Sales, Marketing and Client Management – Influence of the Art and Science of it


Sales, Marketing and Client Management are key functions that, when done right, help with continued sustenance and healthy growth of an organization.

What makes someone a great sales person or passionate client management professional?

While having the aptitude to truly enjoy the responsibility of these functions is a given, the blend of having an upbeat attitude, charisma and innate traits that go with being convincing and having superior negotiation skills go a long way. Certain traits are a part of the personality and other skills can be attained or rather, fine-tuned through training.

Generally, future performance in sales and client management roles are judged based on past performance. Considered a predictable indicator, there is only so much reliability you can attribute to this.

Coming back to the art of sales, marketing and client management, prowess in these areas is based on aptitude, attitude, personality-based traits and learned skills.

When you consider using the art side of sales, marketing and client management, decisions are made and acted upon based on gut reactions, and end results rely much on personality traits and learned skills to help drive closure.

However, when we come to the science of it; that is where you see an impact of the industry and solution/ product knowledge, technical prowess, understanding of competitive landscape, market dynamics and more.

In today’s world, data plays such an important role in not just decision making, but facts based decision-making. Efforts are made to understand and simulate client needs, in many a case even before, the clients themselves know of their needs! That’s where the science of marketing comes into play to educate clients about their unforeseen needs and then, propose solutions to fulfill such needs.

The science of it all helps differentiate impactful marketing, trusty and inspired relationships with prospects and clients and helps further build on pure transparency of relationships as true partners engaging in solving the same problems, and not as two counter intuitive entities playing the roles of a buyer and seller, where the relationship is based on individual organizational interests and revenue plans than working together as partners to solve problems to the benefit of both.

In the latter scenario, there is true cross pollination of ideas and experimentation of new solutions as true partners.

In summary, an understanding of market dynamics, competitive landscape, true customer needs, product and solution specifics in relation to solving customer needs go a long way in closing deals and maintaining long term reference able clients as true partners that mutually thrive. This knowledge differentiates true sales, marketing and client management professionals as trusted partners from those that rely purely on the art of it. It also has a very profound impact on industry and organizational acceleration in their respective realms of pursuit and immensely influences their success.

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Spontaneity in innovation – Does unbridled exuberance lead to success?


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Spontaneity, that eureka! moment, when it seems that the whole universe is prodding you to succeed, is a key factor in innovation. However, it’s not that it comes to you right out of the blue. Behind it is years of research, struggle, experience, application, trial and error, call it whatever you want. Whether active or passive, much has gone into bringing on that one idea with which you shall change the world.

However, the debate has been whether innovation thrives in an unstructured environment where you let it come to you unannounced or in a more structured environment where you create the ambience for innovative work focused on revealing what the next big thing is. Perhaps in a step-by-step fashion and eventually, it will unfold and show returns.

Studies have shown that with more formal innovation structures and processes, there is higher satisfaction and better outcomes. However, there needs to be some chaos, the ability to imagine and dream, even within formal structures in order for the unconventional to reveal itself, break the mold and set a trend. It’s important to have a product management and development structure within organizations but, its more important to separate the people focused on current products and releases that follow schedules to meet current client needs from those whose role is to imagine, dream, try to test out new things without the pressure of supporting ongoing business needs. Ensuring there is an open line to receive client feedback on current products can help influence the direction of research to keep it close to the markets being served. However, there is a balance that needs to be drawn here to ensure that the influence is not so much that the team ends up serving client custom needs but is actually focused on creating better products with better outcomes, sometimes in a sense that may even create a new pivot.

High cross functional collaboration, greater risk tolerance appetite, research driven organizations with supportive eco systems tend to do better than those that are narrowly focused on bottom lines. The truth is that true innovation results in improved employee morale, spontaneity and better bottom lines naturally.

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Can you Think Yourself into Your Desired Level of Success?


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During the days when I taught management courses, many a student has asked me, “How do I become as successful in life as I possibly can?” In some cases, the question was, “How do I become as successful as I want to?” The de facto answer was, “Work hard.” And there were several others such as establish goals, pursue them diligently, dream big, focus, plan your work, work your plan, etc.”

Now, in hindsight, I would have given a more introspective answer for them to reflect upon. Not that all said above is untrue; it surely is a requirement for success. But, there are several intrinsic behaviors and patterns that determine the level of success you achieve in life.

It’s often said that in order to be successful at what you do, know your strengths and weaknesses and surround yourself with people who are strong in your weak areas. As a result, you develop a circle of strength from which to operate and find positive results in your endeavors.

However, how do you determine your level of success? I mean, how do you ensure you make a positive impact in the lives of thousands of people versus a few hundred or even tens? How do you build a business that is multi-national than locally or regionally focused? How do you build a billion dollar corporation than one that plays in the hundreds of thousands? How do you land the job you desire in the field of your choice in the organization you aspire to work for? How do you grow your career prospects as you gather experience? How do you move into your desired lifestyle? The answer to this lies in the daily life you cultivate and nurture. In other words, your daily interactions, the people you interact with, the books you read, the inspiration and thoughts you cultivate and the rapport you share with those that have done it before.

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Dreaming big and executing on a roadmap to realize your dream is just not enough. You need to build and interact with the right network, develop a nourishing atmosphere so that you can constantly draw inspiration; all your interactions, thoughts and actions need to be a sum total of this. Draw inspiration to chart your own path, the way you see it. Talk, read, and contemplate on what you aspire to do every second, every minute of your existence. Build on the intensity so that your thoughts are shaped by it which shows in your decisions, your actions and finally in your results.

It’s also often said, “When in Rome, act like the Romans.” Well, this is not about acting like Romans, but about getting to be the King of Rome. Not when in Rome, but on the way to Rome, so you arrive King!

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Would you rather lead from the front or follow through?

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Leaders and Followers are both vital to the fabric of any organization. As much as you need leaders to set the path and motivate others to follow through, you also need productive followers who are willing to listen, learn and execute on the plan set before them. No organization can do without one or the other.

The world is mostly made up of followers and a subset of leaders. Of course, leadership is a learned trait and most of us play both roles within certain limits.

Leadership is about:

  • Developing a vision, sharing it and building support around it.
  • Strategizing and planning execution to realize the vision.
  • Leading execution of the strategy while overseeing the completion of planned goals.

These tenets are universal to any organization and are mostly measured through fiscal success, I mean EBIDTA, profits, market share, stock value etc.

But, true leadership has other dimensions as well; corporate social responsibility and emotionally intelligent people management being two of these.

An organization that aspires for success ensures that every associate in the organization knows and lives the true reason of its existence. In order for this to happen, every leader in the organization, from the CEO to line management needs to imbibe and practice the principles of valuing the people assets of the organization. Customers and those that serve them are equally important to the organization. Motivating associates to perform to their potential by managing their individual hot buttons and then, channeling this work to meet the needs of the clients is the salient execution principle of any successful organization. This ultimately leads to the realization of organizational goals, the yardstick it measures its success by.

At all levels of management, a prime factor of success is optimal people management. The amount of effort put into strategizing and planning an organization’s path also has to be put into managing and growing the people assets who are instrumental in realizing the plan. With leaders that share in the vision and willing followers, any organization is destined to meet its set goals!

Finally, an organization has to think and act beyond itself.  Making an impact in the community it thrives in and standing up to be a pillar of the community’s progress enhance the perpetuity of the organization and take it beyond the plans it was conceived with. That, in sum is the true culmination of its existence and success.

Now, ask yourself some key questions to understand where you are and how you need to fine-tune your work style to get where you want to be;

  • What do you do for work? Do you believe in the vision set forth by your organization?
  • Are you a leader or follower?
  • As a leader,
    • How much do you value your team? Do you take time to listen to them or are you just giving instructions most of the time expecting follow through?
    • Do you treat your team with the same respect that you expect of them?
    • Is your team totally sold on your idea of execution so that it will be a success?
    • Do you know your team members’ hot buttons so you can work on keeping them motivated and provide direction and help in the realization of their goals?
    • Do you exhibit enough appreciation for what your team does?
  • As a follower,
    • Do you truly believe in the vision and plan set forth by your leadership? If not, do you question and make suggestions?
    • Do you listen and follow through per expectations? Do you go beyond?
    • Do you feel a valued member of your team? If not, do you express concern and work with your leader to ensure mutual transparency and work to build a plan to help get there?
    • Do you offer suggestions and new ways of doing things?
    • Can you be the best lieutenant your leader can ever find?

Find your answers, make your course corrections and let me assure you, the journey towards your goals will be as fulfilling as attaining them!

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