New Year brings a renewed focus on Lead Generation and New Business development. Unfortunately most salespeople (up to 50%) will be well short of their target. In most cases targets are reasonable, in line with remuneration and experience and most companies have good products and an effective marketing function. It is a classic situation and one that’s easily remedied.

So what is going wrong?

Systemic failure?

It sounds obvious but most salespeople do not want to fail. They want to hit their targets: professional pride, income (and sometimes jobs) are at risk. The vast majority of sales professionals work extremely hard to close deals. But securing business compromises other activities. Focusing (quite reasonably) on progressing opportunities means that there is no time to complete the important task of qualifying leads and booking appointments: salespeople fail to hit targets because there are not enough hours in the day.

In some organisations a reluctance on behalf of management to acknowledge this simple fact means that the business will continue to underperform.

Do the sums…..

Voicemail, receptionists and meetings can all cause delay but they are not the real reason salespeople rarely hit their target. Take the following example:

A new business salesperson, earning £40K basic and £20k commission. A reasonable target is 10 x salary i.e. £600,000 per annum. With 4 weeks’ holiday (not counting bank holidays) they will have 240 selling days.

Some basic assumptions:

• Average deal value = £20,000.
• It takes 2 meetings to close a deal and a meeting takes up half a day.
• Proposals take half a day to complete.
• Success (proposal to business is 1 in 3).
• 3 out of 4 meetings result in a proposal.

In order to hit target the salesperson has to close 30 deals. With a 1 in 3 success rate, the salesperson has to produce 90 proposals and conduct 240 sales meetings (it takes 2 meetings to close a sale).

Just processing enquiries, conducting meetings and delivering proposals will take 180 days. Leaving only 60 days to book meetings. A working target for most telemarketers is 60 calls a day of which they will speak to 10 decision makers and book a meeting with one (i.e. 60 meetings instead on the required 120).

The example above makes generous assumptions and still the salesperson is only likely to hit 50% of target.

The simple solution

Achieving your targets is not rocket science: you just have to conduct enough sales meetings. Invest in resources (either external or internal) that can secure meetings and your sales team will start to hit their targets.

Most salespeople miss their targets.

Or put another way: most salespeople fail.

This appalling situation has a detrimental effect on morale, individuals and ultimately the business. The paradox is that sales professionals are by nature competitive; they love winning. The financial and personal benefits associated with hitting the numbers means that they will pull out all the stops to make their targets.

So why are so many failing?

Often businesses blame poor selling skills (but given the financial reward, most salespeople hone their skills to perfection). Salespeople often blame the products, the company or marketing (but most products can be sold and marketing will produce leads).

The real reason sales professionals miss targets because too much time is taken in unproductive activity.

Being Productive

It might sound too simplistic but to hit targets salespeople need to meet prospects only when there is a qualified opportunity. This reduces the actual number of meetings attended and allows the salesperson to focus their attention on managing the opportunity.

Unfortunately salespeople often waste hours and days on non-productive opportunities. One of the greatest wastes is cold calling or prospecting. It does not make economic sense for salespeople to do their own lead and meeting generation. Look at the numbers:

Sales person’s target: £500,000

Average Sale: £20,000

With a generous 1 in 4 win ratio, to hit target your salesperson needs to make 8 good sales appointments per month. If they are generating their own meetings (and just allowing one day per week for the activity) they are likely to average just 4 good sales meetings per month. i.e. they will only hit 50% of target.

Increasing the number of days spent prospecting simply reduces the number of days available for meetings and administration.

Organise for success

Getting field sales professionals in front of qualified prospects is the surest way of hitting targets. But they need support to achieve this.

Telesales teams: internal or external can develop the opportunities needed for your teams to hit their targets but they also need support and direction. Cold calling by telemarketers does not guarantee a stream of well qualified meetings. Targeting these teams simply on numbers can result in poor quality meetings and more unproductive activity.

The surest way of generating qualified opportunities is by co-ordinating marketing and telemarketing efforts. Knowledge based digital marketing campaign will identify individuals with an interest in your proposition. Your telemarketing team are then in a position to call, further qualify and set appointments where appropriate.

Separate appointment setting and field sales, provide marketing support, co-ordinate the activity and you will have a sales team that is motivated, happy and exceeds its targets.

Many companies struggle to get a regular flow of good quality opportunities for their salespeople. The main reasons for this failure are:

1. Poor quality or difficult to use database.
2. Limited regular and consistent marketing.
3. Ineffective cold calling by sales professionals.
4. Mixed experiences with traditional telemarketing.

It all adds up to limited numbers of new business meetings, weakened pipelines and missed targets.

What do Salespeople Want?

Salespeople simply want to do what they do well: sell. And they want as many opportunities to sell as they can sensibly manage. Time taken researching names or cold calling prospects is wasted; it could be put to better use in face to face meetings with qualified prospects.

To be effective your field sales professionals need regular new business appointments with individuals who represent an opportunity. i.e. They have a budget, authority, need and a timescale.

Effective Opportunity Generation

Over the past eight years we have run knowledge based campaigns to subscribers in the UK, EMEA and the USA. Our White Papers and Case Studies, have been written for companies as diverse as IBM, Computer Associates and Siemens. They are read by senior business people. We have built up good relationships and great insights with our readers, many of whom have become clients (or clients of clients).

We have also built up reliable, actionable, business intelligence.

Our systems register when individuals access information and a picture built up over time enables us to identify when individuals and organisations move into the buying cycle.

We call it ‘digital body language’.

Making contact with senior executives when they are ready to explore business solutions is a very effective way of developing opportunities.

What does ‘good’ look like?

An APM Digital lead has been qualified in two ways: first we track behaviour (actions speak louder than words) and see what interests individuals. Then we engage, when the prospect is actively reviewing material and qualify the opportunity fully. If appropriate we will then ‘pencil in’ an appointment.

This is what an APM Digital lead looks like:

Payment by Results

Our payment by results offering is a true win – win – win situation. Our clients win: they only pay for opportunities and meetings they want to progress (if you do not accept the lead, you do not pay). We are incentivised to secure our clients the best possible meetings and finally, the prospects win because they get to speak with knowledgeable salespeople about products and solutions they are interested in.

And our large, warm and responsive database of senior executives ensures that our clients get the best quality opportunities.

If you would like to get more information on our Payment by Results service, call 01252 620206 or email: mark.grey@apmdigital.co.uk

Many organisations dipping their toes into the fast flowing waters of Social Media get cold feet. The medium just does not deliver the returns they expect or worse, they make a social faux pas and wind up with a major PR exercise.

It is a fact that Social Media Marketing is effective, it delivers great results and, as traditional media makes way for the Internet, it is the way all organisations will market in the very near future.

Individuals inevitably fail when they tackle a job with the wrong tools (Ever tried to water a garden with a sieve?). Digital Media Marketing is no different: you need the right set of tools (and experienced tradesmen) if you are going to succeed. This blog outlines the infrastructure we believe organisations need to have in order to execute campaigns effectively.

Basic Infrastructure: The Principles

Social Media is just like any other media; there are assets you own and have complete control of, assets you ‘hire’ and have temporary control of and assets you neither own nor control but which you may be able to influence.

Unfortunately it is this latter group of assets that has the greatest impact upon your success.

The success of any campaign will depend upon the way you employ your owned and hired assets: get it right and you’ll be surfing the face of a social wave with skill and style. Get it wrong and you’ll be wiped out and eating sand.

A sound architecture is needed before launching a successful campaign. Make sure your controlled assets are properly linked to the right ‘uncontrolled assets’ and that you have done your media planning meticulously. Just like in the traditional world, you need to get your message in front of the right audience.

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Build for interactivity: independent, unaffiliated assets have interactivity built as part of their core functionality; it is what makes these assets popular. Make sure that when your audience uses your assets, they can exchange ideas freely and chat, preferably in real time.

The old adage ‘the harder I work the luckier I get’ is possibly more appropriate for Social Media. Your contributions to debate have to be regular, thought through and engaging.

Basic Infrastructure: The Assets Interactive ‘Blogsite’ or ‘Micro Site’

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It is highly likely that your website is unsuited for use in Social Media campaigns. Typically websites suffer from a lack of interactivity, inappropriate information structures or insufficient relevant collateral.

But even if everything was perfect, a corporate site is unlikely to ‘work’ in the Social Media space. Put simply: people will not chat and interact if they think they are going to be watched and sold to.

A Micro Site designed for blogging can provide the necessary distance between the audience and the organisation. Micro Sites can be issue or campaign driven and hold a wealth of information and collateral.

Sponsored pages

The company’s Facebook page might not get a lot of activity; it may be good for keeping friends (customers and staff) informed of events but it generally won’t generate the heated and useful discussions that help to develop the next killer product (or sell more of your existing product). There are exceptions, particularly if the product and company are synonymous: Promoting Bands, Celebrities and Events can be very effective on social media sites.

For most organisations, setting pages up which focus on the product or the issue is more effective than ‘The company page’. Product recall, complaint and feedback pages can help organisations get a feel for sentiment in the wider world. Some of these sites will be developed anyway – ‘I hate HP (HP Sucks)’ is a real group on facebook.

Twitter and other Micro Blogs

Too many people take Twitter at its word and just make noise. Don’t. It is annoying, will lose brand value and corporate credibility. Only ‘Twitter’ if you have something important to say that adds value for your target audience.

A good Tweet is the equivalent of a great email subject line.

But you need something to back it up with. Direct followers to your assets: your micro sites, webcasts and blogs. Used effectively Twitter will build your database and audience.

eMail

Do not forget your email audience; many will be waiting for your next instalment: it is how they prefer to consume your material. It is likely years have been spent cultivating a readership of customers and prospects. Do not forget them.

eMail is still the number one lead generation vehicle. Effective marketers are already executing co-ordinated eMail campaigns that incorporate social media and delivering great results.

Non Owned Assets

Perhaps the biggest mistakes are made by organisations experimenting with Social Media through membership of groups such as LinkedIn. They actively promote products or services: a strategy that inevitably backfires. Rather than increasing market share they shrink it. Discussion and interest groups actively exchange ideas on subjects and issues that directly affect your business. To get involved you need to pose questions and offer opinion. Direct discussion as an effective chairperson would.

It is possible to improve your organisations profile and mindshare within the ‘uncontrolled asset’ space. But your contributions will have to demonstrate expertise and your questions will need to precipitate lively debate.

How to get it working

A client recently told me that senior management wanted to get involved in social media because it was free.

Skill and expertise built up over years in digital communications are unlikely to be cheap and they are certainly never ‘free’. Whilst digital media may be more cost effective (and measurable)  than traditional channels, you will need a team of experts actively planning and expediting your campaigns. And it is a full, not a part-time, job.

Most telemarketing is ineffective.

Yet in a triumph of hope over experience companies still persist, using a mixture of false logic and assumption to justify the spend. Part of the problem rests with telemarketing agencies themselves. Telemarketing is frequently sold by the man-day. It is simply not in the agencies’ interest to be too successful: it reduces the number of days worked. This has lead to a situation where standard industry performance (80 calls per day, one appointment booked) is seen as acceptable.

This ‘standard’ performance represents failure. It is perfectly possible to regularly deliver call ratios of 1 to 2. That is one appointment for every two telephone calls completed.

And this is how to do it….

Three conditions for success

In last week’s article ‘Why telemarketing fails‘ we identified three conditions that have to be in place before the telemarketing call is made:

1. Call the right number (the decision maker’s direct dial).
2. Catch the decision maker at the right time (make sure they are in ‘buying mode’).
3. Have the right conversation (be on the same page).

If any one of these conditions is not met the call is likely to result in failure.

How humans make friends

No one is going to sign a six figure cheque for your product or service unless they trust your organisation and have the confidence that you can deliver on your promises. Put simply; they have to build a relationship with your company. Most cold calling takes place when there is no relationship.

Information led marketing can help you start to build that relationship. This relies upon good quality, useful material being made available to your target market. Interested individuals will access the information, comment on the content and start to build a relationship with your organisation. We can track this activity. This approach has several built-in advantages:

1. The information you provide enhances your organisation’s reputation for thought leadership in the marketplace.
2. Interested individuals build a relationship with your organisation: they are more likely to accept a ‘phone call.
3. Sales professionals can track individual’s interest in subjects, making the call more focused.
4. Time is not wasted calling the vast majority of the database (who have no interest or need for your product today).
5. We can identify, through browsing patterns, organisations and individuals entering the buying cycle.
6. The number of sales enquiries increases (yes, prospects will call you and request meetings).
7. Good quality information positions you as a business partner: not just a cold calling salesperson.

It ain’t rocket science but it does need co-ordination and work

Of course many companies use a blend of consultative solution selling, white papers and case studies to generate leads. Often with mixed results. Success relies on planning, co-ordination and infrastructure. There is little point in exciting interest only to follow-up several days later. Timeliness is everything.

Campaigning must be blended to include passive and active marketing. Reliance on one channel (PPC, Social, eMail) will reduce the number of opportunities generated. Finally any white papers, case studies and ROI calculators that are commissioned need to develop a logical and compelling business argument.

Our final article in the series looks at the infrastructure, systems and working practices organisations need to develop to deliver effective telemarketing.

Facebook can be dangerous for business.

Many organisations have rushed blindly into putting up a facebook page and engaging via Twitter without analysing the potential downside. Just like any powerful tool, facebook has to be treated with care; there are benefits but get it wrong and your organisation could lose money and reputation.

Before launching your facebook campaign consider the following:

This space is not for rent.

Facebook allows anyone freedom to create just about any group, provided it is legal and decent. Many organisations have taken advantage. They have increased their web presence and built an enviable following of loyal supporters. However, investing significant time, effort and money in third party assets could be short-sighted.

Social sites can and do shut down groups. Every facebook user has the right to report any group and many social sites take a ‘risk adverse’ approach. So, if someone complains (even without justification) that your group is misleading, you are likely to be shut down. You will not only lose reputation; you will lose you contacts and all the investment in building your group.

Policies change: what might be free today may become very expensive tomorrow. We have seen how Google mutated from a completely free service to the most powerful advertising organisation on earth. Today facebook has over 300 million subscribers and it is starting to flex its commercial muscle. We simply do not know how long commercial group pages will remain free.

Dangerous praise

Word of mouth marketing is great but again, it is not without risk. False claims made on your behalf by a well meaning but misinformed supporter could prove costly, especially if your company initiated the process. For example: if an organisation provides a product free to consumers it is potentially liable for any misleading  blog posts.

Ouch.

You could be forgiven for wanting to return to a simpler time; when all your advertisements were vetted by the legal department before publication!

All that lovely data

The social media business is all about data collection and consumer profiling. Knowing, on a massive scale, individual preferences, hobbies and lifestyles is a marketers dream. But it also creates risk for organisations. A successful facebook group will have thousands of followers. Create an application: a game or interactive survey and you will obtain a great deal of information about your consumers. This information not only has to be protected, it has to be collected in accordance with local data protection laws. And how often do you see a privacy statement or terms of use link on a facebook page?

That’s right. Not often.

In enthusiastically following a social media strategy organisations could be unwittingly setting themselves up for potentially expensive litigation. Organisations need to understand the sensitive nature of information that flows through social media. They should recognise the serious compliance and litigation risks that the collection and distribution of such information entails.

There are contractual tools to mitigate these risks, including properly drafted privacy policies and terms of use. A trip to your legal department will help you understand your obligations under all applicable data privacy and security laws, and help you build a nuts and bolts plan to meet those obligations.

Just because there are risks, does not mean you should not do it

Social media is the marketing phenomenon of the new millennia. It provides great opportunities to really understand customers on an individual basis and to engage in deep and meaningful dialogue. It has already started to revolutionise industry and the genie cannot be put back into the bottle. Organisations looking to benefit from the medium can, provided they treat social media with the respect it deserves.

Influencing markets compels organisations to invest in intellectual capital. White Papers are commissioned, Seminars organised and Webcasts broadcast. But the audience for these events and materials is often limited and content dates quickly.

Developing thought leadership materials is the easy part; the challenge is getting it read.

The right communications infrastructure helps but it is only the foundation. To be a thought leader organisations not only need good ideas and broadcast infrastructure, they need active management.

Be regular

The latest thinking encourages organisations to build ‘dialogues’ with customers and potential customers: great! What exactly does this mean?

A couple of years ago a large electrical retailer commissioned a ‘viral’ digital campaign. It involved a witty email, banner adverts and a free ‘elf bowling’ video game.

Did it increase traffic? – Absolutely yes.

Did it engage the market? – Again yes.

Did it result in more sales? – A resounding NO!

It was a classic example of traditional marketing going digital. The campaign was classic ‘fire and forget’; it did not build a dialogue. But it could report that vast numbers of individuals played ‘elf bowling’.

To succeed organisations have to develop regular ongoing communications, elicit interaction and build a conversation. Every industry has its challenges and opinion formers. Regular publication and comment on matters effecting your industry will recruit an army of influential supporters: individuals who recommend your papers, link to your webcasts and build your audience. New material needs to be published once a fortnight as a minimum.

Be assured; the demand you create is directly proportional to the frequency and quality of your publication.

Be original

The majority of social networkers, tweeters and bloggers simply regurgitate and promote useful material. This is great news for the publisher but it does not help the ‘tweeter’ other than giving them a great following. It is better to have 2,000 active recommenders than 20,000 followers wondering who you will recommend next. Be original, be talked about and build your reputation. Simply pointing your audience to a third party White Paper will promote the third party – not you.

Too difficult?

Many organisations believe that regular publication involves significant investments in personnel, time and effort. In most cases it does not. But it does require good organisation, appropriate resources and management.

In practise the effort is limited and many companies find organising a single trade show far harder work than developing regular communications with their marketplace. But the returns for regular publication are significantly greater.

During 2010 Social Media Marketing will have a shave, buy a suit and start working for professional service organisations. The techniques and technologies have matured to a point at which it is possible for serious B2B organisations to secure mind and market share over more sluggish competitors.

These changes are driven by several factors:

1. Content is no longer found in tidy silos – it is distributed, edited and commented upon. New clients are more likely to learn about (and engage with) your organisation via recommendations on third party sites.

2. Traditional models of SEO and SEM to promote corporate websites have been eclipsed by professional networking group referrals.

3. Direct (interruption) marketing channels have become increasingly ineffective: telemarketing, direct mail and even email for new business generation are highly inefficient and may harm rather than enhance reputation.

4. Technology and individual use of the Internet has changed: potential clients are willing to engage in online discussions. Content is no longer static.

5. Individuals do not need marketing: there is a wealth of information and comment on the web where professionals can keep abreast of the latest innovations and market developments. And if you are not at the party, you are not part of the discussion and not part of the solution.

Effective commercial networking requires organisations to publish good quality information, share useful materials and build a network of peers, clients and suppliers.

Publish

Most professional organisations have a decent library of materials and an ongoing programme of publication. However, the majority of this material either sits on company websites or is the subject of email broadcast activity. It is a shame that after so much time, intellectual capital and money has been invested, that these materials are not more widely read. A relatively small investment can help organisations leverage Social Media technologies and get your material read. However, it does need investment in infrastructure (Blogs, Microsites, Websites) and active publication on third party sites (Google, Wikipedia, YouTube).

Share

But it does not need to be you that does the promotion: your customers can be encouraged to publish (LinkedIn, Squidoo, upcoming.com) or support through bookmarking (Delicious, eHow, furl etc.). Many of IBM’s highly technical white papers would not register on search engines if it were not for IT professionals bookmarking the best information.

Network

The better your network, the stronger your business. Publishing and sharing materials builds connections with potential customers. Your company reputation will be influenced by how you manage these interactions. Where you interact is important. Organisations can configure Social Media Technology to develop their own ‘private social sites’: useful for getting  bidding consortia together, collaboration or product development. Potential customers are more likely to congregate (and discuss stuff) on public shared sites (Facebook, LinkedIn, Gather, eons). The networking location determines how you act and respond as an organisation. It is a bit like a cocktail party: if you are the host, you set the agenda but it requires work. If your a guest, the workload is reduced but you might not have as much control over the conversation.

Is it worth it?

Short answer: yes.

Long answer: Marketing has changed. Increased Internet use has put the consumption of marketing collateral firmly in the control of the customer. Interruption marketing is ignored. And we now have systems which disregard marketing automatically.

If you are not implementing a Social Media Strategy today you are not at the party, but you may be part of the conversation.

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The strength of your network reflects the strength of your business: it pays to be well connected.

It’s as true for corporations as it is for individuals; increased connections and deeper relationships equal increased revenue. Some organisations have perfected business networking on an industrial scale: Amazon, Google, iStore et.al. But are lessons from Internet retailers relevant for professional service companies?

The answer is yes, with caveats.

Internet retailers’ transactional business can scale in a way that is impossible for more complex professional service products or services. For practical purposes Internet retailers do not have to limit business volume: they can scale to meet demand and customer expectation.

In contrast, professional service marketers have to match demand to available resources. The challenge is not to build networks per se but to network profitably. In other words: maximise connections with organisations that deliver the greatest return and sever unprofitable links; which is where ‘Business Ethos’ becomes relevant.

Business Ethos is your organisation’s character. It is how you are perceived (and remembered) by the world. Potential clients are attracted (or repulsed) based upon their predisposition to the type of organisation you are. Professional service marketers have to develop a business ethos that builds relationships and networks with a carefully targeted audience.

And this is how to do it online:

How we act

Attracting new business is a pro-active endeavour. Timing, frequency and the tools used to communicate create an impression in the marketplace. For most, interruption marketing: cold calling, email blasts, etc. is pushy to the point of rudeness. It is unattractive and unlikely to appeal to audiences most professional service organisations wish to connect with.

But connections need to be built and interruption marketing is possible if:

1.    The style of copy is right.
2.    Subject and materials are relevant.
3.    The individuals addressed have been carefully selected.
4.    Timing is correct.
5.    Objectives are limited.
6.    Follow-up is timely and appropriate.

It is the digital equivalent of the cocktail party. A charming and intelligent approach to an individual you wish to engage in conversation is likely to be successful. Limit the initial objective: ask too much of you new found friend and you will fail. Be prepared to follow up any interaction appropriately. Build your network.

What we say

Your organisation is perceived by what you say as well as how you say it. To create gravitas and presence communications have to provide value to your target market. Simple, time limited offers, will not build a network. Your content has to be thought provoking, engaging and help your readership solve complex, challenging issues. It should encourage further dialogue and networking. Good quality articles, white papers and commentary on matters affecting your customers’ marketplaces today will help to construct profitable networks.

Where Amazon will suggest a book or product based upon purchase or browsing behaviour, the professional services marketer should offer opinion or provide insight based upon individuals’ interests and browsing behaviour. Getting partners or busy professionals to create high quality content can be challenging and we address how to build content in a later post (Expedite).

Look forward

Building the right connections should be a priority for the professional services marketer and it starts with understanding the sort of organisation you are and the sort of clients you wish to attract. Once that hard work has been done planning and constructing communications should be easy!

Our next article looks at infrastructure: the tools and techniques required to get your message out, build your network and manage the opportunities generated.

Most professional organisations agree that meaningful conversations build relationships and business.

Yet many have difficulty initiating or maintaining business dialogues. ‘Classic lead generation’ activities (telemarketing, email prospecting et al) are just not appropriate in a professional environment. It is a dilemma that few have solved.

Modern communication tools complicate rather than simplify the situation. In a fluid and evolving communications landscape, partners and marketing professionals continually attempt to answer several questions concurrently.

Typically those charged with marketing a professional organisation will focus on tactical matters:

1.    Can we use eMail to engage new clients and if so, how?
2.    How effective are pay-per-click systems like Google Adwords?
3.    Is our website visible enough, should we invest more in SEM?
4.    Under what circumstances may we tele-prospect for new business?

Etc.etc…

However, professional organisations should focus on one strategic question:

‘How does my organisation initiate and maintain meaningful dialogue with prospects and clients?’

We answer this question focusing on four communication pillars:

1.    Ethos: The organisation and its interaction with its commercial environment.
2.    Architecture: The design and deployment of communication tools and assets.
3.    Expedite: Active management of campaigns, resources and responsibilities.
4.    Action: Follow-up of engaged individuals and ‘closed loop’ reporting.

The aim is to build a communications structure and processes that not only build your organisation’s reputation but also increases the strength and depth of your commercial relationships. We will help you explore the basic principles behind your communications strategy. We will show you what tools other organisations use to expedite their campaigns. We will also share with you how communications assets are created and deployed.

All of our work is based upon one simple premise:  for professional service organisations, relationships need to be built before any business can be won.

The explosion of communication methods creates complexity for anyone charged with marketing professional services or high technology. A communications revolution has already started. By focusing on the basic principles and applying them to complex situations we hope to help you revolutionise your corporate communications.

Next week our first instalment will examine communication Ethos; what it means and why it is important. We will provide case studies detailing the impact when organisations get it wrong. We will also show you how some organisations have implemented a robust communications framework which enables ‘on brand’ content to be created by many.

Please feel free to comment or pick up the ‘phone if you would like to discuss any aspect of this post in greater detail.