Growth Dynamics Get Down

Symptoms:
Carl was feeling frustrated and hurt. One of his best accounts was showing a definite decline in volume that was way beyond what could be explained by the market or the economy, and he could not imagine that he had done anything to create the change. Besides, the owner of the client company always said how much he enjoyed having Carl as a friend, someone he could count on to take care of him when he needed something taken care of, or some "special" pricing. Carl felt good about this relationship and felt he could rely on it to keep him as the preferred supplier no matter what. This situation made understanding why the sales were heading south all the more frustrating. 

Symptoms:

Chipper’s favorite client, Sonya, called and needed some help. It was a problem, with a tight timeline and restricted budget. Chipper spoke to the client, gathered all the information, and told her he would be right back to her with information. When Chipper returned the call, he had bad news for his most favorite client. He could not do anything to meet any of the timelines or budget. White the most favorite client was disappointed, she understood. This project was a hard one to work through. As Sonya was saying goodbye, ready to go to work finding her needle in a haystack Chipper stopped her. He had the name of a competitor that had everything she needed, and they were waiting for her call. Sonya could not believe Chipper was not only sending her to a competitor, but he took the steps to call this competitor before he called her back with bad news.

Symptoms:

Tanya was thrilled to open her calendar for the week and see SO MANY follow-up calls she had to make. She built out her pipeline, made initial contact, held conversations, and was asked to follow-up in a few weeks by most of her prospects. Well, that time was here, and she was ready to go to work on collecting next steps and decisions. Yet, as she made her follow-up calls, she could not get past the gate keepers or talk to anyone live. Her frustration was growing with each and every call. She was banking on at least a few of these follow-up calls to turn into closeable deals. She needed closes to hit her yearly goals. What could have gone wrong when the conversations were so promising?

Symptoms:

Sadie was pumped to have a meeting with the right decision makers on her new product. They quickly agreed to her lunch and learn invitation and even let her know how excited they were about her products. They used a competitor’s products, and this was her chance to get the sale. She gathered the standard slide deck, added a few slides comparing her product to the others in the marketplace and even went as far to include delivery information. She knew this was the lunch and learn to end all lunch and learns and it would be an easy close.

Yet, when the presentation wrapped up Sadie asked if there were any questions and no one had any. They kindly thanked her and out the door she went. Later she learned the company went with their existing vendor.

Symptoms:

Jerry was having a year that was slightly ahead of last year, but he was frustrated that he wasn't doing as well as he thought he could be or should be. Although he had taken some sales training and learned some unique words, phrases, and approach tactics, he felt like he was struggling to say and do the "right" things when it came to managing his activities and sales calls. He wondered what he needed to change so that his daily work became more natural, fun, and productive.

Symptoms:

Have you ever been part of a sales call where there seemed to be little structure, where both parties seemed to be on different pages, where expectations were not met, and little was accomplished? Even worse, you expected something positive to occur but simply got a lukewarm response such as, "I need to think it over. Call me in a few days." Opportunities are squandered and the buyer seems to be in control.

Symptoms:

Matt is looking at his calendar and doing some planning, knowing that many things he does look too much like random acts of mindless behavior. Looking back on past months, he feels like he was scrambling and playing catch up all the time instead of having that feeling that he had some deliberate control of his actions. He wants to get back that feeling of being on a roll, where it's like running downhill instead of uphill all the time.

Symptoms:

Jake was putting in about 60 hours a week plus some time on the weekends but was still worried that his sales and management production was not nearly as high as it could be. The family did not see him as much anymore and his "To Do" list was constantly growing. Despite all his hard work, the only thing he could conclude was that he needed to do a better job of "time management".

Symptoms:

Dan left his latest meeting with a prospective account knowing he had to make some changes. The Buyer was willing to talk about many things, but not what Dan wanted to sell, which was being provided by another firm. The upcoming election came up several times too, but Dan did his best to push past all the uncertainties surrounding that topic. It seemed no matter how hard he pushed his features, benefits or competitive advantages he was not able to move this buyer to consider a particular product because of a strong competitor and an unpredictable economy.