Prospecting is Changing - EyesOnSales.com · Yes, my managers in those companies (and some of our clients) thought it was a waste of time getting my prospecting script right. “Just

Prospecting is Changing - Ideas to harness this change and tilt the playing field your way

An eBook by Nigel Edelshain

Sales 2.0

www.sales2.com Page 2

Prospecting is Changing Prospecting is changing. It is getting harder-and-harder for sales people to get through to their target buyers. Sales cycles are getting longer. Does this mean all sales people will all be out of a job soon? I say a resounding “no”! As buying environments change so are sales processes and tools. There is a new category of “Sales 2.0” tools emerging. One of the most well received of these tools is our sponsor for this ebook, Jigsaw. Jigsaw is a sales tool created by sales people for sales people. Sales people come together to share names of contacts in Jigsaw making it vastly more efficient to find people to call, particularly in big companies and particularly in middle management positions (the ones that are not in Hoovers etc.)

Sales people who do not take advantage of these tools are letting the “playing field tip against them”.

Plug over. Jigsaw is not the only interesting tool emerging to help sales people. Zoominfo has similar utility for sales people but gathers its data in a different manner. There are interesting tools for combining email with telephone prospecting from companies like Genius.com. And the now the almost standard tool for getting referrals into companies LinkedIn Sales people who do not take advantage of these tools are letting the “playing field tip against them”. Buyers are screening themselves more-and-more but sales people have a whole new range of tools available to make prospecting more effective. This is my first “aha!” moment of this e-book (my “aha! Moments are highlighted in this ebook by colored text and a big exclamation mark – in case you want to read this ebook in 90 seconds).

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http://www.jigsaw.com/

http://www.jigsaw.com/

http://www.hoovers.com/

http://www.zoominfo.com/

http://www.genius.com/

http://www.linkedin.com/


I sell too. When I realized that unless I kept up with the latest sales tools my selling would get harder-and-harder and my revenue would probably shrink, I got worried. I didn’t want my selling to get harder. I wanted it to get easier. So I quickly started learning about Jigsaw, LinkedIn, SalesGenius and Zoominfo etc. I want to share some of that learning with you in this ebook and combine it with some of the basic elements of prospecting to help you understand how to take your prospecting into the Internet age. This ebook highlights a few of the most important new tools that are available. It’s not an exhaustive study of all the new sales tools out there by any means. But I hope it gives you some good ideas on how to tune up your sales process by combining some fundamental steps with some new ingredients. Most of all, I hope one or two ideas in here make your selling a little bit easier and more successful.

Develop a Strong Value Proposition When most people think of prospecting they think of picking up the telephone. But there’s a good amount of homework to be done before you make your first call.

The first part of this ebook may sound like marketing to many sales people – and indeed it is!

But the marketing deliverables described in these first two sections: a value proposition (a.k.a. prospecting script and a target prospect definition) are frequently not provided to sales people in a way that is useful to them. So bear with me, I believe a little time with your “marketing hat on” will pay you plenty of sales dividends down the road.


There’s a small chance that you are one of the lucky sales people whose marketing department has done a great job of developing a value proposition that is customized for your territory. If so, congratulations, skip this section!

But before you assume you are all set with your value proposition, pause. Most value propositions from most marketing departments are poorly tailored to the needs of sales people. Most are too generic or too full of buzzwords or talk too much about your company not about your prospect.

Take a quick “gut check”. Does your initial prospecting “script” really resonate with your prospects? If you’re not confident, keep reading.

In all the companies I have worked for, especially in technology companies. Our value propositions were terrible! Full of bits and bytes and “gobble-dee-gook” that no prospect could understand or care about.

My years of selling have shown me: if you don’t have something good to say, there’s no point saying it to hundreds of people

Yes, my managers in those companies (and some of our clients) thought it was a waste of time getting my prospecting script right. “Just get on the phone!” they screamed. But my years of selling have shown me: if you don’t have something good to say, there’s no point saying it to hundreds of people.

So even though developing value propositions may not always be a sales person’s job, I recommend you do it anyway!

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A value proposition is a succinct statement of what value your product or service offers a prospective client – it is the message that you wish to convey to the marketplace and to each person you call.

The goal is to have a statement that expresses the key problems that you solve and who you have solved them for in the past. This statement must convey all this information in less than 30 seconds.

Gather Project Histories I find that prospects place a huge weight on a company’s experience and past projects. They want to know that your firm has delivered solutions that have a lot in common with their need. In crowded markets your firm will be well-served to build its marketing message on a credible foundation of previous success.

With this end in mind, I recommend starting the development of your value proposition with an audit of your past successes. The goal here is to note commonalities in your past projects that can be used to put together a logical go-to-market story.

It’s not the only way to come up with a value proposition by any means but it is one way and it works pretty well for most situations.

Derive a List of Possible Market Segments Based on your company’s past projects you can develop a shortlist of market segments where you have developed expertise and credibility.

I favor defining target markets using your potential clients’ business lines as one of the elements. If firms describe themselves solely in terms of their products or services, prospects can find it hard to differentiate between them.


Check the Competition Once you have developed a list of possible target markets it’s a good idea to do some quick research on the competition in each segment.

From my experience you need only check if there is overwhelming competition in a particular market that would make this segment obviously unattractive (this is not a strategic planning exercise just a tactical assessment of whether a segment is worth testing).

For this purpose Internet research is often sufficient.

You can review the websites of your known competitors to see which market segments they mention. Review the websites of industry conferences that target your potential market segments. Since you only need to know if your competition has overwhelming presence in the market segments you are researching, you do not need to make this research exhaustive.

Research Market Segment Dynamics Research the key dynamics in your list of possible market segments. This is a critical stage in the process of developing your value proposition (and hence ultimately your future effectiveness in generating leads). Try not to skimp on time spent in this part of the process.

The goal is to identify changes that are occurring in the environment of your potential prospects. Change is “our friend” in selling because change creates sales opportunity.

You can use several sources of information to find out what changes are occurring in a market segment. Initially “second-hand” information sources such as Internet


websites, magazines and books are fine. Ultimately though, it is really useful to interview actual participants in your potential markets. Participants are by far the best source of current information on the changes occurring in any market.

Spending time with people like your target prospects can produce great insight where you suddenly see things from the buyer’s point of view -- not yours

Spending time with people like your target prospects (over a cup of coffee or on a quick phone call) can produce great insight where you suddenly see things from the buyer’s point of view not – yours.

Generate Buyer-Focused Prospecting Scripts Once you’ve figured out which markets to target and what changes are going on in those markets you will have a decent idea of the value proposition(s) you want to offer. You can now take that value proposition and mold it into a prospecting script by using the format coming next.

I recommend using the “I, We, You” format (created by John Orvos of SellMasters) to generate your prospecting “script”. The key to the “I, We, You” format is the “You” part. The “You” part specifies what the prospect is getting from your solution.

An “I, We, You” script is structured as follows…

“I am [Paul] from XYZ Corp. I am a senior account manager” “We are a consulting company providing integrated business services to

accounting firms”

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http://www.sellmasters.com/


“You might be interested in talking to us if you are a firm looking to solve business development challenges. We have been successfully implementing systems in these areas for over ten years for firms like UJV, ABC and TRS”

The “You” statement can be altered to an implied “You” by changing the above statement to”

“We help firms solve business development challenges. We have been successfully implementing solutions in these areas for over ten years for firms like UJV, ABC and TRS”

Although this statement uses the word “we” it actually qualifies as a “You” statement since it is focused on what the customer gets not what “we” provide.

The key elements in the statement above are:

Identification of market segments where you have found (through your research that there are needs for your type of solutions)

Reference to the fact that you have completed projects in these areas in the past The statement “flags” to your audience that you participate in the market segments that you wish to target and that you have credibility to offer a solution in these areas.

The goal of such a statement is for your audience to ask you “tell me more?”

Develop a Strong Target List Developing a strong prospecting script for your product or service is one part of the work before calling any prospects. The second part is clearly defining who you will call.


What Kind of People Buy your Product? Develop a “prospect profile” that identifies which markets and which individuals you are targeting within those markets. Your prospect profile will be used to develop a list of individuals’ names and contact details that you will use in your prospecting campaigns.

Call High And Low Call “high” or call “low”? Both!

“High” or “low” is relative. Depending on the type of product you are selling “high” does not always mean the CEO!

I’ve noticed in the technology industry specifically that to counteract lengthening sales-cycles companies have repositioned their products so they can be purchased at a lower level in an organization. In these circumstances it does not make sense to call the CxO suite when appropriate decision-makers who are more accessible reside at lower levels in your target accounts.

One of my first sales blunders was to gather together twelve mid-level IT people…I soon realized I was calling too low for my product

On the other hand, you do not want to call too low for your product and “work your way up” to the decision-maker you need. This approach inevitably fails. You have to convince people at lower levels to give you access to their boss – something people rarely feel comfortable with.

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One of my first sales blunders when I was selling million-dollar projects was to gather together twelve mid-level IT people for a meeting, feeding them expensive New York sandwiches and switching on the Powerpoint. Boy, what a waste of time! They spent the whole meeting trying to prove they were better than our tech guys and I did not advance the sales process one inch. I soon realized I was calling too low for my product. Later on in my career I found out that contacts lower than your appropriate decision-maker are actually great for gathering information – just don’t expect them to buy anything! Now I advocate contacting lower level contacts to ask them for information on the projects and changes going on their company. But I keep a clear distinction in my mind between using people as information sources and actually advancing the purchasing decision.

Put Together Your Prospect Database A prospect database works best if it’s a highly-focused list of executives’ names and contact details (phone numbers, emails, addresses etc.) It will be used for all your prospecting efforts. Populate the database with executives who fit the profiles you have developed in your “prospect profile” definition. OK, here’s a comment on a sales technology at last! I’m a fan of Salesforce.com and SugarCRM. Why? I don’t get how you can run a sales organization when you can’t see what contacts everyone has and which accounts they are calling on. That seems like a great recipe for territory conflict! So I recommend getting rid of ACT!, Goldmine or Outlook (Outlook’s not CRM you know) and getting on a web-based platform like Salesforce, Sugar or Siebel etc etc.

http://www.salesforce.com/

http://www.sugarcrm.com/

http://www.siebel.com/


Look Inside First… First examine your existing contacts. Research has found that business people have relationships with an average of 250 people. Your colleagues may have strong relationships with some relevant people. These strong connections are a smart place to start populating your prospect database. Include contacts with whom you have a strong relationship (and are in your target companies) but who do not exactly fit your prospect profile. These people may be willing to refer you to the people who do fit your prospect profile and expedite your prospecting efforts or they may be able to help you with information on your target account. It took me a while to figure out that prospecting and existing relationships were not mutually exclusive. Some how I wanted to define my prospecting plan very “cleanly” and only call people I did not know. I never considered starting with the people I did know!

It took me a while to realize prospecting and my existing relationships were not mutually exclusive…people you know are a great place to start your prospecting

Then I spent years learning about networking and finally realized that people you know are a great place to start your prospecting. Sure, they may not be your ideal buyers but they know people and either they, or the people they know, can be great sources of information. I like the concept of social networking tools that map out who everyone knows in your company. This is great idea to pool your networks – like having everyone in

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your company on LinkedIn and all linked together (and with all your contacts in LinkedIn) – which just about never happens in corporate reality. The tools out there (and being developed) mine this data from everyone’s Outlook address book (not from Salesforce.com etc. as far as I know for now). Unfortunately, I have not yet seen one of these tools work the way I would like it to across a company. I think VisiblePath may be the front-runner here but I have not used it in earnest (they are currently in Beta with a new version of their product). Spoke does something along these lines too but I’ve never been able to get it to do what I want in this regard. Stay tuned I think these tools might be really interesting shortly!

…Then Look Outside Always examine your internal contact sources before using external sources. Internal sources give you the opportunity to identify prospects with whom you already have relationships, or prospects where you have at least already gathered some background information. Inevitably though, you will identify firms where you have no information about the executives that fit your target profile. In this case you will want to use some external sources for appropriate prospect names.

Senior Executives If you want to identify the name of a senior executive for a particular firm with a particular title, you can often achieve this through a targeted Google search. But this usually works only for the top executives in a firm. Type in the executive’s title and use Google to search only the website of the target firm. Often you will find an article or bio for the executive you seek. You usually need to use one or two keywords from the executives expected title in this search,

http://www.visiblepath.com/

http://www.spoke.com/


for example “compliance” and “director” if you are looking for compliance managers. This approach is time-consuming so only works well if you are identifying a small number of executives. Often when you perform this Google search you will find a hit from Zoominfo. Zoominfo gathers together as much information on individuals as it can from the web (or you can tell Google to just search the Zoominfo site). You can sign up for Zoominfo and do more sophisticated searches under a subscription (which was expensive the last time I checked). However, Google often pops up Zoominfo results for free so this is a free way to use some of the functionality of the tool! You can also search the Web to see if the executive you are looking for has spoken at any conferences. When using this method have Google search the entire Web for the executive’s title and firm name. Typically “hits” for this type of search are from the firm’s own website or from conferences. Use this search after the search on the target company website since this approach will throw up more “false hits” and will take you more time to sort through. Hoovers is a good tool for finding the names of senior executives in a given firm. Hoovers gathers its information largely from public filings so usually only the top officers of a company are contained in the system. Hoovers requires a monthly subscription (that seems to be rising all the time!) in order to access the full list of contacts contained in their database. The Hoovers system allows you to enter the name of a company and retrieve a list of top officers, including CEO, CFO, COO and their reports. The list of officers below the “C level” executives is usually quite “patchy” and varies from company to company as to which functional titles will be reported.

Mid-Level Executives New tools are making finding mid-level executives much easier.

http://www.zoominfo.com/

http://www.hoovers.com/


Before these tools you had to start with an assistant to a C-level executive, who you found from the company’s website or from Hoovers etc., or you had to call switchboard and ask for the “person who decides on your telecom services”. This added a whole extra level of work and risk (that you would not be given any help). I personally hated the feeling of being rejected by a switchboard operator! New tools (like Jigsaw) allow you to skip this stage of the sales cycle and call in armed with the name of the person you need. Luxury!

Before these tools you had to start with an assitant or switchboard. New tools allow you to skip this stage of the sales cycle. Luxury!

Jigsaw is great when prospecting into large companies and looking for individuals that hold certain middle-management positions. Even if the individual you need is not listed you may be able to get close with a name from Jigsaw and then network from there to the correct person you need. LinkedIn is a valuable tool when prospecting. You can find quite detailed descriptions of people in their LinkedIn profiles that can give you a great deal of ammunition to start a discussion on an initial prospecting phone call. The demographic of LinkedIn is such that it contains many executives from the technology industry and in sales or recruiting positions, so it is most likely to be a source of partners for most readers of this ebook rather than of prospects.

Quality Not just Quantity Your contact management system will work best if populated with enough information on each prospect to make your prospecting time efficient.

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At a minimum I recommend each prospect record include a direct dial, mailing address, title, department and some notes indicating in what area and/or projects the person works. It is critical to obtain sufficient information on a prospect that you truly know their function in the organization. As your prospecting efforts progress the quality of your information on each contact will increase. You can start collecting information on your prospects that profiles their corporate and personal goals and interests. This information will be critical in generating leads, managing major accounts and closing deals. Collect as much data on each contact as possible. People in many industries move positions frequently. Therefore it is necessary to have a regular maintenance effort aimed at keeping your contact database up-to-date. Try to get your contacts’ email addresses and send them some material to stay-in-touch on a regular basis. When a prospect’s email bounces this will act as a flag that they have moved and you can follow up to find their new details.

Go Prospect Page 15 and we still did not pick up the phone! Abe Lincoln would be proud (“Give me six hours to chop down a tree and I will spend the first four sharpening the axe.”) Well now it’s time to pick up the phone – well almost…

Pre-Call Research Do your research to successfully gain access to corporate executives. Executives do not have the time to deal with ill-prepared sales people.


This becomes doubly (maybe trebly) true when trying to gain access to the largest corporations, since these executives are all continually bombarded by vendors trying to gain access.

He was getting a call every few minutes, or so. Wow! I thought. I’d better have something really great and really customized to say or I’ll never get this guy’s attention

This became vividly clear to me one day. I was sitting in the office of a friend who worked in technology at one of the Wall Street banks. Just after I came into his office the phone rang. It was one of his bosses (he had several). He had to take the call. While I sat at his desk I could see his phone kept flashing. He was getting a call every few minutes or so. How many of these were sales calls? Wow! I realized I’d better have something pretty great and really customized to say or I’ll never get this guy’s attention. Companies in the Fortune 500 are some of the most targeted companies in the world. Any sales person trying to gain access to these firms will really need to know what is important to the executive they are targeting.

Sniff Out their “Hot Buttons” Arm yourself with information that directly impacts your prospect. Your goal is to find the issues that are on their “top ten” list. This allows you to customize your pitch to hit one of their “hot buttons”, greatly increasing your chance of continuing the conversation.

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In order to personalize your approach to an individual executive you will often want to research information that is not in the public domain. You will need somebody who knows your prospect and knows something about their needs and priorities. If you know someone at the target firm, set up a brief “informational meeting” with them (the meeting can be conducted over the telephone as appropriate). You may be able to get fairly detailed coaching on the challenges the prospect is facing. If you do not have any appropriate relationships at the firm, then good alternatives are:

The executive’s assistant A sales person at the firm A contact at another company that deals with the area you are

targeting (for example a contact at a partner firm or a former colleague from another firm)

You can usually ask the executive’s assistant some well-targeted questions about priorities at this time. Complete your basic homework before talking to an assistant who works for your target contact. Executive assistants today have a great deal of influence over whether you meet with their boss, so once you engage them you are already in the process of trying to set a meeting with their boss. Sales people are often more willing to talk to other sales people than anyone else. They tend to sympathize with your situation since they have to go through it themselves. You can try being put through the sales department for the firm you are targeting and ask the sales person you reach for some background information on their firm. Sales people or other staff at one of your partner firms may be working with the company or area you want. They may know some of the information that is critical to you. Spend some time finding out what accounts your partners work with most


closely and talk to the sales person covering the accounts that overlap with your territory.

“Getting In” with Referrals Maximize the use of your existing relationships. Gaining referrals is one of the most efficient ways to open doors. Keep in mind when approaching a new account you will probably need to utilize a combination of networking and cold-calling to gain access.

Client Contacts that have moved on If your company has strong relationships with certain clients, executives may have left those clients and gone to other firms in your target market. Many of these executives may have a very positive impression of your company and are a prime source for referrals and informational meetings. Check your firm’s contact list/CRM system for contacts in all target accounts.

Keep Developing Your Network It is worth investing time in improving your own Rolodex. There are many networking events that take place in major cities. I recommend attending events that cover the issues of your target market. You can also build your network virtually using an online social networking tool like LinkedIn. To make LinkedIn truly useful for networking I recommend trying to set up an introductory telephone call with all new contacts. Research on effective networking shows there is a trade-off between quantity and quality in a network. To have the most effective network you will not just want to have hundreds of contacts, you will want to build real relationships with each person in your network.


When I started using LinkedIn my goal was to develop thousands of contacts and be seen as one of the “super-networkers”. Then I started getting lots of LinkedIn invites from college kids who I had no connection with other than we belonged to the same LinkedIn user group. I could not get comfortable with showing my contacts, including senior guys on Wall Street, to these young people (I want to share my contacts on LinkedIn as this is one of the most useful functions in my mind). That’s when I decided that you needed to talk to me on the phone first before I would link to you.

I started getting lots of LinkedIn invites from college kids [I didn’t know]. That’s when I decided that you needed to talk to me on the phone first before I would link to you

Networking takes time, so consider it a long term investment not a short-term solution to your prospecting goals.

Sometimes you will just have to “Cold Call” If you don’t have a referral to an executive then you may have to “cold call”. You can make a “cold call” less cold by doing your homework on the forces acting upon the executive. Once you have your message tailored as much as possible then “cold calling” is really about polite persistence.

My take on dealing with Voice mail For most executives there is a less than 10% chance each time you dial that you will reach them personally and about a 50% chance you will reach voice mail (I have

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seen this “contact rate” reach 15% for certain titles). Yes, these are real numbers, I’ve been tracking them on several projects over several years now and they are always fairly similar.

There is a less than 10% chance each time you dial that you will reach [the executive] personally and about a 50% chance you will reach voice mail

What voice mail is and what it is not… In the vast majority of cases voice mail messages will not be returned. This is a fact. Do not expect return calls except in very rare cases (around 1 in 100). Voice mail does give you the chance to leave a “free ad”. You can mention one or two of the key points that you have researched as being relevant to this prospect. Again, this is very unlikely to result in a call back but it may “warm up” the prospect so that when you do reach them they will react to you in a slightly more open fashion.

My take on Email Email is a very useful tool but one that you must use carefully. Spam is out! If you send executives unsolicited email you take a risk. If the executive perceives your email to be spam, you’re not going to get access. Why risk being perceived as a spammer? The better practice in my experience is to ask for permission. Asking for permission validates you as a professional business person.

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Most of time senior executives have executive assistants. You can speak to these assistants and ask for permission to send an email. I have found little resistance to giving out an email address when your value proposition is well-aligned with the executive. Sure, sometimes the assistant will give you her email address but assistants to senior decision-makers are professional and will pass along your email, if they say they will. With middle managers speaking to an assistant can be more of a hit-or-miss affair so here you may have to send an email without gaining permission. However, if you combine your email with a voice mail, you will not be perceived as a spammer but as someone trying to make a valid connection. There are some really interesting email tools available now to sales people, like SalesGenius from Genius.com that make email even more useful in the prospecting process. SalesGenius allows sales people to send an email that will notify them not only if the prospect opens the email but also which parts of your website they visit after receiving the email and any documents they view. Sales people equipped with such a tool can plan their follow-ups far more accurately by focusing on prospects that have shown interest and can customize their follow-up to the specific areas the prospect has been researching.

My take on Working with Assistants Building positive relationships with assistants will give you a great start in getting into the executive’s office. Giving assistants a negative impression will put a huge obstacle in your path. Look upon it as a good thing to speak to a prospect’s assistant. Treat the assistant as you would the prospect themselves.

http://www.genius.com/


Another thing it took me too long to learn. At first I tried to “get around” assistants. I had read the old sales books. I tried to act important. “I need to speak to Mr. Big, not you, you wouldn’t understand this.” This approach bombed! Now I don’t recommend this approach at all, especially if you are calling on senior executives. Their assistants are smart. They hate this approach. Discuss your value proposition(s) with the assistant and ask them if their boss is looking into any of these areas. Ask them who the best person is to speak to on this subject. If they give you the name of someone working for their boss, then you have a referral.

Look upon it as a good thing to speak to a prospect’s assistant. Treat the assistant as you would the prospect themselves.

If they tell you the correct person to speak to is their boss, then ask them directly if you can set up an appointment through them. They may well inform you that they can only set up an appointment with the go-ahead from their boss. If this is the case, then you can ask them what you need to do to get this approval. Most often they will ask you to send some information. Immediately email them or fax them some information and follow-up to make sure the information arrived. When you follow-up ask the assistant when you can call back to see if their boss reviewed the information and if you can schedule an appointment. Keep any information sent brief and focused on the key points. Sending too much information will reduce your chances since you may inadvertently provide your prospect with reasons not to meet with you. If you are trying to set up a meeting through an executive assistant and they do not get back to you, follow up with them on a regular basis. It is reasonable to speak to

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them every few days to ask if there is any update on whether you can meet with their boss.

Getting Your Prospect Themselves on the Phone! Sometimes (10% as a broad average) your call will be answered by your prospect. In this case you will want to effectively communicate your key points to the prospect in order to set up a meeting or further discussion. Usually the prospect will ask you questions to try to qualify whether they should meet with you. This part of the process is a bit of a “dance” -- you want to appear polite and so answer their questions but you do not want to answer so many questions that they disqualify the need to meet with you. Try to get back to the point that you need to meet with them/set up a further discussion as frequently as you can without appearing to be “pushy”. You can use statements like “I would like to answer that particular question but it is quite a detailed answer so perhaps we can set up a 20-30 minute meeting to go over that” (make it a phone meeting if you are in inside sales or it’s more efficient geographically etc.) It is important to prepare answers to anticipated questions when calling on a prospect. This will maximize your effectiveness when the prospect starts “throwing questions” at you.

Prospecting is Changing…for the better! Prospecting is changing. It is getting harder-and-harder for sales people to get through to their target buyers. Sales cycles are getting longer. Does this mean all sales people will all be out of a job soon?


I say a resounding “no”, if you take some measures now to “tip the playing field in your direction” There are some great new tools out there -- and more to come that are going to help you. I don’t think sales people are going away. I believe the sales people who are dedicated to learning are about to enter a new “golden age”. I like to call it “Sales 2.0” In this new age, smart sales people will make lots of money! (And have a ball doing it)!


The Author Nigel Edelshain is CEO of Sales 2.0 LLC. Nigel sets direction for the company and manages the team. He delivers solutions in the areas of sales process and lead generation and management.

Nigel has sold millions of dollars of IT solutions to major Fortune 500 firms. He was head of sales for the financial services vertical for Starpoint Solutions (a 600-person system integrator). Prior to Starpoint Nigel worked for Platinum Technology (now CA) selling IT professional services.

Nigel is the Chairman of the Wharton Business School Club of New York – the School’s largest alumni association. Nigel graduated from Wharton’s MBA program in 1993 and has an undergraduate degree in Microelectronics from Edinburgh University.

The Sponsor Jigsaw is an online directory for business contact and company information built by and for its global membership. Jigsaw provides low-cost and easy access to high-value business information that can be used to identify key decision makers and people for purposes such as sales, marketing, customer service, and recruiting.

Jigsaw members, who have contributed more than 6.5 million business contacts from over 500,000 companies since the database's launch in 2004, use Jigsaw to increase efficiency when searching for the business contact and company information they need to grow their business. For more information, visit www.jigsaw.com

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Prospecting is Changing - EyesOnSales.com · Yes, my managers in those companies (and some of our clients) thought it was a waste of time getting my prospecting script right. “Just