I’m breaking into a nervous sweat just writing the title to this post. As a person who thinks prospecting is so vital, and properly done, so powerful, I am in a quandary writing this post.
How do we incite customers to change when they don’t recognize they may need to change?
How do we drive sufficient levels of demand to achieve our goals?
How do we standout when customers are overwhelmed with information–particularly as we look at tools like ChatGPT enabling us to create reams of both good content and crap.
Is more content even the answer or does it aggravate the problem?
I know thousands of sales people will be forwarding this article to their managers, saying, “This guy says outbound is dying, I don’t need to do more prospecting!” But we have to generate new demand, new opportunity. We have to capture attention.
What’s going on?
Sadly, I think we are poisoning the well of outbound. We live in a world of increasing volume and velocity–across every channel. The volume has become overwhelming and our instincts for dealing with it is to shut it off. Our inboxes are filled, our voicemails are filled, our social channels are filled.
Some examples:
- I’m having trouble with the spa at my house. I call the repair guy, getting this response, “I am no longer answering phone calls from unknown numbers because of the volume of spam. If you are a customer, please text or email me….” And his voicemail wouldn’t accept any voicemails. (He did respond to my text, so in the next day or so I can relax in the spa.)
- A CRO client and I were talking about the problem with prospecting. He was complaining about poor open and response rates on their outbound programs–regardless of the channel. I asked, “Do you open anything coming into your email or other channels?” He thought, looked at his trash folder (forget spam), and there were over 150 prospecting emails from that day in his trash. He said, “There’s so much there, and most of it is crap, I just never open a thing.”
- I was speaking to one of the best CMOs I’ve met. He and his team had just done a very focused, highly targeted outbound email series. I looked at his targeting–he was aiming for the bulls-eye of his ICP. Each of the emails his team were developing were written individually to key persona’s in the ICP. They were about specific issues they knew that company and that individual were having. They were well constructed issues based, provocative emails. In short, everything was “right” about the emails. There was virtually nothing that an “expert” would have recommended changed. Yet opens were less than 1% and responses significantly less. As his team researched the problem, they discovered, that all their outreaches were drowned out in the sheer volume of what their target recipients were receiving. While many said, “I wish I had seen that,” they hadn’t because of the volume inflicted on them.
I could go on, but think of your own responses to these outreaches. We see ever increasing volumes across too many channels, we just ignore them. So even the high quality outreaches are ignored.
And the answers the “gurus” provide is “Just do more?” I’ve written about the advice they are giving, “Write 1000 emails in 15 minutes with ChatGPT….” I have an “expert in outbound marketing,” feeling it has been necessary to “touch me” 105 times in the past 32 days. I have another marketer that has gone through his sequences (he apparently has a sequence of 6), 20 times in the past 90 days.
Outbound is dying because it is drowning in the volume of messages, mostly bad, but some good, that we are inflicting on everyone through every channel. However, good the quality of the message, it no longer matters because it is lost in the volume of garbage that fills our inboxes.
So what’s the solution?
I’m breaking into a cold sweat when I say, “Maybe we have to try something different, maybe outbound is no longer the answer!”
Most readers are probably leaping to the answer, “It must be inbound!” (Again, I know sellers will be going to their managers saying, this isn’t my problem anymore, marketing just has to create more inbound!”
But I don’t think inbound is the answer–at least in it’s current form.
Our focus on inbound is leads, more importantly, qualifying the leads….”Are you interested in our solution, are you the decisionmaker, do you have budget, can we schedule a demo?”
Our current focus on inbound is lead conversion. But perhaps it needs to be different. Perhaps it needs to help the caller better understand their own business, the issues they are facing, whether they should change, the questions they should be asking, the things they should learn.
Rather than inbound’s focus on qualifying, perhaps inbound should be focused on helping the customer understand and make sense of what they face?
But this new form of inbound requires different talent than we traditionally use in inbound. It requires people who understand business, business problems, challenges. It requires people who can ask different questions, get customers to think differently. It requires great skills in curiosity, collaborative conversations, critical thinking.
But then, how do we generate inbound? How do we incite the prospects to search? How do we incite customers to think differently?
I suspect it’s something around thought leadership. But again, thought leadership profoundly different than current thought leadership.
So much of what passes for thought leadership is formatted as, “You have these issues, we have the solutions…..” We have to think of thought leadership from the customer point of view. What are issues they face? What are the challenges disruptions impacting them and their markets? How are people responding to those challenges? What should they be thinking about?
But then there is the issue of, “where do we show up to provide that thought leadership?” Clearly, it’s where the customers are hanging out, but where is that? So many are getting disenchanted with social channels like LinkedIn and Twitter–primarily because of the volume of outbound “shouting” in these channels–finding something meaningful and important is virtually impossible (I get scroll fatigued in LinkedIn just trying to find interesting and new ideas…..”
Maybe the answer is more F2F–conferences, tradeshows, events. Maybe it’s in the movements around communities and cohorts–though these often seem to be megaphones for more outbound. Maybe it’s in smaller groups of thoughtful people, perhaps some of our customers that invite us to participate with their peers.
I don’t pretend to know the answers, but what’s currently working isn’t working. And everyone is aggressively taking action to make them not work.
We have to change. We have to rethink what we do. We have to find a way to standout, to engage customers in new and different ways. Right now, I’m putting my money on a new form of thought leadership combined with a reinvented form of inbound.
What do you think? Is outbound dying? What will/should arise from it’s ashes?
Afterword: I tried to think of a way to illustrate the problem our customers experience with the outbound efforts of sellers. Using the picture below: Is the customer going to take the time to find that 1 carat diamond in the pile of garbage. Customer inboxes are this mountain. Outstanding outbound is that diamond. The problem is, how does the customer find it, or do they even take the time.
Karl Melrose says
Seth Godin wrote permission marketing 20 years ago and for my money a significant volume of the answers are in there, I think they’re in tribes as well. He’s been thinking small for a lot longer than other people, and I think that a lot of the answer is there. Instead of thinking about how you can contact 1000 new prospects this year, how can you build meaningful relationships with 20 that you’re going to be able to leverage year after year – and then add to that number year after year. It makes me anxious just writing it.
I think that what it means for sales people is that if they want to be long term successful, they have to have an industry focus, and really understand the industry so that they can see the next problem that their past customers are going to want to solve and go to organisations that solve that one – and take those relationships with them.
That’s going to really challenge a lot of people. I think that it really is going to change the outbound model – and outbound programs using chatgpt is going to accelerate that change even more. Everything that gives us the ability to send more email, faster and with less effort increases the switch-off and block rate.
It is going to change the marketing game in big organisations. I think it’s going to place a real premium on real beacons. If I were a CMO in a large organisation, I’d stand up a research business unit aimed at doing industrial research in the industry we served – real basic reasearch about how to be effectove, or I’d invest in training evidence based practice – for the bottom 50% of people in every industry that are always doing things that feel good but have no evidence behind them. Both of these are going the kind of things that are going to result in long-term, durable mindshare.
I get so may perfect pitch emails every day (and some total crap), and with ChatGPT I expect that to go up – but they are all devoid of any intellectual heft – I think there’s going to be a premium in intellectual heft in the future, and I think that the reputation for it is going to present a massive and durable competitive advantage the longer it goes on.
That’s a ramble – but it’s late. Does this mean outbound is dead? I need to re-read it to know what I think. I am definitely still doing outbound – but it’s a slog, even when I know the people.
David Brock says
Karl: What a thoughtful response, thank you! I have to agree with you, we’ve had this madness around volume over everything else. The plummeting results from this strategy, what customers are saying, how they are shifting their behaviors should inform us these strategies don’t work.
At the same time, the absence of deep understanding of our customers, their businesses and how we engage them on issues they care about is stunning. I did an informal study of about 50 large organizations and their sales enablement programs. Only 4 did anything around business/financial acumen. Stated differently, we train people how to sell, we train them in our products, but we don’t train them in how to engage customers in conversations about their business.
One final statement, then I’ll get off my soapbox. We’ve come to accept such low levels of performance as “laws of nature.” So many organization s I see, have win rates below 20%. Those win rates drive the need for very high pipeline volumes, which drive very high levels of prospecting, which drives this problem. Rather than looking at, “What would happen if we could get our win rates to 30, 40%?” This would profoundly change the dynamics of the business.
I tend to agree with you, I think deep focus on a smaller number of customers. Serving them well, building the relationships so we both generate more business through them and they feel confident in referring sellers to others.
Thanks so much Karl! Really appreciate the thoughtfulness of your comment!
Anthony says
Outbound isn’t dying. It is being murdered. Technology is always dangerous in the hands of people who are low on the moral line of development:
David Brock says
Stated differently, it enables everyone to create crap at the speed of light….