Now Is the Time: Fix Forecasting for 2026 with a Pragmatic, In-House Approach (Free Beta) It’s mid-October—prime time for 2026 sales forecasts and budgets. If you’ve battled unreliable forecasts, margin erosion, and CRM data that doesn’t translate into month-by-month, customer-level accountability, this is your moment. GENREV!™ is a user-friendly, pragmatic, cost-effective, out-of-the-box framework for forecasting, strategy development, and performance management, proven over 30 years in industrial B2B environments, and available now to a limited number of beta sites at no cost . The Planning Reality in Industrial B2B Most organizations are locking 2026 plans right now. Too often, those plans are held together by spreadsheets, optimistic assumptions, and CRM snapshots that don’t map to operational reality. The result? Targets no one fully trusts, margins that wander, and a sales process that’s hard to manage day-to-day. Common Issues (and the Cost of Waiting) Unreliable sales forecasts. Targets are set, but there’s no disciplined, monthly, customer-level path to get there. Margin and profitability swings. Price/mix changes, discounting, and unplanned rush work erode the bottom line. CRM that isn’t embraced. Lots of activity notes, little planning clarity—especially by month, customer, product/type, or segment. Pipeline opacity. Leadership can’t see what’s real, where deals stall, or whether key accounts are expanding or at risk. Siloed planning. Sales, operations, finance, and supply chain aren’t aligned to one forecast and cadence. Resource misallocation. Engineering time, inventory, and production capacity aren’t anchored to a realistic plan. Firefighting culture. Teams react to shortfalls instead of managing variances with visibility and discipline. What GENREV!™ Brings—Right Now, In-House GENREV!™ is a practical framework that your team can run in-house —no heavy IT, no consulting dependency, and no license fees during the beta . It focuses on the essentials that move the needle: Customer-level, month-by-month forecasting. Establish a static yearly plan by month for each account and compare forecast vs. actuals with total transparency. Real accountability and cadence. A simple rhythm for reviewing variances and making course corrections—sales, ops, and finance on the same page. Margin awareness built in. Tie targets to margin expectations so growth and profitability rise together. Risk signaling. Flag critical or monitor accounts so leadership focuses where it matters. Out-of-the-box and user-friendly. Stand it up quickly, keep it lightweight, and use it every week—not once a quarter. Bottom line: GENREV!™ helps improve both top and bottom line by converting “goals” into monthly, customer-specific plans the whole company can follow. Why Timing Matters (and Why This Works) It’s forecasting season. The value of a disciplined framework compounds when you implement it before targets are finalized. The methods behind GENREV!™ have been used in real industrial B2B settings for 30+ years, from field sales to executive leadership. The approach is intentionally pragmatic: less noise, more signal, and a clear line between plan and performance. What a Free Beta Includes No-cost use of GENREV!™ during the beta period. In-house execution (we’ll support as needed, but you own the process). Quick start with clear steps: load customers, set monthly targets, review forecast vs. actuals, and manage variances. Cross-functional alignment without the overhead of big systems or consulting projects. (If you already have a CRM, keep it. GENREV!™ complements CRM by enforcing monthly, customer-level planning and accountability.) Ideal Fit Industrial B2B manufacturers and distributors (others welcome). Existing customer base and at least one salesperson. Lean teams or <$50M revenue where simplicity and speed matter. Desire to align sales, operations, finance, and supply chain on one plan. The Ask We’re opening a limited number of additional beta seats (no cost) for organizations finalizing 2026 plans. Previous Next

Leverage Insights to drive profitable growth. Leverage Insights to Drive Profitable Growth Oct 16, 2025 Now Is the Time: Fix Forecasting for 2026 with a Pragmatic, In-House Approach (Free Beta) It’s mid-October—prime time for 2026 sales forecasts and budgets. If you’ve battled unreliable forecasts, margin erosion, and CRM data that doesn’t translate into month-by-month, customer-level accountability, this is your moment. GENREV!™ is a user-friendly, pragmatic, cost-effective, out-of-the-box framework for forecasting, strategy development, and performance management, proven over 30 years in industrial B2B environments, and available now to a limited number of beta sites at no cost . Read More May 2, 2025 Part 8 of 8 : Forecasting Sales and Gross Margin for Profitable Growth Previously: Part 7 shared how to use SMART goals to build focused, measurable, and executable strategies. Read More May 1, 2025 Part 7 of 8: Crafting SMART Sales Strategies Previously: Part 6 explored how to equip and support your sales team with structure, tools, and collaboration across functions to enable execution. Read More Apr 30, 2025 Part 6 of 8: Equipping and Supporting the Sales Team Previously: Part 5 outlined how to build customer-centric sales plans that reflect real opportunities and company priorities. Read More Apr 29, 2025 Part 5 of 8: Developing Customer-Centric Sales Plans Previously: Part 4 highlighted the importance of aligning sales efforts with your company’s actual ability to deliver. Read More Apr 28, 2025 Part 4 of 8: Matching Customer Needs with Organizational Capabilities Previously: Part 3 focused on segmenting customers and building strategic profiles based on their type, industry, and potential. Read More Apr 25, 2025 Part 3 of 8: Creating Customer Profiles for Strategic Focus Previously: Part 2 explored identifying growth opportunities and declining trends through detailed product and customer-level analysis. Read More Apr 24, 2025 Part 2 of 8: Analyzing Trends and Identifying Opportunities Previously: Part 1 focused on how to gather and structure historical sales data across customers, products, industries, and account types to build visibility and context.https://www.genrev.co/copy-of-the-what-who-why-1 Read More Apr 22, 2025 A Practical Framework for B2B Sales Leadership and Growth (8 Part Series) Part 1 Of An 8-Part Series Based on Real-World Experience Read More Jan 30, 2025 Cold Calling: A Practical Approach for Sales Professionals Insights on Balancing Persistence, Professionalism, and Authenticity in Sales Read More Jan 9, 2025 Top Cold Calling Statistics and Tips for 2024: Overcome Challenges and Boost Sales Success Cold calling is one of the most challenging, yet vital parts of sales. If you’re comfortable with it (let alone successful), you’re in the minority. Read More Dec 31, 2024 Part 3: Developing Targeted Sales Strategies and Monitoring Performance In Part 1 of this series, we explored the importance of historical sales data analysis and the insights it can provide. In Part 2 of this series, we discussed the power of historical sales data. In this final series, let's delve deeper into analyzing trends and identifying opportunities within your sales data. Read More Dec 23, 2024 Part 2: Analyzing Trends and Identifying Opportunities In Part 1 of this series, we explored the importance of historical sales data analysis and the insights it can provide. Now, let's delve deeper into the trends and opportunities revealed by this data. Read More Dec 20, 2024 Multi-Series Article on Industrial B2B Sales Success: Part 1: A Framework for Profitable Growth Over the next few days, we'll be sharing a comprehensive 3-part series on industrial B2B sales leadership. Drawing from our own experiences, we'll share our insights and strategies we hope will help you improve your sales performance. Join us as we delve into the world of industrial B2B sales and let us know if we can help you. Read More Dec 5, 2024 A New Horizon: Preparing Your Business For 2025 The seasons change predictably every year, yet each brings its own surprises. Business operates the same way-seasonal, cyclical, predictable, and unpredictable all at once. Read More Nov 26, 2024 A New Year Is Coming: How Much Time Do You Really Have With Customers? Ever felt like time slips away too quickly? In sales, it's a race against the clock. Picture this: out of 365 days, you're left with a mere 180-200 to work your sales magic amidst life's interruptions. Read More Nov 7, 2024 Beyond New Logos: Winning and Retaining New Business In a quick-win world, discover a fresh approach to sustainable sales growth by leveraging untapped potential in both current and new customer base. Read More Aug 22, 2024 What's in Your Sales Wallet? 4 Questions to Boost Your Performance Read More Jun 4, 2024 Understanding Revenue and Expense: A Key to Empowering Your Sales Team It's a common misconception among salespeople that every dollar in revenue directly translates to a dollar added to the company’s bottom line. Many will disagree with, but time and time again, we have found that salespeople and managers alike, do not truly understand how these 2 areas relate to one another. Read More May 13, 2024 What Is A Customer? Merriam-Webster defines "customer" as: 1. One that purchases a commodity or service. 2. An individual usually having some specified distinctive trait. Re-read #2. A distinctive trait? Read More

Part 6 of 8: Equipping and Supporting the Sales Team Previously: Part 5 outlined how to build customer-centric sales plans that reflect real opportunities and company priorities. As you read on, consider your team’s readiness. What do you do to ensure they have the tools, clarity, and support they need to succeed? I’d love to hear how others approach this. Introduction & Practical Framework Sales success depends on the team’s ability to execute and that depends on leadership. Good people underperform when direction is unclear, or support is lacking. Over the years, I’ve led teams through change, downturns, and growth. In each case, success came from consistent communication, practical support, and a clear sense of accountability-not micromanagement. Support Structure Should Include Defined expectations and KPIs: Everyone should understand what’s expected, how success is measured, and where the focus lies. Regular discussions: Don’t wait for annual reviews. Use regular check-ins to recognize progress, adjust direction, and stay aligned. Training on systems, processes, strategy: Go beyond product specs. Train for how to sell, how to use internal tools, and how to respond to complex customer needs. Tools such as sales reports and literature: Equip your team with up-to-date reporting, customer collateral, case studies, and real-time dashboards. Cross-functional support. No silos: Make sure all disciplines work together; TEAMS win! In a past turnaround effort, we introduced regular check-ins and a shared dashboard between sales and other departments. That simple move surfaced bottlenecks early and helped the entire team stay aligned, restoring confidence, both internally and with customers. Key Takeaway Equipped teams execute. As a leader, your job is to make the plan actionable, provide the tools, and stay close enough to course-correct without hovering. GENREV!™ is built to support team execution through structure, visibility, and accountability, while also encouraging internal collaboration. Question What tools or routines have helped your team stay focused and accountable without feeling micromanaged? Call to Action If you’re leading a team through transition or building one, I'd welcome the opportunity to share practical ways to equip them for success. Coming Up In Part 7, we’ll introduce the SMART framework to bring structure and clarity to your revenue strategy. #SalesEnablement #SalesTeamSuccess #SalesCoaching #LeadershipMatters #TeamPerformance #GENREV Previous Next

Part 3: Developing Targeted Sales Strategies and Monitoring Performance In Part 1 of this series, we explored the importance of historical sales data analysis and the insights it can provide. In Part 2 of this series, we discussed the power of historical sales data. In this final series, let's delve deeper into analyzing trends and identifying opportunities within your sales data. Key Takeaways: Develop Effective Sales Strategies: Create personalized sales plans aligned with your business goals and customer needs. Monitor Performance: Track key metrics and take corrective action to optimize your sales efforts. · Address "At-Risk" Business: Identify and proactively address potential issues Developing SMART Sales Strategies In collaboration with management, develop sales strategies for each account using the SMART principle: Specific: Clearly define the desired outcome or goal. Measurable: Set quantifiable targets to track progress. Achievable: Ensure that the strategy is realistic and achievable given the available resources and constraints. Relevant: Align the strategy with the organization's overall goals and objectives. Time-bound: Establish a specific timeline for implementation and completion. Establishing a Monthly Sales and Profit Forecast In collaboration with management, establish a monthly sales and profit (gross margin) forecast based on historical data, market trends, and strategic initiatives . This forecast should serve as a benchmark for measuring performance and identifying areas for improvement. Implementing a Performance Monitoring Process Develop a process to monitor performance (actual vs. forecasted sales/gross margin) on a regular basis. This will enable you to: Identify deviations from the plan: Quickly detect any variances between actual and forecasted performance—focus on looking forward, not backward. Analyze root causes: Investigate the underlying reasons for performance gaps. Take corrective action: Implement timely measures to address issues and improve performance. Addressing "At-Risk" Business Identify any "at-risk" business and develop specific strategies to address the underlying issues. This could involve: Product repositioning: Re-evaluate the product's value proposition and target market. Pricing adjustments: Consider adjusting prices to improve profitability or competitiveness. Salesforce training: Provide additional training or support to sales representatives. Customer relationship management: Strengthen relationships with key customers to address concerns and improve satisfaction. The Importance of Regular Communication While a CRM process is valuable for tracking customer interactions and managing sales data, regular and direct communication between sales and other departments is essential for fostering collaboration, building relationships, and ensuring alignment with organizational objectives. Want to discuss your specific sales challenges? Please reach out. Final Note While this series has focused on sales and gross margin, it's important to recognize the broader impact of accurate sales forecasting. It's the backbone of organizational planning, influencing decisions in operations, engineering, and finance. Remember, the sales team, often representing only about 5% of an organization's workforce, has a significant impact on the remaining 95%. By leveraging the strategies outlined in this series, you can contribute to the overall success of your company. Previous Next

A Practical Framework for B2B Sales Leadership and Growth (8 Part Series) Part 1 Of An 8-Part Series Based on Real-World Experience This is the first of an 8-part series based on a framework I’ve used throughout my career, as an individual contributor, to leading sales teams and organizations through change, challenge, and growth. Each post focuses on a specific, practical step that turns sales into a structured, strategic function-one that supports sustainable and profitable performance. While this series focuses on sales leadership, I’ll follow it with one centered on business development. Series Overview: Part 1: The Power of Historical Sales Data Analysis Part 2: Analyzing Trends and Identifying Opportunities Part 3: Creating Customer Profiles for Strategic Focus Part 4: Matching Customer Needs with Organizational Capabilities Part 5: Developing Customer-Centric Sales Plans Part 6: Equipping and Supporting the Sales Team Part 7: Crafting SMART Sales Strategies Part 8: Forecasting Sales and Gross Margin for Profitable Growth If you're leading a sales team or trying to align sales with broader business goals, I hope you will follow along, engage, and share your thoughts. Each part stands alone, but together, they build a practical roadmap for better performance. Part 1 of 8: The Power of Historical Sales Data Analysis Here’s Part 1 of my 8-part series on B2B sales leadership. If you didn’t catch the intro, it’s in my previous post and sets the stage for what’s ahead. Introduction & Practical Framework As you read, consider how your team uses historical sales data. Is your review process structured or reactive? We welcome your thoughts. Sales data is like a series of pictures; each one tells a story. When viewed through the right lens, this history becomes more than a report. It becomes insight. It highlights patterns, exposes gaps, and helps focus future efforts. One thing I’ve learned (I’ve learned many things) leading B2B sales organizations is this: success isn’t about knowing every product spec or industry nuance. It’s about structure, accountability, and clarity. Sales leaders lead by process-just like every other business discipline. With AI and analytics evolving rapidly, structure and human judgment matter more than ever. Tools offer visibility, but it’s what you do with the data and how you lead through it that drives results. Key Focus Areas Gather Historical Sales Data by Customer Review customer-level data going back 15 years to capture full business cycles. Include part numbers, product families, and categories if available. Organize and Analyze the Information Sort by: Year, Quarter, Month Product/Part Number, Product Family Industry (e.g., Industrial, Aerospace, Defense, Energy) Customer Type (e.g., OEM, End User, Distributor, VAR) Account Type (e.g., Strategic, Growth, Target, Harvest, Maintenance) Ask the Right Questions What trends stand out? What’s growing or declining? Are there seasonal or external patterns influencing results? Key Takeaway No single action drives performance, but when data is structured and paired with focus and leadership, it becomes a catalyst for action. The result? A more informed, disciplined, and proactive sales effort. This methodology also serves as the foundation for GENREV!™, a program I created to help teams bring structure and clarity to their sales process. Call to Action If this approach resonates with you, I always welcome the opportunity to connect and share how to apply it in your environment. Coming Up In Part 2, we’ll explore how to interpret the story your data tells-identifying growth areas, declining trends, and how to revisit lost business. #SalesData #DataDrivenLeadership #B2BSales #SalesAnalytics #SalesPerformance #GENREV#SalesLeadership #SalesStrategy #RevenueGrowth #BusinessLeadership #SalesProcess #SalesExcellence Previous Next

Beyond New Logos: Winning and Retaining New Business In a quick-win world, discover a fresh approach to sustainable sales growth by leveraging untapped potential in both current and new customer base. In today’s marketplace, the pressure is on for instant results, often equating “new business” with “new logos" - new customers acquired quickly. While there’s no denying the value of adding fresh accounts, this “have now” thinking often misses the bigger picture. A sustainable approach to new business considers the full potential of existing relationships, lost opportunities, and strategic growth over time. Here are five prioritized steps for sustainable new business that balance long-term success with immediate opportunities, with each step supported by GENREV!™ - a tool designed to streamline forecasting, identify growth potential, and guide effective strategies: Evaluate the Potential of Your Current Customer Base: If you’re not capturing 100% of your existing customers’ business, this is your easiest and most profitable source of “new business.” GENREV!™ provides insights into annual and monthly forecasts, potential growth, and opportunities within your current customer base. Through periodic reviews of these forecasts and strategies with your team, GENREV!™ helps ensure follow-up on high-impact opportunities. Recapture Lost Business: What business from existing customers have you lost, and what former customers might be ready for a comeback? Reviewing historical sales data, as facilitated by GENREV!™, reveals forgotten opportunities and enables strategic re-engagement. Regular reviews of progress toward these goals, aided by GENREV!™ insights, keep these recapture efforts focused and consistent. Target Your Customers’ Competitors: If your current customers are facing challenges, their competitors likely are too - and your experience gives you a head start on solutions. GENREV!™ helps segment and analyze similar customer profiles, identifying industry-specific challenges that align with your strengths. Through management-led discussions, GENREV!™ supports strategic targeting of these competitor accounts, though outreach and follow-up remain manual. Leverage Customer Referrals: Ask your customers for referrals to their contacts and follow through with outreach. Updating the customer who referred you is a simple act of courtesy that builds trust and goodwill. GENREV!™ helps you set referral goals and measure their impact on overall growth, while tracking and follow-up require direct interaction. Explore New Markets and Prospects: Pursuing fresh markets or entirely new customers is the long game. With GENREV!™, you can plan strategies and forecast potential growth in these new markets. Though outreach efforts require manual tracking, GENREV!™ provides a framework to align these initiatives with the company’s overall goals. Whatever step you’re taking, remember: fail fast. It’s okay to move on from an opportunity when it’s clear the fit isn’t there. GENREV!™ helps you focus on strategies, performance against forecast, and overall progress to ensure sustainable growth. Each step, guided by GENREV!™, builds a foundation for sustainable growth and lasting customer relationships. Here’s to profitable, impactful selling! Previous Next

Part 7 of 8: Crafting SMART Sales Strategies Previously: Part 6 explored how to equip and support your sales team with structure, tools, and collaboration across functions to enable execution. As you review this next section, think about how your organization defines strategy. Are goals clear and actionable? Do your team members know what they’re working toward and how success will be measured? Introduction & Practical Framework Strategies often fail not because they’re wrong, but because they’re vague. SMART goals give structure to strategy by turning broad ambitions into focused, measurable actions. I’ve applied the SMART method across a range of initiatives, from account development to pricing resets to team performance plans. In every case, the structure brought clarity, accountability, and alignment. SMART Framework SMART strategies connect big goals to day-to-day action. When applied with intent, SMART goals help teams and leadership move in the same direction. Each goal should be: Specific – What exactly needs to be achieved? Measurable – How will progress or success be tracked? Achievable – Is the goal realistic based on current resources and constraints? Relevant – Does it support broader organizational priorities? Time-Bound – When will it be completed or reviewed? Where to Apply It The SMART approach works across all levels and functions. Use it to: Focus account development efforts. Shift sales mix or product emphasis. Improve margin discipline. Guide individual performance and coaching plans. Align cross-functional goals between sales, marketing, ops, and leadership. Key Takeaway SMART strategies create clarity, alignment, and accountability, ensuring strategic goals translate into day-to-day execution. The SMART methodology is embedded in GENREV!™, enabling leaders and teams to define, track, and adjust strategies in real-world terms. Question How are you currently aligning team efforts with broader business goals? What’s a SMART goal you’ve used or could use, to bring more clarity to your strategy? Call to Action If your sales goals feel disconnected or difficult to act on, I’d welcome the chance to share how SMART structure has helped teams I’ve led gain focus and drive results. Coming Up In Part 8, we’ll close the series by focusing on how to forecast both sales and gross margin to drive confident decisions and long-term profitability. #SMARTGoals #SalesStrategy #SalesExecution #StrategicSelling #GoalSetting #GENREV Previous Next

Understanding Revenue and Expense: A Key to Empowering Your Sales Team It's a common misconception among salespeople that every dollar in revenue directly translates to a dollar added to the company’s bottom line. Many will disagree with, but time and time again, we have found that salespeople and managers alike, do not truly understand how these 2 areas relate to one another. This oversimplified view overlooks the reality of initial sales costs and numerous other expenses. By investing time to educate your sales team on how revenue translates to profit, you can foster a deeper sense of ownership and performance excellence. Here’s how to achieve that: Break Down Revenue and Gross Profit: Illustrate the concepts of revenue, gross profit percentage, and gross profit dollars. By showing real-world examples, salespeople can see how their efforts contribute to gross profit, which is a crucial metric for the company’s financial health. Income Statement Overview: Provide a detailed walkthrough of an income statement. Highlight various expense categories and explain what they represent. This clarity helps salespeople understand the broader financial landscape of the company. Net Profit Calculation: Demonstrate how net profit is derived from revenue after accounting for all expenses. Comparing net profit to revenue offers a realistic picture of the company’s profitability. Impact of Variations: Use examples to show how changes in revenue, gross profit percentages, and expenses impact overall profit. This helps salespeople see the direct effect of their performance on the company’s financial outcomes. When your sales team comprehends these aspects, they will be more motivated and capable of driving better results for themselves and the organization. Think of it as the difference between giving someone a fish and teaching them to fish. Equip your salespeople with the knowledge they need, and they will not only thrive in their roles but also contribute significantly to your company’s success. Previous Next

Part 4 of 8: Matching Customer Needs with Organizational Capabilities Previously: Part 3 focused on segmenting customers and building strategic profiles based on their type, industry, and potential. As you continue, ask yourself: Have you ever experienced a gap between what Sales was selling and what Operations could realistically support? I welcome your thoughts on how you’ve addressed these alignment issues. Introduction & Practical Framework You can’t sell what you can’t deliver. Aligning customer needs with your company's real capabilities is where strategy meets execution. I’ve found that one of the quickest ways to improve profitability is to make sure what’s being sold aligns with what the company can deliver-operationally, technically, and financially. Evaluate Organizational Capabilities Product/service availability Production flexibility and lead time Technical and engineering support Service capacity and responsiveness Internal priorities and constraints Key Takeaway Matching customer needs to your capabilities prevents wasted effort, protects margins, and ensures expectations are met-or exceeded. This balance is at the core of GENREV!™, which helps teams align their customer strategy with internal capabilities. Call to Action If you're unsure whether your team’s focus is aligned with what the business is built to deliver, I always welcome the opportunity to connect and compare approaches. Coming Up In Part 5, we’ll take that alignment and turn it into focused, actionable sales plans that reflect real-world constraints and opportunities. #CustomerAlignment #SalesExecution #OperationalExcellence #SalesLeadership #GENREV Previous Next

Cold Calling: A Practical Approach for Sales Professionals Insights on Balancing Persistence, Professionalism, and Authenticity in Sales In our previous article, Top Cold Calling Statistics and Tips for 2024: Overcome Challenges and Boost Sales Success , we highlighted the biggest challenges sales professionals face when cold calling and shared practical tips to navigate them. Cold calling remains a topic of ongoing debate, especially in B2B sales, where person-to-person dialogue still plays a critical role. This is particularly true in industrial sectors, where trust and relationship-building are often key to success. Despite technological advances and new sales channels, cold calling-when done correctly-continues to deliver results. Here are some practical strategies to help you make the most of your cold-calling efforts: 1. Be Authentic, Transparent, and in the Moment Based on feedback we’ve received after successful calls, transparency, genuineness, and preparation stand out as key factors. Authenticity resonates-people can tell when you’re being real versus reciting a script. Stay present during the call, truly listen, and respond thoughtfully. This level of engagement demonstrates your commitment to understanding their needs and building a relationship. 2. Treat Cold Calls as a Two-Way Discovery Process Cold calls are about opening a dialogue, not delivering a pitch. Start by introducing yourself, your company, and the problems you solve. Then, ask open-ended questions to determine if they’re experiencing challenges you can address. Just as importantly, invite them to ask you questions-it’s a two-way process. If the company does not need your services now but agrees to follow-ups, send a thank-you note for their time and insights. Mention something specific you learned during the conversation to personalize the message. Let them know you’ll periodically reach out to keep in touch for potential future needs. Thoughtful follow-ups like this leave a lasting and positive impression. 3. Leverage Industry Insights, Sales Tools, and Trade Organizations Being informed makes all the difference in cold calling. Staying up to date with industry trends, market conditions, and business challenges allows you to have more relevant conversations with prospects. Accessing industry reports, trade publications, and business intelligence tools gives you the context needed to position your offering effectively. Lead generation platforms like Apollo.io help you identify and qualify prospects, ensuring you’re reaching the right people. Researching companies and decision-makers before calling allows for a more targeted and meaningful conversation rather than a generic pitch. Beyond research tools, industry trade organizations offer valuable networking opportunities and credibility. However, simply being a member isn’t enough-active participation is key. Engaging in events, discussions, and committees builds relationships that make your outreach more effective. The more visibility and trust you establish in your industry, the easier it becomes to turn cold calls into warm conversations. 4. Balance Persistence with Professionalism Follow-up is critical but must be done thoughtfully. Start with a cadence of follow-ups every two weeks for approximately six weeks. After that, consider shifting to monthly touchpoints if there’s no response or explicit rejection. By maintaining a professional and consistent approach, you stay relevant without overwhelming the prospect. 5. Personalize Your Follow-Up Immediately If your call goes to voicemail, leave a clear and concise message explaining why you’re calling and letting them know you’ll follow up via email or text. Following up promptly reinforces your professionalism and interest in their business. Reference your voicemail in the follow-up to personalize the interaction and build credibility. 6. Focus on the Right Personas Ensure you’re targeting the industries, customer types, and roles where your offering brings value. A focused approach will always outperform a scattershot one. Use research and insights to refine your ideal customer profiles and tailor your outreach to address their specific challenges. 7. Believe in Your Product Sales is about believing: If you believe in your product, it shows. If you do not believe in your product...yup, it shows. BELIEVE-or get out. While there are, of course, other ways to approach cold calling, we hope these suggestions support your efforts. Cold calling is never easy, but with persistence, preparation, and authenticity, it can open doors to meaningful opportunities. We encourage you to share your experiences and insights on this topic. What has worked for you? What challenges do you face? Let’s continue the conversation and learn from one another. Previous Next

Part 3 of 8: Creating Customer Profiles for Strategic Focus Previously: Part 2 explored identifying growth opportunities and declining trends through detailed product and customer-level analysis. As you read what follows, think about your own customer landscape. What segments have you found most challenging to define or prioritize? Feel free to share how you’ve approached segmentation in your organization. Introduction & Practical Framework Customer segmentation is one of the most important but often overlooked steps in sales planning. It allows for more strategic decisions, better forecasting, and improved alignment of resources. Organizing customers by segment, type, and value can help sales teams focus on what matters most-not just who is buying the most, but who has the most potential. Suggested Classifications (use subcategories that apply to your business) Customer Type: OEM, Distributor, End User, VAR, etc. Industry Segment: Industrial, Aerospace, Defense, Energy, etc. Account Type: Strategic, Growth, Target, Harvest, Maintenance, etc. Analyze Profiles to Understand Profitability vs. revenue Risk and churn potential Alignment with product mix Level of engagement and support needed Key Takeaway By truly understanding your customers and where they fit within your strategy, you improve decision-making, prioritize effort, and align sales activity with the most promising opportunities. This same thinking is reflected in GENREV!™, which supports more strategic account planning through profile and segmentation tools. Call to Action If you’re looking to build or refine customer profiles to bring more structure to your planning, I always welcome the opportunity to connect and share ideas. Coming Up In Part 4, we’ll look at how to align your customer strategy with what your organization can realistically support-operationally, financially, and technically. #CustomerSegmentation #StrategicSales #CustomerInsights #SalesFocus #AccountPlanning #GENREV Previous Next

Part 2: Analyzing Trends and Identifying Opportunities In Part 1 of this series, we explored the importance of historical sales data analysis and the insights it can provide. Now, let's delve deeper into the trends and opportunities revealed by this data. Key Takeaways: Identify Growth Trends: Discover emerging opportunities and capitalize on them. Address Declining Sales: Identify root causes and implement effective strategies. Optimize Your Product Mix: Make data-driven decisions to optimize your product offerings. Key Questions to Consider: Are there any significant growth trends or patterns emerging? Are certain products, industries, or customer segments driving disproportionate growth? Are there any declining sales trends or areas of concern? Are specific products, industries, or customer segments experiencing a decline in sales? Are there any seasonal fluctuations in sales? Understanding seasonal patterns can help optimize sales forecasts and resource allocation. What is the average sales cycle length for different products, industries, and customer segments? This information can help improve sales forecasting and identify potential areas for sales process optimization. Are there any emerging trends or market shifts that could impact future sales ? Staying ahead of industry trends is crucial for long-term success. Analyzing by Product Type/Family/Part Number To gain a more granular understanding of sales trends and opportunities, break down the historical data by product type, family, or part number. Ask yourself: Which products are driving the most sales? Are there any particular product lines that consistently outperform others? Are there any products experiencing declining sales? What factors are contributing to this decline, and what strategies can be implemented to revitalize these products? Are there any product synergies or cross-selling opportunities? Identifying complementary products can help increase sales and customer satisfaction. Is the product mix aligned with the organization's overall strategy? Are there any product areas that require strategic adjustments to support long-term growth? Creating Customer Profiles To better understand your customer base and tailor your sales approach, create detailed customer profiles using your organization's terminology. This includes: Customer type: OEM, distributor, end-user, VAR, etc. Industry: Identify the specific industries your customers operate in. Account type: Maintenance account, growth potential account, harvest account, target, etc. Analyzing Customer Profiles Once customer profiles are created, analyze them to identify: Customer segmentation: Are there any distinct customer segments with unique needs and preferences? Customer value: Which customer segments contribute the most to your revenue and profitability? Customer retention: Are there any customer segments with high churn rates or low customer satisfaction? Would you like assistance with this? Please feel free to contact me. we’ll be happy to help. Previous Next