The New Gap Selling: How to Win Big Ticket, High Value Media, Advertising and Sponsorship Deals

July 22nd, 2013

What’s Wrong With Media Sales and Right About Selling the New Gap

Sales is one of the world’s highest paying professions, and media sales (or knowledge/information sales) is among the most lucrative in the field. But, as with all sales, the economy of the last five years has weeded out those with weak skills and a sub par work ethic. The best still do very well, but it has become an industry where most just get by and a few make the lion’s share of commissions.

However, the top performers in our business are aware of a number of factors that prevent many from earning the type of money they did prior to the financial crisis and have taken steps to ensure their approach and sales process reflects these new dynamics.

3 Factors Which Define the “New Normal” 

  • Buyers are becoming ever more risk averse (pre crisis, the market was flush with liquidity and clients were looking for reasons to buy, now they look to avoid risk). 

  • While the sheer number of media offerings continues to grow, global marketing spend has decreased significantly, leaving more information/content providers battling it out for less available budget. 

  • To compete, media as a product is becoming more comprehensive. Many companies in the space now view themselves as knowledge/information providers and offer portfolio type solutions inclusive of events, print and digital publications, online news sites, market intelligence, social media, lead gen, e-mail marketing, etc.

In an environment such as this, the majority of spend allocation flows to a small fraction of media providers that couple the most versatile product with the best trained and most agile (and competitive) of sales forces.  

The rest fight for an ever-shrinking pie of ex-budget funds.

However, the single biggest differentiator between the haves and have-nots in media sales is not the product, but the approach. This is good news for sales people, it means they have the ability to alter their circumstances for the better, regardless of the grip other departments have on creating and developing product.  

Of course, the most dynamic companies look to include their sales force at the tip of the spear in probing and listening to the market’s demand for viable media solutions, but irrespective of where the salesman stands within his organization, if he engages his customers in the right way, he can join that small fraction of dealmakers who are doing just as well, if not better than they did prior to the economic downturn.

In order to understand how the elite salesperson continues to succeed and thrive in today’s marketplace, it’s important that we first take a closer look at how the majority of media/information based salespeople approach the business of selling.

(Product) Pushing the Prospect Around 

98% of media/information salespeople sell using a method known as “pitching product”, or push marketing. It’s a technique where the salesman pushes the features, functions and benefits of a particular product, and why the salesman believes it to be of value.  

The typical product pitch sounds something like: ”The beauty of what I’m selling is only outshined by the magnitude of what it will do for you – which is exactly why you must buy it…now!” 

However, when you push, you inevitably get resistance, prospects push back. This leaves the salesman with two possible options: confront or convince. 

Steamrolling the Prospect 

Talking “at” or down to the customer to let them know who’s in charge, or to “clue them in” on why they should consider themselves lucky to have received your call or bludgeoning them with rebuttals to objections that are borne only out of a ham-fisted, shove-it-down-their-throat approach, is a recipe for how to lose friends and alienate people.  

Confrontational selling is a lose-lose proposition

It’s Now or Never 

‪Pitching product (in order to be successful) relies on emotionally charged stories fuelled by intense urgency and ginned up enthusiasm all in hope of triggering an impulse buy, of convincing the prospect to make an impromptu purchase,.

If the deal does not close on the first call (and the vast majority do not), the magic moment passes and the sale moves to a second stage (typically involving additional members of the decision making unit and deeper scrutiny of the proposition). A process this particular approach was never designed to withstand.

Discount Kings 

As the sales cycle lengthens, and the excitement generated during the initial conversation fades, without a genuine need uncovered or addressed, the chances for a deal diminish greatly. And, for those product pitched deals that do make it through the multi-decision maker gauntlet, what are the results? 

As the push style of selling highlights functions, features and benefits, and as the functions, features and benefits of most media/information products (advertising, event sponsorship, e-marketing, etc.) are all “relatively” similar, the only unique differentiator between one product and another becomes cost, which is why most advertising/sponsorship salespeople get caught up competing primarily on price, discounting as part and parcel of their sales process and selling at ever lower and lower rates.

Hold on, I’m not a (Product) Pushy Salesman! 

As customers become far more sophisticated (and fastidious) in their approach to choosing suppliers, a number of media/information salespeople have abandoned the transactional style of pitch based selling and adopted some of the principles of those that sell larger ticket offerings rooted in longer sales cycles. Many salespeople in the space now consider themselves to be practitioners of a “consultative” method of sales known as solution selling.

Instead of pitching a particular product, when selling solutions, the salesman seeks to assess a prospect’s problems and needs via a question-based approach before attempting to sell an appropriate solution (product or service). 

However, for many in our space, “solution selling,” is really just pitch-based selling in disguise, the push method of sales dressed up in fancier clothes to better navigate the initial trepidation of prospects who have grown impatient and resistant to those cold callers who so often launch into hawking product within a few seconds of introducing themselves.   

Those that pitch product like to believe they are solution selling because they are engaging in a dialogue about their prospect’s “needs,” but what “needs” are actually being uncovered? Well, what types of questions are typically being asked? 

Two types of queries are usually asked in this faux solution sales cum product push environment: audience centric questions and/or product centric questions.  

Audience Centric Questions are designed to qualify the prospect’s target market, examples include… 

What regions do you focus on?

What type of businesses/consumers do you target?

What type of decision makers do you look to engage with?    

Audience centric questions often lead to product centric questions as the salesman naturally looks to build on his newfound knowledge of the customer’s target market by seeking to learn how they identify and communicate with their audience.     

Product Centric Questions are intended uncover and identify the prospect’s use of similar or competing media product. Some typical product based questions include… 

How do you go about generating leads?

How are you currently marketing your product?

What publications/websites do you currently advertise in?  

Do you sponsor events, conferences or exhibitions? 

Product centric questions are then followed by results driven questions, as the salesman looks to query the outcome or performance of the customer’s current activities. 

What types of results are you experiencing? 

Product and audience centric questions often only end up confirming that the prospect either makes use of similar solutions or targets a market the salesman can help with. At best these questions uncover dissatisfaction with results.  

These types of questions are obvious and far from compelling, the prospect is typically underwhelmed. Nothing mission critical is discussed and no need/problem unearthed so urgent that it demands a timely solution.  

Product and audience centric questions are designed to provide nothing more than a distraction to get past the gate and push product, as both lead to either “we can deliver/help you engage your target market” and/or “we can deliver better product/results than our competition” based pitches.

Selling the Sizzle 

So how does a product pitchman make the sale? By selling what he has, and although he has no solution, what he does have is a story, and the best product push sales people sell the sizzle, the steak, and the plate it was served up on.  

Unfortunately, with this type of approach, the thrill exists only in the white-hot enthusiasm generated during a “heat of the moment” style call, and if the rate quoted is not low enough to avoid further approval, the chances of an impulse purchase are less than zero. As, once the phone call ends and the spell the fast talking salesman has cast wears off, the prospect is left with nothing more than a half-baked proposal that must hold up to the skepticism of one or more risk-averse decision makers who will wonder: “do we really need this product?” and “do we need it at this price?” 

When the sizzle fizzles out, the steak goes cold!  

Reframe the conversation

No company wants to part with budget, particularly budget holders and their minions, especially when they are so good at spending it prior to the point at which you have contacted them. It is a rare cold call indeed when a salesman stumbles upon a prospect who says, “the timing of your call couldn’t have been any more perfect, I have a ton of budget to spend, what have you got!”

The number one excuse for holding up a deal when pitching product (or even when solution selling) overwhelmingly has to do with budget. Of course this can be abated with a skillfully positioned approach (especially when engaged in the right type of solution led conversation), for if a customer really wants what you have they will find the money, but for the most part decision makers and especially decision fakers (you know who I’m talking about, the messengers, those we like to refer to as influencers) or even worse, i2i’s (influencers to the influencers) just love to claim budget as the reason for not moving forward with a sale.

For those caught up pitching product, the reality of being forever faced with the budgetary woes/excuses of their prospects leads to a never-ending war of attrition, as the “numbers game” is all that can be counted on to thwart the endless claim that customer budgets have evaporated. And when product pushers do hit the lottery on a sale, it is a frictionless, highly discounted rate that moves the deal over the line. If you are pushing low cost/low value product then playing the odds as your best bet to success is a hazard of the job.

If, however, we want to change the odds in our favor, then we must actively seek to reframe the conversation. As almost all sales calls will lead to a second stage, we need a sales methodology that has impact and holds influence over the process beyond the initial enthusiasm of the first call. To do so we must engage in a different sort of discussion from those who merely pitch product. We must steer the conversation away from one that ends up in an assessment of product vs. price (an inevitability when push selling) and instead look to have a conversation that leaves the customer contemplating the magnitude of the problem he needs fixed, the financial gain in doing so and the minimal investment necessary to see such a return on investment.

The conversation we want to construct has the prospect moving on from the first call un-preoccupied by the trivialities of product vs. price, and rather has them engaged in the possibility of a cure to what ails them, we want our prospects contemplating the severe cost of problems, the business altering value of opportunity should plight be overcome, and the fact that a solution is within reach.  

And, while decision making units love to hold on to budget, what no decision maker in any organization wants to own is a problem, especially one that is getting in the way of hitting revenue targets. Executives that do not come up with plans to overcome challenges or take action to solve problems do not tend to last very long. 

Root Cause Selling 

What product and audience centric questions (as well as the salesman who deals in them) fail to take into account is why the product (or the audience for that matter) is needed by the prospect in the first place.  

Why would a prospect ever want to advertise in a magazine, on a website or sponsor an event?  

When asked this question, many sales people respond by saying that their clients invest in advertising or sponsorship because they want brand awareness, increased exposure, thought leadership, opportunities to network, build relationships, educate the market, make the business case for their solution, generate leads, etc. 

As sound as these objectives are, they are not the core reason why customers buy advertising space or sponsor events. They are merely routes (among many routes) to achieve the customer’s one true need…

The reason clients purchase advertising, sponsor events or do any form of marketing is because they want to… 

Sell more product!

The need to sell (more) product is the fundamental need all media opportunities address.  

Advertising and event sponsorship are powerful solutions that help clients overcome the challenge of selling their products and services more effectively, efficiently…and more often.  

And customers will pay handsomely for solutions that help them sell more product.

Solution-Led Selling  

If you want to sell a media/information/knowledge solution, one that will gain more than just the fleeting “first call” interest of your prospects, you must uncover, understand and address the problems and challenges they face in attempting to sell their products and services.

‪Uncovering, understanding and addressing the issues faced by prospects in bringing their offering to market, winning their next big contract or in simply selling more product, and only then offering the appropriate solution to help them do so, is how the top 2% of media/knowledge/information sales people go about the business of selling.

When done in this way, the approach resonates, and it roots out/brings to the fore issues that the client cannot afford to live with…

Leading to the purchase of solutions that clients cannot afford to live without!  

The Best of the Best  

The top 2% of dealmakers that sell advertising and sponsorship in this manner are noted for their ability to close business at higher value rates than their product-pitching colleagues.  

However, a very small fraction of these top performers, the best of the best within our business, understand and make use of a far more evolved and dynamic version of this approach, a process that not even the majority of this highly effective and prosperous 2% is aware of. These are the million dollar producers, dealmakers that regularly generate between $1,000,000 – $5,000,000 a year in sales.  

These elite sales people do something only the world’s best consultancies do when closing multi-million dollar deals…

Gap Selling  

Those at the very top of their game in media/knowledge/information sales practice a sales methodology known as Gap Selling. However, it is a very different version of the technique known to most, one that is powerfully unique from what has been taught up till now  

Gap Selling, as originally conceived (and as studied today when learning how to sell “consultatively”), attempts to exploit the “gap” that exists between a customer’s current situation and where that prospect would ideally like to be.  

The New Gap Selling methodology is just as simple in concept, yet far more sophisticated in its approach (and effective in its results) because it adds real value to the process.  

How does it work?

Unlocking Your Value  

We have already established that, in order to sell an advertising/marketing/sponsorship/lead-gen solution, we must uncover, understand and address the challenges faced by our prospects in attempting to sell their products and services.  

But, how can we truly expect to help our prospects overcome the issues they face in selling more efficiently, effectively, and more often, unless we also understand the challenges faced by those our prospects look to sell their products and services to…

Their customers!            

If you can identify the needs of your prospect’s customers (and potential customers), and communicate those needs (and the challenges faced in meeting those needs) to your prospect, then you are adding real, unique and extremely compelling value to the (sales) equation.  

But, how do you deliver this type of highly valuable intelligence to the process?

How do you come to know, understand (let alone be able to communicate) the (commercially solvable) issues and challenges faced by your prospect’s customers?  

Well, who is your prospect’s customer in relation to what it is we do in media, marketing and event production? 

Your prospect’s customer is your publication or website’s readership, they are your event’s speakers and delegates, they are the target of your market research.  

You not only have the access necessary to uncover this priceless data, but those that hold the key to this critical information are a proprietary (and captive) audience of your firm and its product! 

Uncovering the New Gap

Selling the New Gap is sublime in that, when you identify the disparity that exists between your prospect’s need to sell product, and his customer’s challenge in finding an appropriate solution, and communicate your understanding of the dilemma faced by both sides, you have exposed are far larger opening than the one which exists in getting your customer from point a to point b and in doing so perfectly positioned to bridge this new “gap” with your solution, bringing powerful value to both parties. 

Cultivating a Dialogue

So how do you develop/have this type of solution-led conversation?  

How do you add real value by becoming a source of actionable intelligence for your prospects (and clients) and offer credible insight that helps them understand their own customers better?  

And, how do you ask effective questions that ensure you uncover issues and challenges that your product can actually solve?  

Furthermore, how do you do all this without devolving into push style selling once the prospect is ready for a solution? 

How do you sell by not selling, convincing or pushing, but by simply giving your prospects what they will quite naturally request once you have engaged in the right type of dialogue and have asked the right types of questions?  

And, finally, how do you do this in an efficient, effective and persuasive manner? How do you package your dialogue and questions in a nimble and agile, yet meaningful and compelling way? 

Contact Lawrence Rosenberg

Take Action and Find Faith

September 16th, 2012

Having what you want, becoming who you wish to be or merely looking to change your life for the better is as simple as…believing you can.

Or is it?

And is believing as simple as it sounds?

If you do any research on the subject of how to motivate yourself to go after what it is you want or undertake any type of significant change, you will quickly find out that the prevailing wisdom among self-help experts and psychologists is that the reason most people do not move forward or do the things necessary to dramatically alter their lives is because they lack faith or belief that they will get what it is they are after.

They say that the key is to BELIEVE (with absolute certainty) that your efforts will be worthwhile, that your actions will alter your universe of carry you to the pot of gold at the end of the rainbow.

Popular theory has it that you start your journey with BELIEF, they claim that this is the pre-requisite, that in order to start you must have total conviction, because having rock solid belief will lead to a massive increase in your POTENTIAL, and once your POTENTIAL has been upgraded, you will have the firepower necessary for ACTION. The next part of the equation is that inevitably, your action will yield RESULTS, and at that point you have what is known as a positive  feedback loop, because those results (the positive ones at least) will seal your faith in your ability to achieve and fuel your drive to take even greater action, which will lead to even stronger results and so on, and so on.











Now that sounds great, and I agree, if you do have an intrinsic, unshakable belief that you are going to get what you want, then yes, you will walk through walls. I mean it is absolutely brilliant if you are fortunate enough to have been born with belief, or to have had an epiphany, to be one of the lucky few who have magically arrived at a state of mind buttressed by absolute faith before you get to the starting line. But what if you are one of the millions upon millions of people who have not yet found unassailable conviction, or what if you did have it at one time but have now lost your faith? What then?

Let’s face it, we are in a tough economy and there are a lot of downtrodden and defeated souls out there. Many have been laid off, lost their jobs and/or simply cannot find a compelling new opportunity to motivate them to action. Many are no longer even sure they live in a land of opportunity, how many still believe that the streets are paved with gold (as my grandfather did and growing up I was absolutely sure of)? So whether you have never taken a big step before due to uncertainty or you have lived the high life, been successful, but have lost it all and are finding it hard to get motivated and believe again, does not having faith in your future at the outset eliminate you from the challenge to win the life of your dreams? Is belief absolutely necessary to moving forward and taking the steps required to change your life?

I am happy to confirm (from a life lived rising and falling and rising again) that thankfully, if you have lost your way, or you have forgotten what it was like to have faith, or are missing the type of determination that breeds confidence, that it makes no matter.

You do not need belief or absolute certainty in order to take action.

And, the even better news is that, it is in taking action that you will regain your faith if you have lost it and/or you will acquire the assuredness you have yet to come upon that what you are doing will lead you to your destination.

Saying that you need to be a believer before moving forward is like saying you need to have confidence before you can ever become confident. It is incongruent, a complete catch-22. In reality, it is through the very action of ACTING confident that you, in turn, eventually become confident. It does not matter at the outset whether you truly are or not, it is not what is going on inside your head that counts (the world at large has no clue as to your true thoughts or feelings), the only thing that is of any consequence is what the world sees, what matters most are the actions you undertake.

“A man is not judged by his thoughts or his words, he is judged by his deeds, he is judged by his actions.”

It is the manifestation of confidence, the mechanics of élan (talking in an assuring tone, standing with poise, walking with a brash stride) that makes the man, inside you may be as timid as a field mouse but you can always ACT like a lion. The beauty of this principle is that “as you be, so you are,” the assumption of character becomes a self-fulfilling prophecy (life imitating art) — by wearing a confident man’s shoes, by simply acting with confidence YOU WILL BECOME CONFIDENT.

And so it is with faith.

By simply taking action, you will have ACTED WITH BELIEF (irrespective of how you feel or what you think initially) your actions will have dictated otherwise. Through the mere act of moving forward, you will have set yourself on the path to living the life you want, to having the things you desire.

And it is here that you will discover your faith.

It is here where you will come upon the belief that many so desperately seek. It is the ACT OF MOVING FORWARD that signifies the ultimate vote of confidence, your very action in pursuit of your interests will underwrite a new belief system, it will set in place the foundation stone that you will build your faith upon, faith that you will reach your destination, wherever it may be, simply for having had the courage to act in the first place.

Belief is the natural and inevitable consequence of your actions.

So here is a different feedback loop, one that works all the time, on every occasion, for anybody, irrespective of what your level of confidence or conviction is. You begin with one move, could be a small change, could be a major dive into the deep end, either way you take some type of ACTION and as sure as day follows night your actions will yield RESULTS, the positive of which will lead to the BELIEF it is so often claimed we need to start with. And, that BELIEF that you discover along the way, will forever propel your actions to greater and greater heights as your RESULTS grow and grow and grow.









The magic lies within your actions, that is where belief lives, in that very first step.

The Ten Laws of Competitive Persuasion

December 23rd, 2011

Every action of our lives touches on some chord that will vibrate in eternity – Edwin Hubbell Chapin.

You flick the light switch on because you assume that the light will turn on. You strictly follow a particular dietary regime because you trust it will aid in your physical health and shape. You follow the tenets of your religion because you have faith that it will secure your place in God’s good grace. We are our beliefs, they define who we are – they characterize the self. Some convictions are rooted deep in our childhood, taught to us by parents and teachers, and accepted as dogma. Others are learned from peers, books or television and warped or reinvented to suit our psyches. And some beliefs we come by late in life after having lived, made mistakes, realized accomplishments and formed steadfast opinions. Once shaped or solidified, beliefs act as a filter for the way we see the world, they affect the way our brain interprets the endless information we are bombarded with and stands as the backdrop against which we justify action.

It is a profound and complex process the business of forming ideas and beliefs that we both become anchored to and readily act upon. Or is it? Moving forward based on certain notions, taking action on propositions that we feel are the natural consequence of our summations (usually formed over great lengths of time and supported by everything from conjecture and hearsay to hard-core empirical evidence and experience) is not always the natural consequence of belief. And conviction is not always a necessary prerequisite to action. Sometimes, under the right circumstances, a mere suggestion will do.

Consider cold calling sales, an endeavor or process by which an individual is asked to assume and act over the span of a single telephone call or visit. In many instances, the prospect has never heard of the company, product or service they are being introduced to or informed of, yet are eagerly asked to have faith in and commit to a person they have never met or know next to nothing about, all over the course of a lone conversation. No time to collate data or study propositions, no time to “think about it,” just a brash expectation on the part of the closer that the prospect should presume and act. And they do, every hour of every day prospects become buyers, agnostics become apostles.

What causes a man to believe, or to at least become interested enough to act on an impulse? What must you do to convince another human being to take action on an idea that is not their own? How can a state of being that usually evolves over a period of months, years or even decades be distilled and induced in the space of a single sales pitch? To short circuit a process that usually involves teaching, programming and indoctrination over the course of one’s life is no small feat, but it is doable. It is well within the capabilities of any determined individual to stoke the fires of another man’s fascination and cause him to take action on nothing more than a moment’s notice. More so than being doable, it is a workable process that can be modeled, adapted and repeated. However, before this can be done, before you can develop into a proficient closer, you must first understand a bit about human nature, and you must learn the fundamental laws that govern this process, of which there are ten.

Although these ten laws are grounded on fundamental behavioral science and cognitive psychological principles, no deep understanding of human psychology is required to understand the essence of their power over the thoughts and actions of men or the effectiveness of their implementation. Far from being complex formulas or theorems, the laws, as I present them, are as effortless to appreciate as they are incontrovertible; they are common sense, practical and manifest. Your challenge will not be in comprehending the laws, it will be in remaining consistent, in following through and conducting your business according to the full protocol. Although it would be of immense value to merely embrace one, or even just a few of these ideals, as each imparts an extremely powerful advantage in the pursuit of deal-making, in order to ensure that you do not end up a one hit wonder or a part-time champion, in order to yield the greatest possible windfall, the full ten laws should be adopted as creed and code.

The ten laws will ensure your success. If you apply them you cannot fail. It is why I call these principles laws as opposed to rules. Rules are merely customary practices; rules are boring and restrictive. People dislike following rules. Many rules are often defied and avoided. Hell, rules were meant to be broken! Laws however, in the scientific sense (which I firmly believe is the ground on which we tread) are principles based on the predictable consequences of specific actions. Laws guarantee results. Adhering to them means that you are not just working to the custom, tradition or whimsy of another (as is the case with a rule) but, rather, operating under a set of circumstances that ensure a pre-determined outcome. It is cause and effect. You cannot flout the laws of the universe; scientific or physical laws cannot be violated. These ten principles are the science behind selling anything successfully and as such, consistent, large and undeniable success can be the only product of dedication to these ten maxims. Much like two plus two equals four, the forecasted outcome must occur, and the results are obliged to be bountiful.

The Ten Laws of Competitive Persuasion:

The First Law:
Compete to Win (Chase the Championship)

The Second Law:
Know thy Prospect

The Third Law:
Become a Believer – Learn to Love What you Sell (Gain Product Knowledge)

The Fourth Law:
Pitch the Decision-Maker

The Fifth Law:
Stack the Deck (Your Advantage is Their Advantage)

The Sixth Law:
Be Urgent

The Seventh Law:

The Eighth Law:
Be Bold (Moving Yourself and Your Prospect Beyond the Comfort Zone)

The Ninth Law:
Gain Obligation

The Tenth Law:
Always Negotiate From a Position of Strength

One Call Can Change Your Life

June 30th, 2011

What this power is I cannot say; all I know is that it exists and it becomes available only when a man is in that state of mind in which he knows exactly what he wants and is fully determined not to quit until he finds it - Alexander Graham Bell.

The telephone changed everything. Although near instantaneous communication over long distances had been possible since the early 1860s with the proliferation of the telegraph, Samuel Morse’s code proved no match for the power and instant appeal of the human voice, and the will to transmit it. Just as Western Union’s construction of the first transcontinental telegraph from California to New York rendered the Pony Express obsolete within two days of its operation, so too did Alexander Graham Bell’s seminal invention ultimately undo Western Union (the world’s largest communications company at the time). The ability to communicate via the human voice, live, from any point in the world, ushered in an industry and technology-driven culture that continues to evolve, amaze and enrich humanity to this day, over a century later.

The telephone progressed from a luxury to a necessity seemingly overnight, and it has been an important part of our daily lives for as long as anyone now alive can remember, but advancements in miniaturization, speed and the way in which data travel, along with a seismic shift in how and when it is appropriate to communicate, has jolted the medium from an essentiality to sheer compulsion (and quite ironically back to its telegraph-like messaging roots). From e-mail and texting to the Internet, as the flow of information, its transmission and our access to it, has become chronic and non-stop, so have we. As the “Me generation” gorged on 80s excess and was characterized by what it wanted (MTV apparently), Generation Next will forever be defined as the age when instant gratification came to mean instant access. Our patience currently measured in nanoseconds, we want to know, hear and watch everything now, and now never, ever turns off. We have become an on-demand, always on society.

Some see this hyper connectivity as technology gone too far, its repercussions on our culture a magnetic headache of data, a tsunami of radio waves drowning us in chatter, destroying our privacy, crashing the serenity of what must have been, at one time, priceless solitude a period when time to reflect, to contemplate, to recharge, meant we went undisturbed. The ever so short lived work-life-balance movement, upended by social media’s Trojan horse. The last step and final frontier: the direct feed, the hardwiring of our brains, such that we are always truly on, even when we are asleep.

Good, bad, blessing, ruination the fiber optics octopus, a billion miles of glass and switches linking every aspect of our lives means different things to different people. Waxing philosophical about the implications of technology and connected communication, from the loss of tranquility to the extinction of modesty, invites the prognostications of everyone from soothsayers to doomsayers, however, all Luddism aside, what this brave new world means for the nimble and quick, the astute and ambitious, is that if everyone is plugged in and switched on, then everyone is within reach anyone can be contacted, anytime, anywhere.

Whether you know who it is you seek to engage or have only read about them, the penetration and omnipresence of our communications technology allows a man from any walk of life to reach out and touch anyone, no matter how high up on the pedestal that someone may sit. The wealthiest tycoons, the most famous celebrities, from those at the height of political office to the titans of industry, all are reachable. No matter the phalanx of guards or rows of gates that prevent you from shaking hands with the richest of plutocrats or the busiest of Fortune 500 chief executives, the telephone, in all of its manifestations, gains you instant access to anyone you wish. If you research long and hard enough, if you are clever and you persist, you can obtain anyone’s number, you can unlock any door. I have personally pitched the heads of multi-billion dollar corporations, movie stars and Forbes 400 billionaires, and if there is one thing my experiences have proven to me, it is that you can reach out and talk to any person you set your mind to contacting there are no limits. It might take you days, months or even years, but you can choose to interact with movers, shakers and power players at the push of a button.

The right conversation with the right person at the right time can change everything. Your bold action and gutsy call can spark a prosperous new relationship or launch a ground-breaking idea; you can negotiate a fortune altering business deal or close your biggest sale. Whether you are broke and one big commission away from a brand new start or one conversation away from securing funding and becoming the entrepreneur you always dreamed about, one cold call can change your life.

The New AIDA

February 7th, 2011


Seize the prospect’s attention by opening with an attention grabber, something powerfully relevant or meaningful to their business or person:

A piece of news that will wake them up
An event that will inspire them to sit up and take notice
An announcement that will cause their ears to prick up
A fact that will drive or arouse their curiosity


People are more interested in what they have to say than what you have to say; they are more concerned with their needs than yours. If you can help them meet their unique needs or solve their problems, then they want to hear about it.

As a general rule, clients are attracted to products or services which will make their lives easier or their efforts / business more effective and productive.They are intrigued by anything that might give them an edge or help them earn more money / generate additional revenue.

Ask questions that elicit these needs, that uncover such interests or reveal what your clients are focused on achieving or solving.


Figure out exactly how your solution will help your clients:

Meet their needs
Solve their problems
Resolve their issues
Strengthen their position
Assist them in being more effective
Help them compete with other organizations within their industry


Express the scarce nature of what you have to offer and the urgent need to acquire it and motivate your prospects to move forward, to take action! In lieu of being able to motivate the prospect to take action on the first call, attempt to secure some form of obligation or commitment to green light a follow up conversation.

Lawrence Rosenberg


OODA – Observe, Orient, Decide, Act

September 26th, 2010

Colonel John Boyd (1927-1997) was a U.S. Air Force fighter pilot, combat instructor and co creator of the Energy Maneuverability theory of aerial combat. Boyd, who actively studied Sun Tzu and his Art of War, was a legendary strategist whose ideas and methodology have had great influence and lasting impact on everything from military to corporate strategy. While an instructor pilot, Boyd was so confident in his theories on air warfare, that he had a standing bet that he could defeat any pilot in air combat maneuvering in less than forty seconds from a starting position of disadvantage. Boyd’s foremost strategic concept was the OODA Loop. A conceptual cycle for understanding the decision loop one goes through when reacting to an event. Boyd reasoned correctly that he who can decide and act effectively first, will win in any combat situation (or any type of confrontation/challenge for that matter).

The inevitability of an adversaries defeat when cycling through the decision loop at a slower rate is that one is caught responding to situations that have already changed, thereby catching one unaware, confused and vulnerable to destruction. Boyd also summised that if one was aware of the key principles of the “decision cycle” or OODA Loop and truly understood its implications, then one would not only focus on taking productive action faster, one would also infiltrate the decision making cycle of his opponent and attempt to misguide or disrupt it, causing his adversary to choose incorrectly and act in error, thereby leading to his defeat.


Supercharged With Sales Training

July 18th, 2010

Is the company you represent, whether you own it or sell for it, sales driven? Just because you are part of a sales team does not mean the company (of which the sales team, in many cases, is but one of many divisions) is sales driven. Does your firm have a “sales culture,” flexible strategies, and a competitive sales philosophy? And, is that philosophy inculcated into the team on a frequent basis and buttressed with external sales materials and training? Hopefully you do not work for a firm that merely dumps you into a vast, high turnover bullpen to sink or swim, your only training provided through “sales floor osmosis,” relying only upon your ability to cannily pick out which sales reps to mimic. This approach does not lend itself to the development of a high performance sales career, and if this is where you currently find yourself pounding the phones, then your tenure at this short sighted organization will most likely be short-lived.

span style=”font-family: arial; font-size: medium; color: #ffd700;”>Best in class sales teams are always part of a sales driven company that invests in the team and put the needs of their closers front and center. The most competitive companies often ensure that all its divisions focus on supporting and empowering the sales team, guaranteeing the reps have all the tools and back-up necessary to generate revenue. And, of the many things a sales team needs in order to compete effectively, one of the imperatives is a sales process which is flexible and always evolving. The fundamentals might remain the same, but as prospect organizations evolve, economies become more complex and technologies change, so must the nuances of your approach, presentation and closing methodologies. The best firms don’t just stand on ceremony and count on one way of getting the job done, they invest in materials, literature, technology and sales training tools that allow the skill-sets of there reps to remain fresh and sharp. In fact, according to an Aberdeen Group study, start-ups, early adapters, and innovative companies were 52% more likely than traditional organizations (the type that cling to the “old ways”) to make use of external forms of sales training. Consequently, these fresh-thinking, supercharged firms outperformed laggard companies in many key areas, from achievement of quota, to year over year revenue increases.

Read the full article here

A Graduate Degree in the Art of War – Professor: Sun Tzu

July 2nd, 2010

Professor Foo Check Teck has launched the Sun Tzu Art of War Institute in Singapore. The institute is a non-governmental think tank designed to promote leadership and strategic decision making using Sun Tzu’s timeless principles on war and conflict management. The institute will offer courses such as “The Art of War CEO” and “The Art of War – Leadership Development” as well as a graduate diploma programs in management studies and strategic thinking.

Visit the institute online at

Business Means War For James Sun

June 18th, 2010

Self-made millionaire and “Apprentice” finalist James Sun believes that you must approach business as if it were war and that your competitors are no less vicious than battlefield enemies willing to eat you alive. Sun, a 33-year old Korean-American success story, has a new television show called “Sun Tzu – War on Business” in which he delves deep into the hearts and minds of entrepreneurs the world over and helps them up their game and redesign their business strategy using the principles found in Sun Tzu’s “Art of War.”

Read the article here

Sun Tzu Say:

The general that hearkens to my counsel and acts upon it, will conquer: let such a one be retained in command! The general that hearkens not to my counsel nor acts upon it, will suffer defeat: let such a one be dismissed!

Seven Minutes

June 12th, 2010

Are you all about the one call close, or are you more inclined to allow your prospects to put off today what they will never do tomorrow? Do you spend more time sending reams of information and creating pipelines than you do pitching and closing decision-makers?

If you feel that you may be more messenger than closer, then you may want to take a dose of medicine from those who chase the championship and pitch for venture funding (and the leviathans of capitalism they pitch to) the next time you decide to let a big fish slip out of your hands.

Entrepreneurs in search of funding are not pitching for commissions, they pitch for life, limb and future. And, when odds are that the company you are incubating will most likely go stillborn unless you close the deal, every wasted pitch is one more nail in your coffin. Such is the world of the innovator seeking start-up capital; a no holds barred, pit fight with Venture Capitalists and Angel investors (sharp, savvy, opportunity hungry sharks that have little patience for wasted time and useless information). Those with the power to write checks suffer through thousands upon thousands of pitches from all manner of pie in the sky dreamers, all with the next “best thing since sliced bread” idea, and all in a mad scramble for seed money.

When it comes to winning venture funding, bare knuckled entrepreneurs and the tough-as-nails VC’s who hold the purse strings say, when pitching, if you can’t get it done in 7 minutes, then you can’t get it done! That’s a balls-to-the-walls sales training truism that any contender who wants a shot at doing big deals should take to heart. The fact is, you have a miniscule amount of time with which to present your idea (and make it stick) to an impatient heard it all before VC. Under these circumstances you have no choice but to come out swinging and make a big first impression. It’s a lesson that all cold calling hunters should take to heart. Whether pitching for start-up capital or advertising space, chiefs and decision makers (if you have the gumption to call them) can make your month or make your life. And, if you intend to make a real impact and draw first blood, then you’d better steel yourself for the stone cold fact that there are no tomorrows, “tomorrow,” a real closer cashes your check and lives your dream!

In order to put yourself in the right frame of mind to go big game hunting, consider the Elevator Pitch as the only sure fire way to take down an elephant. In VC speak, the elevator pitch has you construct your presentation around the following concept:

Imagine that you are the only one in an elevator at the top floor of one of the best hotels in the city and, before the doors close, in walks a world famous billionaire who you’ve recently read is looking to invest heavily in exciting new ideas and bright, enthusiastic people. As the doors close you realize that you have a private, one-on-one audience with one of the most motivated money-men on the planet, and you have until the elevator gets to the lobby to give that man the pitch of a lifetime. What would you say and how would you say it? How fired up would you be?

Every pitch you deliver should be an Elevator Pitch. Getting face or phone time with a Chief Executive is a battle all into itself. The sheer determination and mind bending perseverance necessary to gain an opportunity just to go head-to-head with a real decision-maker breaks most sales careers. Why bother going through all the hassle and frustration of trying to get a chief executive on the phone if you’re not going to pitch as if your life depended on it. Make no mistake, the elevator pitch is the single most powerful and effective method ever conceived for presenting to those who have the power to decide, so sharpen your blade and be ready to pitch the dream at a moment’s notice. And, when the doors inevitably open on what should be the elevator ride of your life, just remember one thing: don’t forget to close!