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7 Rules That Will Make Your Emails Rule

Is your mailbox full? Ours sure is—every day! Do you read each and every email? We don’t. Because there are simply too many! Most messages are spam, and as a result, we miss quite a few important things. We’re sure you’ve discovered a few quick scanning methods, like looking for senders you recognize, subject lines that sound familiar, and replies to your latest email chains.

In a business world driven by email, how do you write effective messages that will actually be read? We don’t mean marketing emails either. There are far too many courses and books on that subject. (And frankly, we wish they’d stop.) But how can you write effective correspondence that will sort through the distraction, confusion, and noise in your recipients’ inbox?

We’ve used email since the days of “You’ve got mail!” And here’s what we have learned:

  1. Protect the Subject

Create a subject line that’s easy for you and your recipients to spot among the crowd. Make sure it’s pertinent to the topic and no more than three words in length. If the sender has looped in to another email to start a new conversation, change the subject to reflect the new topic. Change it back if the subject shifts again. Your recipient will appreciate the consistency.

  1. Keep the String Going

Once in a while, your recipient might send a reply message from a different mailbox. This could possibly change the subject line and the sender’s name. And more importantly, this can disturb the ongoing trail of emails on the same subject. If this happens, find the trail on the previously used email address, and paste it into the bottom of your response. This way, both of you will able to see the conversation’s path more clearly.

  1. Who’s Watching?

One of the biggest mistakes we’ve all made before is to “reply all” when we didn’t intend to. Double-check who’s CC’d on the message before you hit Send. A new recipient could’ve been added or someone else could’ve been removed. This is especially important when emailing larger organizations. They’re trained to move CCs around depending on who they want on the message. Sometimes letting their boss go from the chain removes a bit of pressure.

  1. Get On Your Phone!

If there’s a disagreement, misunderstanding, or miscommunication via email, pick up your phone and figure it out verbally. You’ll be surprised at what can be done during a personal and friendly phone call instead of a contentious and lifeless email. And NEVER fight through email. It’s emotionally draining, time-consuming, and both sides feel like they have to get the final word in. A lot of these arguments can be solved in just five minutes on the phone.

  1. Obtaining the Evidence

Email memorializes everything that has been said. Unless you want it to come back at you later, keep conversations away from email and on the phone instead, or even better, in person. But for this same reason, email is a great way to document what was agreed upon. We like to discuss verbally, whether on the phone or at a meeting, and then summarize the points, action items, or consensus in a memo that lets others know, “This is our understanding of what we’ve agreed to. If you have any additions, corrections, or comments, please respond by tomorrow at 5pm or we will assume that this is our understanding.”

  1. Only One Thing

Have you noticed that when you send someone an email with a few instructions or tasks, only the last one is acknowledged or completed? People only remember the highway entrance ramp, and the highway exit ramp. Everything else is all meshed together. So, keep things simple! Ask for one thing per email. If you have several requests, create a separate email chain for each, or even better, send a new email each time they complete a request. This way, you can keep it all on the same trail.

  1. Keep Things Friendly

Say something nice about your recipient in the message’s first line and the PS, and sandwich your message right in between. Break paragraphs up into two or three-sentence smaller paragraphs. If they can see the end, they’ll more likely read it. Let them know you’re open to a phone call if clarification is needed. And don’t forget to thank them for their completion or previous response. If their boss is CC’d, you should note how effective they are, even if they really aren’t. They’ll be more likely to live up to a compliment that makes them look good in front of their bosses. Once your business with them is finished, be sure to thank them publicly, with their boss copied on the message. They will both look forward to working with you again!

We could go on forever about email best practices and etiquette, but these are the general rules of thumb that will make your emails “rule!”

For more, read on: http://c-suitenetworkadvisors.com/advisor/michael-houlihan-and-bonnie-harvey/

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Best Practices Investing Management Personal Development Sales

Selling Value: It’s No Longer Enough

Selling value is great, but it isn’t the solution it used to be.  The world – and customers — have changed around static solutions, and now we need to rethink the whole idea of selling value.  Selling Value can no longer be the responsibility of any single corporate function.  It needs to become a company-wide culture.  Specifically, we need value-focused culture, or simply Value Culture.

There are four reasons why selling value is no longer good enough.

Sales Have Lost the Handle on Full Value

For many years, companies have delivered sales training to sales organizations, and salespeople have improved how they sell. The sales training industry has established “world class sales” is something that exists inside of the sales silo. Now, we have extensive research on what “World class sales performance” looks like…but only viewed within the arena of sales, sales ops, and sales enablement.

The business world has shifted around the sales performance industry, though.  For the past few decades, though, companies have splintered their customer interface into many specialized roles:

Sales (hunters), account management (farmers), business development, inside sales, technical sales, demo specialists, sales development (appointment setters), installation, customer success, tech support, customer support, operations, finance, underwriting…

Salespeople don’t contact — much less have credibility with – all of the customer personas these specialist roles work with constantly.  “Sophisticated” companies train their specialists to deliver a great “customer experience”: customer interactions which promote the brand promise— or at least, eliminate weak links in the customer arc.  That’s not remotely what’s needed. Customer experience training doesn’t equip anyone to discover any of the value gaps from their unique vantage point.

Any company not training every customer-facing role to uncover potential value is failing to leverage potential competitive advantages.

Selling Value Has Come To Mean Less and Less

Even for Selling organizations who haven’t splintered, selling value has become less and less effective.

Customers have splintered and siloed themselves as well.  Your product or service touches more customer specialties than it used to…even if it didn’t become more sophisticated and capable.  Dividing your total value proposition into narrower and narrower customer slivers can reduce the total value your salespeople sell.  Every specialty your sales people fail to bring into the buying decision represents less value offered.  Selling value doesn’t have the same impact it used to.

Sales organizations need to navigate more complex customer organizations.  Meeting this challenge means raising the level of business acumen in your selling organization to find more “value leverage points”.  Sellers need to combine business acumen with customer acumen to find those leverage points in each organization they encounter.

Value Selling Seldom Leads to Value-Based Pricing…

 Frankly, I’m not very impressed with many current “value selling” methodologies.  Average sales training teaches reps to apply benefits to each single persona. The best value selling methodologies only teach reps to sell beyond benefits, to customer outcomes…which is value. I haven’t run across any (OK, anyone else’s) value selling methodology which influences a customer to build their own cost impact statement of those outcomes.

Current value selling helps win sales, but is only short putt away from selling at a profitable price. I love winning a deal as much as the next guy, but I’ve help P&L responsibility: what’s the point of winning a barely-profitable deal?  Your company lives on profits:  a profit stream – not a revenue stream – is what funds innovation, investment, all of your fixed costs…and yes, commission checks.

Pricing is Profit.

If your value selling initiative doesn’t draw a clear, bright line to selling at a value-based price, you’re dropping out of the race with the lead…in the home stretch.

Hoarding Value Insights Cripples Your Company

Value uncovered by the sales organization …used to win sales…even at a value-based price…can represent a few open loops in a company.  An organization-wide value culture closes these loops.

Value insights gathered via value discovery need to inform many other organizations in your company:

  • Marketing. First, content can be tightly focused on the value your company is uniquely positioned to offer.  Clicks and opens relating to those value points are worth infinitely more than those on more generic click-bait content.  Leads that germinate from outcome-based content are gold.  Crap content generates crap leads.  Second, you have persona-focused value insights which can drive tightly targeted, highly relevant sales support content. Collaterals that focus on specific “buying journey sticking points” are deal-movers.
  • Product Management and product training. Product training that describes persona-specific outcomes is the gold standard that few organizations practice.  Roadmaps and product strategies informed by a rich database of value insights are also far too uncommon.
  • Innovation. The virtual call center, a staple of today’s world, was invented at a cost of zero (OK, we had to develop a few new powerpoint slides), simply by combining two products together.  The key to this innovation was a value insight.  When product developers have a deep well of value insights to draw from, inventions and innovation are radically improved.

Your World has Changed. How Will You Respond?

To combat these evolving challenges, you must establish a value-oriented corporate culture.  Culture crosses silo boundaries, countering the unintended consequences of specialization.  There are techniques, tools and technologies that can help.

If this resonated, or spurred some thoughts, like, comment or share. If you’d like to talk further, contact me.

To your success!