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VIEWPOINT: 5 Trends That Will Impact the Sales Craft in 2021
Most CEOs would nod that the digital revolution is underway, but plenty haven’t fully understood what this means for their sales efforts. COVID is accelerating the transition online — even for B2B enterprises — which means that CEOs need to ensure their sales teams have the digital skills and the tools of engagement to win […]
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Most CEOs would nod that the digital revolution is underway, but plenty haven’t fully understood what this means for their sales efforts.
COVID is accelerating the transition online — even for B2B enterprises — which means that CEOs need to ensure their sales teams have the digital skills and the tools of engagement to win buyers, all without straying from the timeless principles that still apply.
It’s been a while since anyone argued that “dialing for dollars” is still the best way to boost sales, but there are some holdovers that think while digital has its place, the real work is still grounded in “boozing and schmoozing.” But over the past year, COVID-19 sped up the migration toward a digital approach, with more people working remote and relying exclusively on online methods to make buying decisions.
For some, it’s a whole new world, but that doesn’t have to be a threat. There are amazing tools available for those who are willing to learn a modern way to apply what they already know. If executives embrace this new platform and ensure their teams have the digital skills to win online buyers, then the future will be bright.
Here are five guidelines to ensure that your business is the “disruptor,” not the “disrupted.”
1. Lean into the digital transformation
Even before the pandemic shoved everyone on to one never-ending Zoom call, it was evermore clearer buyers were doing their initial research online, not just for B2C companies, but B2B as well. For example, one popular Google report claims 63 percent of shopping occasions begin online. This means that a great website isn’t a luxury, but a necessity. Although, it’s been the new first impression for some time now. In fact, businesses should test sample home pages with real customers to discern the best version — that’s how important it is.
But COVID is accelerating B2B’s merging with B2C standards, as few people are eager to build relationships face-to-face at the moment. And if anyone is concerned that this is a momentary shift, they should know that many of their peers aren’t treating it as such. A recent Forrester report predicts that in 2021, B2B sellers and sales leaders will continue to evolve their methods and strategies in the face of pandemic-related challenges — 40 percent of B2B reps plan to modify their tactics to adapt to remote-selling activities, and 57 percent of B2B sales leaders plan to make deeper investments in tools with Al and automation.
B2B enterprises might feel as if website chatbots and calls to action are pushy, but that’s precisely the engagement buyers expect. They want third-party validation and a message that is comprehensive and compelling. The soft-sell tactics that might be smart in person, will only get drowned out online, where the struggle is to be seen and most importantly, comprehended. Digital has been the tip of the spear for some time, and the pandemic made this fact impossible to ignore.
In fact, a recent Gartner study claims that over the next five years, an even greater rise in digital interactions between buyers and suppliers will break traditional sales models. They predict that by 2025, 80 percent of B2B-sales interactions between suppliers and buyers will occur in digital channels.
2. Create a digital customer experience
Plenty of companies use CRM tools as a data repository, but that’s not the kind of technology we’re talking about here. Gartner defined three key areas of technology no sales professional should ignore: hyper-automation, digital scalability, and AI. “Hyper-automation” refers to the effective combination of complementary sets of tools that can integrate functional and process silos to automate and assist business processes. In short, this is moving more customer interactions online, into a digital channel. Chatbots have proven quite effective and customers are growing fonder of these instant, if automated, exchanges early in their buying process.
“Digital scalability” is the concept of using technology to cope with the increasing volume of customer interactions and sales work. The demands for swift and accurate targeting and contact are only growing, but there’s technology out there today to help. If hyper-automation helps with tasks, digital scalability is the application of that automation to speed up the entire process, across the entire sales operation.
Gartner admits that “AI” is only a concise, catch-all term that denotes the shift from highly analog decision making to automated, algorithm-based decision making. This means that decisions that might once have been based solely on hard-won experience are grounded in data and analytics. In fact, salespeople can use engagement tools that target the best day and time to call someone in each industry. That kind of intelligence might have been almost impossible to get without weeks (or even years) of trial and error.
But for all the promise of these technologies, it still requires an investment of time and resources, along with a willingness for staff to build these digital skills. This isn’t simply about knowing a piece of software, but a fundamental shift in the approach, one that centers the process on the digital experience, tapping social influencers for third-party validation, and sharing articles of interest. It’s about building these connections digitally now.
3. Reinvent sales and marketing
Marketing professionals have long understood that they need to be omnichannel, but now companies need an omnichannel salesforce as well. Sales and marketing need to work hand in hand, becoming a single discipline, known in some circles as “Smarketing.” Marketing is integral in helping the salespeople pick the right part of the pond to fish, the right bait, and even the right gadget to help track the fish one can’t see.
Marketers have long understood the power of data and analytics and already revolutionized their discipline because of them. Now salespeople have new tech to revolutionize their craft as well. There are systems to track calls, and automate a playbook for following up on leads, and real-time visibility in the sales pipe. There’s even conversational analytics that can vet a sales call that was recorded and determine its effectiveness.
What this tech does is add the same layer of rigor that’s been the standard for marketers for years, and it allows the entire marketing-to-sales process to be closely monitored and refined at every step along the way.
4. Develop a strategy before execution
That is not to say that these great new tools replace what marketers do. A company can have all this tech, but if the branding, messaging, and positioning hasn’t been properly developed, all they do is get the company to that next “no” faster. Initially, businesses need to focus on branding, on the value proposition, on making sure that it’s all supported by robust market insight. Number one is still knowing what the customer’s pain points are, and then, communicating the value to the end user. Then it’s time to build a great website with a call to action and continue to build content out, such as eBooks, and third-party validation. All technology does is add speed, rigor, and visibility to the process, which allows businesses to get smarter because it becomes a virtuous feedback loop.
5. Stay close to your principles
In some ways, this revolution is nothing more than a new way to do what salespeople have done since the first man convinced the guy in the cave next door that he could use a wheel too. Building trust, nurturing relationships, delivering value, communicating a value proposition that resonates — these are still happening with a chatbot, a Twitter feed, digital ads, or emails. And as much as these tools speed up a process, that still means a salesperson needs to be pushing that process along, day in and day out. The “hustle” has been transformed, not eradicated.
There are a lot of second and third-generation companies that don’t appreciate what it takes to build the top of the funnel. There might be more smarts, or better technology, but there isn’t the momentum that created the founder’s exponential growth.
One company was debating whether to invest $10,000 on an industry conference, and while some junior folks were planning several meetings to discuss the ROI, the 74-year-old founder decided to do it after a single afternoon’s consideration. It was a risk, but that veteran was willing to take it. And then they used all the data analytics available to make the most of that conference.
That’s the best approach of all, to keep the old-school values of decisiveness, ambition, and a little intuition, and apply them with the most innovative technology available. Get that additional speed, rigor, and visibility, without ever forgetting the goal is a business that performs so well, it’s still around for that next revolution.
Don Lee is partner & chief marketing officer (CMO) at Chief Outsiders (www.chiefoutsiders.com), a fractional CMO firm focused on mid-size company growth. He works with CEOs to accelerate growth by developing and implementing marketing strategies aligned with the organization.
OPINION: The First Amendment is under siege — and most Americans know it
First, digital conversations on “matters of public concern,” legally the centerpiece of First Amendment jurisprudence, were consistently blocked by partisan social-media operators throughout the 2020 election cycle. That alone is arresting; it has changed public access to information and calls for action. Social-media companies moved from offering a “public forum” (with concurrent legal duties, including openness)
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First, digital conversations on “matters of public concern,” legally the centerpiece of First Amendment jurisprudence, were consistently blocked by partisan social-media operators throughout the 2020 election cycle. That alone is arresting; it has changed public access to information and calls for action.
Social-media companies moved from offering a “public forum” (with concurrent legal duties, including openness) to a “content editor” (typically imposing higher liability, such as for defamation), then into the unseemly, otherworldly role of kingmaker. By appearances, they know exactly what they are doing — no apologies.
Second, critical information — official, highly damning material, and verifiably accurate information concerning Joe Biden’s son, apparently under investigation for months — was blocked by these social-media giants, potentially affecting the election. The nub is that this information not only reflected poorly on the Democrat presidential candidate — now president-elect — but [I believe] implicated him.
Only after the election did we learn that data blocked could be objectively disqualifying. If members of Joe Biden’s family, close for years, are under investigation for trading access for money, who is the “him” guilty of offering access? It takes to two to tango, as they say — and Joe Biden is one of the two.
All this becomes even more insidious, objectionable, and arguably unconstitutional, when explicit and implied financial assistance, political advocacy, and campaign-tipping support is aligned with the Democratic Party.
In effect, political actors — soon running the federal government — have been assisted in shutting out the truth, in order to acquire power — and this power, in turn, serves the personal, financial, and political agenda of those who control the social-media giants.
The time has come to separate mass power over information and the Democratic Party. More, the time has come to open these social-media giants to antitrust actions, public and private, and end the now-absurd notion that they should be immune from civil lawsuits, because they must be nurtured.
They have been effectively nurtured into monster-hood, a societal overlord position that allows dominance, controls critical information, and shuts off information flow essential to a free, open, and properly informed republic.
What power do these social media and big-tech players have? Beyond the ability to distort public dialogue on “matters of public concern” — including blocking a December AMAC podcast discussing election lawsuits — these giants have become sources of mass dependence.
For example, on Dec. 14, social-media users around the globe personally and professionally suffered the impact of a mass-access outage, shutting off access not only to dialogue, but also to mass databases. That downtime impacted everything from business communications, website accessibility, data access, and distance learning — shutting schools.
The outage also illustrated how much dependence has arisen on these information-controlling outlets. Paired with political manipulation, the outage raises serious questions about the role, responsibility, and regulation of these huge, largely uncontrolled social media and high-tech companies.
In a nutshell, the time has come to open these oligopolistic companies to civil liability — beginning with a repeal of section 230 of the Communications Decency Act. Then, we must aggressively regulate, deconstruct, break up, reduce the influence of, de-politicize, and hold accountable these digital behemoths.
The influence of big tech on America on our social harmony, mental health, basic human interactions, decision-making, political stability, institutional and political accountability, commerce, and contentment — in short, their manipulation of the public mind — is working at cross-purposes with democracy.
It has become a threat to the free flow of information vital for sustaining a free republic, not only teaming with powerful political actors (including socialist ideologues and promotors of leftist violence), but also undermining the currency of any democracy, the guarantee of citizen free speech.
So, looking back on history, the most heinous deprivations of individual liberty — including impairment of the God-given freedoms of worship, assembly, travel, protest, self-defense, confronting accusers, fair trial, no false imprisonment, harm to life or limb, fear of government — all begin with loss of free speech.
That is why the outrage of the moment is a talisman of our future. If Americans will see and speak truth, enact laws that protect political, personal, and professional free speech — rather than empowering oppressors of free speech — we can rise above this. If we do not act, we will wish we had. The First Amendment is under siege, and most Americans know it. We do not need more political violence. We need free speech, and protection of it. The time — if there ever was one — is now, to say so.
Robert Charles is national spokesman for the Association of Mature American Citizens (AMAC). The 2.3-million-member AMAC says it is a senior advocacy organization. Charles is a former assistant secretary of state for President George W. Bush, former naval intelligence officer, and litigator. He served in the Reagan and Bush 41 White Houses, as congressional counsel for five years, and wrote “Narcotics and Terrorism” (2003) and “Eagles and Evergreens” (2018), the latter on WW II vets in a Maine town.
OPINION: Foreign Policy Should Reflect America’s Values
The United States and Europe led the world in pursuit of freedom and democracy in the post-World War II period. Relying on shared values, including a commitment to democratic governance and human rights, we shaped an international order that improved life for people around the world. Today, our sense of shared values remains, but our
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The United States and Europe led the world in pursuit of freedom and democracy in the post-World War II period. Relying on shared values, including a commitment to democratic governance and human rights, we shaped an international order that improved life for people around the world.
Today, our sense of shared values remains, but our leadership is being challenged, partly because of the rise of China, which is building a growing economy, lifting hundreds of millions of people out of poverty and distributing investments in many other countries. China, of course, seeks to reduce our influence in global affairs, and especially in the vast Asian-Pacific region.
I am cautious about the phrase “America first” to define or explain our policy. It carries more than a touch of overconfidence, even arrogance.
Some pundits suggest we are facing the end of the West. I think that is bogus, but we are in a place where we need to re-energize our global leadership.
After the collapse of the Soviet Union, the political philosopher Francis Fukuyama wrote of “the end of history,” arguing there would be universal support for representative democracy and free markets. The rise of an authoritarian China and the growth of Western divisions have put that thesis to the test. But certainly, Americans have come to better understand the challenges to our power and the constraints on it.
With a new president taking office, it’s a good time for the U.S. to again bring Europe and other allies on board in global leadership. While not easy, it’s crucially important. It requires understanding that not only our national interest but our values, including the promotion of democracy and respect for all persons, stand at the core of our foreign policy.
While China’s rise has been noteworthy, we should not ignore China’s harmful policies — arresting dissidents, expelling foreign journalists, operating detention camps in Xinjiang Province, and so on. At the same time, we need to counter Iran’s aggressive steps in the Middle East and Russia’s interventions in other countries.
We have quite a few tools to accomplish these tasks, and we need to use them skillfully. We can use economic measures like imposing sanctions, freezing assets, and targeting individuals for financial penalties. We can expose corruption and support friendly, effective leaders. We can extend and expand arms-control agreements to include new weapons systems and threats. We can exploit the divisions that weaken our rivals. We can advance global cooperation, push for open economies, and lead the world in fighting climate change and other threats.
All of this requires that we maintain our military preparedness and be willing to use force when necessary. In general, we should look for ways to reduce our troop levels around the world, while maintaining our global leadership. We should not run for the exits but act pragmatically and prudently. For example, we should retain a modest military presence in the Middle East, for now, to counter terrorism by remnants of the Islamic State group.
Our intelligence gathering should be central to our role in the world. We need a large stable of experts who know what is going on in the world and what actions will be effective.
We should keep in mind that the U.S. should be a benign power, to be a force for good in the world. The moral component of our foreign policy is not just window dressing. It should be at the forefront of our policy.
Lee Hamilton, 89, is a senior advisor for the Indiana University (IU) Center on Representative Government, distinguished scholar at IU Hamilton Lugar School of Global and International Studies, and professor of practice at the IU O’Neill School of Public and Environmental Affairs. Hamilton, a Democrat, was a member of the U.S. House of Representatives for 34 years (1965-1999), representing a district in south central Indiana.
New York milk production rises more than 2 percent in November
New York dairy farms produced 1.24 billion pounds of milk in November, up 2.1 percent from 1.21 billion pounds in the year-prior month, the USDA’s National Agricultural Statistics Service (NASS) recently reported. Production per cow in the state averaged 1,980 pounds in November, up 2.1 percent from 1,940 pounds a year ago. The number of
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New York dairy farms produced 1.24 billion pounds of milk in November, up 2.1 percent from 1.21 billion pounds in the year-prior month, the USDA’s National Agricultural Statistics Service (NASS) recently reported.
Production per cow in the state averaged 1,980 pounds in November, up 2.1 percent from 1,940 pounds a year ago.
The number of milk cows on farms in New York state totaled 626,000 head in November, unchanged from November 2019, NASS reported.
On the milk-price front, New York dairy farmers in October were paid an average of $18.80 per hundredweight, up 80 cents from September, but down 90 cents from October 2019. Milk prices have rebounded from the worst effects of the COVID-19 pandemic, after reaching a low of $13.30 in May.

Fust Charles Chambers LLP has hired the following individuals within its Tax Department to help service the firm’s clients in manufacturing, health care, not-for-profits, other professional-service firms, and family-owned businesses. CANDACE PACK rejoins the firm as a tax supervisor. She received her bachelor’s degree in accounting from Syracuse University. Pack previously worked for the firm
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Fust Charles Chambers LLP has hired the following individuals within its Tax Department to help service the firm’s clients in manufacturing, health care, not-for-profits, other professional-service firms, and family-owned businesses. CANDACE PACK rejoins the firm as a tax supervisor. She received her bachelor’s degree in accounting from Syracuse University. Pack previously worked for the firm from 2006-2010, and since then she has held various positions in private and public accounting.
RACHEL JONASSE joins the firm as a tax associate. She received her bachelor’s degree and MBA in public accounting from SUNY Oswego. Jonasse is currently working to complete the examination requirements to earn her CPA license.

Five Star Bank, a subsidiary of Financial Institutions, Inc., announced that ADOLPH BARCLIFT has joined the bank as chief information security officer (CISO). As CISO, he serves as subject-matter expert, responsible for the development and delivery of a comprehensive information and cybersecurity program, ensuring information is protected from external and internal threats and also oversees
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Five Star Bank, a subsidiary of Financial Institutions, Inc., announced that ADOLPH BARCLIFT has joined the bank as chief information security officer (CISO). As CISO, he serves as subject-matter expert, responsible for the development and delivery of a comprehensive information and cybersecurity program, ensuring information is protected from external and internal threats and also oversees compliance with statutory and regulatory requirements regarding information access, security, and privacy. Barclift brings more than 20 years of experience in information technology, cybersecurity, vulnerability management, and fraud detection. He has a broad background in banking and financial services and information-security roles with Fannie Mae and Metris Companies, a major bankcard issuer subsequently acquired by HSBC. Barclift earned a bachelor’s degree in computer science from the University of Minnesota.
Community Bank N.A. has promoted BRETT ZIELASKO to VP and market manager for Community Bank N.A. Trust Services. In his new role, he will continue to be responsible for trust and estate planning and administration, and will now manage IRA administration for Trust, as well as business-development efforts within the Oneida market. Zielasko previously served
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Community Bank N.A. has promoted BRETT ZIELASKO to VP and market manager for Community Bank N.A. Trust Services. In his new role, he will continue to be responsible for trust and estate planning and administration, and will now manage IRA administration for Trust, as well as business-development efforts within the Oneida market. Zielasko previously served as trust officer and has been with Community Bank since 2015 when the bank acquired Oneida Savings Bank. He worked for five years for Oneida Savings Bank, where he was also a trust officer. Zielasko received a bachelor’s degree in history from SUNY Oswego and a juris doctorate from the Western New England School of Law.
Solvay Bank has made several internal promotions. DANITA BALDWIN was promoted to banking officer, retail-operations specialist. She joined the Solvay Bank team in 2000. LISA COE was promoted to banking officer, commercial-banking specialist. She has been supporting the commercial-banking team since 2015. JUSTIN STENERI was promoted to VP, commercial-loan officer. He joined Solvay Bank’s commercial-lending
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Solvay Bank has made several internal promotions. DANITA BALDWIN was promoted to banking officer, retail-operations specialist. She joined the Solvay Bank team in 2000.
LISA COE was promoted to banking officer, commercial-banking specialist. She has been supporting the commercial-banking team since 2015.
JUSTIN STENERI was promoted to VP, commercial-loan officer. He joined Solvay Bank’s commercial-lending team in 2019.
TREVOR BACON has joined Solvay Bank as VP, commercial real-estate officer. He has previous commercial-banking experience and is a graduate of SUNY Oswego.
Tioga Downs Casino Resort and Vernon Downs Casino Hotel have added ROBERT OTTO as regional director of security. He will oversee security operations at both venues. Otto brings more than 30 years of law-enforcement experience, which includes a distinguished career with the Philadelphia Police Department. A graduate of Chestnut Hill College with a degree in
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Tioga Downs Casino Resort and Vernon Downs Casino Hotel have added ROBERT OTTO as regional director of security. He will oversee security operations at both venues. Otto brings more than 30 years of law-enforcement experience, which includes a distinguished career with the Philadelphia Police Department. A graduate of Chestnut Hill College with a degree in criminal justice, Otto joined the Philadelphia Police Department as an officer and rose through the ranks to lieutenant, where he assisted with the oversight of all investigative and specialized tactical units for the entire department. He has extensive education in his field, having attended the Northwestern University School of Police Staff and Command, the Penn State University Police Executive Development Program, and the Penn State University Police Supervisory Program. Otto has also received numerous commendations and awards from the Philadelphia Police Department, community organizations, private-sector organizations, and local and state legislative bodies such as the Philadelphia City Council and state representatives.

BCK Partners, Inc. has expanded its team with two new associate advisors — a new hire and a promotion from within the company. AMY THORSEN, who started with BCK Partners, Inc. in 2017 as an office assistant, has been promoted to associate advisor. JENNIFER ANDERSON was recently hired as an associate advisor. Since her start
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BCK Partners, Inc. has expanded its team with two new associate advisors — a new hire and a promotion from within the company. AMY THORSEN, who started with BCK Partners, Inc. in 2017 as an office assistant, has been promoted to associate advisor.
JENNIFER ANDERSON was recently hired as an associate advisor. Since her start with BCK in September, she has shown her capability and her dedication to BCK and its clients. Anderson has more than 15 years of experience in the financial services industry.
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