Stop Calling With This Lame Approach

superheroesTitle: How much must this job suck? 

“I saw a lot of traffic and interest in our website from your company.  I’m not sure if this is you or someone else at your company, but I wanted to make myself available to answer any questions you have.  I can be reached at 1-800-xxx-xxxx and my name again is Jim.”   

Poor Jim is doing his job.  Like many sales reps, the job sucks.  Smile and Dial.   I wouldn’t want to do it.  So for those of you doing it, my hat is off to your persistence and sheer will to press on.

But to the companies who set this up.  ARE YOU SERIOUS?  Tell me, seriously, is your sales approach to watch the IP addresses and domain names of visitors to your website, and then follow-up with THE CIO of the registered company, fishing to figure out if there’s an opportunity?

What this tells me is that your company is not smart enough to capture names of visitors, to get people to give up some sort of identifying information along the way, and to assess patterns of usage and numbers of unique visitors to use that information to better hone your sales approach and identify actual targets within the company who are likely to be looking at your website.   Hint:  I’m not!

I will never call you back.  So stop calling with this lame approach.


Mr. CIO OnPoint
Mr. CIO OnPoint currently serves as a CIO in the technology industry.   OnPoint comes from a long IT background, starting in end-user support and advancing through infrastructure, application, and consulting roles to CIO and cross-functional executive leadership.  OnPoint has served in companies of all sizes in a range of industries.  OnPoint is active in IT industry organizations, contributing thought leadership in the IT profession, advising emerging companies, and offering his expertise to support emerging IT leaders and youth pursuing careers in IT.  After being frustrated for years with ineffective sales approaches, OnPoint contributes case studies here to help salespeople be more effective at approaching CIO’s in a way that allows them to make their value proposition clear and start  meaningful mutually-beneficial relationships.    He also provides examples of what not to do.   Unfortunately these examples happen way too often.


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