Sales Tactics: A View from the Receiving End

On average I get 10-15 vendors calling me each day to sell me stuff (marketing is a services, content, and systems heavy business these days). I pay a lot of attention to the details of how people sell and try to incorporate effective tactics into our own SDR function.

Here’s my rundown on the most common tactics I find myself on the receiving end of:

1) Blunt Force Trauma: “Jeff, I was wondering if you had an opportunity to read my last email”. Surprisingly effective, I get 2-3 of these from someone and I feel guilty enough to actually respond. Probability of closing something is still low but it is a lot higher than giving up, right?

2) Puke it Out: The intro email is nothing more than a recitation of all the stuff they offer, nothing about why I should care about it. I never respond to these because they are not much more than professional spam.

3) Me Too: This conversation features a bunch of “$10 dollar words” that are just like what I hear from every other vendor. It is evident they are reading from a script, if they are leaving a voicemail, and there is nothing personalized about the interaction, and worse, they have not even taken the time to go the website to learn our basics. Promised benefits are hollow in the absence of proof points that validate the claims and connection to my needs.

4) Social Selling: This is something I always respond to positively – always. If I get a linkedin connection request that reflects an intention to connect at a human level, not just because they want something from me then it’s clear that they care enough about winning our business to make the personal connection. Jill Rowley was a pioneer in this approach to selling and was instrumental in growing Eloqua through the acquisition by Oracle… before leaving in the face of traditional and outdated enterprise software selling tactics that are part of their DNA.

It would be easy to say “yeah just embrace social selling” but that oversimplifies the issue. The tactics are only part of the equation, the ability to connect with me at the problem and solution intersection, as well as form that basic human connection is much more than just a sales tactic.

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Wingz – Airport Rides and One Bad UI Issue

I’ve been using Wingz to get to/from the airport. The idea is simple, black car service like Uber but exclusively for airport transportation, and a big advantage is that you can schedule the rides in advance. With a web-based and mobile app, it’s alway available and convenient.

Wingz is aggressively priced, about 40% less expensive than a typical black car service, and so far my experience with the drivers has been exceptional. With the price of long term parking at SFO now $18 a day, paying $82 for airport transportation for my typical 3-4 day trip is a wash and because it’s door to door I save time. The convenience on the latter point is not insignificant, I take a 5:55am flight to Denver and come back on a late flight, the last thing I want is building in extra time for the parking structure shuttle.

wingzHowever, not all is well with Wingz, one specific UI issue is horribly ill-conceived and it bit me the last time I booked a ride. The scheduling app departs from the typical pick-a-date/time and the am/pm radio button. I noticed this the first time I used the web-based app and thought to double check to make sure I scheduled the right time. However, despite double-checking each time I booked, I managed to schedule a 4:30pm ride when I needed a 4:30am pickup… which left me scrambling when I realized what I did when I was standing in my driveway at 4:35am a few weeks ago.

In my conversations with the driver who normally takes me, I asked her about this and she said I was not alone. I sent an email to the company with feedback but did not hear anything back. I still like the service.

Turn the Tables

adhesivo fight the powerThis week the crazy internets have been abuzz with the story of AOL executive Ryan Block, who attempted to do something rather mundane, cancel his cable, and was subjected to an excruciatingly long ordeal with the customer service representative at Comcast. This is well covered, I don’t need to relive it… and more to the point, we’ve all been there.

What makes this story, and others like it, catch fire is that there is a recording to go with the narrative. The call experience comes alive with the voice recording.

This is a relatively recent phenomena and one that is a result of powerful digital technology shifts that have driven the communication revolution that has swept the globe. This is the part of the story that makes me absolutely giddy because it’s technology as a great democratizer of power against monopolistic corporations that don’t care about us until it blows up in their face.

It’s no surprise that the more power companies have in the market the worse their customer support becomes and they know it. While giving lip service to customer satisfaction, the fact remains that these companies know that customer service is ultimately a cost center, not a profit center. The people hired into these roles may be well meaning, but they know they are a cog in a machine and, ultimately, replaceable. The incentives and measurement systems prioritize retention above all else, not problem resolution, and they practically beg you to provide a good score in the post call interview.

As a result of the perennially poor customer service environment I have opted to turn the tables. I never make a customer service call that isn’t recorded, using an app called MP3 Call Recorder. It is also possible to record the call through Google Voice but this only works for inbound calls so use Gethuman.com to have the company call you back to your gVoice number.

In California, where I live, there is an explicit legal requirement that 2 party consent is granted before recording voice calls, but I figure that call centers routinely notify me that my calls are being recorded for “quality and training” so I figure that consent has been granted. Besides, this is a criminal statute and I think that odds of a prosecutor bringing a case against me for recording my customer service experience at, for example, Visa to be 0%… 0.00% probable. Bring it, I’d love to be that person.

Social technologies continue reshaping how brands interact with customers, and it’s good for customers when everything is out in the open and public. What Block did, and I wish I had his demeanor and patience in such a situation, is something that brands should pay attention to because their well cultivated brand images suffer real setbacks when their bad behavior, driven by perverse employee incentives, become public. Comcast has spent years telling the market that they are different now and care about customers. The countless dollars on advertising, speeches, and public proclamations evaporated as a result of a 20 minutes customer service call. Imagine that multiplied by thousands.

Bonus: This calls for a Monty Python clip

Be Careful What You Get Good At

ivak_Bear_TrapI just finished watching True Detective, which by any measure is an impressive piece of work. There is a scene in one of the final episodes really struck a chord with me.

Cohle: Life’s barely long enough to get good at one thing.
Hart: If that long.
Cohle: Yeah, so be careful what you get good at.

Do you ever feel like you are trapped in the thing you do for a living?

There’s a lot of things we take for granted in the tech industry but that privilege does come at a price, which is that career mobility suffers. I honestly don’t know where I could do what I am good at if not for a technology vendor and get the same level of intellectual and financial reward.

People say “but you can take your skills and apply them to a wide range of industries” and while that is probably true the fact is that there are a lot of people in those other industries that also have skills and the benefit of experience. Combine that with the fact that technology companies offer significant reward in the form of financial incentives, working with brilliant people on, hopefully, really interesting projects and it’s hard to imagine going to a different industry, or simply starting over in a new career.

It’s a little late in life to go become a chef, auto mechanic, landscape architect, or screenwriter for a crime drama television show. Life is barely long enough to get good at one thing…

Fan Power

This was a surprisingly interesting op-ed, not interesting because it is penned by a glam celebrity but because op-eds are typically not insightful and rooted in facts, as this one is.

Yes, the entertainment industry is changing, as it has always done, but in this case the influence of social media – the broadcast medium of our century – can’t be underestimated. Swift writes about the changing relationship with fans and this mimics what is happening across the spectrum, companies are being forced into a new form of intimacy with customers. Musicians my recoil at the notion that fans are customers, but that’s exactly what they are, and in 2014 what fans expect from entertainers is a different experience than the music alone… they want a relationship.

One point that Swift misses on is the notion that music is art and because art is rare it is inherently valuable. This could not be further from the truth when it comes to music, television, and movies. These forms of entertainment are digital in nature and therefore infinitely reproducible in pitch perfect form. Rare art is a painting or sculpture or some other form of analog inspiration and beautification, it can only be reproduced in original form by the artist and that is indeed rare.

Music is art, and art is important and rare. Important, rare things are valuable. Valuable things should be paid for. It’s my opinion that music should not be free, and my prediction is that individual artists and their labels will someday decide what an album’s price point is. I hope they don’t underestimate themselves or undervalue their art.

For music, books, movies, etc., the market sets a price and discards the notion of rarity altogether.

Been Gone a Long Time…

Wow, I think this is the longest stretch of non-writing that I have done in my history of blogging. Nothing in particular drove my absence, just been busy with work and family.

A lot of my time the last few months has been spent on a website redesign project, which I took over last December. This was a pretty complex undertaking, combining new messaging, visuals, information map, and a new content management system (Adobe CQ). It was a hell of a project and to borrow a line from the movie The Money Pit:

“There were a couple of times when I didn’t think we’d ever be able to put this baby back up.”

We did, it launched last week and you can check it out at www.pingidentity.com.

I’ve also been continuing to build out a top notch marketing org while also working with our sales organization on improving the manner by which we are supporting them move business through the funnel. This is probably the most challenging part of what I am doing right now, if for no other reason than our market is evolving at a fast rate and what is required of direct sales teams is changing as a result.

Summer is in full swing but this year there is no slow down to focus on the more pleasurable pursuits of the season, but it’s still a good summer nonetheless.

Retooling Marketing in a B2B Company

Ping coporate logo 2014Ping Identity has gone through a top to bottom transformation in marketing over the last year. A successful organization that fed impressive growth, reaching growth and revenue records year over year, the marketing organization relied on a proven B2B outbound marketing model that precisely measured lead capture rates.

My interest for the last decade has been in inbound marketing models that rely on content to drive business opportunity. More significantly, I follow the advice of many friends who I would call contemporaries in B2B marketing, like Steve Mann at Lexis-Nexis and Chris Selland at HP-Vertica, who align their marketing demand gen efforts to account-based scoring… opportunities instead of leads.

When you combine inbound marketing with account-based scoring, you get a very potent combination of predictable opportunity funnel that also benefits from lower customer acquisition costs. The latter is essential for on-demand subscription models where customer acquisition costs (CAC) has to be recovered in a short upfront time period, and the former increases the volume of business funnel to work through, again essential in any business that has a wide range of pricing options, from free to enterprise license agreements.

When I took over the team in the 4th quarter of last year I made a couple of quick changes, most significantly breaking up the demand gen team into distinctive task teams focused on net new customers, base expansion, and retention outcomes. The demand center teams would respond to product & solution marketing, as well as partner marketing to drive campaigns, content, events, and interactive (SEO/SEM) for the specific outcome being targeted. We roll this up with a range of sales and marketing operations activities to drive opportunities, which are companies who buy our stuff as opposed to discrete contacts at companies.

I am fortunate to have a data scientist on my team, a PhD in statistics no less, who also has a keen ability to aggregate data from many different sources, from Salesforce to Splunk. We know from this data that there are tipping points that occur in the opportunity (account) scoring that should and do cause additional sales activity. I won’t share the specifics here because they represent hard won intelligence that is a form of IP for us, but I also believe that much of this is actually not easily transferred to another company like us. In other words, each company needs to learn the unique attributes and dynamics of their sales and marketing model rather than simply copying what another company is doing.

Underlying all of our marketing strategy is the notion that we, as a business, have grown in size to the point that we are beyond the point that generalists, high bandwidth people who can do a lot of things well, will serve our growth. We have made a number of changes in the team composition in order to achieve a high degree of specialization in each function… I want the best people at each position in the team. The equation is simple, we use people and systems to feed a data model that we constantly iterate to explain and then predict our performance. 

I saw this fascinating video of a Ferrari F1 pit stop that reminded me of what we are striving to achieve. Each pit crew member has a job and there is no confusion about who is doing what. Notice how the crew members responsible for removing the front wheels know exactly where to place their hands in order to capture the approaching race car… this is the level of specialization that we are building.

Mozilla’s Diversity Problem

lynch mobThe lynch mob mentality that put Mozilla’s CEO out of a job has been well covered and while shameful at every level, I didn’t expect to comment on how badly Mozilla stumbled on this… but here I am.

What really got under my skin is the self-righteous indignation expressed by those calling for Eich’s ouster. The guy paid a price no one should have to pay for exercising the right we all carry to express our views in the form of political speech, yet that is impossible when it comes to gay marriage because to have any view other than one of support for gay marriage is equivocated to being homophobic. Are these same forces suggesting that the 7 million people in CA that voted for Prop 8 should also be run out of their jobs and publicly shamed? If so, the case against campaign finance reform has been conclusively made.

However, rather than dwell on the social commentary, which is what it is, or gay marriage, which is something I fall into the “indifferent” camp of neither supporting nor opposing (I just don’t really care), let’s focus on how badly Mozilla looks in all this. Organizations are often defined by crisis and in this case Mozilla demonstrated a failure of values by caving to a pitchfork wielding mob and in the process suppressing the ability for anyone at Mozilla to have an independent view that is not validated by kow-towing to the loudest voices at Mozilla.

I thought of two recent examples of companies that demonstrated their values in moments of backlash, Coca-Cola and Honey Maid, the graham cracker company. Coca-Cola faced a minor consumer backlash over an ad that ran in the Super Bowl featuring America the Beautiful being sung in different languages. Coke didn’t back down and regardless of where you stand on any of these issues you have to admire a company that is willing to put it’s values at a higher priority than revenue… however in this case they may have actually suffered more damage if they walked it back given their prominence in Latin America. Either way, good on them.

The more interesting example is Honey Maid graham crackers, which ran ads featuring multi-racial and same-sex couples. Like Coke, they faced a consumer backlash however rather than simply riding it out, Honey Maid doubled down and released a follow on piece. That took balls.

You may be tempted to say that Coke and Honey Maid had it easy because the issues they addressed are rising in prominence and acceptance. However, the only distinction I see between companies that express support for issues that are gaining in popularity and what Mozilla did is that Mozilla faced a test that everyone should care about, which is that when you go to work the way you conduct yourself in the workplace matters is what counts, and that your personal opinions should be respected and protected. They failed and it will take Mozilla years to recover from the stench of running a co-founder out of the organization for having the audacity to have a personal view that was not aligned with the Moral Majority that apparently runs the place. The message is clear, if your view is not in the Mozilla mainstream then shut up because the only opinions that count are not yours.

I expressed myself by uninstalling Firefox.

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Abandoning Wearables

A report is out today suggesting that up to 1/3 of wearable computing users are abandoning the devices.

That observation is strengthened by research from Endeavour Partners in the US, which found that one-third of American consumers who have owned a wearable product stopped using it within six months. What’s more, while one in 10 American adults own some form of activity tracker, half of them no longer use it.

We are still in the early phase of wearables and this data needs to be taken with that perspective, there is a lot of experimentation necessary to find the right mix of function, fashion, and utility. Samsung, in particular, has demonstrated a tendency to release devices that are intended to demonstrate a market opportunity while continuing to iterate the design to later maximize on it. This is something that should be encouraged.

My own experience with a Fitbix Flex fitness tracker is in line with the research covered above. I initially embraced the device and was diligent about interacting with it, then after about 3 months the silicone band broke and replacing it didn’t seem like a priority. I wasn’t getting a lot of utility out of the Fitbit, it does a couple of things (and the sleep function clearly doesn’t work well) and it just didn’t add anything to my life so putting it on the shelf was an easy decision. The other challenge is that it isn’t extensible, Fitbit hasn’t provided a third party market for apps that do anything more than what Fitbit provides itself… utility is a function of what the device itself does along with what third parties support.

xl_samsung-galaxy-gear-phoneThe Samsung Gear is a different example and having talked with people who have had it the issue that comes up is that the first gen device was a novelty more than anything else, and having something tethered to your smartphone is really only as good as the reliability of the connection. The Gear seems plagued with bluetooth connectivity problems that make it unreliable in this regard.

google-wearableThis is a fast evolving market and I am optimistic about where it is going, especially in light of recent announcements from Google and others that demonstrate devices that are significantly improved over previous generations. Curved displays, improved batteries, and richer development environments point to a better future for wearables.

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The IAM Stack Refresh

Ping coporate logo 2014One of the reasons why I joined Ping Identity is that the identity market is undergoing a significant transformation as a result of changing user behaviors. The demands that mobility and APIs are putting on businesses, and how architectural limitations in traditional IAM stacks mean their relevance in the market will invariably decline. This is an exciting time to be in the security technology market and while I won’t claim that security is suddenly sexy, what I can say confidently is that customers are looking at identity as a strategic initiative for driving growth rather than something they need to cover the bases on for risk and compliance.

refresh-button

One particularly interesting opportunity for Ping is in the web access management (WAM) market, which has existed since the late 1990′s and features some very mature products. We are not suggesting companies turn off their WAM products and start over, and point-in-fact, the history of enterprise software is not rich with examples of things being turned off, at least not until the last device is turned off. What typically happens is that more modern products are implemented in parallel to extend legacy investments and eventually what happens is that the legacy products fade into the background and assume a maintenance orientation.

WAM solutions built on a 1.0 framework have declining utility in a world where the security perimeter is changing from firewalls to identity. If your approach to WAM is through a session token and a role-based authentication process, you are not well equipped for the environment that customers find themselves in today. It is with this backdrop that we launched PingAccess last year, but this product is just one piece of a broader strategy to deliver federated identity solutions for web, mobile and API usage that meets the needs of companies in customer, workforce and extended supply chain scenarios. Read more about PingAccess in David Gorton’s latest blog – ‘The WAM Identity Gateway That Can‘.

Mobility and device proliferation impose architectural limits on WAM 1.0 products… but rather than turn those things off, the better strategy is to implement Ping Federated Access Management to manage identity and sessions with standards rather than proprietary tokens.

By unlocking dependency on specific vendors, Ping Identity has the opportunity to lead a generation of ‘IAM refresh’ that will put stack vendors in a box that they cannot break out of with the existing architecture and product portfolio they bring to market today. The Ping Identity advantage of implementation flexibility and speed is coupled with a standards-based approach in a superior architecture and that has real value for companies looking at their mobile strategies and ecosystem enabled services driven by APIs.

CA, IBM, Oracle, et al are not standing still. They are adding mobility and API support into their product set, but the Ping Identity architectural advantages and our proof points for speed, cost and reliability are substantial. Another way to think of this is that if you evaluate products on the basis of who checks the most boxes, you will invariably end up buying the product with the most bloat, not the one that meets your needs today and tomorrow with speed, cost and deployment advantages.

Here are a few examples of how you should consider Ping Identity against stack vendors:

  • Support for mobile browsers and desktop as equal classes. We support user access to apps from any device.
  • REST API deployment model. We use next-gen standards that eliminate the need for a username and password for every app’s authentication and authorization.
  • Administrators have the option of building their own tools because we built the products on a modern API for the administration of the platform.
  • Self-service onboarding for apps. We eliminate the reliance on IT.
  • Federation everywhere. It’s where we came from and influences everything we do.
  • No proprietary tokens. We use standards and this increases integration options while reducing integration cost (friction).
  • No vendor lock-in. An example of this in action is how we use upgrades to deliver new features rather than require the upgrading of agents to maintain support availability.
  • Scope-based access control at authentication rather than role-based, an example of the architectural distinction.

We put together a solutions brief on web and API access management, if you are interested. I know this sounds spammy and anything labeled “solutions brief” is suspect on the basis of being labeled “solutions” however there’s a lot of good info in here and our marketing approach in 2014 is summed up as “be the best answer”.