Our latest SmartFocus download addresses how IT Professional Services can use partnering to help them justify their core services.  Please feel free and share your thoughts.

I was recently asked for a few “shortcuts” on passing the Cisco Certified Network Associate (CCNA) test. I can not say that there are shortcuts, but here is what I shared with him. Feel free to add your commentaries.

My apologies for the delay in answering your questions.

Let me say that you are correct regarding the CCNA; Sybex is more intuititive, where Cisco Press makes a great deal of “you oughta know up to this point, so no need for us to explain it” assumptions.

I would do a number of things to prepare for the CCNA:

1. Understand that there is a difference between the ‘real world’ answer, and the Cisco answer. A large number of technically savvy network professionals blow this, and even take the test 2-3 times before understanding this concept of understanding. Throw away what you know about networking when it comes to the test; the ‘Cisco Way’ is the only way to pass.

2. If you can make the investment, get into a Cisco CCNA Boot Camp. It is a 5 day (or 3 day) training to help get you ready for the test. They may even give you a CD that has all the questions on the test, of which any 75 of those will be given on the test.

3. If you can, buy a couple of routers and a switch, and setup your test network at home. I have a great resource who can get you used Cisco gear at 80% off list. It may cost you $400-$500, but it would be well worth it. If not, there are online labs you can enroll in, but I think there is no substitute for ‘touching the gear’.

4. Use LinkedIn groups to get connected to Cisco professionals worldwide. You can link with 50 groups max, so I’d encourage you to get in with others who are in the same boat you are in, and with those who have achieved what you wish to achieve.

I think if you can accomplish this, you will leverage your chances of being a “one time taker” of the CCNA. I hope this helps. Let me know how it goes.

dM

A couple of weeks ago, a sales rep selling executive boxes for the local NBA team came in and wanted to speak to “the decision maker”.  (I didn’t know that worked anymore.)  He wasn’t able to, but he left some info and his card.

A few days later, he called back and asked for me.  I took the call, and told him ‘thanks, but not for us’ message.  He then asked, ‘sooo, tell me about your business’.  Big turnoff.

With all the resources on the Internet like company websites, free intelligence reports on Manta, and press releases, there is no reason whatsoever to lead with such a statement.  How much mileage do you think he would have gotten if he had said, “so, I read your blog about…., and I found that very interesting?”

The California Public Utilities Commissions has released for the 2011-12 fiscal year a grant budget of over $75 million to non-profit organizations, to include 501 (c) 3 and 501 (c) 4 community-based organizations. 

This budget has increased significantly over the past several years:

• 08-09       $33 million

• 09-10       $60.3 million

• 10-11       $69.90 million

• 11-12       $75.21 million

The California Teleconnect Fund allows non-profits to purchase telecommunications services for up to 50% off the tarrif price.  Help us spread the word!

 

On one of LinkedIn groups I subscribe to, the question was asked, “should you, in every sales discovery situation, ask about their budget?”  Overwhelmingly, the answer was a resounding ‘yes’ (ABSOLUTELY in a couple of answers).

I have never been a fan of the sales coaching companies, for each have their own, ‘this is the way you do it’ approach to selling.  However, they almost all agree that you should know something about budget, and should ask during your process.  Well, I just say, that is a gameless way to win with your customer.

So, listen up, IT consultants and salespeople…STOP ASKING THE BUDGET QUESTION!  Do your job, and make the budget.  What do I mean?  Simply (well, not simply; it takes work, of which most are unwilling to do), it means conduct your due dilligence to learn where the the weak customer processes or necessary/non-core expenses are, and create a fiduciary case to justify your services.  That’s where the ‘game’ is, and that is where you will begin to show yourself as a trusted, viable resource.