Christopher Carfi

At the Sales 2.0 conference today, and just had the opportunity to see a strong presentation from Jeanne Glass from Fair Isaac, explaining how the Fair Isaac organization is managing their internal sales process.

Ok, the coolest thing — XPLANE developed the process map for Fair Isaac to help them visualize, understand and communicate their sales process.

(A larger version of this image is available on Flickr.)

Love it, and this is perfect segue from the VizThink conversations of last week.  Visualization matters, even in "hard core" business areas like sales.

For Fair Isaac, Jeanne noted three key factors for their individuals who are interacting with prospective customers.

• Know their methodology
• Know their customers
• Know their solutions

Fair Isaac seems to have a very strong measurement and benchmarking component to their sales process; they look at how they are doing on particular dimensions (e.g. "Our executive leadership is actively engaged in our sales process"), and compare themselves to both the industry average as well as the "world class benchmark" on those dimensions.

Most importantly, Fair Isaac encourages their team to use these resources in conjunction with their prospects and customers!  For example, their team wants to have a high degree of transparency.  How to do this?  Fair Isaac shares their process with the customer, even down to sharing the plan that Fair Isaac has for a particular opportunity directly with the customer herself.  Right on.

Scoring is a key part of the process, which enables decision making based on facts, not emotions.

Results at Fair Isaac from following this process:

• Improved close rates
• Common language
• Teamwork and planning
• Metric based decision-making

I have no CLUE how he does it, but Chuck made Highway 280 look sexy.  (Chuck, it's tons and tons of poured concrete.  How the hell did you do that?)

Amazing.  More of his stuff here, of course.

On
Wednesday, March 4 (today!), I will be participating in the Social Media Buyers
Guide podcast on how to evaluate and get started with social media for your brand, organization or event. Other panelists and
I will give our top three pieces of advice for organizations and
individuals responsible for buying social media solutions and the top
three questions we recommend asking any social media vendor or
solutions provider.

This is a LIVE show (so, it'll sorta be like Cirque du Soleil, but without the acrobats and stuff) and will also be an open conversation where callers (that's you) share their own insights into integrating social media products and
services. You can listen in on the web at 10:00 AM (PST) at http://www.blogtalkradio.com/Social-Media-Club/2009/03/04/Social-Media-Buyers-Guide-Insights-from-Organizational-Buyers, and participate live (seriously!) by dialing in at (347) 308-8038 between 10:00am and 10:45am PST.

Also check out the blog post: http://www.socialmediaclub.org/2009/02/26/buyer-be-heard-social-media-buyers-guide-on-blog-talk-radio-march-4-2009/ for more info.

Seeya there!

I'd read a bunch of the reports on Flight 1549.  I'd also heard the tower communications audio.  But those very left-brain analyses of the incident really didn't pull it together for me.  Now check out this video reconstruction that overlays the tower audio with a visual reconstruction. 

Ok.  Now I get it.

I really am not a big fan of the "fill out this form and then we'll let you see this next page" types of hurdles that a lot of websites put up, with dozens of mandatory fields to fill out.  So, I try to meet them half way by filling in things like "please don't call" for name, phone #, etc.  Don't want them to waste their time reaching out to me when it's not a worthwhile investment of their resources.

Of course, the reason that organizations choose to require all that information is so that they can try to roboticize as much of the "relationship" process as possible, which is a fool's errand.  Relationships can't be automated.

That said, many continue to try.  Hence the email I just received that addressed me as Mr. Please-Don't-Call.  That cracked me up.

Related:  The $300mil Web Form

As of 10pm PST Sunday, the folks over at Skittles have launched a very interesting experiment (I HAVE to imagine it's an experiment) in giving over nearly their entire web presence to a collection of social media websites.  Here's what we're seeing right now:

1)  The home page itself is solely a tracking of the trending buzz around the search term "skittles" on Twitter.  The small overlay navigation pane is the only Skittles-branded bit; everything else is Twitter.  Not surprisingly, some of the search results are not necessarily family-friendly.

2)  Clicking on the "friends" link in the navigation pops to the Skittles Facebook page

3)  Clicking on Media|Photos brings up the Skittles Flickr Page

4)  Clicking on Media|Videos brings up the Skittles YouTube Page

What this means:  This is a very interesting hybrid approach from Skittles with respect to engaging with their customers.  Some of the links (e.g. photos, videos, friends) still afford the expected level of "corporate control" over what is seen and viewed, as those links are going out to accounts that are managed by the Skittles brand.  However (and this is a big however), the connections out to the Twitter page — and the decision to make that the landing page for the initial customer experience — is a decision that is much more Wild West.  There's no telling what's going to show up on that home page.

In a perhaps counter-intuitive position, I think that giving over the entire homepage to the Twitter search for the brand has the possibility of actually decreasing customer engagement.  Why?  With the lack of any sort of way to address the signal/noise ratio on that page, actual customers who are looking for actual information about actual Skittles products are likely to be turned off (or at least frustrated) by the need to dig through pages of spam to find the relevant bits of information they were looking for.  That said, I think linking to the Twitter page is great and, once it's no longer the focus of the site, the lure of putting up novelty or spam items will wear off.

With a few tweaks (for example, not making the landing page the Twitter search results, but instead perhaps a slightly more predictable set of information), I think this is an approach we may see more of in the future.

With Tactical Transparency, Shel Holtz and John C. Havens have written the best book on how social media is affecting business since 2008's Groundswell.  It's pragmatic, it covers the "do's" and "don'ts" of communication realities today, and is full of relevant case studies.

There were a number of things about the book that really stood out.  The style was down-to-earth — having had many conversations with both Shel and John over the past few years (both online and in-person), I can say they both managed to convey both the warmth and competence they have in the "real world" onto the page almost seamlessly.  A number of the chapters concluded with a  "What To Do Next" section that put forth tangible, tactical steps that an organization can take to begin to move from a "traditional" business culture to one that is far more transparent.  And the entirety of Chapter 17 is dedicated to helping organizations create a road map for change.

While most of the thinking that has been done on this blog has been how transparency and related concepts affect the customer-vendor interaction, one "a-ha!" moment came for me in the chapter on internal transparency ("Exposing the Company to the Employees Who Make It Work").  Example:

"Now, imagine that instead of writing a memo, the project leader – and even the members of her team – maintain a project blog.  Posts to the blog can include the following information:

I like.

This resonated well with a briefing that I received last week from Mark Woolen over at Oracle, which just released a raft of new updates to their Customer Relationship Management offerings.  (Paul Greenberg talks in some more depth about those here.)

I still think Oracle needs to be extending "Social CRM" to actually, you know, include the customer more concretely, and not just the sales rep.  That said, their new tools, especially things like Sales Library and, even more soundly, Deal Management, are tools that can be used that sync up with the vision that Shel and John put forth in their book in the internal transparency realm.  Deal Management, in particular is a really interesting step on the transparency path, showing individuals who are in the field how their peers are structuring similar opportunities to present to customers.  Historically, this is the type of information that was firmly locked away in the CFO's office, and now it's getting pushed to the front lines. 

So, anyway.  Pick up the book.  It's a good read and a great reference guide.

(hat tip: beatenetworks)

Jared Spool explains why free customers are more valuable than captive ones, to the tune of $300 million dollars.

(hat tip: joe)

More thoughts in these eight minutes than you can shake a stick at.  From yesterday at VizThink09.