Selling Through A Slump

Over the past few weeks, I have worked with the good people at TheCustomerCollective to co-produce an ebook on selling in rough economic times. 

Eleven top sales bloggers, from distinct veritical industry groups, with Top Ten lists from each: if you can’t find a few great ideas in this compendium, you’re either hopeless or should be master-teaching the class.

Enjoy.  It’s solid material, at a price hard to beat (free).  Let me know what you think.


Selling Through A Slump: An Industry-by-Industry Playbook

A Guide by Salespeople for Salespeople on How to Sell Your Way to Recovery

Download this Free ebook

Selling in a recession is tough. And simply doing more of the same is not the way to survive, much less thrive, in a recession. There are important dos and don’ts in times like these. This ebook is your industry-specific roadmap out of the economic slump.

Selling through a Slump: An Industry-by-Industry Playbook brings together sales strategies and best practices from 11 top sales experts from 11 distinct vertical market sectors, ranging from retail to health care to telecom—because one size doesn’t always fit all. The practical tips and experience-based wisdom here aren’t just limited to any single industry, though. Regardless of your market sector, you’re bound to find value in this arsenal of great sales ideas.

Get access to exclusive tips on how to sell in a recessionary market, from renowned sales experts like Jill Konrath, Charles Green, and Dave Stein. We know you’ve got questions—we wrote this ebook to give you answers.

Click here for valuable sales strategies from experts in every industry:

Charles Green, Founder and CEO,
Trusted Advisor Associates
Selling for Accountants and Consultants

Skip Anderson, Founder,
Selling to Consumers Sales Training
Selling for Retailers

Mike Kujawski, Founder,
Centre of Excellence for Public Sector Marketing
Selling to Public Sector Clients

Mike Wise, VP, Insurance Technologies,
IdeaStar Incorporated
Selling for Insurance Agents

Matt Homann, Founder,
LexThink LLC
Selling for Lawyers

Anneke Seley, Founder and CEO,
PhoneWorks LLC
Selling in Health Care

John Caddell,
Caddell Insight Group
Selling in Telecommunications Markets

Dave Stein, Founder and CEO,
ES Research Group, Inc
Selling Technology

Jill Konrath, Author,
Selling to Big Companies
Selling in Services

Anne Miller, Founder,
Chiron Associates
Selling Media

Dave Brock, President and CEO,
Partners in EXCELLENCE
Selling to Manufacturers


Click Here to Download

(A simple registration is required)

Brought to you by The Customer Collective and Oracle CRM.
Welcome to the conversation.

Top Ten Ways for Your Business to Deal With a Recession

Global equity markets set all-time upside records yesterday. But US credit market trading was closed. By the time you read this in the morning, you may or may not think you need to worry about a recession.
Hint: you still do.

So here are some ideas. I have readers in large companies and solo consultancies; lawyers and salespeople; private and public sectors. Tweak the ideas to suit your own situation.

And please generously share your own ideas by commenting!

1. Shift some of your marketing budget to sales. You’ve planted the fields; now pay the harvesters to go to work.

2. Hire some key people from competitors in your industry. Increase your strength and get good PR for doing it.

3. Buy capital equipment now (or soon), when it’s off-cycle, suppliers are desperate, lines are short, and customers like you are welcome. When the up-cycle returns, you’re set to cash in, while others pay high prices and wait in lines with the other unfaithful.

4. Set a new metric; be in the slower half to lay off people. Not as wishful thinking, but as a conscious strategy to invest in people, and to be seen as and known for doing so.  Did you believe that stuff about people you said?  Now’s the time to walk the talk.

5. Higher levels of management—take a pay cut. Not just bonuses, either. The higher the level, the deeper the cut. What part of “leadership” didn’t you understand?

6. Tell your shareholders to suck it up. Not all stakeholders benefit equally at all times. This is not their time. Their time will come again, and even better—if they have the foresight to help customers, suppliers and employees when it is they who need the help.

7. Ask your key customers what you can do for them. They know you’re short on cash; offer services, advice, free consulting, and non-cash expenditures.

8. Tell your key customers that you’re extending your receivables terms by 15 days—because you understand how things are.  Do not stiff your suppliers.  And don’t hide these two particular lights under a bushel; tell customers and suppliers personally what you’re doing, and let them thank you.  Personally.

9. Identify a local charity in severe trouble. Make a contribution to them. It will have outsized impact, you’ll make an impression, and others—like board members and the community—will notice it. This one you do hide under the bushel.  Don’t worry, it’ll be noticed. 

10. Talk to your bank about why you’re doing steps 1 – 9. Say you want them to know you’re not just cost-cutting to make it through each month, but intelligently investing in the future through a longer timeframe than your competitors. In other words—you’re the kind of responsible customer they should want to lend to.

There are a few common themes here:

• Don’t fall prey to short-termism
• Do well by doing good
• Meet transactional opportunism with relationship strategies
• Be there for others now, and they will be there for you later
• We remember those who helped us when times were tough
• Now’s the time to prove you’re trustworthy—worthy of trust.