In any business, you have to find a way to differentiate your business from your competitors. This is especially true for a B2B company, as you need to show how your people and products are better and more effective than those at your competitors’ companies.

From all of my 36 years of selling and marketing, I have found that great marketing companies had the three major building blocks important to a B2B company.

These three building blocks, of any marketing, whether you are selling services and/or products are;

• Generating Results
• Creating Value
• Building Relationships

Executives, at your prospects and clients, expect you to be credible and capable, but these are baseline expectations. These are not differentiators. The differentiators are building that trust by resolving this particular person’s issues, and demonstrating the value you can bring to him. These steps help you build the relationship that is so vital to becoming more than a simple vendor to that person and company.

And like any three legged stool, if you take one factor away, the entire marketing system can fall apart.

Value-Results-Relationships

When you are selling products, you need to have all three building blocks aligned, or you will become a commodity supplier.

There is an order to these blocks, before you can have great marketing, and that is the order mentioned above. You must show your client quantifiable results from any assignments and projects you complete.

Next time I will describe each of the three building blocks in detail.

If you would like to receive the full White Paper for free, then just email me with “Send me the free white paper” before Tuesday September 7^th, and I will send it to you. Starting Tuesday, you will have to pay the regular price for the White Paper.

 Kind Regards,

 Ian

A. Ian Dainty

ian@b2bbusinesscoach.com

Client’s Buying Guide

What do clients want from their vendor community? I want to make one thing clear here. If you are considered a vendor, rather than a trusted partner to a client, then your client’s expectations aren’t quite as high. Also keep in mind that many clients aren’t ready to have you as a trusted advisor, and it may take years to attain that status, if ever.

Having said all of that, what do your clients want from you as a vendor?

1.  Client’s want an adequate solution

Your clients want a solution that solves the problem as promised, not inferior or barely suitable. When you are resolving issues for your clients, you don’t have to offer state-of-the-art solutions. You will find that most clients don’t want this for many reasons, including cost, disruption to their business, etc. Give them a solution that works for them in this particular instance, but make it a good solution also, that has some staying power, or you won’t get repeat business.

2.  A trusted consultant

Your clients want a consultant and a company they can trust. And building that trust can take time. They also want a consultant who has their interest at heart. Although using a reference may get you in the door, your clients want a solution that is built for them, not the same solution you gave to another company.

3.  Added value service

All clients expect that the solution you offer will add value to their business. Otherwise, they probably won’t do business with you. However, many times you are expected to not just meet expectations, but many times you are expected to exceed those expectations as well. This is what added value means. So look for ways that you can help your client in other areas. This will also help build that trusted relationship you want with your clients.

As you can see, there are many factors affecting the way clients buy in today’s fast paced environment. It is imperative to understand these buying principles to make your life easier, and to make the sales cycle shorter.

For more information, and a free consultation about your business, please contact me at ian@b2bbusinesscoach.com

Kind Regards,

Ian Dainty

Although we have been mired in a recession for close to two years, many companies are finally starting to realize that they must start buying again in order to grow. However, as all of us understand, who have been through a number of downturns, things will change. But first we haves to grow out from under this horrendous debt that many companies and people have amassed.

There are many things that you need to understand, before you start selling your services again. The old ways don’t work anymore. But, there is one old axiom that does still work. People are still people, and if you have been approaching people all along, with the principles in this document, then you will keep succeeding.

Nevertheless, you need to be even more diligent in practicing the right principles, in order to succeed. The good news is that these principles are ageless, and will help you generate more business in the future.

Here are some of the major factors you need to understand in order to grow your business, as we move forward into prosperity.

New Selling Environment

The world changes, especially in a recession. Although some of these factors apply at any time, they are particularly true today, especially following a large economic downturn, as we have just been through. 

• There are more decision makers involved, in any buying decision that you offer to your prospects. This is even true for your clients, as each new decision is like starting afresh. 
• Time to close has increased dramatically. Not only are there more decision makers, but you have to wait until they can justify spending the money for your services. This makes it even more imperative that you sell value, instead of features and hours spent. 
• During more difficult economic conditions, the buying decision moves upward in your prospects/clients organization. Depending on the size of the budget, your proposal may have to go to the Board of Directors. 
• During recessionary times, budgets are cut dramatically, and in many cases there is no discretionary budget available for anything. This is why you need to demonstrate value for what you are selling. You cannot demonstrate features. You need to dig into the emotional side of any situation, and discover what makes that particular individual move on projects. 
• There has been a significant increase in Random Events. If any of these events are happening within your prospects’ or clients’ organizations, you can bet that they won’t be looking at anything new, until these major factors are completed.
  • Mergers & Acquisitions
  • Reorganizations
  • New Industries 
• Clients are demanding “Custom Made” Solutions – A “One Size Fits All” Solution is out.
  • Clients want longer term relationships with their vendor’ sales people and with their supplier companies.
  • They also demand much better client service than most companies give. This is just a starting point for doing business in most markets. 
• Increased Competition. Whether you believe it or not, there is a lot more competition than you probably realize, and there is always some company who is selling strictly on price. If you compete on price, for your business, than you will probably be undermined, sooner rather than later, by a company that can undercut you at any price point. 
• Clients are not as Loyal. This follows on from the point above. Your clients are being constantly bombarded with better, and often, cheaper offers. They will eventually listen to the competition if you are not constantly showing your clients and prospects the value you are bringing them. 
• Everyone is extremely “busy”, and does not have time to see you or return calls. How many phone calls do you return a day, by someone you barely know, unless it is a prospect? With call display, and voice mail, people will not answer the phone from someone they don’t know. You probably don’t either. You need to find a way to reach your clients and prospects so that they will talk to you. You need to sell value.

So, if everyone is so busy, and it takes forever to get a decision made, how can you reach your prospects and clients, so they will listen to you? Well, I can’t stress enough how important it is to sell value.

 Kind Regards,

 Ian

 A. Ian Dainty

ian@b2bbusinesscoach.com

 As mentioned in previous emails, I have recently published a guide on what makes great marketing in B2B companies, companies like yours. In order for you to understand the impact this guide can have on your company, I am going to send you a number of the chapters over the next few weeks. Below is the second part of the chapter on issues and inhibitors to great marketing companies.

There are two parts to issues and inhibitors to having great marketing in B2B companies. These two parts are internal and external inhibitors. Today we will explore the external inhibitors that can prevent your company from being a great marketing company.

These factors are;

EXTERNAL FACTORS

Economy – Recession

There are many external factors that can inhibit great marketing on your professional services firm. The biggest external factor is a recession, especially one like we have been going through for the past couple of years.

In a recession, no matter how hard or persuasive your marketing is, you cannot get some companies to buy. Usually that happens because their clients are not buying from them, and that causes a ripple effect right through the whole economy.

Competition

All professional services firms have a lot of competition. You will know better than me who your fiercest competitors are, and how you can overcome their weaknesses to secure business. If you do not believe you have much competition, simple ask your clients how many different firms contacted them in the past two months.

You will constantly have competition. For your best results, follow the plans I have outlined in this guide and you will find you have far less competition in the future.

Client Affairs

There can also be external factors that can affect certain companies or certain markets from buying at a particular time. As an example, as of this writing, there has been a disastrous oil spill in the Gulf of Mexico. The company that caused the spill is BP, one of the largest oil companies in the world. You can bet that trying to sell anything to BP right now, except a sure proof way of cleaning up oil spills, is probably going to be a long sales cycle.

Government Regulations

As we all know, the government seems to have more and more of a reach within our personal and business affairs, both through taxation and through the different laws enacted in id a every country or jurisdiction. In Ontario, for example, all companies become tax collectors for the government. We already collect GST for them with the services we provide, and Ontario companies will soon be collection PST through the new government HST tax.

Sarbanes Oxley has also given many companies headaches with its new regulations. However, legal and accounting firms have reaped benefits from many of these laws, as they advise their clients on the right and wrong ways to ensure they are compliant with the new laws.

If you want to find ways to overcome these inhibiting factors, then you can buy the complete guide here. Please go to http://www.b2bbusinesscoach.com/White%20Paper_sales_page1.html

Kind Regards,

Ian

A. Ian Dainty

ian@b2bbusinesscoach.com

As mentioned in previous emails, I have recently published a guide on what makes great marketing in B2B companies, companies like yours. In order for you to understand the impact this guide can have on your company, I am going to send you a number of the chapters over the next few weeks. Below is the first part of the chapter an issues and inhibitors to great marketing companies.

There are two parts to issues and inhibitors to having great marketing in B2B companies. These two parts are internal and external inhibitors. Today we will explore the internal inhibitors that can prevent your company from being a great marketing company.

These factors are;

INTERNAL FACTORS

Executive Buy-In

The internal inhibitors usually revolve around how the executives, especially the CEO feels about marketing. If the CEO has come up through a marketing and sales background, then marketing, sales and customer service play a large role in how that particular company is run.

However, there are a number of technology companies, founded by technology people, who also realize that marketing is the number one driver of revenue. Even today, IBM allocates about 50% more money to marketing, than it does to Research and Development (R&D). Microsoft too allocates about the same amount of money to marketing versus what it does to R&D.

The real inhibitor, to the true marketing side of the business, has generally been that executives know that 50% of their marketing is effective, they just don’t know what 50% it is. The sales side of the business has always been measured. Sale statistics have usually been readily available, and most sales people are generally paid on some sort of incentive, because their contribution can be measured.

However, it has been difficult to measure the contribution of the true marketing side of a business. Advertising has always been difficult to measure, because it was put out to a large audience, and there were very few, if any measurements associated with it. Sales may have gone up, in any given timeframe. But if a firm had a number of marketing initiatives going on at the same time, which of course you should, it was almost impossible to discover which ads were working, and which ones weren’t. Of course, that is how Madison Avenue became rich. But that’s another story, and I’ll spare you my rant on that for now.

So, it has been difficult to measure true marketing in the past. That is, until now. With the advent of the Internet, you can measure your marketing right down to how each individual company buys from you.

Turf Protection

Another factor in professional services firms that inhibits great marketing is “turf protection.” This is especially true in legal and accounting firms. Turf protection is when a partner or relationship manager won’t “allow” any other business units inside his accounts. He or she has the misguided notion that anyone else in his or her accounts will disrupt that account. The real reason is of course that they are afraid that another business unit will take over the account, and leave them out of the profit picture for that account.

This can also occur in other professional services accounts, especially if one of the consultants within that account starts to develop business for his or her own personal business.

There are a number of ways to overcome this anxiety. However, the best way is to have an account structure that allows for other business units to develop within an account, but under the understanding that the account belongs to the account executive or relationship manager. It must also be done with a profit structure that is fair to everyone.

Differentiation

Many times, professional services firms have difficulty differentiating themselves from the firms they compete against. This applies to all types of professional services firms.

The issue here is that too many firms talk about the process they use, rather than the real differentiators. The real differentiators are the issues you resolve for your clients, through the solutions you put into place, and the relationships you build with each client.

The easiest way to find that differentiator is to ask you clients. I have found that most companies do not ask their clients the simple question; “Why do you do business with us?” Who can give you the best reasons you are in business more than your clients can.

When you do ask your clients, you not only find out what differentiates your firm, you also build on your value proposition. As each client tells you what is right and wrong with your services, you can correct and build upon those ideas.

Issue Resolution

Almost all professional services firms end up selling bodies and skills, as opposed to how to resolve the particular issue that this client has. Most times, this comes from the way the client asks for you to help.

Your client may say I need someone who knows tax, or has certain technical skills. If you end up selling this way, then you will never work your way up the relationship ladder.

Many professional services firms are happy doing this, but it means you spend a lot of time answering RFP’s, and will never become a Strategic Business Advisor to that firm. It also means that you will have plenty of competition for each skill your client is looking for.

To overcome this way of doing business, you need to start resolving issues for your client. Your client doesn’t really want a body with certain skills, he wants an issue resolved. He probably resolved that issue with a certain skilled body in the past. Ergo, he believes the same skill can resolve it now.

Dig deep, and you will find that you can counsel your client on the best way to solve this problem. It will take more work, but it will also give you much higher fees in the future.

However, you must also decide on the type of professional services firm you are, and if you want to put in the extra work to attain these significant higher fees.

Lack of Account Management

Most professional services firms have some sort of account management. However, many times it is a loose structure, with no apparent process involved. Just like every company needs a CEO, every client you have, needs an account/ relationship manager. Someone has to be the main point of contact for that client.

A structure needs to be in place in which the account manager works with all his team members to ensure that the account plan is moving forward. There needs to be a formal process in place to ensure this happens. And the client needs to know that there is a single point of contact for anything that client needs.

That doesn’t mean that the account manager fields every single call. It means that the account manager ensures that every call is handled, and that if the client senior executives want to talk to someone, they know who that someone is.

Without a structured account management process, on how to deal with issues, selling new services, and building the right relationships, that account will falter, and too soon will belong to the competition.

I hope you enjoyed this chapter and received some benefit from it. To buy the guide and receive all of its benefits, please go to http://www.b2bbusinesscoach.com/White%20Paper_sales_page1.html

Kind Regards,

Ian

A. Ian Dainty

Professional Services firms differ from product companies in many ways. However, the biggest differentiator is that professional services firms sell expertise, and product companies sell things.

For a professional services firm to be a great marketing company, they must embrace the three building blocks of great marketing firms. These three building blocks, of any marketing, whether you are selling products and/or services are;

• Generating Results
• Creating Value
• Building Relationships

In order to generate results, you must solve your clients and prospects issues. And by solving their issues, you can then help them realize the value you have delivered to them by solving their issues. This then helps you build the necessary client relationships that can lead to you becoming a Strategic Business Advisor to that client.

In order to bring value to your client base, you of course need to define who your ideal client is. By defining who your ideal client is, you create focus for everyone in your firm, and don’t waste time chasing prospects that will only drain your resources. And a professional services firm is defined by its resources.

You can then develop your Unique Value Proposition. What differentiates your firm and your people from your competitors? When done well, this will help you not only close more business, and focus your resources, but also help your firm develop long lasting business relationships with your clients. And of course, long lasting client relationships are the life blood of any great professional services firm.

Some of the cultural habits of great marketing companies are discussed. The best question to answer to see if your firm is positioned to be great at marketing is; “Where is the marketing executive in relation to other executives in your firm?” Does he or she rank above the CFO and HR executive? Also, are marketing, sales, and customer service three separate departments, or all they all under one executive? These answers will give you a good idea about where marketing sits in your firm.

You then need to understand what the inhibitors and activators are for becoming a great marketing professional services firm. There are both internal and external inhibitors. These include the role the executive team in your firm plays in marketing, how your relationship managers approach their client companies, and what is happening in the outside world that affects the buying habits of your clients, especially in today’s economic crises.

We then look at today’s reality in the business world. Not only as it applies to your firm, but how this economic crisis, that won’t seem to go away, affects how you do business. You really only have to look within your own firm and realize that the way you buy products and services has changed since 2007. We discuss the many ideas and changes that you need to overcome, in order to meet today’s economic reality head-on.

In order to sell to anyone, whether it is pencils or professional services, you need to know what influences people to buy. You need to understand what makes them want to buy, and how to affect that buying decision in your favour.

The paper then discusses who the real influencers and buyers are in any organization, and how you reach these people, and talk to each one of them. These buying influencers and decision makers include the Economic Buyer, the User Buyer, the Gatekeepers, and the Coach. You need to know what influences their buying decisions.

We then look at, what I consider one of the most important factors in how you sell, why business to business people buy anything, especially professional services. There are five major reasons business people buy.

These reasons are;

• Improved Performance
• Increased Opportunities
• Competitive Advantage
• Risk Mitigation
• Personal Wins

The paper delves into how your firm’s services can affect all of these factors, and how you can build your value proposition based on one or more of these factors. The paper also preaches the importance of Personal Wins, and why that is so important to understand. Even in a B2B sale, and especially in a professional services’ sale, people buy for emotional reasons. You need to tap into those emotions to tip the scales in your favour.

It then presents a plan developed for getting to the real heart of problems. I call it The GAIM Plan. GAIM is an acronym for Goals, Afflictions, Impact and Meaning. These are all very important steps when trying to understand your prospects and clients needs and issues. The GAIM Plan is important to know, so that you understand how to unveil those emotional reasons people buy.

Finally, you get the complete process to follow for marketing professional services, to both your prospects and your clients. Although many of the steps are similar, there are some basic differences for each group.

This paper is a comprehensive look at what makes a professional services firm great at marketing. It is not necessarily a simple process, but it can be applied easily to any of your firm’s clients and prospects.

If you see the value in this report, and you’re interested in getting a copy of the report, please follow this link. http://www.b2bbusinesscoach.com/White%20Paper_sales_page1.html

Kind Regards,

Ian

A. Ian Dainty

ian@b2bbusinesscoach.com

Have you ever had this happen to you in your business?

Your best client phones you up one day, and says that he wants to have a talk with you. You find this a little unusual, but you set a time and agree to go over to his premises that day.

You walk in and sit down. You exchange pleasantries and then he drops the bomb. He tells you that your contract won’t be renewed. He has found another vendor that seems to understand his situation better, and that he is going to work with them, at least for the next year.

You don’t know what to say, as you are in a state of shock. What about all those golf games you played together in the past? What about the great service you have given them? Or at least you thought it was great service? What about all of those discounts that cut so dramatically into your profit margins, so you could keep their business?

So you ask, “What went wrong?” He explains nothing really, but for the past year this competitor has been giving him great ideas about how to better run his business that make a lot of sense, and he wants to give him a chance to see if all of those ideas work, as they seem to have worked for this competitor’s other clients.

Even if the exact scenario isn’t the same, if you’ve been in business long enough, I’m sure something similar has happened to you. It sure has happened to me.

So, what do you do?

Well, there are many answers to this scenario, although you may have lost that client. You do need to figure out why you lost him. I surmise the biggest reason is that you took the client for granted for too long, and one of your competitors was hungrier for his business.

This scenario plays out every day, way too often, in companies across the country. The good news is that with the right training, and the right positioning you can stop this from happening with you and your clients.

I have just finished interviewing a number of executives in different companies about how they achieve success with their clients. I summarized those interviews and put them into a 45 page guide entitled, “How to Triple Your Income in One Year.”

You can get this guide for a small fee. The leaders I interviewed felt it hit on all the right points.

Here’s the outline:

• ð  Marketing Issues & Inhibitors
• ð  Marketing Challenges: Facing Today’s Reality
• ð  The Three Building Blocks of Great Marketing
• ð  Cultural Habits of Great Marketing Companies
• ð  Making Marketing Important to Your Firm
• ð  Who Makes the Buying Decisions: The Four Influencers
• ð  What Business People Buy: The Five Factors
• ð  Unlock Your Client’s Needs: The GAIM Plan
• ð  Hyper Growth: Becoming a Strategic Business Advisor
• ð  The Road to Great Marketing: The Process Beginning-to-End

I trust you can see the value of this report. If you’re interested in getting a copy of the report, please follow this link. http://www.b2bbusinesscoach.com/White%20Paper_sales_page1.html

Kind Regards,

Ian

Ian Dainty

ian@b2bbusinesscoach.com

This date is a personal one for me, which I will explain in a minute, as two extraordinary events happened on May 18 1910.

On May 18 1910, thousands of people took to their roofs, huddling for comfort and praying for salvation. Many believed the end of the world was near. The source of their anxiety was the return of Halley’s Comet, from its 75-year odyssey through space.

The tabloids jumped in, and discussed the catastrophic effects of the gaseous comet on the Earth’s atmosphere, causing many to panic. Despite a number of previous documented appearances having caused no deaths, the 1910 return of Halley’s Comet was widely perceived as a threat to mankind, allegedly due to noxious vapours emanating from its tail.

This may be the first apocalyptic panic founded on a scientific, rather than religious misapprehension. In actual fact, the tail of Halley’s Comet never came any closer than 400,000 km to the Earth’s surface, and would not have been harmful at any distance.

The other extraordinary event that happened on May 18 1910 is that my mother was born in Glasgow, Scotland. She then graced this earth for 90 years, and passed away in 2000, getting her two wishes of reaching 90, and seeing the new millennium.

Obviously, a lot has happened to mankind and mother earth in the past 100 years. And even more has happened to business, and how it is transacted, even since this new millennium started. I am sure my mother would marvel at all of the new technology that has transformed the way we work; especially the way the Internet has dominated our work life.

The real thing that has not changed however, is that people are still people, and we are emotional living beings, who react the same way people reacted 100 years ago, and will still react 100 years from now.

So, instead of telling you another thing about Google Adwords, I want to emphasize that if you want to get people to notice your company, you have to appeal to their emotional side.

You have to do this, even in a B2B selling situation. You must realize that almost all purchases are made from an emotional view, and justified by a rational view. And this is especially true in B2B purchases as well.

Let me give you an example. Not too long ago, I was helping a software company with their sales and marketing. We went to visit and demo the software to a potential client. We showed the software to the CIO and one of his managers, and two of the people that worked for this manager.

The two people loved this software, as they could see how much easier it would have made their job. But I knew that this company was not going to buy it, because of this manager.

The manager was probably in his early sixties, and you know what that meant? It meant he didn’t have too long before he retired. I would guess he was going to retire in about 2 years.

So, this guy didn’t want anything to do with something that would disrupt the next two years of his working life. He was only a first level manager, so not someone who was very ambitious. And although he obviously had some allegiance to this company, not enough to disrupt the next two years of his working life.

You could just see his emotions, thinking about the many late hours he night have to work to install this software, and how it was going to completely disrupt his personal life. As you can guess, we didn’t have a hope in hell of selling this software to this company.

This is an aspect we often forget when we are selling to other companies. We try and look at the features of our products and how they will affect how this business works, for the better. But we have to look at the person who makes the decision, or has a major influence on the decision, and discover how we can emotionally get that person involved in the buying process. In this case, it just wasn’t going to happen.

So, now I am going to pick up my sister, and we are going to go to the grave of our mother and father, and have an emotional few moments wishing our mother a happy 100^th birthday. And then we’ll have lunch and discuss our mother, and how she raised us, and many of the great emotional moments we all had together.

You must tie emotion into your marketing.

And if you really want to grow your business and your revenues, Google PPC is probably the best, most effective, and least expensive way to do it.

However, like any good business decision, and in order to get the best results from Google, you need to be monitoring your PPC Campaign regularly, as Google is always working different ways to help people search. So get a qualified person to work with you.

You need someone who works with Google on a daily basis, as I do. Please contact me at any of the listings below for a free consultation about your Google Adwords campaign.

If you would rather not wait to see all of the reasons, and you would like to receive all 20 reasons today, simply reply to this email with “send me the reasons” in the subject area, and I will send you the guide entitled, “20 Reasons You Need to Use Google Adwords in Your Business”.

Kind Regards,

Ian

ian@b2bbusinesscoach.com

As you know, I have been spouting the wisdom of using Google Adwords, as maybe the best marketing tool ever invented. And if you are not using Google Adwords, you are probably missing at least 50% of your market, and it could be as high as 100%.

Google Adwords is a form of direct response marketing (DRM). DRM has always been the best form of marketing.

Why? Because you can measure it.

And if it doesn’t work, you change it or stop it. With Google Adwords, you can change it hourly, daily, weekly, whatever, until you find what works. Only your prospective client knows what works. So, keep changing it until he buys.

I follow many marketers for tips and ideas about how to market, and therefore how to help my clients become better marketers, and therefore sell more of their products and services.

Two people I have been following are Clayton Makepeace and Drayton Bird. Below is an excerpt from a recent blog by Drayton Bird. I am unsure of how practical tip number 8 is, but I am sure he is right.

Here are ten things to remember about the power of direct response marketing:

Unlike many other forms of marketing, it can achieve your objectives cost-effectively (i.e. it can sell at a cost you can control).

1. If it’s done properly, it also helps build your brand.
2. You can start with a relatively small investment, which has an immediate impact on the profits before you invest big money. This means you reduce risk.
3. Speed. There is a short lead time – especially on the internet. You can have an idea today and test it tomorrow.
4. You can refine as you go along (adjust the investment, the projections, depending on your results, etc).
5. Very flexible. Can be easily switched on or off. You’re not locked into a long campaign – unless it works. If it does, you spend more and keep spending longer.
6. It’s measurable, accountable: no guesswork.
7. There’s a massive opportunity in South Africa because so few companies are doing it properly.
8. It helps you persuade individuals and overcome their objections with more detailed arguments.
9. It is a perfect way to get leads and motivate your sales force.

So as you can see, it’s a pretty simple decision, if you really want to grow your business, and your revenues, Google Adwords is the best and least expensive way to do it.

However, like any good business decision, and in order to get the best results from Google, you need to be monitoring your PPC Campaign regularly, as Google is always working different ways to help people search. So get a qualified person to work with you.

You need someone who works with Google on a daily basis, as I do. Please contact me at any of the listings below for a free consultation about your ongoing, or a new, Google Adwords campaign.

Or reply to this email with “send me the reasons” in the subject area, and I will send you your free guide entitled, “20 Reasons You Need to Use Google Adwords in Your Business”.

Kind Regards,

Ian

A. Ian Dainty

ian@b2bbusinesscoach.com

I read an article recently that stated that sales and marketing people spend less than $20.00 personally per year on improving their skills.

That means almost all sales and marketing people don’t even buy one book a year to improve their skill at sales and marketing. Now, many get lucky because they work for a company that provides them with some sort of training.

However, I find it really disturbing that most sales and marketing people won’t spend some of their own money to help themselves get better at their chosen profession.

I hope you do not fit into this category. And if you are an entrepreneur, you need to spend even more time and money understanding how to market (sell) your products and/or services.

With the Internet changing the way we do business, it is imperative that you understand the many different avenues that are available to you, to build your business.

And selling in the B2B marketplace also adds some complexity to selling, as you need to understand how people buy, when they are also buying for their company. You also need to know the people who influence a sale in a corporate environment.

There are many ways to improve your skill level. There are many sales and marketing books and programs that will help you.

But what is the best way to improve your skills as a marketer and sales person?

All pro athletes and many successful business people use a number of methods to improve their skills. Many business people, for example, join Mastermind Groups of like people, to learn how to succeed.

But the best way is to get a good coach, who has been there and understands all of the skills needed for you to succeed. All pro athletes have coaches. Whether they play on a team sport or an individual sport, like golf or tennis, all of these athletes have at least one coach.

And most successful business people have also had extensive coaching. So the best way for you to improve your skills is to have a coach too.

In about two weeks, I will be announcing a new coaching program for you to help you become successful in your B2B marketing and sales career. And you need to understand both marketing and sales if you want to grow your business and career.

In the next few emails to you, I will be sending you videos on how to succeed, to give you some of the ideas I will be presenting in my coaching program.

So stay tuned. And if you are having any difficulties now with your sales and marketing career, please email them to me by replying to this email. I will include my responses to questions in my upcoming videos. And certainly you will get all of your questions answered in the coaching program.

Kind Regards,

Ian

A. Ian Dainty
www.b2businesscoach.com
ian@b2bbusinesscoach.com