SalesVPI

Relevant Video Communications

We released support for native video as a media type in Avitage Collections this week.

This got me thinking of the questions associated with using video throughout an organization.

John Chambers of Cisco has predicted 90% of internet traffic will be video in just a few years. Who will produce all this video? What will it cost? What un-intended consequences will we bear? How can we prepare for this impending reality?

Here are some questions to consider:

• Are you relying too much on live communications in an online, on demand world?
• Will your text-based content grab attention well enough?
• Do you really know how to create the volume of relevant content to address all your audience variables by roles, issues, buying stages, industries, and purpose -- without an exponential budget increase?
• Is search really the best way to direct busy salespeople to the right content for each selling situation?
• How well do your messages get delivered when your experts aren't available to deliver them directly?
• Are you sending your sales people to engage customers with documents in a video and multimedia world?
• How have you been doing e-learning -- isn't this essentially what lead nurturing is all about?
• What if your competition started sending tailored videos to prospects and customers, how would you respond, how would you feel?
• How would you make your videos relevant for every situation?
• How well do you organize and update your PowerPoint slides and shows -- so, you think you're ready for video?
• Are you losing sleep over the prospect of video as ubiquitous as PowerPoint -- should you be?
• What's the best way to enable an organization of business communicators to regularly assemble and deliver relevant videos?

Avitage Approach

What if marketing pre-produced souce video and multimedia content, not as finished programs, but as modules that could be organized into all common communication scenarios required by marketing for lead nurturing and sales for JIT learning and customer communications?

The result might look something like this.

Sales Enablement -- Revisited

I was on vacation when Gerhard's blog came out on July 29 "Is Sales Enablement just Lipstick on a Knowledge Management Pig?" I just saw it this past weekend and feel compelled to comment now.

Having read the post numerous times I'm not sure what the primary point really is: to denigrate the label sales enablement (why?), to criticize the "hype" of systems vendors, or to question the integrity of the analysts? ("Do you trust what analysts are saying about this concept?")

And what's with the non sequitur about the "delay economy" and Twitter and the "real-time economy"? I like the concept, but how does that fit with a rant about sales enablement? I think the blog comments were more useful than the blog points. The premise of the post perpetuates the problem of an over pre-occupation with technology. Let me explain.

Gerhard's comments exhibit a tool obsession. Isn't that what "Sales 2.0" (web 2.0 metaphor applied somehow to sales) is about? Comparing technology vendors and asking about ROI examples and comparison for each vendor seems to me to completely miss the mark and to focus on the wrong things. ROI attends more to the initiative than a specific vendor. The real differences between products are about fit and preference rather than ROI. When I insert the names Mercedes, BMW and Lexus in place of the vendor names he tries to compare,the comments reveal a peculiar perspective.

Definitions Get at Thinking

Gerhard's definition of the purpose of sales enablement: "to help sales organizations save time finding relevant information, create and organize sales content and create quick access to all experts across the enterprise."

Let's take a quick trip to the dictionary to be clear about the word "enable": "to make able; to make possible or easy; to make ready; equip." Interesting that "equip" is the third definition. But for Gerhard, sales enablement is mostly about knowledge management, becoming better prepared, and about technology. Pretty limited.

What of "the analysts" definitions?

Forrester defines sales enablement as: "a strategic, ongoing process that equips all client-facing employees with the ability to consistently and systematically have a valuable conversation with the right set of customer stakeholders at each stage of the customer's problem-solving life cycle."

IDC: "The delivery of the right information to the right person at the right time and in the right place, to assist moving a specific sales opportunity forward."

Gartner: "[providing] the sales force with communications programs and tools to drive activity and enhanced productivity."

Interesting. These definitions tell me it's about process, equipping a valuable conversation to help solve customer's problems. It's about delivery of information to assist. And, it's about providing the sales force with communication programs. These definitions are much more expansive and strategic.

I don't see a technology focus in these definitions? Learning and preparation is clearly a part -- it's part of everything in life. These definitions focus much more on the improving the primary selling activity -- communicating an organization's value to help solve customer problems.

Vendor Assessment

Well, what of the vendors? Gerhard criticizes vendor messages. (Is the language provocative -- a trendy concept these days -- or antagonistic do you think?)

I actually like Savo's "Never sell alone!" Gerhard doesn't know many lonely salespeople. Again, let's take another trip to the dictionary regarding the word "alone": "separate, apart, or isolated from others" For comparison, here's "lonely": "causing a depressing feeling of being alone; destitute of sympathetic or friendly companionship." I agree, few sales people are lonely.

But in fact, sales people often feel they are alone in their responsibilities. The are alone in their quota responsibilities, alone in the way a significant part of their compensation is based on a high variable component, alone in the clarity with which their performance is measured and known throughout the organization, alone in picking up the phone and performing the task few like to do, engaging strangers, alone in getting the right support (anyone heard of the "marketing and sales disconnect" that's prompted all this activity) and often alone in figuring out how best to sell a product or service.

Actually, a significant part of sales enablement involves shifting the mindset of sales people from that of the "lone gunman" to the collaborative seller and manager of a process that involves multiple roles selling to buying committees.

I suspect if you ask the vendors what their biggest challenges are, top of the list would be customer's lack of proper content, or even a process to create the right content, to take advantage of their systems.

Peter Senge has said, "structure drives behavior." I think the vendors mentioned in this blog all help provide a better structure that changes not only their customer organizations but the industry that is now talking in a much different way than just a few years earlier.

Consider how we've:

• moved past "sales process," to conversation about "buying process"
• stopped complaining about the marketing/sales disconnect and actually have agreement that it IS marketing's job to help sales, and we have effective ways to make this change
• discovered that vendor/product focused content won't work with buyers today
• acknowledged that the internet has indeed made a fundamental change in the way customers buy, even if it hasn't yet changed the way we sell
• getting a much higher appreciation for the importance of content that is tailored so it is relevant to buyers based upon their role, needs and interests, stage of the buying process, industry, and other factors
• created sales guides and playbooks with less focus on intense product oriented information to better "how to sell" information with "ideal customer profiles", sales ready messages, and more
• started thinking about nurturing leads to "sales ready" status instead of taking every new contact and sending them to sales as a "lead," usually demoralizing the sales force and wasting their time!

Don't get me wrong, I agree with Lee Levitt, "we've only scratched the surface with sales enablement," especially with execution. But the knowledge of WHAT to do and the tools to help us do it are far better today than even five years ago.

Highlights from Blog Comments

Below are the comments posted to the blog by different individuals. I've extracted the sentences that provided value to me.

"Cohesive program that includes not only technology but sales assets, a common sales process, sales training and an accountability platform
Moreover the content of those sales assets is both relevant and compelling to the target audience
Highly differentiated message"

Jay Mitchell

"Most sales people are overwhelmed with too much information (and too much difficulty finding what they need)"

Chuck Carey

"I hold the organizations they (sales enablement vendors) sell to more accountable"

Mike Berman

"We focus less on definition and more on execution"

Tim Lambert

"Not too many VPs of Sales care about content
Issue is how to scale a sales organization
Drive repeatable behavior
Surface best practices -- activities, strategies and conversations that work
Have a sales enablement person spend one hour to save 1000 salespeople an hour"

Jeff Ernst

"Focus on enabling buyers to establish their desire to engage, and more a sales cycle along
New ways of thinking"

Michael Damphousse

"Too many companies lack the foundational work required to measure progress"

Trish Bertuzzi

"Sales enablement is a business process
Impact on new reps
ROI not as important as Competitive Advantage
We've only scratched the surface with sales enablement
Potential could be on the order of 30-50% or more
Net savings is substantial --
Higher sales productivity and lower cost"

Lee Levitt

My Perspective

I embrace the analyst definitions of sales enablement. I'm dismayed that so many people focus so heavily on technology instead of the much more important elements of a shift in thinking, strategy, process, sales messaging, content, the right investments and more.

I also think there is too much focus on "information" and not enough on "communication."

Communication: "the act or process of communicating; the imparting or interchange of thoughts, opinions, or information by speech, writing, or signs."

Information: "knowledge communicated or received; knowledge gained through study, communication"

The distinction IS important because the issues are quite different, and therefore the remedies are also different. We need both. But the way we define our problems sets us off in a particular direction looking for answers. (Look at Sharepoint pre-occupation with managing content rather than improving the delivery of relevant information to buyers, as the analyst definitions suggest.)

A sale's person's objective isn't to make himself or his prospect "knowledgeable," it is to motivate a buyer to make changes and take action to work with his company -- preferably sooner rather than later.

Sales Enablement is an all encompassing label. The outcome we are after is to enable ALL sales people to conduct better conversations with prospects and customers, with relevant information (messages) for each stage of the customer's buying process, to improve the customer's business, and for the customer to understand how an organization can do that uniquely.

Don Hewitt and the New Producers

This summer Don Hewitt, creator and producer of 60 minutes died.

For those of us in the communications business -- most of us -- there is a lot to learn from this man.

Despite working with text from our youth, most of us don't write very well. When it comes to graphics, animation, audio and video we truly have a long way to go. But these are the new tools for communication in our age, and we are the "new producers".

As business communicators, we must learn from "publishers" how to create quality content, quickly and affordably. Digital media and the web have raised the bar making us not just publishers, but broadcasters. Don Hewitt was the master of the broadcast world.

I'd like to call your attention to this interview, and to several statements in particular that relate to web-based communication. A shorter segement is below.

Conversations at KCTS 9: Don Hewitt, December 1, 2008 - 28:00

This legendary TV producer began his career working with Edward R. Murrow and Fred Friendly and went on to create and produce CBS News and 60 Minutes.

Listen to this shorter excerpt and his message about Audio and Competition.

Audio: it's not about pictures, it's about the copy that goes along with the pictures. Simple, profound.

Competition: your competition for your online messages and content -- your web site, webinars, e-learning, podcasts, blogs and videos -- is the mouse. The computer equivalent of the television clicker. Hewitt compares the clicker to a gun and it's ability to shoot you instantly the minute interest lags.

Whether we're in sales, marketing, training, or the executive suite, what are our primary communication challenges?

• Attention: to capture it
• Convenience: make it easy to receive messages
• Compelling & Relevant: content
• Internalize: help people internalize messages
• Motivate: audiences to make changes and take action
• Availability: have appropriate content available to be delivered the moment it's needed
• Constraints: resolve practical production challenges of technical and creative expertise, time, desire and above all, cost

Multimedia offers a compelling remendy for these challenges. But to meet the practical constraints of quality, time, budget and volume requires a new paradigm. The traditional production paradigm based upon production professionals defining a fixed deliverable and working through a traditional process of scripting, storyboarding, producing content and assembling a final "production" product doesn't meet the needs of the web-enabled digital world.

Business communicators know their audiences. They know their communication objectives for engaging those audiences. With this they also know the right messages, timing, and preferred consumption methods of their audiences.

The relationship business communicators have with their audience is essential to capturing attention so messages are consumed. To do this, they must make the final determination of content, delivery method and timing. They must become the New Producers.

Google or YouTube his name and select from a number of excellent video clips.

Using Twitter to Sell

Maybe there is something to this Twitter thing, even for sales professionals.

I've dabbled with Twitter for over six months, mostly as spectator. Last week I listened to a streaming audio conversation hosted by John Jantsch, Taking Your Brand Online, with Guy Kawasaki, David Meerman Scott and Chris Brogan, and it's worth checking out.

In response to the question, "what 2 or 3 things should a small business do first with social media?" Guy Kawasaki resonded, "Twitter, Twitter, Twitter!"

Co-incidentally, I read Dave Stein's blog on using Twitter. So, I took a couple of hours for additional research.

My specific selling interest was to find people at key companies who are running virtual events or virtual shows. I used Twitter Search with those keywords and instantly discovered several people with whom I wished to connect. Given the several weeks spent trying to accomplish this objective, this was a major achievement.

But, my story doesn't end there.

Next, I created a short multimedia vignette from my Avitage Collection. In this vignette I invited the person to try one particular feature of our service -- iNgage Presenter -- a live streaming audio and video communication console that also delivers visual support during a conversation.

Within two hours, I conducted three online conversations, responded to two email requests and had two phone conversations. I have three immediate follow on meetings scheduled. It was truly an exciting and mind blowing experience. And, did you hear me? TWO HOURS!

Lessons Learned

First, a little context: To me, marketing and selling is all about resolving some fundamental communication challenges:

• Find interested people


• Capture their attention


• Capitalize on attention with compelling, relevant content


• Enable viral communications to make sharing easy


• Deliver the right information, the right ways, at the right time -- timing is everything


• More marketing and sales "conversations" are conducted over the phone, through email or on the web, especially at the early stages of the customer buying process


• In a complex sale, a key communication challenge is to enable third parties to carry our messages: customer sponsors, partners, referral sources, etc.


• Even after live meetings, we need ways to sustain and extend conversations and deliver our messages

This objective is significantly enhanced by using multimedia programs, and this is a main part of our business.

Now, my Twitter lessons:

• Twitter can help find individuals and companies at the time they are focused on a specific topic


• Twitter provides a direct, personal way to deliver a targeted and well timed message


• Today, people on Twitter are eager to receive appropriate messages through this medium


• Like all good communication tools, Twitter can accelerate the selling process by helping us find and engage people who are interested, and possibly ready to buy.

Consider the communicaton tools that were in use in this example:

• Twitter


• Multimedia vignette for dynamic, but asynchronous communcations


• Email


• Phone


• Web site -- everyone checkout out our website before contacting me


• Real time web-based communcations using streaming video, audio and graphics (aka PowerPoint).

I'm sure there are many other selling uses for Twitter I'm not yet familiar with, please share your insights.

Are you ready for the coming multimedia tsunami?

Our communication culture has shifted -- communicators and audiences alike are now demanding dynamic rather than static methods of information delivery.

This is illustrated in a recent Wall Street Journal article of March 4, 2008: The New Workplace Rules: No Video Watching. (link requires subscription)

"In December, Internet users watched more than 10 billion videos on-line, according to comScore Inc. -- one of the single heaviest months for on-line-video consumption since comScore began tracking it in 2006." 10 billion videos viewed on-line in a single month!

Shifts in culture provide opportunities or organizations to think differently and take action to create competitive advantage. This shift is no different.

Today, how does your organization use multimedia in its daily sales operation to communicate with customers?

How would you feel if you learned tomorrow that your key competitor had their sales people using multimedia on a regular basis to:

• Create executive summary multimedia proposals
• Address and respond to customer questions and objections
• Deliver customer stories in the customer voice
• Regularly communicate in personalized, tailored ways with each stakeholder in a Target Account selling model
• Get new customers engaged in conversations sooner
• Receive "voice in the helmet" sales coaching in the minutes prior to sales calls?

Consider, you use multimedia for training/e-learning and marketing (webinars/Flash). What if you had a process that made this a practical tool for sales?

And it will require a different process than that used for training and marketing. The sales use model is different. Content is different. Sales people will need support unlike that required by trainers and marketing people.

But the trend is clear. High demand for video consumption today is a pre-cursor for high demand for production tomorrow. The multimedia tsunami is coming to a computer near you. Are you ready?

Sales Communications 1.0 vs. 2.0

The upcoming Sales 2.0 conference in San Francisco October 29 & 30 has me thinking of the sales communication distinctions in this new era of selling with the web and multimedia resources.

Sales 2.0 conversations are characterized by a scientific approach to messaging, relevance through tailored messages and content, the impact of effective visual and multimedia content, and delivery using ALL appropriate delivery mechanisms.

Aligning organizations -- marketing and sales -- is best accomplished through a defined methodology. The complexity of today's sales conversations, and the flexibility required to adapt messages to stakeholders, buying stages and competive situations, necessitates a more scientific approach to sales messaging.

A defined and documented methodology makes it possible to delegate the creation of sales messaging to  individuals in marketing or cross-functional teams. It also provides a way to measure and manage quality and consistency across product or solution groups.

Burger King figured out years ago that consumers want to "have it your way". Sales professionals must address customer demands for relevant messages and content that delivers those messages.

Busy decision makers want sales professionals to simplify the delivery of complex messages. "Visual explanations" are not just to help the sales professional deliver complex messages, they help the customer "see" and understand messages. Audio explains complexity and nuance through the "voice of the expert". Together, audio and graphics help customer sponsors re-communicate important messages to colleagues.      

As communication content becomes richer, so too are the delivery vehicles: streaming multimedia shows, downloaded MP3 files, web conferencing, blogs, private websites (portals), cell phones and PDAs.

The effective execution of Sales 2.0 communication principles will distinguish professional selling organizations from those who wing it. Initially, this will be a basis for competitive advantage. In the long run, we all will have to become proficient with new communication mediums.

Watching Webex Webinar on Sales 2.0 Enabled Business

Do you want to see a fantastic topic mangled by inept programming?

Webex Sales2.0 Webinar

Two major points to be made about this webinar:

1) The ideas behind Sales 2.0 are very important for sales professionals and have important implications for the suppot marketing can provide sales

2) This is a classic example of many of the problems with the way webinars are run today

The Sales 2.0 topic will be covered extensively over the next few months.

Let's look at the bigger implications raised by the production issues with this webinar.

We are all going to be incredibly challenged to master communication principles and practices in this new era of web and multimedia communications.

For over 15 years I've been declaring the coming role of the "new producers". People on the front line of business in sales, sales support, marketing, even the executive ranks who will be producing the equivalent of TV or video programs. Well folks, here we are. It's called the webinar.

When communicating through the web, we have to rely on our visuals, our voice and our messages. It's a a completely different experience from live delivery for both presenters and audiences.

While many are challenged to deliver effective live presentations, this medium really ups the ante.

If we don't learn to produce quality programming, we'll kill our opportunities, our brand and ultimately our businesses as we turn off viewers and mangle our messages. If you thought controlling these things in the era of PowerPoint was a challenge, get ready for a multimedia nightmare!

But to not learn and master the effective production of multimedia programming as a marketing or sales professional is to put yourself and your organization at a competitive disadvantage. If you're not working your way -- and your organization's way -- up this learning curve, best get started.

A Few Observations

• A lot of learning about what not to do can be taken from this program:
• Get the audio levels correct before you start the program -- poor audio levels are both distracting and unprofessional
• Have a clear communication paradigm -- is this a monologue by two independent speakers, a phone conversation we're listening in on, or a presentation of ideas?
• Eliminate off the cuff ramblings -- stay focused on a tight outline if not a script
• Structure the program -- the end slides did a better job of explaining what Sales 2.0 is and why I should care, they should have been at the beginning.
• Have slides support commentary -- don't talk for more than a minute on one slide, and certainly not for 12 minutes on slide 1 and 6 minutes on slide 2
• Design the program -- especially when there are multiple speakers, each should know what the other will say and the parameters of the program

A Few Ideas

• A talk show is a lousy communication paradigm -- especially for business webinars. I'm not coming to this program just to be entertained, but to be informed, to learn something.
• I listen at 200 words-per-minute (wpm), but you speak at 100 wpm. Keep it moving! I've got a lot of other things to do. According to Wikipedia:
  • 150-160 words per minute, is the range that people comfortably hear words. Slide presentations tend to be closer to 100 wpm. Conversations are maintained at around 200 wpm.  Wikipedia WPM
• We've all grown up learning how to deliver live presentations. In live presentations we minimize the use of visuals, to avoid "blazing PowerPoints". "You are the message" Roger Ailes has told us.
• But on-line, multimedia communications are a different medium, a different experience. I think we're closer to Marshall McLuhan, "the medium is the message."  What did McLuhan mean?
• Most of us have little, if any, training or experience producing TV or video programs. We need to get some, and work with people who do have this experience, to come up the learning curve quickly, and to avoid mangling our opportunities.
• Rather than using a presentation paradigm when preparing a webinar, I suggest a "virtual video" paradigm. Video was originally 30 frames per second, that is, 30 pictures per second. Turns out, for most applications, you really don't need 30 fps. One picture every 10 to 60 seconds will do. In this medium more is better. Changing pictures engage people's attention. It will also force you to create better visuals. Because we don't see the presenter, all we have are the visuals. The user experience from this medium is akin to watching a video than a presentation.
• Make it easy for me to know where you are in your program, where you are going, and how long it will take you to get there. I am constantly considering my option to discontinue viewing. If you move to an uninteresting or irrelevant topic for me, how will I know it's worth staying?
• Think in terms of "series", as in TV series. Think also of your personal brand as a program host or expert. Are you creating an experience that will have me prioritize you and your programs in my future, limited time inventory?

Watch the webinar. There is good content embedded, and the lessons for producing webinars might be more evident through this experience than through a more professional program.

New Approach to Web and Multimedia Communications

Most new technology is first applied in pretty traditional ways. TV programs were first created by recording live stage plays. Computers were used as advanced calculating machines, then as electronic typewriters. And today, web and multimedia communications are predominantly electronic mail, website and presentation formats.

Asking: "given my business and how I market and sell, how should I use web and multimedia communications?" is fundamentally the wrong question. But that's the approach most customers and vendors have taken today. "Get Webex and cut down your sales travel, have more meetings."

A more helpful question is: "Given web and multimedia communications technologies, how should I be marketing and selling?"

Multimedia technologies were first applied in the corporate space in the learning organizations (e-learning) and then in marketing as short video clips on websites, or webinars for internal, customer and prospect communications.

Despite Webex and others spending millions to promote the use of live, synchronous web communication technologies, in the selling domain, adoption is still in its infancy. Often the initial experiences are under-whelming, below expectations set by vendors. To date there has been little education around best practices beyond how to use the functions of the tools. I'm hard pressed to name a "whole solution" provider, in the Geoffrey Moore sense.

Breakthrough comes when we re-engineer the process before we apply the new technology.

How have you changed the way you sell by using web and multimedia communications, beyond putting your transactional sales online as online catalogs?

How have you changed the way marketing support sales with new processes and content to support the use of these new technologies?

Are you looking at these as limited tactical tools providing efficiency benefits, or as strategic applications that can fundamentally alter selling, customer engagement and competitive advantage factors? I'm thinking of ways to make it the latter.