Marketers and Turnaround Experts Get Advice on Selling

April 18, 2025
Phil Krone

Phil Krone, president and founder of Productive Strategies, Inc., is scheduled to speak to the Chicago chapter of the American Marketing Association (AMA) on June 7. He also addressed the Turnaround Management Association (TMA) on June 2.

At the AMA event, Krone will pose a few questions to help marketers better understand how well they are working with sales forces–and vice versa. A continuing challenge for marketers is that increased sales are an important measure of their performance but one over which they have little or no direct control.

TMA members and guests heard about “Growing Sales at Your Struggling Company,” revolving around such questions as “Is sales growth really the problem?,” “Does your client clearly differentiate from competitors in ways that customers value?,” and “How much are poorly performing salespeople costing your clients?”

TMA members are often called on to assist their clients in meeting aggressive sales goals in the most affordable way possible.One of the best ways to do that is to leverage already existing marketing and sales resources.

Productive Strategies, Inc., is a marketing and management consulting firm based in Northfield, Illinois, specializing in business-to-business growth challenges and opportunities. Consultative sales training and customized sales process development, lead generation and appointment setting, and marketing and marketing communications are among the firm’s specialized services.

By Phil Krone, President April 28, 2025
Asking the questions that give you the confidence you need to win in sales. 
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Last year after a talk I gave at the Small Business Expo on Business to Business Selling (B2B) , a woman asked for my card because she wanted to meet to tell me about her business and learn more about mine. When we eventually got together she shared that her start-up company’s goal was to console consumers who had suffered the loss of a loved one directly, as she had. But my talk had inspired a new idea: assist funeral homes to improve their services by showing more empathy to their customers who were struggling as she was. I sensed that my talk gave her confidence that, despite the challenges, her business could succeed. What I didn’t realize was that this small assignment for a start-up would eventually have such a big impact on her business as well as an industry. 
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To date we have covered the Sales, Information, Tactical, and Marketing Plan Levels. Although the fifth level is the last to be discussed, it is often what sets a business in motion when it is founded. Today we will illustrate marketing to support a vision by discussing two very successful businesses.
By By Phil Krone, President December 5, 2024
As a reminder, the Five Levels of Marketing are (1) Sales, (2) Information/Data/Analytics, (3) Tactical or Campaign, (4) Marketing or Program, and (5) Vision/Strategic. We’ve explored each of the first three levels in separate columns in August, September, and October. They are available on our website's Productive Insights collection.
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The Five Levels - Sales: Prospecting, qualifying, discovery, presentation, demonstration, proposal writing and closing; Information/Data/Analytics; Tactical or Campaign; Marketing or Program; Vision/Strategic
By Phil Krone, President July 18, 2024
If you believe you have ADHD, you can be more successful by scheduling fewer first meetings and spending that time on more second and third meetings with qualified prospects. For our client, that meant cancelling half the medical CFO conventions his sales rep was planning to attend and investing more time following up with the CFO prospects he had already met. When your discovery is not productive, step back and restart at the point the discussion began to be about whose system is better. That’s an argument you are not going to win. Don’t waste years in prospect meetings in which you ask the same questions every time and get the same answers. Either decide that your product or service isn’t right for this prospect and move on—or broaden your discovery to find a need behind the need. In this hospital case, the hidden need was a fear that because no outside vendors had audited their system they might be in violation of regulations that an outsider would spot right away.
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