HR Decision Makers
(October 01, 2007)
In the past month, I have had a
half-dozen conversations with people who are bringing new products to
our marketplace. Inevitably, the conversation swings around to the
question of reaching the buyer. Each of the six conversations dwelled on
the inaccessibility of senior level HR management. Each pooh-poohed the
idea of reaching out to trench level recruiters. Each entrepreneur was
certain that success lay in the office of the mythical HR Decision
Maker.
These were all adults, most of whom had
more, rather than less experience in the industry. Yet, their products
were individually and collectively doomed to fail because of the way
they approach the sales process.
It's the same story each time. A bank of
cold callers tries to wedge its way into the decision maker's headspace.
Each in turn is surprised that the sales process grinds to a halt right
after the "decision maker" delegates it downstream. When pushed to
explain why a grass roots sale is inadequate, they each pointed to the
horribly dense, six to nine month loop associated with a bottoms up
approach.
In other words, these entrepreneurs
blame the market for their lack of sales traction. It's a bad place to
be when you are introducing a new product. The market is what it is,
success is a question of adequate investment, proper logistics and
realistic objectives.
Today, 40,000 vendors, all certain that
their offerings are strategic, are calling into HR Departments around
the world. Job Boards, Background companies, Talent Management services,
compensation data, HR Consulting, Search Engine Optimization and a
thousand other offerings flood the mail baskets and voice mail baskets
of supervisors in Recruiting, Staffing and HR.
We're starting to see Recruiting
Technology managers whose job is simply to say no to everyone who calls.
Often, one person full time isn't enough.
Our market has changed from the days in
which it was a little village that could stand cowboy marketing. Today,
it takes persistence and perseverance to make a dent in the challenge of
creating a brand.
Why do so many new entrants pick on
Monster? Because Monster has a brand and they don't. Targeting Manster
in initial branding plays is lazy and ineffective. Everyone who gets the
new anti-monster taglines has already noticed that MNST is starting to
fade.
So, the next time you see another
monster killer or hear a sales exec moaning about the difficulty of
reaching decision makers, tell them that if they had something
interesting, it wouldn't be so hard.
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