Mike Barlow '75 is the author of Partnering With the CIO: The Future of IT Sales Seen Through the Eyes of Key Decision Makers (John Wiley & Sons, 2007) and an award-winning journalist, media relations professional and co-author of best selling business books. Since launching his own firm, Cumulus Partners, he has represented major organizations in numerous industries. He was editorial director at the Peppers & Rogers Group from 1998 to 2001, where he was responsible for creating, developing, and producing original editorial content and intellectual capital for world's preeminent CRM consulting firm and think tank. Mike was the creator and architect of multi-channel marketing campaigns that fueled Peppers & Rogers Group's spectacular expansion and drove revenues from $200,000 to $22 million in three years. He also oversaw the firm's PR and media relations campaigns, the twin rockets that propelled the firm's rapid success and high visibility
Excerpt on an article "Always Deliver on Your Promises" adapted from Partnering With the CIO: The Future of IT Sales Seen Through the Eyes of Key Decision Makers:
Like all consumers, CIOs suffer buyer's remorse. Before the ink on the contract is dry, they begin wondering if they made the right choice. They begin worrying about whether you will deliver on your promises.
... A survey conducted by CIO magazine in 2006 shows that of the 10 vendor attributes considered most important by CIOs, the ability to deliver on promises ranks number one.
"96 percent of respondents chose 'vendor delivers on promises' as the most important vendor attribute," says Michael Friedenberg, CEO of the magazine's parent firm, CXO Media. "But only 54 percent agreed that vendors keep their promises. That's a huge gap."
The survey results also showed significant gaps between the expectations of CIOs and their perceptions about how well vendors were meeting those expectations. ...
"We found tremendous gaps," says Friedenberg. The survey also revealed "that CIOs won't recommend a vendor unless the vendor lives up to its promises."
That's an absolutely essential piece of intelligence for vendors: If you don't live up to your promises, CIOs will not recommend you to their peers.
Now consider this: CIOs typically rate peer recommendations as critical factors in their purchasing decisions. And CIOs talk to other CIOs – frequently.
In many respects, the IT industry is like a small village. Bad news spreads quickly. If you or your organization foul up, everyone knows. CIOs tend to have long memories. If you wrong them, they'll take their sense of grievance with them to the grave.
That's a compelling argument for keeping your promises.
To read the entire article or for more information about the authors and Partnering With the CIO: The Future of IT Sales Seen Through the Eyes of Key Decision Makers, please visit the Web site.
Excerpt on an article "Always Deliver on Your Promises" adapted from Partnering With the CIO: The Future of IT Sales Seen Through the Eyes of Key Decision Makers:
Like all consumers, CIOs suffer buyer's remorse. Before the ink on the contract is dry, they begin wondering if they made the right choice. They begin worrying about whether you will deliver on your promises. ... A survey conducted by CIO magazine in 2006 shows that of the 10 vendor attributes considered most important by CIOs, the ability to deliver on promises ranks number one.
"96 percent of respondents chose 'vendor delivers on promises' as the most important vendor attribute," says Michael Friedenberg, CEO of the magazine's parent firm, CXO Media. "But only 54 percent agreed that vendors keep their promises. That's a huge gap."
The survey results also showed significant gaps between the expectations of CIOs and their perceptions about how well vendors were meeting those expectations. ...
"We found tremendous gaps," says Friedenberg. The survey also revealed "that CIOs won't recommend a vendor unless the vendor lives up to its promises."
That's an absolutely essential piece of intelligence for vendors: If you don't live up to your promises, CIOs will not recommend you to their peers.
Now consider this: CIOs typically rate peer recommendations as critical factors in their purchasing decisions. And CIOs talk to other CIOs – frequently.
In many respects, the IT industry is like a small village. Bad news spreads quickly. If you or your organization foul up, everyone knows. CIOs tend to have long memories. If you wrong them, they'll take their sense of grievance with them to the grave.
That's a compelling argument for keeping your promises.
To read the entire article or for more information about the authors and Partnering With the CIO: The Future of IT Sales Seen Through the Eyes of Key Decision Makers, please visit the Web site.
