her on a mission to share her life story, especially the tragic parts, with anyone in pursuit of good oral hygiene.

During a two hour session in which an old crown was being removed and a temporary put in its place, I learned the unabridged version of how her son-in-law had a series of unfortunate career turns. For the sake of screen space, here's an "abridged" version; he's a under-achiever who flunked out of welding school, impregnated her daughter, dumber than a stool sample, and couldn't find a job if it leaped up and bit him on the butt. But I'm paraphrasing.

A month later during the follow up visit to have the temporary removed and the replacement crown fitted, I wore an Ipod. An audio book loaded and I was set. The great thing about headphones, it tells the world to shut the heck up in a very direct, yet somehow polite, way.

While the plan was working flawlessly, there was one 15 second window of opportunity when one of the ear buds slipped out. As I reached up to replace it, the assistant seized the moment and screamed at me "I have three distant cousins with cancer!!!!".

A lovely woman really. Here I am, nervous as everything having more drills in my mouth that you find at Home Depot, and she needs to share this nugget with me.

Me....Me....Me......information without context or empathy is simply noise - just like an opera singer or a poorly planned sales presentation.

In that light, your favorite competitors should be your biggest ones. Especially those with the long histories, the great brands, and the customer list a mile long.

Why?

The odds are higher that in smaller deals they will not bring their "A game" to the table. A 100k deal a sales presentation their sales teams will spend the majority of the time talking about the greatness of the company, their "platform", their vision for the future, and then, in the twelfth hour, actually start talking about the reasons why the prospect met with them in the first place.

My team was competing against the big guys at a flooring manufacturer in North Georgia. We walked into a group of people who were very professional and friendly but whose body language cried "If I see one more mission statement I am going to take a swing at someone". They were viewing all vendors back to back to back. Two days, four vendors, each with half a day. We were in on the second half of second day.

We started our presentation with one slide that listed the major objectives of the project - lower costs, increased productivity, expanded branding, etc., followed by one slide each with a succinct description of how we would achieve each of the goals. We followed that with a practical demonstration, showing them what we discussed in the slides, followed by a brief overview of 3 clients with similar projects in the same industry as them.

Done - Start to Finish - 1.5 hours.

Vendor 1 took 6 hours, Vendor 2 took 5 hours, Vendor 3 took 2.5 hours and got into a fight with their technical expert.

One of the most common flaws made in presentations today is focusing so much on who you are as a company, your vision, yada, yada, yada, and you wind up burning the attention span of your prospects.

As recommended in a previous post, go through your sales pitch with a non-company person. At the end of each slide, ask yourself "Why would the prospect care?" or the shorter "So what"? If you don't have an answer remove it from your slides.

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Great Sales Sins - The Eager Beaver

Have you ever been in a relationship with someone who was just a wee bit too happy? Specifically, they were just a little too eager to please?

In a normal, productive relationship, there is a balance of compromise and empathy where the needs of the individual are weighed against the corporate good of the couple. This is a nice way of saying that if you want sweet, hot, monkey loving, your sorry butt best get off the golf course and watch a little "Desperate Housewives."

Things can get out of whack when balance is not maintained. For example, if "Hey baby, me and my buddies are going to Hooters to get drunk and then embarrass ourselves to the extent that we may have to move," is met with a warm, sincere, "Well, you be careful. I wouldn't want anything to happen to my little love possum," then you may have an imbalance.

How many times in the sales cycle have we endangered our chances by appearing a little too eager?

"We won't lose on price"

"Want a reference? Here's my entire customer list. Call them all."

"You want us to be liable in case the Internet goes down? Sure, we'll put it in our contract."

Just like the lopsided relationship, you pipeline can suffer long-term damage by not maintaining a health balance of respect for both you and your prospect.

"Oh, we'll do anything to earn your business," is the personal relationship equivalent of "Hey, I'm a co-dependent stage-five clinger."

Your solution will deliver value to your prospect. It will lower operational expenses, increase revenue, and empower the enterprise to do more with existing resources. You have a strong position in your negotiations, don't give in too easily. You have the ability and the right to keep your negotiations in balance by asking for something each time you give.

For example:

Prospect: "We would like an on-site presentation."
Sales Rep: May I confirm the major details of the project with the Executive Sponsor?

Prospect: "We would like to talk to at least five of your existing clients."
Sales Rep: Out of respect for our clients' privacy, I am only allowed to release only one until notice that we are a finalist and/or on your short list.

Prospect: "We would like a discount!!!"
Sales Rep: "I would like a spouse that owns a liquor store and a golf course, not going to happen." OR "My discount authority only extends to the end of this month/quarter. If I provide a discount, can we agree that this purchase can be completed by then?"

Lesson Learned

When it comes time to negotiate contracts, it's always best to bring in a third party whose compensation is not tied directly to the deal.

Once you receive the "Selected Vendor" status, there is a euphoria that can lead to a little too much optimism. It's in this state that T&Cs can be positioned to effectively come back and squarely bite you in the hindquarters.

A few years ago, my team and I received the Selected Vendor notification from a very prestigious and widely known government agency. Their Chairman was practically a household name, and to have them as a client would be a huge ego boost for us.

There was only one special term that we needed to add to our contract. In the event that our web content management system could not publish to their website in a timely manner, they were entitled to a full refund and the contract would be cancelled.

No problem. A majority of the value of a web content management system is the ability to publish content. This was like saying, "Your car must be able to go into Drive." We had this one.

Yep, really should have talked this one over with my technical team. The new client's definition of "timely" was having the ability to specify, to the second, that the content would be available on the website. So, by the letter of our contract, if the client wanted to have some unknown amount of content published at 12:00:00, then that was the time it was to be available, e.g., 11:59:59 was too soon, 12:00:01 was too late.

Evidently, they were pretty damn serious about this requirement. After months of trying to explain the virtual physics around moving data from one server to another and striving to reach a compromise, they activated the term in the contract, a refund was produced, and the commission was quietly deducted from my check.

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Knife at a Gun Fight

Competitive intelligence can help you position your solution on higher ground if used properly, but if your are an idiot, it can be accelerate to a quick departure.

The best way to start this story is from the end. We hired a sales rep, Steve, who had recently worked at a competitor, "Blue Spot Technologies". After his hiring, the rep shared how, at his old company, he competed against us once at an account that was one of the most bizarre and easiest wins for him and his company. He barely put forth any effort and was sure that he had lost when he received a phone call asking for contracts and the client's desire to be implemented as quickly as possible.

Now, as we rewind a little, the situation was that "Horizons Corporation" was evaluating solutions and had narrowed the finalist down to us and Blue Spot.

As part of their due diligence Horizons decided to have an PoC or "Proof of Concept" exercise. A PoC is where a vendor comes on-site and installs a reasonable representation of the proposed solution and has the technical teams and client users perform scripted exercises. As a vendor I despise these things, but if I were recommending how to evaluate solutions, this would be it.

So we schedule the PoC with Horizons with Don (Remember Don?) as the Sales Rep and "DJ" as the Sales Engineer, the guy who would have to do the majority of the work.

As always seems to be the case, Horizons was located a good distance away from a major airport and our team had to drive several hours to reach their location. Because of scheduling conflicts DJ and Don had to travel separately.

DJ arrived early morning the first day and spent the better part of the day installing, configuring, and finally setting up our PoC system.

One of the issues that we were battling was that Blue Spot's user interface was perceived as superior and our team's job was to educate the prospect that the effectiveness of a user interface is relative to the task at hand.

While Blue Spot's interface was great for editing content that was already posted on a website, it was poorly designed for creating a multi-page document, one of our strengths. After numerous hours, DJ's attention to detail and thorough alignment of our solution with their challenges was yielding us some leverage in the evaluation.

With two hours left in the day, Don showed up.

Don enters the office, makes a brief exchange of handshakes and asks for a private office where he "could make some calls". Nothing like putting the prospect first.

After some time Don emerges and declares" Who want steaks!!!? Tell me your best steakhouse in town and we are going!!!!!" The legend continues that he finished this off with some neanderthal "booyaaa", but those reports cant be confirmed.

Two poor saps, who didn't really want to go, but felt awkward in not accepting this sudden display of generosity, raised their hands.

On a side note here, our marketing team was responsible for maintaining a library of intelligence on our competitors. The challenge is this endeavor is that your competition doesn't inform you of updates, so it was our understanding that we used this information only to help establish our position, not as a fodder for a full frontal assault. In fact at that time our intelligence on Blue Spot was pushing 18 months old. Don was given explicit instructions, DO NOT SHARE THIS WITH A PROSPECT!!!

So after some very expensive steaks, Don whips out the document and starts going down point by point. "Blue Spot cant do this, so that's bad" to which the prospect replies "No actually they do that, in fact, come to think of it, they do it better than you do".

At this point DJ, not one to enjoy witnessing career suicide, picks up his drink and goes to play Golden Tee.

15 minutes later, DJ returns to the table to witness the prospect actually defending Blue Spot, with a fervor and zeal that exceeded the pitch that they received from the Blue Spot Sales Rep the previous week.

Don, unfazed by the omnipresent sense of failure, continues on to the second page of the out-dated intelligence document. The prospects respond with a stunned silence that was on line with what you would hear if someone quite loudly broke wind in church.

The after dinner coffees are finished and the members of the Horizons team bolt out the restaurant like greyhounds.

Don decides to debrief DJ over a few beers.

Don: "Man, that went great. It is ours to lose".

DJ: "No......No...I don't think so"

DJ then points out that at one point Don threw this gem out there ""OK requirement one... interface. So our interface is... you know what, I'm just going to give that one to Blue Spot, lets take that off the table, ok?"

DJ was so enraged that he unconsciously snapped his pen while having the discussion. It was metal.

We lost the deal. Steve got his blue-bird phone call. DJ was reassigned away from Don. Don was arrested the following week on his way to a demo.

Great Sales Sins - Trashing Your Competition

"Hi Bob, have you tried "natural" male enhancement? I saw the commercial on TV last night and immediately thought of you"

"Wow Barbara, that dress looks great. Did you get it in the "big girls" section at Lane Bryant?"

"So the wife and I just joined a swingers club......"

I would hope the readers of this blog would agree that these are lines that would exude a certain level of awkwardness and discomfort if they appeared in casual conversation.

However, as a sales professional we can generate similar feelings of discomfort with our prospects if we start to trash our competition.

I hate to burst your bubble, but you remember that great conversation you had where you felt like you and the prospect really "connected" and you shared how your competitor's solution has been linked to Herpes Simplex 10?

Well here's a news flash, your competitor had that same "connecting" conversation and when the subject of your company came up, he responded this with this:

"You are looking at ACME? You know they do very well in Java shops and I've seen some good press on them. However, knowing your internal infrastructure, project requirements, and with the fact that your CEO is sponsoring this project, I am confident that our solution, along with the reputation of our company, will not only surpass your technical needs, but offer a degree of comfort and validation that you are doing business with the industry leader."

See the difference? Herpes vs. Industry Leader?

Of course we need a real life example to really drive this point home. Next week, we'll share a life less from Don.

Remember Don?

Perceived Death as a Negotiation Tactic

This one is from a linkedin connection.

After training some great new sales people, I finished the course off with some reminders on the reasons people can employ NOT to buy - and in view of their inexperience, asked them to just use their first couple of presentations as 'target practice' and carry on with a full presentation if at all possible.

One of the trainees (a slightly built Norwegian lady) gave her first presentation perfectly, kept the price to the very end and delivered it perfectly too. The gentleman chose this moment to have a fit. Not throw a temper - a proper medical condition, falling from his chair and going into spasms on the floor.

I saw this going on and immediately went over to help. The guy was on the floor, foaming from the mouth and in need of urgent help. My trusty trainee unfortunately saw this as his reason to leave her presentation, leant over his body shouting, "SO, JUST HOW MUCH TOO MUCH IS THE DEPOSIT?" The young lady went on to be a super salesperson - but did learn to chill out a little from that point........

By the way, we did get a doctor on the scene, the man was OK after some insulin and a rest :-)

- John P.
www.linkedin.com

The Legend of the Purple Squirrel

Part III

You are a sales team in an enterprise deal and here's the situation:

You're up against a behemoth of a competitor

The evaluation is poorly managed and you have been forbidden access to the decision makers

You have one last shot to win

What do you do?

To recap the previous installment, my team was working on an opportunity with a DC non-profit organization. We were hastily called in and provided a straightforward, sincere, presentation on our capabilities, followed by an awesome lunch at the Capital Grille, and we made the final list of two. It was down to us and Microsoft.

To win, we had to win. A "tie" and my competitor wins. And lets not forget the whole "No one gets fired for buying Microsoft factor". We were the riskier purchase. To top it all off, every bit of technology in that shop was Microsoft and we were written in Java.

All things being equal we really were a better fit. The prospect had over 20 sites that they wanted in multiple languages, with pdf download, and xml syndication requirements. This was our sweet spot. However, because we had limited communications with the prospect, we needed a hook, an easily-consumed message that would resonate with the audience and strengthen our claim as a better fit for their requirements.

"The Purple Squirrel" idea actually came about as a result of a conversation with a seasoned consultant who claimed that given enough time, money, and resources, you could build (in software) anything, even a purple squirrel.

Now, before you go nuts and try something in your sale pitch that has only been successful in the cartoons, it is important to know that there are three criteria for anything included in your sales presentation:

Relevancy

Uniqueness

Timeliness

In short, you want to be talking about the right things, to the right people, at the right time. Miss one of these criteria and you lower your chances of moving forward in the deal.

Cahill and I surmised that our most valuable advantage was that we had functionality relevant to the project that was part of our standard software install that would otherwise have to be custom built in the Microsoft software. The challenge was that the last scheduled meeting would be timed and scripted. When your meeting is scripted you can't veer too far off topic without looking like a real schmuck.

So we devised a way to draw a great deal of attention to our advantages, without veering off script.

We arranged our presentation accordingly with only the following modifications:

Early in the presentation we had a graphic of our purple friend with the words "Purple Squirrels = Time and Money" emblazoned across the screen.

Secondly we placed two types of small graphics throughout the presentation. The first was our friend, sized about .75" x .75", on those slides that discussed features that would have to be custom built in the Microsoft solution, underscoring the message that there was expenses involved with our competitor that where not applicable to our solution. For example in our solution you could have an unlimited number of stages in a document's work flow approval process. At that time, Microsoft's could only support five stages before custom code had to be used.

The second graphic was the squirrel with a red circle and line superimposed on it, in a manner that you see "No Smoking" signs. We placed those on the slides where we offered a feature out of the box that they would normally have to build. For example our solution would automatically manage embedded hyperlinks within content. So if a press release had a link to product information that had been updated or removed from the site, the link would automatically be removed or updated.

We pack up and fly to DC. We were a bit nervous, because if our audience didn't really "get" what we are doing, we are going to look real stupid, real fast.

We arrived for our meeting, exchanged introductions, and started on the first exercise in the script, using PowerPoint to explain what we were about to accomplish in the software and to highlight any relevant advantages of our approach, followed by a software demonstration. At the beginning, we explained that the squirrel logo was simply there to highlight those areas where we offer more value than our competitor. We proceed through each section of the script, without drawing any additional attention to the squirrel, but it was obvious the audience had conditioned themselves to look for the graphic as we progressed along, because every time the squirrel appeared the number of questions increased vs those slides without the squirrel.

After a meeting like this, you can feel good about it, but you really do not know how well you did. I have been in meetings where I thought we hit a home run, only to find out we were practically eliminated in the first 15 minutes. Conversely, we've all had those client experiences where you would rather have gone through a severe IRS audit, only to find out that you were the best presentation they had seen. After this stunt, I didn't have the courage to fathom a guess on how well we ranked.

"Sasser, what in the hell is a purple squirrel?" This is how my VP of North American Sales greeted me on our Monday Morning conference call the following week. A quick lesson, if you are going to try a Purple Squirrel Maneuver, and you have the experience and seniority to suffer the consequences if you fall flat on your ass, tell as few people as possible. It is usually those with the least amount of field experience that will try and stop you.

Anywho, my inside team had followed up with the prospect while I was on the plane ride back home. The prospect responded that they really enjoyed the "rodent" in our presentation, and went on to share that during the meeting with the other vendor, the phrase "Oh we can do that with a little extra code" by the vendor was answered with an almost group wide cry of "PURPLE SQUIRREL!!!!".

Yeah we won. My team looked like heroes and the Purple Squirrel became a legend.

Mainly because the circumstances never aligned where we deemed it necessary, we never used the squirrel again.

The Legend of the Purple Squirrel

Part II

Being a virtual team we had people stationed all over the country. I lived in Georgia, my primary Sales Engineer lived in Providence, and our corporate office was in Boston.

A few years ago, in the middle of summer, our inside team finds an opportunity at a DC non-profit organization. This was a common event that was made special by the first phone call "Yeah, we meant to call you guys, but we forgot, but we have you scheduled for an onsite presentation this Wednesday".

"Whoa" was my initial response. Without giving us any written requirements, 36 hours notice, and no real contact to any of the decision makers, we were supposed to assemble our team and come into their organization and be relevant to their project based on one phone call. A project whose requirements where not going to be documented until after our first presentation. Lovely.

Frankly I wanted to take a pass, but unfortunately, it would have taken more effort to get out of going, than actually doing the meeting.

So Cahill and I meet up in DC, in July, wearing suits, looking suave, and with the lowest G.A.D. (Give A Damn) factor imaginable.

Its interesting, when your G.A.D. factor is that low, you come across as extremely confident. So confident in fact that when we met the project lead, who happened to be French, we corrected his English on our way into the board room.

We enter the board room and the consultant leading the evaluation(the one who was late on documenting the requirements) politely introduces herself and gives us the instructions. There was to be two segments to the presentation; "business requirements" and "technical requirements". She would monitor the questions during the demonstration and only the appropriate questions should be answered in each section. To clarify, if a technical question was asked during the business portion of the presentation, we were not to answer, but she would right down the question and we answer during the technical portion.

We had made reservations and announced to the consultant that we had a lunch meeting down the street from the Capital and would be finishing fifteen minutes earlier than the allotted time. She nodded her head in approval.

So the team for the Business portion of the requirements files in. Very nice people. After a brief conversation I realized it was the consultant's lack of performance that has caused the mad rush. But the G.A.D. factor still remained in the cellar.

We gave one of the most sincere, straight-forward presentations of our lives that afternoon. "No, our software doesn't do that", "I wouldn't try that if I were you, it will be expensive", and ,my favorite, "Our competitor does a better job in that area". I don't know if you ever had the Porterhouse at the Capital Grille in DC, but yeah, its worth it and I didn't want to be late.

During our meeting, no less than 20 times, our responses were interrupted by a shrill "Don't Answer!, Please save that for the technical portion!!!!". In fact the consultant stopped our presentation to scold the evaluation team (the people that were paying her) that they should limit their questions to only the topics listed on the requirements document (the one they told us that didn't exist 36 hours earlier).

So fine, we power through the business requirement, being polite, professional, and very succinct.

Finally, the consultant announces that we have reached the end of the business requirements. We were to take a 5 minute break and allow the technical team enough time to file in, and the business team to file out.

So we grab a coke, check our watches, and expect a mad rush of people.

One person gets up to leave.

And that's it.

No other people come in.

The exact same people are on both teams. The one who left was a secretary who was curious to what a content management system could do.

An group eye roll commenced in the direction of the consultant as we continued on.

We thanked everyone for their time. I had my steak, and we left DC.

Two days later we learn the evaluation was down to us and Microsoft. Microsoft hadn't actually shown up for their presentation, they barely returned phone calls, and no one at the client actually had seen the product. But they did know that it was doing the site for the XBox, so it had that going for them. (Disclaimer: My Microsoft stock is underwater right now, please buy as much Microsoft as you can).

So it was my team, who had jumped through hoops, paid prime travel dollar, and had 3 days invested in this, vs. Microsoft who was almost too busy to talk to the client in the final round.

It was time for the Purple Squirrel.

Continued......

The Legend of the Purple Squirrel

Part 1

The argument can be made that in the majority of "deals" the winning vendor typically offers either A) the lowest price B) a unique, relevant solution to a pressing problem or C) a combination of both.

Not Really a Legend, the Story of the Purple Squirrel is centered on my team's efforts to create a unique, humorous, yet effective means in which to relay to a prospective client the value of our solution. To be honest it was the summer and my team had grown weary, some would say bored, with our own sales pitch. While it was true we were top grossing team in North America, we were starting to lose the "excited tone" in our presentations and we needed a change. Add to the mix that a newly found prospect, and their disorganized evaluation process somewhat pissed us off, we felt we had the opportunity to stretch outside our comfort zone a bit and doing something fun.

Before we go to much further, lets talk about what it takes to pull off a successful Purple Squirrel maneuver. First you need confidence in your solution and yourself (or your team). Next you need a combination of "uniqueness" AND relevancy. Every viable competitor offers a relevant solution to a varying degree so being one of those "who get it" is usually not enough. In addition being really unique, without being relevant, well, that just makes you a weirdo.

And there are limits to being creative and one should not throw common sense out the window when trying to think outside the box.

We came across an illustration of this a few years ago. My team was competing for the business of a Midwestern media company. We had made it through the preliminary stages of the evaluation and were invited in for the first of many onsite presentations. As we walked into the conference room and started to setup our equipment, the members of the evaluation team filed in. While not quite apparent at first, we eventually noticed a brand new pair of white tube socks sitting in the middle of the table. The tags where still on them. When asked, the head of the evaluation committee gave this amused look and said "Oh, those are from the last presentation *snicker*".

One of our competitors was a start-up. Brand new, without an established customer base or adequate resources, they tried to compensate for their organizational deficiencies with "scrappiness". When you're scrappy you try stuff.

Scrappy Plan A - send almost the entire company to the meeting.
I do not know why Senior Executives think this is a great idea, but, The President, Senior Vice President, Vice President of Sales, Vice President of Development, The Sales Rep, and Finally the Sale Engineer attended the first meeting. Everyone was eager (and scrappy), all wore dark suits, and all were there to make the commitment to the prospect that they were going to make them the best customer ,etc. And yes, the next release would satisfy all of their needs, professional, personal, and even sexual if need be.

Scrappy Plan B - start off with a bang.
So the socks. Im sure this sounded really good on the car ride over, but after the introductions were exchanged, the meeting started with the Sales Rep lobbing the new pair of the aforementioned socks on the table and proclaiming to the room "You are going to need these.....because what Im about to show you will.....(you see where this is going don't you?).......knock your socks off!!!!

Scrappy.

Scrappy Plan C - when asked a question, be scrappy

"So what happens if I have a problem after you close?" Our company - Our London Office handles our after-hours support, we forward our 800 support line to them at night.

Scrappy Company - You wont have any problems.

Needless to say, startup company didnt make the cut. Im assuming that the Sale Rep expensed the socks.

continued........