I saw a definition of the word creativity recently. It went something like “linking two things together for the first time”.
I got a message from Edward de Bono. He encouraged me, to think of creativity as more than selling new things, into a new market, incurring risk (against the grain of the current economic climate). But better still to use creativity to perhaps minimise risk and cut costs. This got me thinking.
“How might we minimise risk, cut costs and increase sales?”
I proceeded to think about the role the various functions or departments play in large corporations. What is it that Marketing, Training and Development, Sales Operations (sometimes called Sales Enablement) do? What do they all try to achieve?
A simple answer could be to get a decision-making customer (the information they need) to make a favourable decision.
Each department looks out from their pigeonhole and does their bit in getting the customer’s favourable decision. The more enlightened departments work in harmony to achieve the same end. Alas, this is a rarity…..
….. because most people still look at the function of their work inside-out….. “What outputs do I create, in accord with my job specification?” For example: a flyer, a campaign, a training event. What they often don’t do is measure the ultimate goal: favourable customer decisions. Instead of looking outside-in, they look inside-out. So the sum of the parts is never the whole.
So how would it be if we merged departments: Sales Training and Development, Marketing and Sales Operations/Enablement?
How about if we created a single department called: “Getting Favourable Decisions”.
(Or something less obvious, like “Customer Enablement” for those organisations whose culture has not yet migrated to the Aquarian Age of meaningful information.)
There is an old phrase: “50% of our marketing is valuable and 50% is waste. The trouble is, which 50% is which?”
Luckily for me, I got to analyse a vast amount of data. The utilisation data of a large global IT company’s marketing materials, deposited into a single digital repository. It tracks which materials are used, by whom, where, when, and for how long. The statement “50% waste” proved to be an understatement. The data revealed it was 85%, i.e. only 15% of the material was read by anybody outside marketing i.e. sales and customers.
Likewise I’ve spoken to many sales trainers about knowledge retention. They typically reckon that when people walk away from a training course, they retain 15% of the knowledge and wisdom imparted. That’s about the going rate.
So curiously enough this number 85% crops up again. 85% of the marketing material isn’t being used, 85% of the wisdom imparted is not being retained.
So how about creating a “zero-retention” application? An application that provides on-the-job information, wisdom, knowledge, learning, call it what you will. It gives you what you want, where you want it, when you want it. It’s concise, understandable, and is already customer ready. (No more time consuming training courses, no more pedantry e-learning.)
We merge, into one repository, all the materials we need, to give customers the right information, in the right sequence, to make a favourable decision. We provide this through one single department. We merge Sales Training & Development, Marketing and Sales Operations/Enablement into one. We reduce management overheads, courses and waste (by 85%?).
Your customers and salespeople engage using (the same) articulate materials, media, dialogues, analyses, questions and messages. They all sing from the same song sheet.
Sales go up. Selling cycles shorten. More sales from less waste.
p.s. Now you know what to do. Should you want to know more on how? Get in touch :).
Paul C Burr