The B2B Revenue Executive Experience
The B2B Revenue Executive Experience

Episode · 3 years ago

John Fairclough on 5 Ways Sales Is Changing Forever

ABOUT THIS EPISODE

“Front and center is that we're people first,” John Fairclough said. Making sales to clients or to companies staffed with professional buyers isn’t easy because most sales teams aren’t people-focused.

John Fairclough shares 5 techniques for recentering sales on what matters: building relationships with people.

You're listening to the BDB revenue executiveexperience, a podcast dedicated to helping executives train their sales and marketing teams tooptimize growth. Whether you're looking for techniques and strategies or tools and resources,you've come to the right place. Let's accelerate your growth in three, two, one. Welcome everyone to the B Tob Revenue Executive Experience. I'm yourhost, Chad Sanderson. Today we're talking about creating a world class culture,how that impacts the service you delivered to clients and how you really need tobe selling who you are and not vaporware or some promise that the rest ofthe organization can't deliver. To help us, we have John Fairclaus, CEEO resucom, a company focused on enabling customer experience through construction and facility maintenance,a different side of the C X Equation, which we've all heard me talk aboutbefore. John, thank you for taking time today and welcome to theshow. Thanks for Hamringy Jen. All right, let's start with the obvious, and how did you become CEO Res Acom? And just bit of backgroundin context, especially around you know what Resucom does. Sure, thank you. So I started resucom about twenty years ago and prior to that I hadworked in some family businesses. All my families in the trades and generation beforeme in the generation for them, and it helped one of my uncle's growis construction business and his painting company, and from there I went on myown and they of it a shot, cable to go and it's been wildlysuccessful. It sounds like it's been a fun twenty year right. That's so. RESI come has an interesting part to play in the customer experience of BandBrand Protection area. On My background, I spent ten years selling CX digitalservices. How do you merge digital and physical spaces? And you guys reallyfocus on the actual construction and maintenance of those physical spaces. So as wewere prepping for the podcast, you mentioned wanting to touch on culture and howit impacts the services you provide and kind of curious why that topic and whynow? Well, the services that we provide to retailers are really to helpthem protect the shopping experience and so it really got us focus in and understandingwhat the designed experience is and then what steps can be taken to protect itor to enhance it. And so all kinds of different projects have come ourway to manage the smell of the store and one of our clients just togo around and spray Cologne bottles and then they found that manager spring too muchor two little, so they installed blowers so that the scent was consistent right. And so just addressing all of the senses of the shoppers experience and therole that they play and purchasing, so understanding that the whole person is involvedin the shopping decision and paying attention to that. Well, then we reallybetter know what it is that we want to be and when we go outand sell ourselves and pitch our services, we need to make sure that thatit's true the promises that we're making we can keep. We've just found thatit's super important for the culture of the company to really encourage and promote workingin alignment with what we promise well,...

...and so you've got a couple ofthings that I want to want to touch on some retail. Obviously a lotof attention on the retail sector right now, especially with stores that, let's say, didn't invest in their experience a lass years and stores like that,and then you have the higher end stores. You say the Colonne thing is funny. I walked into an American Eagle outfitters one time and had to turnaround and walk out because it was just the scent was overpowering. So completelyunderstand how those little nuances play into that. I'm curious how do you work withyour sales teams or your you know your people are out there building thoserelationships. How do you work with them to make sure that they really understandall of the nuances that goes into a true design and construction of a physicalspace? Well, the clients bring us in to execute what their vision is. So they may have made a determination that hey, if we change thecolor of our walls to light gray, that that's going to make it amore comfortable environment for our customers to linger and if the longer they linger themore they buy, or or some other researcher or something that they've done.So we help them execute the test. Then they derived the data from thatand then go out and maybe roll that out fleetwide. So we're involved onthat piece of it, as well as any other ideas that they want totry. I mean it's harder to do things better, faster and cheaper ifyou're not trying something new. So we get involved in a lot of thoseprototypes because we understand that that's what we're doing. Our mission here is totry to find ways to better connect and as you're doing that, it's atheory and by prototyping and Beta testing you're proving out the theory. That thengives you the green light to go forward with a project. And so whenit comes to our sales team, basically we call the client advocates and theirrole is to understand the objectives of the client and then bring those back toour team to look at from a bunch of different perspectives to provide something ofvalue to them. So it goes the step beyond just the typical hey here'sa spect go build my stores. It's really a collaborative it's almost a blendbetween the services side and the execution side of it, working in collaboration witha customer to make sure that their vision that they have is actually the rightvision, because maybe they may have some of the wrong ideas. It's notwouldn't be unusual, I think, some of the cases I've seen. Butthen making sure that your sales people, your advocates are with them. Arethey with them all the way through the process? Well, sure, andso most of our accounts we don't really get hired on a product by projectbasis. We have accounts that we land that we then take care of theprojects as they come up. So we have an ongoing GIG rather than aproduct specific type of relationship. Typically that relationship is really one were regularly reviewingour clients. I mean we're dealing with some of the most sophisticated buyers inthe world right. I mean our clients are recognizable names and every their householdnames. So when those companies are buying services, we're dealing with a professionalbuyer. We're not dealing with someone that this is something that they do withfive or ten percent of their time.

A lot of times these people arein charge of millions and millions of dollars. So we have to bring value tothem and to do that we better understand what their objectives are and thenprovide options that will meet that. And again, everything is this push forbetter, faster, cheaper. We call it smarter. You know, everybodywants it better, faster, cheaper, and you probably can't tell me,but I'm dying to ask and if you don't respond to the question then thenI'll leave it alone. But the new McDonald's they just unveiled in, Ithinks, CHICAGO, that everybody's saying looks like the apple store. Well,suppose you guys were involved in that one. We were not, but it's prettycool what they've done. It was. It was amazing, right. Itwas an amazing evolution of that in store experience with Donald's kind of playingwith that a little bit, dealing with also the health issues, right,so the totality of what they sell in the environment in which you're experiencing it. It was an interesting unveil, at least you're an outsider standpoint. SoTesla imitated the model as well, so that the whole apple store experience iswhat Tesla went out and pursued on its own as well. Apple has someof the highest sales per square foot. I think it is the number onesales per square foot retailer out there, and so anytime we are a leaderlike that, people are going to look at what you're doing and look tocopy it or to hire your people away so that they can implement the samekind of thing. And there's a lot to be said for the attention todetail and that shopping experience, and you better believe this part of the cultureof the people that are working there. Where ever, everybody is zoned inon that and as you can figure that out, amazing things can happen.And if McDonald's is successful in this, I mean imagine you're talking about abusiness that's built around minimum wage employees. If they can deliver an outstanding theyreally know how to deserve the liver consistency, if they're able to up the gamein the shut in the diners experience, I mean there's great opportunity to headfor them. Without a doubt. We I mean you see it allthe time, right when you in sales, in sales enabling the stuff that wedo. We call it sales rd. so we rip off and duplicate fromeach other when somebody's got a great idea out there and it works,course you would expect, you know, it's the greatest form of flattery,as they say. You mentioned it focusing on the details, and so we'retalking about the details of physical space and all of that. I'm curious howdo you enable your sales teams or or your advocates to work with customers andpay attention to the details of the process and the impressions that they're making,because that consistency of brand and experience be what you sell. kind of stuffthat starts from the first interaction all the way through, you know, executionand assessment. So I'm curious what you found you over the twenty years ofbuilding the company, what's been really successful in helping those advocates understand that theyalso need to be paying attention to the details of how they're interacting with theirprospects and customers. Great, great question. So we're people first. You knowthat times we forget that. We just follow this process and check theseboxes and good things can happen. But like there's laws and then there's likethe spirit behind the law, or there's a process us and then there's aspirit behind the process. We spend a lot of time focusing on the spiritbehind the process. So we know that...

...the only reason why people should hireus is if we can deliver great value to them. If we can't delivera great value, they shouldn't hire us. So why don't we focus and ifthey do hire us when we can't deliver a great value, there's probablynot going to be the longevity that we're looking for in the relationship. Soif we by focusing on the value at the front and to deliver value willthat all comes down to people, and so getting our people to understand whywe're doing what we're doing is critical. So we have a process. Whenwe have the the reach out campaign, we don't want to just send anemail that says, hey, we're interested in providing the service for you.Give us a call. We actually want to go visit their locations. Wewant to have something insightful to share and there. So it takes a lotof research and then there's a custom message just for that person, based onwhere they may be a work for or based on things that are inside ofthe store, and we call out why we're a great fit right in theopening paragraph, as you know, because of your geographic presence, so wherethey're located, the finishes they have within their store and and how important thein store shopping experience is to them. Because of those three things, thisis why we think you're a great fit and why we'd love to talk,because this is these are some of the results we've had with companies like youbeing that specific on it is demonstrating that this is our space right, thatwe can bring value with her, we can make a meaningful difference and ourwhole item that we're trying to get across the people is that together we cana lot more value out of your budget, and so that's really everything for usis around saying that. So we take the stuff by step process thatthe different reach outs and all that. We use it as a way toeducate our people on why each of most questions are, each of those itemsis important, so that we have a more prepared, a more informed advocateout they're representing our company. I'm going to can that you just summed upeverything that we talked about all the time when we work for clients and Ilove it. It brought it literally brought it to to my eye, becausemost of the salespeople out there, we train them on product or service orwhatever it is, and we unleash them and then we're surprised why all theywant to do is talk about their product rather than take the time to understandthe person that you're approaching, their perspective and what they may find valuable,and that's I think it's extremely powerful. It seems like you guys have tappedthat equation and seeing the success as a result of it. Thank you.Got A lot of great people working, I think. And so, okay, twenty years we've been growing the company. What things have you learned from acultural standpoint to keep the employees, you know, engage in the vision, create the perfect environment to get, you know, the most out ofemployees while you also simultaneously rewarding them? What kind of things have you uncoveredor lessons learned around Culture Development? Appreciate the perspective that people have and whatthey bring to the table, as well as the timeline of the work thatthey're working on. One of my big struggles has always been around the peoplethat have short term time horizons. So if we look at project managers,they're looking at that one project, as they should. That's their attention andif you don't deliver well On that one project, well then you're putting therelationship at risk. So they have a...

...very narrow focus. The challenge forme has been, well, we've got some long term objectives and for along time I didn't I didn't recognize the difference in points of view. Iknew I had the winning argument because the long term health of the company,it would never do anything in the short term that would compromise it. Butwithout looking to the long term we really can't decide how we should handle theshort term. And if we just give short term the ability to do whateverthey want, well, they might not be doing things like cross training others. Right. I had this test in the company. I said, Hey, who wants the best person in the company to work on every project?You know that comes away, and you know everybody raises her hand. Andthen I said WHO wants? Who wants only one person that have any experienceworking in a project? Reserve US one too doing it, and no oneraise her hand, you know. So you go back and say one sidedo you want it, one side you don't. The key to management isgoing to be to reconcile those two to execute the short term with the longterm in mind. Now, sometimes we can't do a lot of the thingsfor the long term because the short term is urgent. Maybe there's some problemsituations that we're dealing with. However, we cannot ignore the long term.So the biggest thing, and I didn't mean to spend so much time onit, but the biggest thing, the biggest challenge that I have found andI found in other business owners and leaders has been the lack of recognition aroundtime horizons for the people and then all the subsequent problems that the all outof it. Said, challenge right, you've got to focus on the customerneeds today, but also focus on what's going to be best for your company, the person, the individuals in the company, as well as the clientlong term, even sometimes when the client can't look past, you know,the next deadline. That's what is key, I think, to you know longterm relationships and mutually beneficial relationships with customers and clients. So, aswe were prepping for this, you mentioned the importance of terminology in an organizationand I wanted to dive into that. Sit's something that we talked about alot when we work for clients. Love to get your perspective on the importanceof specific terminology and the organization. To simplify the language, you reduce theheirs of it. I love it. And how do you guys go aboutdoing that? Well that it's a deliberate action. Right. If I'm callingsomething a ticket, you're calling you a work order. Someone else is callingyour project and we need to reduce our language so that everybody understand what's beensaid, and so building glossaries per client. So we have our rather kind glossary, but then each of our clients we build the glosstery because we haveto follow the terminology that they use. And so one company might call ita wardrobe or someone else calls it a closet, someone else calls it ashelf. I mean, everybody's got a different name. So we need toknow what that is and then be able to support the people that are offthere any business. I mean, if you're looking to drive value, yougot to get down to the technician level, the person that's doing the work right, and if you can figure out how to make it easier for themto be successful, you're on the path to optimization. It's just where thesavings can be and if you can find a way to make it easier,you're what makes it easier for knowing what you're talking about, giving them clearerinstruction, you know, so all the preparation, then supporting them during theproject, being available, answering questions that...

...they have and whatever minor issues arethere. And then, if they face a problem, provide the guidance toget under them. You know, we don't want to leave people up totheir own devices that are inexperienced that resolving that issue. To make the call. It's real simple. If you're not going to make the great decision,shouldn't be the one making the decision. Hold on all these things that makesense, you know well, and I find that I find extremely refreshing becausethe simplicity. I often talk to companies that have created these extremely complex salesprocesses, not for the service of the customer or for the sales team thathas to execute them, but more just as justification for the existence of salesI mean, at least thanks to the current political climate, we're not themost, you know, hated individuals of the planet. I think politicians andlawyers have a speed right now, but most people see sales professionals as anecessary evil, and so that complexity builds itself in as a way of justification. But when you get right down to it, as you mentioned earlier,people buy from people and simplicity and that language, if you can speak theirlanguage, build credibility that you did your homework, that you want to makesure they're successful on their terms instead of expecting them to change to the wayyou see the world. I love it. I love what you just said.Really comes down to. People are so worried about looking right at we'reall about being right. That's would be the quote. That's going to beyour quote. Shows up of the graph effects. I love it. Ilove it. I know. I know exactly what our producers are going topull out. That's perfect, excellent. So when you look back over thelast twenty years, you've learned a lot of lessons. But we're in areally dynamic environment, especially in retail. So when you look for the nextyou know, five ten years forward, what do you see on the horizonthat both excites you and maybe causes a little constern nation for the future?resucum. Wow. Well, so, if res it comes proven anything overthe last twenty years, it's that it's resilient. So we've evolved multiple times, both from a size standpoint, like as we grew, you know,we had to let go of some services that we provided. A just changeall of that and I believe that that don't just continue. And we usedto be one hundred percent self performing company and then we evolved into being moreof a broker, because we found that we could scale up and down muchmore quickly and we found what was really great about us, and what's greatabout us, is our ability to get it right, to understand the objectives, to solve the challenges that are in front of us and make it kindof fun to go through the process where people want to be a part ofit. So actually, one of the things that we talked about is peoplebuy from us because we're easy to buy from, that we're cool to dealwith. So, with those kinds of things being our makeup, it's notreally about the services being provided as is about the people that are delivering theservices. So, yeah, as retail evolves, it's going to be backlike it used to be. There used to be the great stores, thegrow fine stories, the Boutiques, and then there were the the companies thatoffered everything, and that's kind of what you see going on in the brickand or space, because there are always going to be the people that wantto go try on those expensive items. A lot of women like to goand see what they look like in the mirror and have that at whole experienceand get together, and so that stuff...

...isn't duplicated online. Maybe the goodstransferring from the store to the home. You know, maybe that you know. I mean we can see what Amazon and in its great growth and things, but it's not for everything. And I believe that people that are sellingthings that people want to interact with physically before purchasing. I believe you're goingto see an incredible increase in attention to shopping experience. So you see itin the mobile device store. If you go in there, there's people allover you. Yeah, I mean there's no there's no easy replacement for atotal experience. Right the end, you can augment it with digital. Ithink that the transfer of goods, I think is a great thing that Amazondoes. If I know I need a dog leash that allows me to walkmy two dogs simultaneously, I don't need to go into a store. Ididn't need it because my dogs are driving me nuts. But if I wantto go buy a mountain bike, there's a store here, I mean Denver. There's a stores off of Denver that has an amazing experience from the secondyou walk in the door to, you know, test riding the bikes,to buying the accessories to, you know, going out of the store. Theyhave it really fine tune and it's enjoyable. It's enjoyable to go there. It's not like I got to go buy a bike. It's is anexperience that we talked about with friends and family and other people that we meet. So the ability to do that and have, you know, at accessto companies like Resu come I can do that, think's going to be partof what's going to set retailers apart in the future. Sure, hope you'reright. All right, let's change to actually a little bit here. Iask all of our guests kind of two standard questions towards the end of eachinterview. The first is simply you're a revenue executive, you're the CEO,so people are going to be coming at you all the time to try andsell you things. So when somebody doesn't have a relationship with you or theydon't come through a referral, what do you find to be the most effectiveway for someone who wants to get in front of you to build the credibilitynecessary to capture fifteen or twenty minutes your time? I like it when itcomes through that they know who they're dealing with, that they know who theybreach out to. So the cold, I mean I'm going to be tobe and and mic clients are the things that we buy, we buy alot of, right, and the things that we sell, we sell alot of. So we're not us. We wouldn't be a small account formost people that sell on us and the accountant we sell to. We're notonly to be a small account, we've got a narrow market. So withthat in mind, to me the most important thing is to know who you'retalking to or know where you're reaching out to and demonstrate that in your message. Like John, I've seen that you have this or that and like connectedsomething that I have, and then give me a really being an intriguing problemstatement. You know not. Hey, would you like to save more myokay, you know that's hot. It doesn't work for me, not inmy area. Now for other niches, but I'm a professional buyer of services, by a lot of them, and I'm a professional seller of them.We sell a lot of them. So the kind of thing wouldn't work withme. But give me something intriguing and it doesn't. I mean I've hademail else that I responded to on solicitation for people have misspelled things and havethings cap I mean all of the cardinal sins. I've responded to those emailsbecause behind all of the fluff was the...

...guy had something that was intriguing tosay and he knew who he was talking to. I like that. SoI'm not a guy. I'm wearing jeans and a tshirt right now and thisis the way that this is the way that I go. Excellent. Allright. Last question. We call it our acceleration insight. There's one thingyou could tell sales, marketing professional services people, one piece of advice that, if they listened, you believe would help them hit their targets blow outtheir quotas. What would it be and why? I love that. Youdon't like the can responses. You know I love it. I really thinkfront and center is that we're people first. We are people first, and weall want to do good work. We all want to make a difference, and so when you're worried about how straight your tie is and how youknow, make sure that you look polished and all that. If you're not, that's not who you are. Don't be that. Be who you are. So whatever all the good in you should be conveyed out there. Whenyou're being your true self, it comes through. It's passionate, it's notover the top, it's real and people can feel it. They know whensomeone's being real. So my recommendation would be that everybody matters, you know, in different areas, right. So it's not I don't mean like anybodycan do this job. Know, if your skill set is in developing relationshipsand caring about delivering value to the other person, then maybe sales or somesort of management is good for you. But I can't take anybody off thestreet and tournament into a salesperson because I'm that process dependent. So number onething would be who are you? What are you really good at, whatdo you really care about, and make sure that you're sharing that. Andthat's what I would say is know who you are and accept it, embraceit and let it shine. Parfect John. For listeners interested in talking more aboutRescom or topics that we've talked on today, what's the best way toget in contact with you? The best we would be to email me.John and Rosa, come onlinecom excellent. I can't thank you enough for takingtime to be on the show. It's been great having you. Thank youso much for Hammy jet. All right, everybody that does it. For thisepisode. Please check us out of BB REV exaccom. You know thedrill. share the episodes of friends, family's CO workers. If you likewhat you hear, drop us a review on itunes. Until next time.We have value prime solutions, which you all nothing but the greatest success.Are you concerned about hitting your revenue targets this month, quarter or year?Your answer is value prime solutions a sales training and marketing optimization company leveraging thevalue selling framework. visit www dot value prime solutionscom and start accelerating your results. You've been listening to the BB revenue executive experience. To ensure that younever miss an episode, subscribe to the show and Itunes or your favorite podcastplayer. Thank you so much for listening. Until next time.

In-Stream Audio Search

NEW

Search across all episodes within this podcast

Episodes (238)