Winter ’11 Upgrades Winter '11This past weekend upgraded to Winter ’11.

You will see some obvious changes in the overall look of your user interface (UI).

  • Search box is now located above your tab set.
  • Admin links are now a “dropdown” menu accessed by clicking on your user name at the top of the screen.
  • Application menu change in appearance.

Additional upgrades were made to Reports, Outlook integration and Service.

Winter ’11 General Enhancements
(Recommended viewing for sales team)

Real-time Report Video:

Salesforce for OutLook:

Winter ’11 Service Enhancements (Recommended viewing for internal Support Administrator)

Setting up Service Consoles:

Using the service console:


Sales Expectations Vs. Goals

Expectations vs. GoalsSales goals are carrots created by salespeople and organization that everyone strives to meet. Typically goals are set higher than expectations.

Expectations are a list of measurable criteria and behavior policies creating a basic performance benchmark.

Goals and Expectations are unique from each other, they are not the same.


One of the best actions an organization can take to is to create a clear list of basic sales expectations.
This list should include the following:

  • Sales revenue
  • Start and Stop date to achieve revenue
  • Record keeping practices
  • Marketing actions
    • Calling
    • Partner development
    • Meetings
    • Sales presentations.

By implementing expectations everyone in the sales group has a clear benchmark of performance. Because sales management can be a fire drill new hires are often left to wonder. “Am I falling short, meeting, or exceeding expectations?”  Your list of expectation will allow them to see for themselves how they measure up.


Goal setting is an action for salespeople to look internally, placing the “bar” higher than the company expectations. Salespeople should set their goals so that they move well beyond basic company expectations. In addition to setting individual salesperson goals every sales group should develop an overall sales goal. Management needs to view goals as upside and expectations as must have levels of performance.

Company budgets should work off of expectations!

This means that you should never set goals and expectations at the same level. I look at expectations as my “Good Enough” watermark. When a salesperson meets expectations they earn the right to stay on the team! When a salesperson achieves their goal they receive a bonus.

When setting quotas (budgets) should you look at expectations or goals?

The only quota that matters to salespeople is the one they carry around in their head. This is the one which holds the amount of money and recognition they want to achieve in their own lives and is completely independent from anything the company publishes.

I find a good policy is to set sales quotas at your “Good enough” expectation level and then implement a commission plan that highly rewards salespeople that help your service bureau achieve the overall sales goals. Here is an example for a retail salesperson (50 and under employees focus.)

Sales Quota:

  • 120,000 Annual payroll sales
  • Quarterly quota 30 – 45K depending on quarter
  • Base Salary + XX% annual payroll revenue

Sales Goals  Bonus considerations: Quarterly Bonus Considerations

  • $100 for every  five opportunities developed by one business partner
  • $250 bonus for every $5000.00 sold above quarterly quota
  • $500 for adding five work comp clients
  • $500 for adding 10 HRanswerlink clients
  • $50 dollars for each demonstration hosted in our office

In developing a sales bonus program look beyond revenue and bring in overall business goals. The more services you deliver to customers the more likely it is they will not leave your service bureau. So, you should tie your sales expectations and bonus structure to drive sales habits which deliver more than just payroll business.

In summary expectations will keep everyone on task and leave no mistake as to who needs to “up” their game. Goals guide your team past expectations helping salespeople reach their full potential. Sales budgets should be set according to your service bureaus expectations with bonus gates/programs clearly defined rewarding salespeople that perform at a high level and deliver on company sales goals.

Jigsaw fully integrated with

The recent purchase of Jigsaw by is outstanding news. Now users of gain simple access to an outstanding list source.

Jigsaw is the perfect marketing companion to all organizations that use and VerticleResponse. Using Jigsaw you can:

  • Build marketing lists for import
  • Update existing lead database
  • Quick search for additional contact points
  • Update/clean  your email database

The Data Fusion product offers clients an extremely powerful marketing tool.

Here is a short video to give you an overview of using Jigsaw in

(full disclosure my company MCC  is a referral partner of jigsaw)

How to modify your Home Tab Dashboard view in

In this video we demonstrate how to modify which dashboards display in your Home Tab.

If you have an idea for a future “How to” please submit it in the comments section of this post!

How to schedule meetings (Events) using

This is the first in a series of “How to” videos I will be posting involving the simple day to day use of

In this video we will cover creating/scheduling a new meeting (Event) in We also cover using the Add Invitee link to send out meeting requests.

How to use Tasks in to manage your Tickler process

In this video we show how to use Tasks in We also demonstrate how you can use the recurring option to better manage your sales tickler process.

If you have an idea for a future “How to” please submit it in the comments section of this post!

Are you really losing on price?

Are you really losing on price?The truth is, price is ALWAYS a major part of the buying decision. Some buyers understand market price; they do their homework or have purchased your service/product in the past. This group also knows what to expect at certain price points. Other buyers have no clear idea about price and expect salespeople to educate them (frightening, but true). So why do you or your salespeople always seem to be selling on price?

The answers, listed in no particular order:

  • Poor selling skills
  • “Me too” selling by all competitors

Most price issues are generated by the people selling the services. If no one is good at selling or differentiating how she is the best provider, the only thing left to talk about is price. This reality is hard for most salespeople to accept because what it really means is:

  1. You suck at sales
  2. Your company sucks
  3. Your industry is full of hacks

You can correct or take advantage of two of these. If your company sucks, leave!

A simple action to add so that you don’t totally suck at sales is to become skilled at identifying how much a buyer expects to pay. Looking at their current expense is NO indication of the buyer’s real price expectation.

Have you ever tried to get out of a bad relationship? Think of it in these somewhat strange terms:

Say this current bad relationship costs you $85.00 in happiness dollars. In return, you get:

  • A dinner companion
  • Someone to hang out with
  • His annoying habit #1
  • His annoying habit #2
  • His annoying habit #3
  • Etc.

Now someone else comes along and is willing to get in a relationship with you at a cost to you of $125.00 happiness dollars. In return, you get:

  • A dinner companion
  • Someone to hang out with
  • A friend you enjoy
  • Going to movies you want to see
  • Freedom to be yourself

Would you rather pay about the same just to be in any relationship so long as it’s not your current one or invest an additional $40.00 to be in your ideal relationship?

Sales is about gaining an understanding of buyers’ needs and helping them achieve their goals with YOU! A first step in not totally sucking is to ask a simple question or two early so that everyone can focus on the buying process.

Identify an initial budget or price point:

“What are you expecting to invest on this project?”

The buyer will either tell you a monetary range or twist in her seat before saying “I can’t or would rather not give you that information.”

If he twists, be simple and help him out. Take your rough idea of price and give him a range to consider.

If your widget costs $100.00 month, you might say:

“Most clients expect to pay between $100.00-$150.00 a month. Does that fit within your budget?”

Notice that you should place your expected number on the low end. At this point, you want to see if you can even participate in the buying process. The buyer will either agree to the budget or explain that your numbers are low, high, or come clean and tell you he has no idea what to pay. Regardless, you now have a number to work with and can place pricing aside and help the buyer identify his ideal relationship. If you are high, don’t worry; find out what type of relationship they are looking for. When all is said and done, if you can deliver the relationship he really wants, he’ll find a way to invest in you.

If your sales team is selling price first, immediate and dramatic action should be taken to help them all earn more money. The following information should be considered.

How to bring your sales team around to sell first and align price later

  • Ask this question first: Is your company actually priced within market? I define this as being 20% either side of the market leader’s price.
  • Don’t let your team adjust price on any new business for one quarter. This may be kind of hard for some managers. Don’t worry about the short term. You need to be thinking of future team health. If a manager can hold firm on price concessions, the sales team will spend more time helping buyers BUY from them and less time giving price. Once they get it, they get it!
  • Create a great SPIF program focused on holding price.

What to do if your main competitor is 20-40% less on every deal and they’re actually winning the deals

  • Verify that the competitor is actually winning. Call lost accounts to make sure a change or deal occurred.
    • Survey these accounts
    • What did they like most about the winner?
    • Is the purchase working out as expected?
    • If price wasn’t an issue, would they have chosen you?
  • As a sales team, do a Differentiation Worksheet
    • “Ben Franklin” each company
      • Where are you the same?
      • Where does your team say the same thing?
      • Where do you do the same things?
      • What can you change to stand above this competitor?
      • How can you demonstrate value to these clients against this competitor?

Work as a team to develop a simple sales approach to use when competing against this competitor. By being prepared, your team will instantly bring a better buying experience and more likability to the sale.