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. Compliments of Growth List , we’re sharing their report, 40+ Cold Calling Statistics For 2024 . Whether you’re on the front lines making calls or in leadership pushing for more, this report offers valuable insights. It not only highlights the challenges but also provides strategies to overcome them. Here are some key takeaways, along with practical tips to help navigate the cold-calling process: 1. Most People Avoid Answering Unknown Calls Stat : 87% of Americans don’t answer calls from numbers they don’t recognize. Tip: Introduce yourself via email, acknowledge their busy schedule, and mention that you’ll follow up with a call if you don’t hear back. This approach fosters familiarity and increases the likelihood of engagement. 2. Voicemail Dominates Stat: 80% of cold calls go to voicemail. Tip: Leave a clear and concise voicemail explaining why you’re calling, how you help others, and request a few minutes of their time to explore potential fit. This approach is personable and avoids assumptions about their needs, fostering an open and professional dialogue. 3. Many Salespeople Feel Unprepared Stat: 40% of B2B reps admit they don’t feel ready when making cold calls. Tip: Prepare a flexible script or notes based on your prospect’s industry and role. Focus on the problem you solve rather than delivering a canned pitch. Be yourself and speak authentically to build trust. 4. Persistence Wins Stat: 93% of leads convert after six cold call attempts. Tip: Stick to a follow-up schedule. Use varied approaches-calls, emails, and social touches-to keep the conversation alive without overwhelming the prospect. 5. AI’s Role in Cold Calling AI is transforming cold calling by offering insights into customer behavior, automating follow-ups, and analyzing call performance. Tip: Use AI tools like ChatGPT to refine your messaging, prioritize leads, and evaluate call strategies. Treat it as a coach, but always review and adapt suggestions to fit your style. Cold calling may seem straightforward-anyone can pick up the phone. But achieving real results requires persistence, balancing helpfulness with professionalism, and solving your prospect’s needs. Take the time to read Growth List’s full report: 40+ Cold Calling Statistics For 2024 . Stay tuned for our next post, where we’ll explore strategies for overcoming the fear of cold calling. Previous Next

Don't Just Partner, Build Relationships In this Insight, we explore the shift from transactional engagements to nurturing meaningful connections. Discover how investing in trust, communication, and shared values can transform your business approach. Partnerships can be fleeting; a missed delivery or performance issue can lead to dissolution. In contrast, enduring relationships withstand business's highs and lows through collaboration and commitment. In today's business landscape, distinguishing between partnerships and relationships is crucial. While partnerships are transactional and easily severed, relationships are built on trust and mutual respect, enduring challenges and fostering growth. If you aren't already, we encourage prioritizing strong individual and organizational relationships. Focus on building trust, effective communication, and shared goals to drive mutual resilience, innovation, and loyalty. Let's shift from transactional partnerships to meaningful relationships. By doing so, we lay a foundation for sustained success and impactful collaborations. Are you investing in relationships that stand the test of time? Previous Next

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. As you finish this final part, think about forecasting in your organization. What has and hasn’t worked for you when it comes to building reliable and actionable forecasts? Introduction & Practical Framework Forecasting isn't just a reporting function, it’s leadership. Done right, it informs inventory, hiring, investments, and confidence across the business. I’ve applied forecasting principles consistently throughout my career, both as a sales contributor and as a business leader responsible for results. The structure can vary by organization, but applying a consistent forecasting discipline is what makes it work and keeps it credible. Create Customer-Specific Sales and Gross Margin Forecasts by Considering: Historical sales trends (Are the trends still pertinent going forward?) Organizational strategy and active pipeline Product mix, pricing, and COGS Market knowledge and customer-specific insights Supply constraints and broader market shifts And be sure to monitor regularly and adjust accordingly. Key Takeaway A solid forecast gives your business the confidence to move. And when it’s consistently managed, it becomes one of your most reliable tools. Forecasting, both in sales and gross margin, is a core feature of GENREV!™, designed to improve accuracy and drive alignment. Call to Action If you’re looking to improve how you forecast-not just report, I always welcome the opportunity to share what’s worked in real-world environments. Series Wrap-Up Thank you for following along with this 8-part series. If any part resonated with you, or if you’re ready to explore a more structured approach to sales leadership and performance, I’d be happy to connect and discuss how this framework might help your organization. #SalesForecasting #MarginManagement #B2BSalesLeadership #FinancialStrategy #ProfitableGrowth #GENREV Previous Next

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? A friend sent this photo he took at a customer’s location. It featured a quote by Kenneth B. Elliott: “A customer is the most important visitor on our premises. He is not dependent on us. We are dependent on him. He is not an interruption in our work. He is the purpose of it. He is not an outsider in our business. He is part of it. We are not doing him a favor by serving him. He is doing us a favor by giving us an opportunity to do so.” We can’t count the number of times we've heard grunts, groans, complaints, and disrespect towards customers. Remember: Without customers, there are no sales. Without sales, there is no business, and without a business…NO JOB! We all have our moments, but let’s think about this. Customers are human, and like snowflakes, no two are alike. They even have quirks, just like you and me. They buy for various reasons, and it’s your responsibility to understand why and how to help. If you or someone in your organization has a problem customer, ask yourself: Why are they a problem? Do I/we offer what they need? Can I/we meet their expectations? Is it the individual, company, or both I/we am/are struggling with? What can I/we do to improve the experience? Am I/we the problem (be honest)? Instead of complaining, ask these questions. Maybe it's not a good fit. Do you let them go or manage them differently? If you or anyone in your organization has a bad attitude, fix it, or the customers will eventually go away. Previous Next

What's in Your Sales Wallet? 4 Questions to Boost Your Performance We've all heard the Capital One commercial, "What's in your wallet?" In sales, it's a similar question. Are you equipped with the right strategies and tactics to succeed? In today’s business environment, customers and suppliers alike have more information at their fingertips and the selling and buying process is more complicated due to multiple (4 or more is not uncommon) people involved in the decision-making process. For most, you are into H2 and likely pondering (and discussing) how the year will end. Along the lines of Capital One, what’s in your plan? We’ve had the opportunity to speak with a number of business leaders recently about sales and without exception, those conversations are the same - we need to do better. When they inquire with their sales team, common responses include: · Emails were sent (no direct contact attempts). · Our customers are happy with us (don’t know what their potential is). · We still have a few months to go (no plans though). · Crickets (they don’t have feedback). Here are some ideas that have helped us as both an individual contributor and leader. Perhaps they can help you? Key Questions and Solutions: Know Your Roots: Where has your business been coming from? Analyze historical data to identify trends and opportunities. Look Beyond the Sale: For engineered/made-to-order products, consider: Upgrades and Enhancements: Offer customers options to upgrade or enhance their existing products. Maintenance and Servicing: Provide maintenance contracts or repair services to generate recurring revenue. Cross-Selling and Up-Selling: Suggest complementary products or services to increase the overall value of the sale (and your organization). Know Thy Customers: Understand their current needs and challenges. Ask, don't assume. Plan For the Future: Develop strategies for long-term growth and become your customers' go-to person. Hopefully these ideas help put more in your wallet. Need More Help? If you or your organization would like help with these strategies, please reach out. We’re happy to share our experience and insights. 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