The first reason is that most people that attend networking events don’t think to contrive reasons to follow-up. So they are not focussed on the post-networking tasks.

Secondly, most people that network think the work is done once they leave the venue. If they have a hot lead then they will of course contact the prospect to offer their services. However, such opportunities are like hen’s teeth at the average networking event. So one can return to work satisfied that one has drawn a line under the business breakfast or cocktail evening. Big mistake.

Thirdly most people expect someone else to contact them if there is any follow up to be done.

And fourthly, many networkers tell me they just don’t have the time when they return from the event to spend the effort in following up.

And the fifth reason is the most compelling, so most networkers think: there is no REASON to follow up. Such reasons rarely materialise – we need to generally CREATE excuses for following up.

With all those factors taken into consideration, it is hardly surprising that I rarely get an email or phone call from people I have met a networking events before I follow them up. It is almost always me contacting them, often with a helpful email or invitation for a coffee to explore a point of discussion further.

If we rely on what we do at the event alone, then we are leaving a huge amount of opportunity on the table. The odds are massively against the serendipitous convergence of a prospect’s need, our being a potential satisfier of that need and then for us to both be in the same room at the same time. If that is why you go to networking events, I can imagine you suffer a lot of disappointment and really treasure the miracle occasions when you do find a potential client, hot to trot.

Networking events are chances to make and build connections. Last month an insurance broker I met in June 2011 remembered to connect me with a contact of his looking for exhibiting skills. A few weeks ago a business coach I met at a Liberal Club event some months earlier has contracted me to work with a prestigious client of her’s on sales presentations. These are just two examples of excellent leads that came from people I met some time back. And I made a point of following each up after our first meetings.

The real power of networking is turning ‘contacts in contracts’ as Jason Cobine of Beyond Networking puts it. We need to work on finding and contriving reasons to contact again the people that we meet briefly at a networking event so that we are at the front of their minds when either they, or someone they know, needs our products and services.

Possibly this is a version of recognised sales phenomenon of “post-purchase remorse” that we at A&P sales training call “pre-purchase remorse”. This first is a recognised psychological response to buying. Sometimes buyers start to rationalise their purchase and they panic over a number of factors such as having spent a budget on the wrong thing, that they are no longer able to choose an alternative, what will the boss say, etc Other buyers almost predict this effect before they have even made the commitment to give you any money and behave as if they have “pre-purchase remorse”, in other words they regret that they are about to no longer have all the options open to them – including the option of not buying.

The good news is that you must have done a good job as a salesperson because they must have been convinced by your arguments at the time. After all, they did not kick you out of the office or ring off. However, once they began to think about taking their interest to the next stage – in other words, paying – they have become rabbits in the headlights. They are almost paralysed. And that might be why they don’t take your call.

Firstly we need to accept that some prospects have been in buying mode for a long time. Maybe they have seen and spoken to many representatives over a particular purchase they are considering. On some occasions we see “analysis paralysis”: they have so many options that they cannot now mentally process all the information. And this can lead to an irrational decision, rather than a well-researched one.

It is possible they have been doing this research for so long that they have almost become addicted to the process. In fact, making the purchase will end this process, which they have become very comfortable with.

We can’t know for sure if a client has simply made a firm decision not to use our product or service, or if they are in “pre-purchase remorse”. If the latter, then they need a little more support and they will complete the purchase with us.

So, if you suspect pre-purchase remorse; confront it. Explain in an email or voicemail message that you know this is a big decision and that it should not be taken lightly. Then offer to provide some sort of reassurance. Cases studies or “customers like you” (note the presumptive language) are one way to help reassure them. Let them know you are there to answer their questions. And be patient and persistent. You need to believe that they will see the light eventually, and you WILL get your sale.

If you rarely use your Twitter feed and follow/are followed by a few dozen people people then this is rarely likely to be of interest. In that case, put the kettle on and have a nice cup of tea rather than reading this. However, you may be using Twitter as part of your sales and marketing effort. In that case, one day, you are going to be very glad you read this post.

First some assumptions:
- getting lots of relevant (note this qualifier!) followers in Twitter for your tightly-focussed feed is useful for lead generation. In other words, you want to attract people you don’t know, who are interested in your products and services. You can entertain, educate and enthrall them with your Tweets and occasionally plug some of the products in your lead generation process
- you don’t really use Twitter heavily to discover new information or keep up with the news from particular organisations or individuals. Don’t get me wrong, there is no point using Twitter if you are NOT going to use it to find out useful and interesting information for business, but I assume your main daily focus is doing your job, not reading Tweets.
- you actively generate new followers on the reasonable assumption that many people that you follow will follow you back. This is one of the most direct and targetted ways of generating followers.
- you unfollow people when ultimately they are not providing useful or interesting Tweets. You also clean them out when your Twitter feed gets too clogged up.

If those assumptions are true, you can easily find yourself following a lot more people than follow you. And that is the Twitter glass ceiling: once you reach 2000 people that YOU are following, Twitter puts unspecified limits on how many more you can follow.

In essence, this is all part of Twitter stopping abuse of the application by spammers. There are automated programmes that help you follow and unfollow people, all in the cause of generating more followers. Twitter hates this sort of activity. Hence the arbitrary limit.

And what can you do about it? You need to plan in advance. It seems the best route is to ensure you have more followers than people you are following. This is most likely to happen if you grow your Twitter feed and following slowly and organically.

Some may think that the easy way around the rule is to follow and then unfollow people regularly. This is in the hope that they continue following you and either don’t notice or don’t care that you have unfollowed. Think again: Twitter notes that “aggressive follow churn is when an account repeatedly follows and un-follows large numbers of users” and that “these behaviors negatively impact the Twitter experience for other users, are common spam tactics, and may lead to account suspension”.

So let that be a lesson to you, class. The moral of the story is
- gradually build followers: don’t create ‘follow churn’
- post interesting Tweets that encourages new followers
- make your Twitter profile keyword rich and easily findable by potential followers
- post Tweets with hash tags (#) that attract new potential followers when they are searching

Now go forth and exceed the 2000 FOLLOWER limit to ensure you are not artificially limited on who you can follow.

I have been networking since 1999 and I have kept all the names of the people that I have met. Each record has a note of how we met, a personal note about that person and about our conversation (taken from the back of the card usually where I wrote the notes).

You never know how people will be able to connect you to a potential client or commercial partner. So I don’t judge the relationships. They all go into the electronic black book.

It is quite amusing when I come across people I met years ago. I am able to recall my notes on the PC and tell them how we met. Some find it creepy. Others are flattered. Either way, they know I take business relationships seriously.

So back to this tale: in 2005 at a networking event I met a financial adviser. We got on well but neither of us was able to help the other immediately. I did note that he seemed professional and appeared well connected. This was before LinkedIn (well, at least my use of it) so he is not in my LinkedIn connections. But he is in the black book.

When the most profitable networking group I attend asked for people from particular sectors in a specified geography, up popped our IFA. Several weeks later he has joined the group.

So what? I now get a lifetime discount on my group membership as a result of the introduction which will be worth several hundred pounds over the coming years.

Not all connections make you rich but some will be of value one day. Don’t prejudge. Do record every contact.

“1. First, we are not eliminating the ability to send updates between your Twitter and LinkedIn accounts. You can still go to your Settings page and choose to send either all tweets or only tweets with a #in hashtag to your LinkedIn status updates. It’s up to you. Again, tweets imported from Twitter into the LinkedIn network updates stream will not be affected.

2. At the end of January, however, we will not be supporting the standalone Tweets Application on LinkedIn (see image), that displays tweets from everyone you follow on Twitter on your LinkedIn homepage. As of January 31st, this module will no longer be available.”

To reach the hard-to-reach settings options the following URL’s should take you directly to them (cut and paste into your browser if they don’t work as live links)

Manage social advertising:
https://www.linkedin.com/settings/?modal=nsettings-social-advertising&tab=account

Manage enhanced advertising:
https://www.linkedin.com/settings/?modal=nsettings-enhanced-advertising&tab=account

Data sharing with third party applications:
https://www.linkedin.com/settings/?modal=nsettings-data-sharing&tab=groups

Partner InMail:
https://www.linkedin.com/settings/?modal=nsettings-partner-inmail&tab=email

If you have ever been a sales manager you will be familiar with the conversation about the percentage likelihood of a long-standing prospect harboured by one of the salesteam. Possibly it is the client from years back that put through a huge order. Maybe it is the prospect that keeps sincerely reassuring the salesperson that the project date just keeps moving back to the horizon. Or the salesperson simply refuses to refill the salesfunnel and insists on keeping everyone in their ‘warm lead’ pile until that lead says an absolute NO.

Why do so many salespeople do this and why is it such a bad thing?

We do it because:
- someone is measuring us on the numbers (it could be ourselves) and the absolute number of prospects needs to be kept high
- we are under threat and we need to exaggerate our possibilities of success
- the market (or marketing) is drying up for our product and service and we don’t want to face the fact
- we are not honest with ourselves about the differential in convertibility of prospects (“any one of these could be the next Kohinoor diamond”)
- someone is measuring our success by activity and not results
- we don’t have a system for automating contact with less-good prospects
- we have forgotten that our prospects are not our friends but our pay cheques

Each of these can be sorted out with good system, education and improved sales management control.

And it is so bad because:
- we are inevitably spending more time with the wrong prospects
- we are less motivated to keep filling up the pipeline
- we are not converting the hot prospects because we are not distinguishing them
- our positive state of mind can suffer because we are getting less sales
- this is the route to ultimate sales failure

Some of the best salespeople are ruthless with their time. This might not make them the nicest drinking buddies, golf partners or shoulders to cry on (unless we are a hot prospect ourselves!). But is does bring in the commissions.

I have met plenty of very skilled salespeople who once had a great marketing department. The department fed them appointments and they just had to close. But in their new job that have to spin more plates, including managing their pipeline.

These days salespeople are expected to be part marketer/part salesperson. And that means thinking how we manage prospects.
Top prospects need for example
- regular nurturing telephone calls
- invites to events
- to be sent useful information for their sector
- research to make sure you know the full decision making unit, company developments and financial standing
Long-shots need
- adding to your email circulation
- invites to seminars (that cost you nothing)
- emailed Christmas cards
- 6 monthly list clean calls

And you need to have proportionate activities for everyone in between.

The realisation came with the installation of a new antivirus application on all our PCs after getting fed up with our previous application AVG which slowed down PCs right down. Hence the installation of AVAST. And then I noticed AVAST’s neat little add-on to one’s browser called Web Rep .

You may have noticed Google’s +1 feature which serves a similar purpose, namely measuring the ‘reputation’ of a web page. Why do we care about the reputation? Because it is a form of what is called social proof. In other words, “if other people like it then I guess I should like it too”.

We are all bombarded by so many marketing messages these days that we are looking for more short cuts than ever in deciding to which to pay attention. And one shortcut is reputation.

This is the basis behind the tired old idiom ‘no-one ever got fired for buying IBM’. In the 80s IBM’s reputation in the IT sector was such that it was difficult for any competitors to get a look-in. Your personal reputation (or personal brand as it is increasingly being called) and that of your firm will determine whether you even get a hearing from prospects.

I frequently hear delegates at our sales and marketing seminars moaning that clients much prefer to go with larger companies rather than their own smaller firms. Setting aside the automatic reflex that most people in sales love to cite the relative inadequacy of their firm as an excuse for their own inadequacy in selling, this observation has merit. The larger firms indeed have a better reputation sometimes. However their products may not be better than that of the smaller rival.

So those involved in business development both strategically and tactically (ie the managers and the salespeople) need to work hard to enhance their reputations. This will mean engaging the marketing function and working together to make sure your brand gets as many of the ‘7 touches’ of marketing as possible. And the salespeople are doing what they can to be ubiquitous and get people talking positively about them and their personal brands.

When we have built up our corporate and personal brands, then our prospects’ ears will start working a lot better.

A major part of effective selling is joining up the various divisions in a business. New customer acquisition is not just about actively going out and harvesting opportunities. It is also about building services and systems that make it easier for salespeople to exploit opportunities. Making sure you customer service and account management functions really push the boat out when it comes to looking after clients will build opportunity.

LoveFilm was bought out by online retailer Amazon in January 2011 and is a huge brand, but even smaller businesses can learn from CEO Simon Calver’s wise words in a recent interview (http://bit.ly/tJtqup). Calver’s business started some 7 years ago and recently sold out to Amazon for £200m. In the interview he maintains that the company’s secret was to “became absolutely tyrannical in ensuring every customer experience was the best possible experience that they had”.

We often integrate our sales training and consultancy with other customer-facing activities to exploit all the possible touch points in a business. By offering superb customer service you can generate ambassadors for a business that then tell all their friends. This generates leads for salespeople.

When you bend over backwards to please the customer, they will not hesitate to give you a superb testimonial. And these testimonials are critical ‘social proofs’ that help salespeople to close deals. What is more, when account managers and salespeople ask for referrals, clients are compliant because they are so delighted with the service they received.

Check today how your customer service helps to feed your pipeline and generate clients for your sales function.

What is it that makes these people so much more effective in major account selling (note, this does not apply to lower value or commoditised products)? He notes 3 elements:

1. Challengers teach their customers: they focus the sales conversation not on features and benefits but on insight, bringing a unique (and typically provocative) perspective on the customer’s businesses. They bring to the table new ideas for their customers that can make money or save money — often opportunities the customer hadn’t realized even existed.

2. Challengers tailor their sales message to the customer: they have a finely tuned sense of individual customer objectives and value drivers and use this knowledge to effectively position their sales pitch to different types of customer stakeholders within the organization.

3. Challengers take control of the sale: they don’t leave it to chance, they diarise follow-ups, make sure they understand all the players in the decision making unit and keep in regular touch with the prospect contacts.

In essence, Challengers work hard for their prospective clients. They think ahead and they are assertive. They add value to the sale and are more than simply persistent order takers. What could you learn from the three features of Challenger salespeople?