Expect Disruptions
For over 20 years, John Chambers has assisted organizations with implementing effective Business, Go-to-Market, and process improvements strategies. Regardless if the client is a Fortune 500 account or a family owned business, John assist executives in thinking "outside the box". He finds new innovative solutions to problems they have yet to even identify. Leveraging his years of experience gained from working with SMB, as well as large enterprises, John strives to bring new insights to his clients.
"For various reasons, people tend to fear disruptions. They fear change. They fear the unknown. Yet disruption and changes are exactly the building blocks which erected most of today's greatest corporations. Industries change everyday and new competition arise everyday. It is simply the natural evolution of business. Organizations are wise to stay agile and willingly embrace disruption as further opportunity for growth."
For over 20 years, John Chambers has assisted organizations with implementing effective Business, Go-to-Market, and process improvements strategies. Regardless if the client is a Fortune 500 account or a family owned business, John assist executives in thinking "outside the box". He finds new innovative solutions to problems they have yet to even identify. Leveraging his years of experience gained from working with SMB, as well as large enterprises, John strives to bring new insights to his clients.
"For various reasons, people tend to fear disruptions. They fear change. They fear the unknown. Yet disruption and changes are exactly the building blocks which erected most of today's greatest corporations. Industries change everyday and new competition arise everyday. It is simply the natural evolution of business. Organizations are wise to stay agile and willingly embrace disruption as further opportunity for growth."
Know Your Client's Business
Knowing your clients business isn't just a good idea, it is a requirement. Today's executives expect their business partners to know as much about their business as they do. In fact, most require their business partners to know more. They expect their business partners to bring them new innovative insights to help keep them competitive. This involves knowing exactly how your product, or services, will align to impact their operation, positively. You have to know how your organization, and its products and services, provide real value to your client. Where does it intersect within their operational fabric?
"When meeting with a new prospect, I often recommend account executives bring with them a meaningful problem. A meaningful problem in which the prospect's company is experiencing, which they have yet to even identify. A problem in which only their offering can solve. You don't lead with a product or service. You lead with the meaningful problem. Their problem. Perhaps it is a competitive, operational, or an industry regulatory issue. Help the client comprehend their problem and why solving it is so important. Then, show them how your product, or services, solves this issue. Remember, the client does not care about your product, service or company. (This is often the hardest concept for reps to understand) What they do care about is their company, their company's offerings, and their company's profitability...and how to remain relevant. Help them identify and solve their meaningful problems and you will solve your own quota issue."
Knowing your clients business isn't just a good idea, it is a requirement. Today's executives expect their business partners to know as much about their business as they do. In fact, most require their business partners to know more. They expect their business partners to bring them new innovative insights to help keep them competitive. This involves knowing exactly how your product, or services, will align to impact their operation, positively. You have to know how your organization, and its products and services, provide real value to your client. Where does it intersect within their operational fabric?
"When meeting with a new prospect, I often recommend account executives bring with them a meaningful problem. A meaningful problem in which the prospect's company is experiencing, which they have yet to even identify. A problem in which only their offering can solve. You don't lead with a product or service. You lead with the meaningful problem. Their problem. Perhaps it is a competitive, operational, or an industry regulatory issue. Help the client comprehend their problem and why solving it is so important. Then, show them how your product, or services, solves this issue. Remember, the client does not care about your product, service or company. (This is often the hardest concept for reps to understand) What they do care about is their company, their company's offerings, and their company's profitability...and how to remain relevant. Help them identify and solve their meaningful problems and you will solve your own quota issue."
Startups Are Passionate and Rule the World
"Yes!" It is what you hear over and over within a startup. At each small milestone. Regardless if it is completing a crucial segment of code, moving from the bedroom to a small commercial space, or receiving the first round of funding. Startups are fearless! They are driven! They are focused and nothing is going to prevent them from achieving. They know, without doubts, they are onto something meaningful. Something which will aid specific individuals or organizations. Something which will change the world and impact how each of us thinks. Startups are exciting and the essence of business. Startups never lack energy.
Startups incorporate passionate people. People who desire to make an impact; either for personal gain, notoriety, or to simply bettering the industry, the community or the world. Vision, desire, passion, and focus, with no fear of failure, are key attributes found within startup teams. They simply can't conceive failure, even when it is apparent to the "Nay-Sayers" to be on the brink. They are not unrealistic, they are motivated. They simply adjust and re-innovate. Collectively their organizations are of one mind, all striving for the same goal. Like a well played sports team, they strive on each other's successes. Yet all to common, as organizations begin to gain significant growth, these attributes tend to lessen. Why? For various reasons. Yet well managed companies seek to maintain the entrepreneur zeal and drive within their ranks; high energy as it may be to maintain. Certainly they have to embrace common structures associated with growth, but wisdom has proven such structures need not come at a cost to stifle the organization's passion. There is a equilibrium which can be met and they find it. It is how they fight off the competition and maintain the top peer ranking. It is how they continue to Rule the World."
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