Why are (many) vendor sales people obnoxious?

Yes - that headline is a shameless attempt to get attention. As I mentioned in the intro to the blog - not ALL salespeople are obnoxious! The truly successful sales professionals I've known are far from it. However, there are a good number of sales people who try as they might, come across to IT leaders as people they would really like to avoid. An example hierarchy:

Phone calls CIO's want to avoid (1 = slightly annoying to
5 = avoid at all cost):

1) Another call with CEO to discuss a WSJ article they just read on.... (insert any tech topic here)
2) 2nd call from SVP of sales to explain why he can't have a corporate iPhone
3) CFO - topic doesn't matter - thank you caller ID!
4) Call with dentist to chat about an extensive root canal procedure
5) Cold call from technology sales rep

If you think I exaggerate - check out the "CIO Do Not Call List" article by VP of IT Todd L. Michaud: http://tinyurl.com/yjutfha

To cut to the chase - salespeople behave this way because that's how the 'game' has been set up for them. They are just playing it the best they can based on the rules their employers have set up for them, and the resources given them to succeed. "Don't hate the playa' - hate the game"? Maybe...

As I've heard actors say "Where's my motivation for this scene" - well, sales professionals are the same. Where does 'obnoxious' sales behavior come from? In the end, we are all responsible for our conduct and results, but how the game is set up plays a VERY important part. A few of the game's important 'rules' that can impact how sales people behave:

1) Marketing - as a sales rep, I sat through classes, conference calls, and meetings led by marketing folks whose primary goal is to 'sell' the salespeople that this new 'technology' is the best thing since wifi. That the entire future of communications is going to hinge on this 'cutting edge', 'game changing', 'paradigm shifting' product (anyone remember MCI Advantage - VoIP product that ruined lives). By the end of this product training - you are ready to conquer the world! Right up until your best client lays out very clearly why this product is not an option for at least 3 years - even if it works (queue balloon popping noise).

2) Compensation/quota - as a previous boss of mine liked to say "compensation drives behavior" and nowhere is that more true than in sales. Think about having 50% of your income decided by how well you can execute on closing some crazy new product(s) referenced in #1 above! Salespeople have bills and families like everyone else - and if it gets down to the end of the month - what happens if the numbers are light? Full court press on the phone and email to create activity (of course many good reps don't wait until the end - its daily). To salespeople, activity = results. To many CIO's and technology buyers - this same activity = annoyance. Some companies have the rare luxury of assigning compensation plans for sales that allow for relationship building. More often that not however, those compensation plans are tied DIRECTLY to the particular company's monthly or quarterly revenue objectives (think - short term) - which certainly seems logical!? Doesn't it? This can lead to the very behavior from sales that buyers hate.

3) Sales Training - this all by itself is a multi-billion dollar industry. Many companies have great sales training (topic for another day), but many other companies either have no training at all, or worse - they have bad sales training. When I first started at MCI (MCI - many confused individuals), we used to joke that our training consisted of showing you how to login and use your laptop...the rest was up to you. Over time, they actually had some very good training I found - but depending on the company, many sales people are on their own.

Conclusions?

1) If you are a technology buyer (CIO) - know that in most cases, unless a rep has been personally offensive, their persistence or behavior may be more a reflection of the company they work for than the rep them self. If certain companies are repeat offenders, then even if they have a decent product, their marketing and sales mgt may need to get slapped down - not necessarily the reps. More often than not, sales reps are playing the hand that their company has dealt them. Here is a RADICAL idea - ask your rep (if its one you need to have a relationship with) how they are compensated! Not all of them will share this - and in some cases may be prohibited - but if you have that level of understanding, you (or your team) will know how to manage their behavior and maximize the relationship in your favor. One of my best long term clients knew exactly how my quota worked, and if all other elements were equal - I would get the business because they wanted me to be successful. They knew that in doing so - I would run through a brick wall for them and advocate their cause within my own company. This was a GREAT working relationship.

2) If you are a sales rep - do not sacrifice your reputation or best clients/prospects for the 'possibility' of short term gain. I will never forget my first lesson here - one of my best client's were sold a multiple location, managed VPN service... As it turns out, they were one of the first in the entire country (gulp). I ended up spending all of my time doing damage control and finding every way possible to maintain the relationship - because it was just not ready for prime time (thank you product marketing!!). It was months before I took any new orders from them! Don't try to fit a square peg in a round hole with a CIO - you will likely only get one chance to gain credibility. How do you gain this credibility? Understand before you call that your square peg may not be right for them - be open to learning their business, and demonstrate that you know it - BEFORE you pitch product. If you ignore this rule - I hope you have a lot of accounts and prospects to call on - since you will burn through them fast.