You and your current team have a lot on your plate- marketing, direct sales, VAR acquistion, services offerings, electronic delivery, etc.
20th Maine Regiment I propose that my addition to your team will help you avoid being outflanked by market changes (mentioned throughout) and competitors that are further down the line in e-Delivery, offering a wider array of integrated services, and are willing to go after smaller opportunities historically left alone. While helping to address those threats with efforts complimenting yours and your team's, I can also help fill the C-Town facility. I would like to explore ways on how to accommodate such an investment that works for everyone involved. Tactical: Immediate marching orders upon entry to the field: Order 1: Begin immediate conversion of current clients, to e-services, especially healthcare, is imperative. REASON: Someone is talking to them now, guaranteed, either a traditional or non-traditional competitor (i.e. software company- see Competition). COMMENT:I have sold these services for over ten years now and it takes time to introduce, sell, sign, deploy. Does current make-up of sales channels possess experience, knowledge, and financial incentive to sell any internet? Order 2: Assist with filling C-Town facility via direct and indirect measures over 18 months. REASON: Directly stated by the company. Order 2.1: Assist with intro to area VAR reps Order 2.2: Upon agreement, offer alternative ways to fill facility quickly COMMENT: What is the current VAR situation in the area looking like- is it offering increased sales? Independents? (Who has time to measure it anyway?) Order 3: Alternative Channel Partner Agreements with software companies, especially healthcare. COMMENT: I have direct experience in obtaining over $1,000,000 in channel partner deals. They take time, visits, explanations to executives and sales teams, in addition to the development. However, these provide for large incremental growth opportunities that can be directed to the C-Town facility. |
It is great to give customers what that want. Customization is imperative. However.......What if the client doesn't know what they want, or, need? What if the client's greatest need is to figure out what they need? (From HBR post Oct. 7, 2011- see below) For service providers with direct sales forces, the inherent struggle placed on their sales team between closing deals and taking the time to be a consultant is getting worse. The ever increasing sophistication required of the salesperson along with the time required to meet client expectations (prior to and after a contract) are forcing changes in hiring, compensation models, and company structures. This problem is even worse for companies that rely on independent representatives and VARs that can sell other services/products that have shorter sales cycles and require less engagement with prospective clients. A new model is needed. Intersting and timely sidenotes from Harvard Business Review: The Worst Question a Salesman Can Ask: What keeps you up at night? |