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Wayne Peterson

Wayne Peterson is the Principal of the Black Canyon Consulting Group Inc.  Wayne’s practice focuses on three areas: strategy and marketing, rapid sales growth, and customer retention. Reach for Wayne directly at 540 751-0852 or wmp@blkcyn.com.

Recent Commentary & Analysis from Wayne Peterson

Displaying 1-15 of 15 articles

Find Big Challenges - The Sixth Rule of Social Selling

Published April 6, 2015

Your role is to enable your customers to meet their needs, grasp their opportunities, and defend against their threats. Whether you like it or not that’s how your customers see your role. If you’re not doing one of those three things, you’re a distracting and useless waste of time. Period.

 

Earn Your Access – Fifth Rule of Social Selling

Published April 3, 2015

Direct, early access to the real decision-maker – not someone whose power is limited to saying “no,” but the person who has the authority to say the final “Yes” – It’s the Holy Grail for professional B2B salespeople. And it has gotten harder and harder to gain.

 

Enrich Your Network – Fourth Rule of Social Selling

Published March 31, 2015

One common trait is shared by all of the highest-performing salespeople I know. Each one works steadily and intentionally to increase his or her Sphere of Influence.

 

Sharpen Yourself! – The Third Rule of Social Selling

Published March 27, 2015

Some B2B salespeople I encounter baffle me. My work brings dozens of them across my path each year. There’s a significant segment who claim to desire and expect productive careers but who show almost no sign of investing in themselves. I don’t get it.

 

2nd Rule of Social Selling - Reject Funnelism

Published March 26, 2015

I have a confession to make. I’m not a Funnelist. I don’t worship at the altar of Funnelism. Never have. It's deadly. Ben Chestnut (founder of MailChimp) was right when he compared the “marketing funnel” to a meat grinder.

 

Social Selling: Rule #1 – Don’t Be Creepy

Published March 25, 2015

The horror in his face made me laugh out loud. I was in a videoconference coaching session with a VP, Sales & Marketing. I was coaching some of his salespeople and to track with them, he was doing with me what they were doing. He and I had designed a new business development process from the ground up, and were vetting each stage and step. We were deep into the process, and focused on how to gain access to a decision-maker.

 

Crashing at the Finish: The Last, Winning Step Too Many Salespeople Skip

Published March 19, 2015

She was so close. She had worked to develop the opportunity for two years. She had created a couple of key relationships, and developed them very well. She had a good understanding of the customer’s circumstances and special needs. With help, she created a strong proposal and delivered it to her primary contact. Her primary contact recommended that her proposal be chosen. So she rightly believed she was in the lead. And then she lost it. Why? She didn't ask for the opportunity to make a presentation before the final decision was made. She thought her excellent proposal was enough.

 

Recruiting Salespeople: Stop Hiring Retreads

Published March 11, 2015

Yes, I’m talking to you. You knew exactly what I meant when you saw the headline: itinerant salespeople who move from company to company on about a two-year cycle. Of course they hope that this time will be different, that this gig will last. The problem is they are going to sell as they have before while hoping for a different outcome. The companies that hire them reinforce that false hope, and set them up for one more spin through the failure cycle. It's ugly. And it's expensive.

 

Toxic Sales Training

Published February 24, 2015

Some of what passes for “sales training” is just plain dangerous. Actually, I would label it: Highly Toxic. It is toxic to sustained improvement, to sustained sales growth, and to the careers of those who recommend, endorse, buy and implement it. It is chosen with the very best of intentions, but it is worse than ineffective. It isn’t harmless; it is poisonous and sometimes deadly.

 

Yes, You Do Need Stinking Badges

Published February 19, 2015

It isn't difficult to identify when a business development process is missing or badly damaged. Here are five telltale signs.

 

What is the Future of Print?

Published August 11, 2014

What could arguably be deemed the strongest of the printing industry trade associations is now surveying its members, asking them to describe whether the future of "print" is grim or bright. They will get a wide range of responses, and setting aside the value of reporting to their members what those members already think, the question itself is much too broad.

 

Premium Content Harland Clarke and Valassis: There’s a Real Strategy in Play

Published January 6, 2014

So, why would a firm that started life as a check printer and that still focuses primarily on financial institutions spend $1.8B to buy a retail coupon and advertising printer?

 

Premium Content Really Great Deals! Eight Keys to Create One

Published December 11, 2013

Consolidation looks like the obvious play in a shrinking industry space: put two friendly competitors together, eliminate redundant / duplicative activities, pocket the savings and move along happily. Sounds simple and neat. Uh oh.

 

RRD & CGX — The Strategy Behind the Buzz

Published October 30, 2013

Over the last few days, I've been asked more than a dozen times for my take on RR Donnelley’s pending acquisition of Consolidated Graphics (CGX). Frankly, I have been surprised by the number of people who found the announcement puzzling. And most of the speculation has suggested that it’s purely a defensive move on RRD’s part in the face of declining industry sales volume.

 

Murders and Accusations or “Why not to do a deal at all.”

Published September 17, 2013

No, that title isn’t a typo. Mergers and acquisitions are getting lots of attention again. That means mine will probably be the most contrarian voice on the subject. Over the past 14 years, I’ve watched 8 different deals up close. So let me apologize in advance: I’m not a fan of mergers or acquisitions. Here’s why..

 

 





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