The line from Shakespeare, "What's past is prologue" has always resonated with me. History does have a funny way of repeating itself and people who can learn from what’s happened before have an advantage over those that don’t. As we celebrate Memorial Day here in the States, I thought I’d use the time to share some useful insights about one of America’s most successful generals and how they relate to sales enablement professionals today.
General George Patton’s unparalleled ability to execute in WWII sometimes gets overshadowed by his colorful (and stupid) public relations. Because of his quick strike abilities, the Axis leaders feared him more than any other Allied general. What made him truly unique, and someone still studied in military academies throughout the world today, was his formula for success. Patton had a voracious appetite for history and believed that humanity already had a master inventory of all of the strategies and tactics for winning a battle. All one had to do was apply that knowledge to a given situation. His success can be summed up by his ability to model, map, and match.
He was able to model the various elements of a particular battle (from tactics, troop movements, level of aggression of his opponent, terrain, initiative, strengths, weather patterns, etc.) to recognize patterns from an engagement of antiquity. Having identified patterns, he was able to associate (or map) the actions of the victorious general to his situation, giving him a powerful competitive advantage -- the trial-and-error wisdom of thousands of successful and failed tactics and strategies of the other generals of the ages. Armed with the best advisor (the collective wisdom of centuries of peers), Patton was able to rapidly and effectively match winning tactics from the past to his specific circumstances.
I love the saying “you get delegated to the people you sound like” - especially when it comes to selling.
At the end of the day, all of the work that goes on to build and support a product comes down to the discrete conversations your sales people have with customers.
This parody video is both incredibly funny (especially if you’ve ever carried a bag before, or work in a company dominated by engineers) and drives home an outstanding point – “you-centric”, jargon filled presentations more or less all sound ike this one.
On November 7th, I facilitated Forrester’s second sales enablement roundtable – this time in Foster City,California.Joining us were sales and marketing executives from:Intel, NetApp, Borland, Informatica, Sun, Interwoven, Microchip, Renesas, Juniper Networks, Trend Micro, and Thoughtworks.
Overall, we had an extremely high energy session, even though I lost my voice the previous week.It’s hard to summarize a whole day of intense discussion into a blog post, but I’ll give it a try.
General George Patton’s unparalleled ability to execute in WWII sometimes gets overshadowed by his colorful (and stupid) public relations. Because of his quick strike abilities, the Axis leaders feared him more than any other Allied general.What made him truly unique, and someone still studied in military academies throughout the world today, was his formula for success.Patton had a voracious appetite for history and believed that humanity already had a master inventory of all of the strategies and tactics for winning a battle.
Join Brad Holmes and I for a look at what can be done to drive sales results in a down economy. Forrester views "Sales Enablement" as a cross-functional disipline requiring product, marketing, and sales teams to work together to optimize results.
If you (and the CEO) thought that investment was "the answer" to improving sales performance, we have some bad news. There is no such thing as a sales effectiveness silver bullet.
While, there are many different types of organizations that claim they can help you improve your sales productivity, few of these solutions can offer measurable gains in productivity on their own. For example:
•CRM vendors argue that implementing their software will help you drive more business by providing better structure to the sales process and improving the accuracy of your forecasting.
•Sales training firms suggest that you can improve your sales fundamentals by teaching a common sales methodology and best practices.
•Market intelligence firms claim that better and more up-to-date information about market trends and your competitors' actions will do the trick.
However, companies that have implemented these solutions report that they are not realizing the desired impact of these investments.
Why are sales and marketing professionals working harder and longer than ever before? Why are they seemingly in a constant firefighting mode, moving from one fire drill to the next, one meeting to another?
On August 27th, Forrester hosted the first Sales Enablement roundtable in the industry focused on addressing challenges related to profitable growth objectices for large enterprise technology companies.
Assembling a balanced group of sales and marketing executives, through one lens the session could have been viewed as an economic summit. Added together, the total revues of the participants exceeded $350 Billion.To put that into perspective, that would make our panel the 27th largest economy in the world right behind Greece, but ahead of Denmark.
Thanks Tom for such a nice introduction. My cheesy music reference (quick, name the band) aside, Tom and are are the two heads of the product managment and marketing beast. His focus is on building the right product, mine is on bringing it to market.
So, let’s start with something simple – how do you get that blasted sales force to use your stuff?