Ali Ghaemi

Nov 132012
 

It is difficult to render a sweeping verdict on whether an indirect sales model is better or more beneficial or direct sales to end-users are optimal. Both models have been successful. A company like HP (Hewlett Packard) prospered selling through an indirect channel. A competing company, in the same industry, Dell prospered selling its hardware directly to end-users. However, Dell is a good example to cite given how it has since turned over a quarter of its sales to the ‘channel.’

Each model is valid and appropriate under different circumstances including product type, line maturity and revenue size. The channel model, however, is typically applicable for companies without dedicated resources or wishing to scale beyond certain revenue ceilings. Channel partners bring connections and a strength in numbers, but need maintenance and attention.

Pay attention to activities under each heading:

1- Recruit partners which address product needs technically and coverage needs geographically.

2- Retain them by maintaining mindshare, providing education, support and offering profitable resell margins.

3- Optimize co-selling possibilities. Stock the partner area or portal of your website with marketing collateral, FAQs, selling scenarios and deal registration space. Provide leads, while ramping up partner lead generation capability and independence.

4- Hold partners responsible for utilization, registration and monitor lead flows bi-directionally.

5- Maintain open communications and learn simultaneous to teaching.  Hold each other accountable.

 

Continuous feedback and collaboration is essential. Do not be afraid to cut ties once the relationship is stale and unprofitable.

This is the ultimate measurement of whether the channel is beneficial or perfunctory.

 

 

Sep 232012
 

So you want a raise and believe your work justifies asking for it. Salary is the company’s tool to hire, drive performance and keep employees motivated. An employee’s salary balances your and the company’s needs.

Before speaking to your manager do your research. Ask for a time and in a non-threatening, but firm, tone and setting pull out the results of your number crunching.

1- Do others with a similar job and length of experience in the industry receive a higher salary?

2- How about the benefits and other incomes? How does your benefit plan compare? Do you have pension or investment matching? How about education assistance or  other similar benefits?

3- How often does the company initiate a pay raise? Is it congruent with industry practices? How does it compare with the inflation rate?

4- How is your performance? How much time and effort do you put into it?

Inform your manager! Summarize and list the information for him or her politely. Make a case for yourself and prepare to negotiate. Also note that other items (flex time? extra vacation days? one-time bonus? etc.) might have value for you and be possible for your manager to award.

 

 

 

Aug 142012
 

THE CLASSIC OF MILITARY STRATEGY BEARS MODERN RELEVANCE

Legend has it that The Art Of War was written some 2,500 years during Ancient China’s Zhou Dynasty by general, strategist and philosopher Sun Tzu. The book is a collection of military stratagem and thought here translated by Lionel Giles at the dawn of the twentieth Century, which is considered one of the more authoritative translations of the tome.
The Art Of War is a book of ancient battle and warfare, but when considered allegorically is read for its teachings and implication in management, corporate strategy and personal conflict. The Art Of War advises generals to know their own force, know the enemy and calculate odds of winning based on multiple factors. War should only be waged when the conditions are right and conducive to victory. The book itself is 2,500 years old and the translation is over a century old hence the arcane language and the references to measurements, persons and tools that are even more so, but it would be an understatement to say that The Art Of War has aged well. The book has been cited by modern generals, read widely in Japan, United States and modern China and even referenced in the original Wall Street film. The book is also referenced in the Connery/Snipes Tokyo connection film, Rising Sun. Quotations from the book appear on banners in Kurosawa’s Kagemusha. It likely influenced Musashi Miyamoto’s The Book Of Five Rings.

It is manifest to any practical and minimally observant individual that while humanity has made tremendous technological strides in the last 2,500 years, the same cannot be said of the advancement in philosophy, thought and logic. Indeed, it could be argued that humanity has walked backwards in philosophy and rational thinking. An ancient man would be shocked and beguiled with modern technology. Barely a living man could match ancient thinkers such as Plato, Aristotle, Cyrus, Cicero or Yoga in philosophy, logic and debate.

This edition of The Art Of War is just past fifty pages long and is concise in that only the text itself is presented without introduction, preface or foot notes.

An acquaintance shared the below adaptation from the History Channel

Aug 112012
 

JAPAN IS NOT THE JAPAN WE KNOW

 

Over 100 years ago an author called Lafcadio Hearn wrote and published a book called Japan: An Interpretation. The 1904 book is quoted at the beginning of Japan A Reinterpretation and a good reason for Patrick Smith’s book name given the basic premise that Japan and Japanese have been misrepresented, misunderstood and different and dissimilar to what most have been told and taught.

The Japan most know is not the Japan that actually exists. The book works hard at dispelling the illusion. There is much to learn in Japan A Reinterpretation including an understanding of the said cultivated image placed to inspire Americans, allies and East Asians, created and fostered by accomplices like the so-called Chrysanthemum Club comprised of American scholars like Reischauer, who later would be appointed the US ambassador to Japan, and was strongly suspected of meddling in Japanese national elections or Ezra Vogel another author and scholar of the same ilk. The same suspect historians stand accused of cloaking the true picture of Japan and ostracizing the unaffected historians of Japan, like Canada’s E.H. Norman, who would end up committing suicide under suspicious circumstances after coming under pressure by the Americans.

Smith presents the Japanese as actors. The book is so concerned with the self versus the façade; private and public duality the author identifies in the Japanese psyche.

Much of the premise and assertion of the book range from difficult to surprising to unbelievable, but the author manages to selectively be convincing partly due to his job as a correspondent in Japan, living in Japan and years of research. Then there is praise for the book by the esteemed Chalmers Johnson whose credibility on Japan ranks high.

The dilemma of Japan and its people is premised as a conflict between ego and social duty, something the author claims the Meiji restoration of the 19th Century and the American-induced post-World War II democracy left unresolved or even stimulated. However, the Japanese have done it before: changed and transformed themselves so evolution is possible even if sometimes the core of the people – of the country – seems close to an explosion of change, which remains suspended like the wave on the book’s cover.

Reinterpretation highlights the contrasts between Japan and “us” (i.e. Westerners) from as early as the 1540s when the first Christian missionaries landed on Japanese soil and began to record the locals’ remarkable difference in psyche, height, habits and psychology as the Jesuit saw it.

Early on and on page eight there is a grammatical mistake. It is written “from left to write” instead of the obviously intended ‘from left to right’ in a discussion of Japanese writing and alphabet. It is worth pointing out because occasionally the writer’s intended denotation is unclear and obfuscated by his choice of words and grammar. Examples continue to the book’s end, but here is an example from page nine: “from our point of view it was a simple failure of perspective.” It might seem simple enough, but the reference is imprecise and the writer might as well be composing abstract poetry. For the record he is discussing Japanese conventions. Here is another one where the reference is explained or fulfilled. “Orientalism grew from empire.”

The book delves into serious and oft undiscussed topics. “The Japanese were not permitted, if that is the word, their own history.” Smith holds a special disdain for American treatment of the Japanese – be it the clichéd remoulding or the misrepresentation, which he seeks to expose. He also derides the racist and condescending attitude that reeks from Americans’ delusional superiority complex. The book quotes a newspaper article which appeared in the US describing the Kobe earthquake victims, as a result of which it is useful to remember 6,5000 Japanese died, as “ideal ones” as in ideal earthquake victims and, in essence, reducing the Japanese to insignificant sushi-eating ants. And the quoted article stems not from 1905, but from 1995!

 

Following World War II and the occupation of Japan by the allies the GHQ (or General Headquarters) for SCAP (nominally the allies’, but in essence Americans’,’ command structure in Japan and the Pacific) introduced deliberate and significant changes to Japan. With the goal of transforming Japan into a Western-styled country, that would never again threaten its neighbours and the West, SCAP set about rewriting law and conventions into one where individual freedoms were dominant. The Westernization also injected everything Western into Japan like Country Music, jazz, billiards and you name it. Yet soon something happened. Individuality and liberalism were set back in favour of Communist containment given the War Of Koreas, Mao’s takeover of Peking and China and other threats to Americans’ world order. SCAP resorted to restoring old Nationalists and embracing the old fascists to the point of sponsoring them into power. Most earlier reforms were arrested in order to make Japan a dam in front of the Communist expansion. This reversal is core, the author says, as to why Japanese trust and distrust, like and disdain USA to this day. War criminals were brought back as Prime Ministers and Japan put under US security protection (1951) especially after Article 9 of the Constitution of 1947 banned outward Japanese armed forces. The author remarks that the Constitution was authored by the Americans in English and then translated to Japanese no matter how much the two sides pretend it was co-authored. One recommendation at the album’s end is for the Japanese to initiate and write their own constitution in their own language and the new document be more positive. The current one is infused with too many ‘thou shalt nots’ as opposed to ‘shalls.’

As the book points out one of the main reasons the Japanese accepted such a document, alongside the obvious World War II defeat and the ensuing occupation, is Prime Minister Yoshida, himself a pre-war diplomat, who thought what japan had lost militarily it could win economically. Indeed, for the most part this has been the story of post-war Japan. Yet, the author reckons it had been at the cost of Japan’s psyche, maturity and social well-being.

In essence, Japan became a garrison and US protectorate. This is not news. Much else in the book shouldn’t be either were it not for the suppression of so much in the West and the media. For instance, as the New York Times revealed in the early ‘90s to apparent little fanfare, the CIA had been funnelling tens of millions of dollars to the ruling conservative Liberal Democrats (LDP), which is hardly the hallmark of a democratic country. This is the same party that controlled Japan’s post-war economy almost without interruption and went out of its way to accommodate and comply with American demands. The Japanese government was naturally conservative and pro-America, but it also calculated that its compliance gained it economic advantage and the concessions for which it aspired. Thus, the Japanese went some 30 years never challenging the US or ever voting or acting against its conqueror even if the decisions were against Japan’s own direct interests. At the same time, Japan was portrayed as a paradigm for Asian democracy and advancement by the American government and American media as US had assigned Japan the Asian role model assignment. Japan was to serve American interests in Asia and be the vanguard of American aspirations in the continent and no image less than a willing supporter of America and stable and eager Cold War ally would do.

 

Smith makes a point. Even if wrong the Japanese have a right to their mistakes and until such time as they are allowed this the country and its people will not mature sociologically and catch up with their industrial position. AMPO was the ‘security’ treaty under which the United States formalized its protector and umbrella status with Japan. In retrospect, history shows that bona fide war criminal Prime Minister Nobusuke Kishi not only forcibly and undemocratically renewed AMPO in 1960 against the wishes of the Japanese population, but did so while being in the pay of the CIA. Thus, the LDP Prime Minister renewed and perpetuated Japan’s status as a country beholden and “under tutelage” of America and crushed democracy in favour of a forced mantra of “tolerance and patience” which was convenient for LDP’s aspiration that America’s wishes, and its own power, be preserved.

 

Facts such as this are highlighted because the violence and opposition to Americans and casting of Japanese as a willing group of submissive allies casts doubt on the manufactured image of Japan as conformist group-thinkers. Were the image of docile Japanese as lemmings true the author argues that tradition would have not allowed events like the forcible eviction of MPs from the diet by the police (not to mention Yakuza thugs threatening MPs and intimidating the population) to occur. The author does not cover it, but industrialization was accompanied by much tumult and labour unrest as well. The Japanese protests and turbulence soon lead to US President Eisenhower’s visit to be cancelled, AMPO nevertheless was renewed.

 

In other words, the Japanese are not conformist and compliant economic animals, but the politicians and the media have managed to nurture the image to some extent using mantra like ‘the samurai way’ and so forth. The Japanese have been fed context.  Moreover, in the West too the image of Japan was undergoing a re-examination beginning the late ‘80s including the infamous anti-Japan sentiments that swept America – otherwise known as Japan-bashing – that quickly took over the airwaves and general public following developments such as the purchase of CBS by Sony, the sale of The Rockefeller Center to Japan’s Rockefeller Group, the drubbing of the US Big 3 by Toyota, Datsun/Nissan and Honda and more. These invoked feelings of prejudice in the US somewhat diminishing the innocent imagery of the Japanese. In short, Japanese went from being heathens in need of proselytizing in the 19th Century to scary “yellow peril” savages (WWII) to being ”beasts” and as uttered by US President Eisenhower to being “workaholics” and “Economic animals.” The people were lampooned and became anything except complex and multi-faceted human beings.

 

One circumstance that led to the Japanese being deemed group-oriented, among other contexts, is how they were not even allowed surnames until the Meiji era. Here though is where the author returns to his main assertion that the Japanese are illusory as individuality exists; it exists, but it is hidden. They prefer not to reveal their individuality like everything else they hide. The author insists that in Japan true feelings are closely kept hidden, yet individuality is there lurking beneath the surface, carefully masked.

Unfortunately, the Reinterpretation’s main, and other points, remain partially unresolved. Some explanation and an exploration of the sources of the traits the Japanese are saddled with will come, but not forcefully and explicitly enough. Certainly in Japan the ‘public’ is valued more highly than among most countries, even if that fact is on the decline in modern Japan, but the author argues that the notion is overstated and imposed. Nonetheless, let’s recall the Japanese ‘group’ is as old as Japan itself: an isolated island where dwellers undertook rice cultivation together and mountain after mountain rendered most isolated. On page ninety-two Arinori Mori, Japan’s first education minister, is described as a man who wanted a state-directed education system, which was not Shinto and for his troubles was stabbed by a conservative right-winger. The minister was deceptive in his actions, however. He closed private schools where he could and condemned the rest by stipulating that university attendance is conditional upon students having finished state high schools only. Why would he do this? The central government in Tokyo believes knowledge, research and results should not necessarily be objective, but remain at the service of the state. The state wants conformity and a fabled ‘samurai way.’ Schools are subject to annual inspections and central control aimed at keeping lessons centralized and nationally in line with the curriculum barring regional variations through the direct governance coming from Tokyo. The idea was to conceive of one Japan with one thought model. This way the government maintained what it thought was desirable in the population: harsh working conditions, overtime and karoshi (death from overwork) as cruel employers and government have tried to instil hard work and dedication to vocation by relating the ideas to Japan’s history, heritage and honour. It is a fable of course, but one that again serves an economic purpose.

 

In the meantime, on the western side of the hemisphere, despite all of Japan’s industrial modernism, as well as cultural sway as varied as sushi, manga and anime the world remains ignorant of the real Japan. Americans being ignorant to begin with it has been easy for most to be indoctrinated with false images of the country at the rim of the Pacific. If the above quotations were insufficient Smith has more up his sleeve. A high-ranking US cabinet Secretary claims the Japanese universal education as owing its existence to the American occupation and influence when in fact the Japanese enjoyed universal education even before the Meiji restoration. The author explains the centralized nature of education in Japan as a tool of conformity, in the name of serving Japan, but offers statistics and reports on the amount of restlessness including bullying and violence in the country.

Japan A Reinterpretation attacks the subject from different angles. A chapter called Happiness In A Hidden Corner turns to the place of women in Japan. This topic is perhaps less controversial and a much less disputed or controversial topic for most acknowledge the lesser place of women in Japanese society. A toothless 1986 law (equal opportunity) aside most acknowledge Japanese women have traditionally been suppressed and thus come to claim a yearning for the sex to be advanced and aligned to the other gender and society as a whole. I, and perhaps others, have noticed how Japanese women have nowhere near the achievement level of men whether in the areas of art, science, Scholarship or rank. It is as if Japanese men are the fabled advanced ‘Japanese’ and Japanese women are… geisha. In Kabuki theatre, to take an example, Japanese women were Kuroko, literally ‘black people,’ dressed in black and largely unseen. What is more, even women were played by men. In society, women were designated ‘inside’ the house; men were ‘outside.’ Some feminists have been content with such a state of things and adopted the saying Dansei Joi, Josei yui ‘men superior, women dominant.’ The thinking has been that men can have the ‘outside’ as long as women have the ‘inside.’

To highlight the devolution in the status of women the author wades through ancient Japanese history noticing how women were not always subordinates. As a matter of fact, women had gained a societal voice in the Heian period (794-1192) of Japan before the age of shogun and samurai, Chinese influence and Confucian Orthodoxy gained ascendancy and relegated women to Oku (the innermost part of the house for chores) for marriage and love were meaningless and largely inconsequential.

Perhaps that’s why – and this is not from Smith – Japanese women are coloured white in traditional ceremonies as tradition had them in the shadows. Females in Japan were called oku-san or ‘inside person.’

In the Heian period in 1672 famed Japanese ethicist and scientist Ekken Kaibara noted that women have five defects: disobedience, anger, slander, jealousy and ignorance.

As I read the accounts regarding the state of Japanese women I couldn’t help but be reminded of a scene in the Japanese film Ran where two minor lords offer their daughters to lord Ichimonji for his one son as a offering. Naturally, the women are not present and have no say in the matter.

Readers might be of the belief that Japanese women have made great strides and pushed forward, and of course it would be true, but the author takes the reader back to the post-World War II reversal induced by the SCAP to counterpoint. In 1946, before the reversal, 39 women were elected into the lower house Diet, which is approximately a ten-percent share. This number was not matched until 2012 when the proportion topped at 10.8%. In contrast here is some numbers from the rest-of-the-world including both industrially advanced and non-advanced countries. As of this writing, women Members Of Parliament numbers stand at 25% in Iraq, 56% in Rwanda, 40% in Iceland and 25% in Canada.

Regarding xenophobia and the oft discussed sense of racism prevalent in Japan towards foreigners Smith claims some of the fear is not so much dislike of foreigners, but the antipathy towards the Westernization imposed centrally from Tokyo. Much of Japan’s modernization was imposed on the rest of Japan by Tokyo. Foreigners are associated with the change. This makes sense be it USA, Canada, Zambia or Japan the uneducated are fearful and scared of change.

 

To quote page 200, “Japan’s psychological violence towards its own people…” Smith never uses the word “hypocrite” but strongly infers it. He remarks that when the Second World War ended masses of Japanese were ready to commit suicide and die for the Emperor. Within a matter of hours and when the Emperor spoke relief and a festival atmosphere prevailed instead. In his autobiography the renowned Akira Kurosawa describes the difference as he walked through the streets of Tokyo the day the war officially ended. He calls his fellow countrymen, or their reaction, “shallow” as in empty vessels ready to be filled with whatever.

These assertions are a segue for the next topic in the book. Almost casually comes the next contention appearing almost as a throw-away passage on page 226. The Americans deliberately – and this has been rarely debated – rewrote history in order to reinvent the Emperor Hirohito’s involvement in World War II. Preserving the Emperor as an innocent bystander to the Pacific War and not complicit to the invasions, massacres and rapes suited the American needs and so it was done. The author depicts this as an “ambitious deception,” which launched the “culture of irresponsibility” of Japan and goes on to provide a sample of a tanaka the Emperor himself wrote exhorting patience and Japanese superiority. The idea hearkens back to the economic deal Yoshida proposed and put into motion for the Japanese to come back economically. Oddly, Smith has to agree, the deception has by and large been a success.

The Emperor Hirohito, goes the contention, was aware and involved in Pearl Harbor, rapes of Nanjing and even had more than a passing interest in chemical weapons and biology.

 

Japan A Reinterpretation at length discusses and analyses a topic from several different angles that is rarely parsed let alone acknowledged. Japan’s modernization is hollow, imposed and a con used by levers of japaneseism as a ruse. Yet, despite the negativity and pessimism some optimism should be permitted as younger Japanese abandon tradition – recall that the author is clearly in the individualism camp, a premise other readers or I might not agree with. Younger Japanese not only are abandoning recent past traditions and “World War II” thinking, but also semi-sacrosanct concepts as kokutai (‘national identity’), yamato (the Japanese spirit of the ‘rice cultivating people’) and the fable of Emperor Jummu.

One could easily come away from the book stirred to pessimism. Taken that way Japan’s economic slide of the last twenty years could easily fit into the perspective. Then again, economic development never was an argument for the author instead going the opposite way and bashing the industrial expansion set against the personal progression of the people. Moreover, Smith is not reserving blame for the Japanese leaders and system. He clearly blames the US and its opportunistic retrenchment after WWII.

Jul 102012
 

I attended a presentation on the new version of Microsoft operating system, Windows 8. The session was called The New Era Of Partner Opportunities With Windows 8. I separately also attended the Tuesday keynote of Microsoft VP Jon Roskill where the focus was on innovative solutions coming out of labs and partners offices. The applications were more fun than anything. The Air Canada Centre suite was hosted by Microsoft VP Robert Jones. Those pictures are at the bottom.

Windows 8 will be available at the end of October, 2012.

Here are several items emphasized:

  • Microsoft expects that 375 million PC devices will be sold in the next 12 months. Add tablets to that number now that Microsoft has Surface and ARM devices running Windows.
  • Explorer is central to Windows 8.
  • Bing was demonstrated as part of Windows 8. Several examples of ‘Cloud’ services were cited all of which sync between devices.
  • Everything is touch capable. Mouse, keyboard and touch were called “all first-class citizens.” This was repeated twice.
  • The boot time will be a third of Windows 7.
  • Security includes “trusted boot,” which Microsoft hopes protects users against rootkit attacks.
  • Everyone is encouraged to download the Windows 8 release preview. Additionally, every attendee received a bootable Windows 8 USB 3.0 key.
  • This being the Worldwide Partner Conference of Microsoft the presenters insisted that this is a new era of partner opportunities.
  • The ARM version of Windows 8 is called Windows RT and includes Word, Excel and OneNote.

 

Windows 8 Metro User Interface (UI)

 

Virtual Keyboard

 

Live Tiles

 

 

 

 

 

*I do work on behalf of Microsoft

Jul 092012
 

I am attending Microsoft’s annual Worldwide Partner Conference this week. It is being held in Toronto this year.

Company executive, including CEO Steve Ballmer, used the forum for a number of product announcements at the Air Canada Centre.

As importantly, it was interesting to note what was emphasized. Here is a synopsis of what was emphasized at the Monday morning opening keynote:

  • Windows 8: will RTM (Release To Manufacturing) August 1, 2012. It will see general availability, for upgrades at $40 and on PCs, in late October. It may miss back-to-school, but is in time for Christmas. The inexpensive upgrade price and the compatibility of hardware for Windows 7 and Windows 8 is meant to ease the back-to-school miss, as well as any slowness in sales of Windows between now and late October.
  • Office 365: now available under Open Licensing, available in Government and Education pricing, partners can make approximately 23% margin, which is up from the current 11%.
  • Azure, server, O365 (mentioned again and again), the recent purchase of Yammer and Office 15 were all mentioned.
  • Microsoft Surface was not demonstrated, while OEM (Acer, Asus, HP, etc.) products were.
  • Microsoft has picked up a company called Perceptive Pixel, which has developed a touch capability for large screens. The founder of that company, who is now Microsoft’s newest employee, immediately showed off a large screen product with Office software and touch capability. He also committed a geographic mistake and a faux-pas by uttering, “we actually do all of our manufacturing here in the US.” Apparently, the American invasion army had taken hold outside while we were being bedazzled by our own Cirque Du Soleil inside.

The executive repeatedly asserted that 2012 is the biggest year for Microsoft in over 17 fiscals clearly referring to the launch of Windows 95 in that year.

These are good announcements for a Worldwide Partner Conference.

 

Ironically, for such a hi-tech show, Steve Ballmer’s wireless microphones failed several times. At the end, the stage hand, running out of wireless microphones, handed him a wired microphone with a long cable!

Steve Ballmer even mentioned his own videos on YouTube (gulp Google) when speaking about Windows and his infamous screaming video.

 

WPC line-up

 

Cirque Du Soleil

 

 

Steve Ballmer WPC Toronto

 

Steve Ballmer On The Big Screen

 

Bad Food For 15,000 People (Fruit Is Available)

 

*I do work on behalf of Microsoft

Jul 042012
 

IT IS TIME TO MODERNIZE THE OLD APPROACH TO SELLING THE AUTHORS IMPLORE, BUT…

 

The Contrarian Effect Why It Pays (Big) To Take Typical Sales Advice And Do The Opposite is a short book in which the authors, Michael Port and Elizabeth Marshall, implore the readers, sales professionals and companies hiring salespeople to abandon the old-school sales processes involving prospecting, objection removal and pressure tactics for more people-friendly and customer-sympathetic practices. A special scorn is saved for `closing’ techniques. The authors’ logic and thoughts regarding modern selling and proper and advantageous 21st Century sales are valid. Indeed, I have spoken to many people over the last several years about how the paradigm for selling has interminably changed in the information age given the advent of modern communication or the Internet. The authors are not about to get too many conceptual objections from this reader. But…
There are several problems en route to goal. First, it doesn’t take long for the reader to discern that the authors are more marketing-oriented than sales. The larger an organization, the more specialized the functions like newsletters, webinars, special offers and such are and become the domain of the organization and its marketing function not the sales team. Secondly, the book largely – not completely read on – ignores how salespeople and sales departments are controlled by the president, CEO, board of directors and shareholders all of whom are looking for quarterly or monthly results and long-term relationship building be damned or at least be relegated to secondary status. Real-socialism was a phrase that was discussed in political circles during the late Soviet era. Let us call the current reality of sales departments Real-saleism. And if Michael Port and Elizabeth Marshall have a beef with the short-term instant-result system that is de facto and in place I sure hope they are part of the Occupy Movement. Attraction Marketing takes longer than sales quota periods and is typically not in sync and thirdly and finally, there are customers that (yes, still!) are sadly swayed by old-school and manipulative tactics, which disadvantages the `enlightened’ salesperson. So, let us be real. The ideas in The Contrarian Effect are positive, trending correctly and beneficial in the idealized world we hopefully are inching closer towards, but they are not quite there and no amount of calling `conventional’ sales folk `Neanderthal’ or whatever will immediately change the status quo.
In the meanwhile, as we grow closer to The Contrarian Effect what are the ideas espoused here?

1. Build Relationships And Make Connections: treat customers as humans first. A very good idea and noble one at that, but when was the last time a company treated anyone as a human being? By definition, employees come and go at the leisure of corporate profits and investor relations. Customers are certainly “acquired” and “churn” is measured in the quarterly results. While the authors insist that the principles are in fact advantageous to the sales effort – and they are partly correct – their notion here clashes with the reality of our corporate personhood status quo.

2. Respect Your Customers And Honor Their Wishes: customers are in control. Understand and respect this truth-ism.

3. Target Specific Group Of Individuals And The People With Whom You Do Your Best Work: this is a rational argument that clashes with the school of thought that insists sales is a numbers game and playing the odds, if the prospect pool is big enough, is the way forward.

4. Make Relevant And Timely Offers: this makes sense, even if the book is stereotypically short on specific examples, even if the delivery is a marketing function. Being relevant; however, requires listening, which salespeople for which, as the frontline of any company, are ideally suited. 5. Increase Your Likability Factor: Sounds like point number one and there are not any details on how this could be achieved. Perhaps the authors believe everyone knows how to do this, but they do not offer any specifics either.

6. Practice Radical Transparency: it helps build a “stellar” reputation.

7. Establish Yourself As a Trusted Advisor: This is achieved through implied and shared expertise.

8. Collaborate With Strategic Partners To Leverage Your Efforts: this one always sounds good in theory, but rarely pans out in reality. Prospects are too busy to be attending joint meetings and to be introduced. Likely partners are also similarly busy and need freeing from short-term deadlines.

9. Think Bigger About Who You Are And What You Offer Your Clients: Think outside the box and exercise creativity, counsel the authors. Alas, no specifics.
One criticism of this book, like so many others, is the stereotypical habit of disseminating advice without having specific and concrete examples to back it up. Page 142 offers a modicum of particulars, but only in general terms and partly in marketing terms. Costco is cited as an enlightened organization that is profitable and growing, while paying its employees above average wages to better serve its customers who are willing to pay membership to shop there. In contrast, there is Wal-Mart, which is anything but enlightened. Perhaps the market is segmented between bad and less bad? Incidentally, there is a fascinatingly surreal story surrounding the Titanic in this book that was new to me. It is an interesting read. Concepts are fine, but books without actual examples are just like real-estate/money making/motivational symposia. They are teasers designed to lure the customer in just to leave them with a yearning only satisfied with more expensive subsequent course or private lesson. Coincidentally, both authors are speakers and coaches. On page 51 the book advises that salespeople can save time and money by 1- isolating and defining customer subgroups, 2- Investigating how to reach the key decision-makers of these subgroups and building rapport with them and 3- determining the best way to communicate relevantly with them. Great advice – I am ignorant and wanted to cure the affliction with this book – but how?
Regarding the `real-saleism’ page 123 attempts a comeback of sorts by acknowledging how sales departments work before admonishing salespeople for participating in the dated system at the expense of one’s integrity and health and ending with a wishful statement that “Many sales professionals are not required to use the typical tactics. Hopefully that is the case for you.” The book explains that self-interest is fine so long as it does not degrade into selfishness. This latter trait is counterproductive to serving customers and, ultimately, winning. Page 89 makes a case against the current insistence for immediate results – it damages the long-term and sales overall – but alas the system is the system until there is mass change. Sales tactics are largely out of sync with the market and need to adapt. Value to customers including offering truth, reliability and transparency are competitive advantages. The authors are correct. Things will only completely change when customers demand it, stock and money markets adapt to it and social pressure makes anything else unacceptable. The Contrarian Effect has aided the discussion. But…

Jul 012012
 

An Article in Toronto’s Now Magazine points out the possible extreme dangers of the ‘deals’ sites. In this case, the danger to purchasers is an extreme example and hopefully a rare exceptionally unfortunate situation, but the question this situation poses is ‘how are buyers protected’ and ‘what is the responsibility’ of sites like Dealfind?

A cursory search online yields many results where social daily deal sites reassure their customers that money-back guarantees and protections exists. The protection or care seem to not have existed in the case of women being sexually assaulted.

What mechanism protects people from business on the Internet?

Web Jam // Daily deals danger | NOW Magazine.

Jun 232012
 

HOLD ON DON’T GO

 

 

 

 

 

 

 

Love It Don’t Leave It is a follow-up to authors, coaches and human resource experts Beverly Kaye and Sharon Jordan Evans’ book Love ‘Em Or Lose ‘Em. I received the book from Bev after interviewing her ­­­­­­­—- for the earlier book. While the latter’s topic is how managers can take care of their star employees and retain them, Love It Don’t Leave It is a shorter book dealing with making one’s job work. Like the previous book there are Chapters from A to Z with each addressing a topic. These are 26 easy-to-read and understand concepts from the employees’ perspective. A is for ‘Ask’ and Z is for ‘Zenith,’ but the authors insist that if one is going to read just two chapters those would be the aforementioned ‘Ask’ (a major topic of the book) and ‘B’ for Buck. That is another appeal of the book. It can be read in any order and can later be referenced for any chapter whose topic interests one.

Chapter titles include Career, Dignity, Hire, Kicks, Mentor, Numbers and Understand. In ‘Ask’ the major topic of the book is discussed. Do not assume your work, manager or boss knows what you want. Tell them. Include WIIFT (What’s In It For Them). Smash through the barriers. As ‘Z’ for Zenith states “Satisfaction Requires Action.”

Along the way one gets chapter after chapter of spotted T-shirt messages that the authors believe holds true-isms. As a reader it did occur to me that not only the book’s major tone is one of optimism for staying at one’s current job, in lieu of leaving for another, but also that it is geared towards the cubicled office worker. The authors might disagree with this last statement. The authors are indeed positive and are assuming that one’ managers and bosses are rational. They are not assuming that the managers have either the answers or the ability. There are chapters for those impediments as well.

Remember, making you happy is good for your employer.

*This book was sent to me compliments of the author or publisher

Jun 072012
 

What does your prospect think about? It depends on the customer’s role. Salespeople who target that position’s specific thoughts and concerns will be more successful. This is called role-based selling. For the purpose of this article I am skipping two crucial discussions. First, Assistants need to be marketed to as well. A salesperson must believe he or she deserves the executive’s time. After all, you are not wasting time, are you? Two, the approach to C-level and V-level roles needs to be personalized and stand out. More on those elsewhere as well as in future discussions. In the meantime, align your sales to the position’s objectives, while ensuring you are speaking correctly to the right ‘C’ (‘Chief’ title) or ‘V’ (‘Vice”-President title).

Peruse the below, but ultimately they need to tell you how to sell to them by telling you about their needs. This is why questions are important. This is why preparation in advance according to the below is important.

President or CEO

What? Grow and lead the company

Reports to: Board Of Directors/Shareholders

Pains and Concerns:

  • Grow revenue
  • More profitability/declining profitability
  • Shareholder value
  • Managing risk
  • Happier and more productive employees
  • Culture of organization
  • Partnerships
  • Company reputation and
  • Determining strategy and direction

Financial Managers (VP Of Finance, CFO, Controller, Treasurer)

What? Financial management

Reports to: CEO and Finance Committee of the Board Of Directors

Pains and Concerns:

  • Knowing and measuring financial drivers,
  • Profitability, Quarterly goals
  • Information and reports to manage events and conditions,
  • Reducing costs,
  • Predicting and eliminating risks
  • Return on investments and return on assets
  • Compliance and regulatory changes
  • Accounts reconciliation and forecasting (treasurer)
  • Business value (controller)
  • Shortening transaction times,
  • Line of business accountability
  • Closing books faster or consistently having them ‘closed,’
  • Ensuring consistency among territories, divisions and currencies,
  • Drive operational efficiencies,
  • Better, more consistent and more centralized reporting
  • Make better decisions faster and
  • Analyze and predict.

Human Resources Managers (VP Of Human Resources)

What? Manage the business’ people. A business’ most valuable asset is its people. Everything the company does or wishes to achieve is tied to its people’s skills and abilities.

Reports to: CEO or COO

Pains and Concerns:

  • Business and society, and employees, constantly change.
  • Doing more with the same or less,
  • Improving productivity,
  • Delivering and tracking education that is related to work,
  • Budgeting for, finding, hiring and calculating the cost and return on employees,
  • Complying with legal imperatives
  • Enabling employee self-service for faster and more efficient control and removing bottlenecks and
  • Local currency and regulations.

Manufacturing Management (VP Of Manufacturing, Chief Operating Officer)

What? Producing timely goods at the lowest cost

Reports to: CEO

Concerns:

  • Manufacturing on demand with the shortest possible lead time,
  • Manufacturing to order,
  • Forecasting demand,
  • Customizing and configuring to order,
  • Collaborate and communicate with supply chain including suppliers, sub-contractors and distributors including view into demand and inventory via EDI or the web,
  • Track costs,
  • R&D
  • Operational justification to understand where cutting cost won’t impact operations
  • Analyze efficiencies,
  • Predict inventory cycle and
  • Eliminate waste.

Sales and Marketing (VP Of Sales, VP Of Marketing, CMO)

What? Increasing sales, improving top and bottom-line and tracking to forecast

Reports to: CEO

Concerns:

  • Knowing the customers,
  • Sales growth,
  • Customer satisfaction/customer turnover
  • Pricing
  • Margin growth and maintenance,
  • Forecast accuracy and visibility,
  • Company profitability,
  • Monitoring sales channels and trend analysis,
  • New customer acquisition and cost of doing so
  • Company image
  • Productivity of sales and marketing staff,
  • Effectiveness of marketing programs and motions,
  • Positioning products, services or people
  • Efficiency of different types of marketing (such as promotions, web, channels, viral, etc.),
  • Campaign budgets and ROI (Return On Investment),
  • Anticipating trends and consumption,
  • Lead management and visibility into each representative’s achievements and pipeline.
  • See http://www.alighaemi.com/wp/?p=846 for different types of marketing.

Information Technology (VP of IT, CTO, CIO)

What? Lead the company’s information technology

Reports to: CEO or COO

Pains and Concerns:

  • Running the company’s information technology
  • Which hardware, software and service
  • Enabling productivity
  • Interoperability among internal and external customers
  • Flexible systems that can scale up or down with the business
  • Saving the company money
  • Eliminating disparate systems