Vital to Your Success 2: More Roles for the Inside Sales Manager

Motivator

It can be unnerving - sitting in a client meeting - when a top manager turns to me and begins to talk about how poor motivated the sales or service staff is.(My brain begins to signal UH OH!) Not a bad thing unto itself, but this is what usually follows: This  upper level management member says they need their managers to "Fire them up!” “Get them going!” “Motivate them!” Almost as though there is a magic wand that can be waved and “BAM!” people are motivated and productive, sales forecasts are being made and all is right with the world. Unfortunately, it doesn't work that way. There are no silver bullets, no magic pill that helps you motivate others.(sorry!) There are however, things that you can do in order to help people motivate themselves.


Experts in motivation theories will generally point out that motivation comes from within and not from without. A manager should not expect to give a “motivating” speech or incentive and expect it to work. With out understanding what is important to the employee, it is nearly impossible to be effective in motivating
them. 

A manager needs to discover what motivates each of their subordinates and create their motivational plans accordingly. It is difficult to motivate others but it is possible to create an environment conducive to motivating each rep. This is effective motivation. 

Positive reinforcement should always be chosen over negative. Most importantly, this requires managers and supervisors to get to know the people who are selling for them. Finding out what motivates people can be as simple as asking questions during a goal setting session. Some people will respond well to a lot of positive attention, some people will not. It’s important to observe how people react to each incentive. Some people respond well to certain things, others have different expectations. Don't use programs/incentives/etc because you like them - use them because your staff will.

In looking for motivators, a manager must observe their employees. Plus, keep in mind that motivations change. What motivates people can change based on what is happening in their lives. For example, a sales person who usually isn't motivated by money may become so, if something changes in their personal life which demands more cash. Conversely, some people will reach a level of earning and by satisfied by it. These sales people will not be satisfied by monetary rewards.

Vital to Your Success: The Roles of the Inside Sales Manager

The role of the Inside Sales Manager is a critical function. Unlike many other jobs with the term "manager", an inside sales manager is dependent on others to achieve their goals. They accomplish their goals through others. They are several roles an Inside Sales Manager must play. Among them are:

Developer
A great Inside Sales Manager knows the value of developing their staff. Keeping people at the same level of performance and responsibility is boring for many and ultimately dissatisfying for most. Developers make a point to cultivate the skills and potential of their staff. They take the time to help their staff both individually and collectively obtain the skills they will need to be successful at their jobs. 

Inside Sales Manager knows the value of developing their staff. Keeping people at the same level of performance and responsibility is boring for many and ultimately dissatisfying for most. Develops make a point to develop the skills and potential of their staff. They take the time to help their staff both individually and collectively develop the skills they will need to be successful at their jobs.  A great developer provides formal and informal opportunities for learning and development. They give greater responsibilities were appropriate ty & possibilities for growth

 A great developer provides formal and informal opportunities for learning and development. They give greater responsibilities where appropriate and activity look for possibilities for growth.

Coach
A coach makes sure that each person on their team is working to their potential. Coaching is generally done on a one on one basis. Spends time helping to hone skills then reaps rewards of increased sales just as an athletic coach wins more games.

Coaches take the time to discover what works and doesn't for each individual reporting to him. This is an individualized approach. It requires paying attention to what the rep says on the phone and  what they do not. Observing work habits and not being afraid to say something.

Yes, I've used the work "afraid" Many managers fail at coaching because they are afraid. Perhaps they've not been trained for it. Perhaps they dislike confrontation. There are many reasons manager fall down on the job when it comes to coaching.  Think of it as a sales situation. Map out your goal and the best way to achieve it. Just like each of your prospects and customers are different, so are your sales reps.

Get the best out of them by spending time with each and modifying - individualizing - your approach. 

Converse, convey, connect...

What makes you passionate about what you do? 

What keeps you involved and motivated day after day?


For me, it's the knowledge that I've helped someone on the road to success. Whether that success is being better at their roles in a call center, helping an independent sales rep refine their technique, working with front line employees in a office to be more effective communicators or mentoring small business owners in their ability to manage, coach and motivate their sales and service staff, it's important to me that I make a difference. For me it's always been about how I can help people succeed.


Because when we work to help others - no matter how big or small an effort- good things happen all around.


In a nutshell, that's what sales and service are all about. Working to help others. Sometimes in the middle of a rough sales month or a day of really tough calls - inbound or outbound, it's easy to forget that. What makes it easier to stay on track is to have the tools and techniques that enable you to succeed.


Enable you to find passion.


I can help. If you'd like to be more effective, if you'd like your staff to be more effective in their sales or service mission and goals, I can help. This blog is called "Converse, convey, connect" because that's what we need to do in order to be successful in our sales and service relationship. If you'd like to learn more about how I can help you, here's some additional contact info:

website: www.krgcommunications.com
email: info@krgcommunications.com
phone: 973.709.1252

Avoid These Phrases

Often, when doing research for an upcoming training event in an organization or as part of a consulting assignment, I have the opportunity to listen to both side of customer service or sales calls. Here's what I find really cool - I can always tell when the wheels come off the wagon during a call. And it's usually not the customer. I would venture that 8 out of 10 calls that go awry, happen due to something the customer service or sales professional has said. Always well meaning, but often the one thing that sets off the caller.


Whether we sell or service, there are certain phrases that we should avoid using. There are certain phrases that all but guarantee a negative reaction from our customer or prospect. Let's take a look at words and phrases we should avoid in our telephone work.


I don't know. Is that what some one really wants to hear when they speak with a company representative? After all, isn't it your job to be able to answer customer requests? If you don't know, find out who does and get the answer. An alternative phrase might be "I'm not sure of the answer and I want to make sure I give you the correct information. Let me check that out for you. Are you able to hold?"


I (or we) can't. Don't you just hate being told no? So do most people. Find out what you can do and offer alternatives.


Hang on a second, I'll be right back... can sound rude and abrupt. Use "Are you able to hold instead?" It's much more polite and empathetic.

and really, really get back to them quickly. When you're on hold, I can still hear your caller. The longer you are away, the more time they have to stew. If you can avoid "hold", do so.


You have to... A prospective buyer doesn't or shouldn't HAVE to do anything. We're the ones trying to make the sale. If an action is required on their part, let them know what they'll "need to" do in order to accomplish the objective"


No... No one likes to be told no. Offer alternatives. If you can not come to agreement, be gracious. You never know when they might change their mind.

It's often difficult enough handling sales or services calls all day long. Why make your job any harder? The right words go a long way towards a quick and effective solution. 

Have Your Created Your Best PES?

Today I'm thinking about PES. Not PEZ (Sorry no candy dispensers, here! Dispensing thoughts only.)

PES sums up the buying experience.

P- Price Is your price competitive for your market? For your product? For your customers? Does it send out the right message regarding how you want your product or service perceived?

E- Experience What do your customers experience during the buying process? Is it easy to make a purchase? Is this the experience they are looking for?

S - Service Do you provide the customer service levels that your customers expect?


By themselves, each of these areas are important but won't necessarily force a potential customer to do business with you. It's the right combination of all three that makes a business succeed. 

Think of the downtown areas of towns that are dying. Store fronts abandoned, businesses barely holding on - while on the outskirts of town, the big box stores are flourishing. Then there are the downtowns that are flourishing. Sure, the big boxes came and created a place for themselves in the community but the savvy businesses downtown adapted. They created a new place for themselves in the community. They created a PES that made people want to continue to do business with them.

This holds true for any product or service. Sure, there are the low-ballers. They give bare bones service but the price is right and the product is OK. That will always attract some portion of buyers. Then there is the higher priced, high quality product with the great service that creates a fabulous buying experience for their customers. A portion of buyers will pay a premium to feel catered to.

Finding the right combination of PES helps you survive in an ever changing market place. Will you be able to sell to everyone? Of course not. There will always be those for whom your product or service is not the best fit. However, by using PES as a strategy to attract customers, you are sure to find your best position to succeed.

Are You Engaged?

Great interpersonal skills are invaluable in customer service work. The ability to engage your callers can turn a confrontation into an agreement.

Although most people dealing with customers have good starting-out skills, people can become jaded or worse when dealing with customer problems all day. It's so easy to depersonalize the person on the other end of the telephone. It's one of the challenges of doing business by telephone.

We can overcome these challenges when we make a concerted effort to keep an open mind about each situation we find ourselves in. Sure, we can reference in the back of our minds all the possible scenarios that might be played out, but we need to stay in the moment. We need to remember to ask relevant questions.

The best service people are the ones who are capable of appearing genuinely engaged, no matter whether it's the beginning of their shift or the end. They recognize that each caller is an individual and treat them as such.

Your interpersonal skills are only as great as your last phone call. Question to ponder: How can you resist de-personalizing your calls?

Customer Service Tips for Meet & Greets from Dale Carnegie Blog

I usually don't post articles here, but this caught my eye. Basic but important:

Customer Service Tips for Meet & Greets | Dale Carnegie | Dale Carnegie Blog

What are your thoughts?

In Defense of Sales

During holidays or family get-togethers, many people dread spending time with various family members. Uncomfortable questions are asked, usually about relationship status (He hasn't proposed yet? Dump him!) or family/fertility status (“You can’t wait forever.” “Really, it’s no good to only have one.” or “You’ll completely change your mind once you have one.”). Me? I’m not grilled. I’m constantly regaled by tales of the worst of my industry or people’s thoughts about my industry – none of which are positive.

No, I’m not a politician or a lawyer. I’m in sales.

Everyone has their favorite, horrifying story of a salesperson run amok. They tend to cluster in fields such as car sales, real estate and home improvements. Now, I made a decision long ago to stay B2B. The hours are generally better and I've found the work environments to be more professional. Because most of the general public only see sales from the fields I've just mentioned, they tend to think that all sales people are like that.

Except, we’re not.

The best, the most successful sales people treat their customers and prospective customers with respect. They ask questions to learn about needs and concerns. They won't shove you into a square peg of a product/service when you need one with a round hole. They want you to be long term pleased with your decision to do business with them. They want you to refer others to them.


So why do people sell that other, terrible way? Simply put, it works. It’s not great for long term relationships and it certainly won’t gain any referrals but for a salesperson that needs to make quota, he might not care. Notice I've used “he”. In my experience, you’ll generally find harder sell techniques from men than women. To an extent, it’s about natural and environmentally reinforced styles. On the other hand, many times poor techniques simply arise out of misconceptions or lack of training or poor training in general. Poor communication from supervisors/managers also fall into that territory. If you've never been taught how to do it right and you spend your time in a situation where everyone does it wrong, well…. Those poor techniques will seem right to you.


So, let’s all make a pledge: To use our selling skills to enhance the customer experience. To be an ambassador for the sales profession by using effective yet appropriate selling techniques. To help guide our prospects and customer towards making the best decision for them. 

When you do this, notice how your sales will go up, not down. Notice how you’ll experience less stress on the job (because when we use communication techniques that encourage consensus and not conflict, it’s just easier). Notice how people will regard you in a more favorable light – as a partner not an adversary. Notice how your relatives will have fewer stories to regale you with at your niece’s graduation party.

Leave Your Ego at the Door

We often hear the phrase "perception is reality" - how and what people think about things is often more important than what really is. I found there's an exception to that, though. We often can't judge our own performance, particularly when it comes to "soft" skills. See, we can't hear ourselves as others do (seriously, we can't - we can't hear our own voices as others do. We hear it from inside our heads, they hear the sound that comes out of our mouths ) and we can't see our body language as others do.

I was reminded of this recently after cantoring (leading the singing) for a Catholic Mass. I've been away from singing for over a year and half and am slowly going back to "performing" in public. I had made a point to record myself so that I could hear what others heard and create a plan of action to correct myself based on that. As the music director and I discussed my work, we touched on the topic of singers perspectives of their work. Sometimes when you think you sound great, you didn't and sometimes you sound great when you think you were awful. Very hard to judge ourselves.

So, why am I musing on this today? I had one of those light bulb moments yesterday. You see, I'm often asked to train people with lots of experience whom management feels - and I've verified - are not performing well. Their perception is that they "know this" and "I do this all the time". Often it's important to record and role play, not to break people down but to help them recognize that perhaps their perception is not the reality and their performance has been suffering.

It takes a lot be able to put yourself on the line and change your view of your skills. In order to maintain your skills. It's important to leave yourselves open to the possibility that you are not doing as well as you think you are. Scary, right? It can play havoc with your sense of self and who you see yourself as. But without the ability to accept that you can always improve and that there is always something new to learn, you'll stagnate or go backward. So, you leave your ego at the door and recognize that other's perceptions may be your reality. Like my singing, your communication skills will be the better for it.

Selling for the Small Businessperson: 4 points

Many small business owners thrive on the challenge of selling their services, products and ideas. Many of them come from sales backgrounds themselves. However, it is not unusual for a business owner to be a technical or subject matter expert and not a sales person. This creates interesting situations when trying to get a company off the ground.

Just because we're convinced that our products and services are great doesn't mean that others will feel the same way, too. We need to be able to sell not only our product line but ourselves as well.

What is a selling posture? A selling posture is not physical. It is, however, the stance you take in order to be closing from the beginning of your sales call. Are you ready to sell? Are you "standing" tall and alert - ready to begin the closing process from the beginning of the process?

Distance yourself from your products. It is true that part of selling is the ability to sell yourself. For example, being able to make people trust you, rely on you; knowing that your solutions are best suited for their needs all require that you sell yourself. However, you must be able to distance your personal self from your professional persona. Often people will seem to reject you when it's really your product... and sometimes it's not even about a rejection, it may be a bad fit or the timing is wrong. When selling you need to think as though you are selling someone else's products. Give yourself the necessary distance so that you can see clearly.

Fake it 'til you make it. Not sure if you know what you're doing? That's OK, most other people don't either. If you're uncomfortable in your role as a salesperson, learn everything you can. Practice often. It gets easier.

Learn, learn, learn. Any work/job/career activity requires ongoing learning. Being able to sell your products and services is no different. Seek out opportunities to learn new selling skills and effective interpersonal behaviors. Keep in mind that even if your background is sales, selling a service can be different from selling a product. Selling a product or service that will be considered merely a transactional relationship by your customers requires different skills than a product/service that requires an ongoing relationship. You'll want to make sure that you are using the correct skill set for success.

Faulting People for Behaving Like Humans

Have you ever sat down and thought about how often you judge others? You judge them for their behaviors…their ideas, their lifestyles, their choices. Sometimes you judge lightly. Other times- if you are honest with yourself – it may be downright nasty. Often you are making judgments about people you don’t even know personally. Or if you do, you assume that everyone else in the same situation has the same motivations or will make the same choices.

In 2014, let’s stop assuming. Let’s stop assuming that when someone thinks differently than ourselves they are dead wrong or worse. Let’s stop assuming – let’s stop assigning guilt. Instead, let’s take the time to learn. Learn about their motivations, their needs, their thoughts. Approach each person as the individual they are. Don’t lump people into a group. Take the time to accept each other for the good, bad and everything else that goes along with being human.

Accept people. Understand them – that doesn't mean you agree – but understand where they are coming from. Perhaps, if we can stop talking (and in some cases yelling) AT each other and start talking TO and WITH each other, you might find that you have more in common with others than you think. You may also find yourselves counting your blessings and thinking “There but for the grace of God, go I”.

Stop judging. Start listening. Use your ability to empathize with others to gain new insights. Ask questions and don’t shut your mind as soon as you hear something you don’t like. Give it your full attention.

The ability to see other’s points of view, to create bridges of understanding will only bring good things to you.

In 2014, my intention is to facilitate this where ever possible and to remember to practice what I preach.

Happy New Year!

Success "Calls" to You

Yes, it does. Here's a short list of tips for telephone sales and service that can help you succeed


Recognize differences between face to face and telephone communications.
When you communicate over the telephone, you're communicating with a blindfold on. Words and voice become all important. In person, you're watching their body language. Make sure you adjust your message accordingly.

Learn to Listen.
Oddly enough, although we hear everything, we need to make a conscious decision to actually listen to what we're told. Make sure you listen actively and objectively.

Create a telephone presence or image through your words and voice.
Be professional; don't use slang or sloppy grammar. Articulate your thoughts clearly.

Make a dynamic Plan of Action to improve your telephone presence.
Record yourself. Objectively listen to strengths and weaknesses. Create a plan of action base on this.

Concentrate on improving inflection, enthusiasm, rate of speech and volume.

A pleasant sounding voice makes it easier to reach your objectives.

Put your best voice forward and sound confident when you're not.
Sound confident even when you're unsure. A willingness to double-check increases respect of you and your organization. It's all in how you say it.

Prepare for all outcomes.
You can handle anything smoothly and with aplomb if you prepare beforehand.

Voice Mail is an opportunity to have a 30-second commercial for the price of a telephone call.

Take the time to craft your message beforehand.

Think before you speak.
A planned presentation needn't be stiff and sound canned. Be comfortable with your product and your message.

Silence can be powerful - Make it work for you!

Dealing with Difficult People - a Few Notes

Here are some quick thoughts about dealing with people who we don't always see eye to eye with. Many of the instances where we deal with difficult people come about due to a combination of the situation and the behavior styles of the individuals involved.

Here's a few points to keep in mind:
- Many difficult situations between people are exacerbated due to a mis-match of communication
- You can't change others - only yourself
- Take your cue from others - learn to react to get what you want
In order to achieve our goals we need a mechanism to work through our differences. A technique I call Diffuse/Disarm is a great way to begin.

You can Diffuse/Disarm in 4 steps:

Diffuse

Listen

• Be objective
• Actively listen

Acknowledge

• The act of making sure what they said is what your heard
• Confirm that you understand the situation

Question

• Find out additional information or roadblocks
• Use open ended questions

Disarm
Respond

• A practical solution that satisfies the needs of both parties

Using these steps will make your communication process smoother, help people feel comfortable and cared for, and help you achieve your service objectives.

You ARE the Expert: The 5" Know's"

Don't we all want to be considered "expert" at something? Being thought of as an expert by our customers helps them to feel more comfortable with us, our products and our solutions. The key to becoming an expert at anything is knowledge and ability to know how to use that knowledge.

The 5 "Knows" to becoming the expert:

Know your company
Learn everything you can about your organization. Stay on top of new goals, new product developments (even if you can't share them with your customers yet).

Know your product
Be familiar with all its uses.
Understand its pros and cons.
Be aware if there are any product-related problems.

Know your industry
join industry related organizations.
Read trade publications.
Network with others in the industry.

Know your customers
What are their goals? Will your product help them achieve these?
What use will your product have in a particular organization?
What is important to decision makers and influencers?

Know your competition
What are they doing?
What are they developing?
Do they have their sights on your customer?
What can they offer that you don't have?
What can you offer that they don't have?


...and now let's build...

Build Credibility
Don't be afraid to say "I don't know"
Say it confidently and with conviction. Then proceed to get the information without fuss and without delay

Build your resources
If your customer has a related need, be in a position to make a referral to a trusted source. It makes your customers more appreciative and cements your position as the expert.

8 Essentials for Great Customer Service

Many organizations tackle the issue of customer service by exhorting their employees to speak with a smile. Be polite. Never lose your cool. But isn't that a little like closing the barn door after the horses have gotten out? Good customer service should be about a good customer experience with your product. This begins with the relationship your company cultivates with a customer.

This relationship will be tested by the entire process of the buyer seller relationship. Here are 8 essential questions to be considered when designing a great customer service experience for your customers.

What are the images and promises of the marketing campaign?
People begin to form opinions of your company and products from the messages they receive before they even purchase your product. Often, they receive these images before they have even thought of buying. Will your images match the experience?


How easy is it to order/purchase the product?
Once someone has decided to purchase your products or services, how easy do you make it for them to do so? Is there someone to answer the phones or will they get a voice mail message? Can they order online easily? This is how many companies lose sales. Potential customers - who want to act now - will simply get frustrated and go on to the next company that will answer their concerns.

Do you follow up on leads? Are email/website inquiries answered quickly. Do you return phone calls promptly?

When a buyer does reach you, are your systems in place to make the purchasing process as simple as possible? Buyers want to feel that they've made the right decision in choosing your product. By creating an easy process for ordering, you help them feel confident in their decision.


How well does the product live up to the expectations of the marketing?
Your customer now has your product in his possession or has used your service. Will it live up to any hype used in the marketing campaign? Or will there be a letdown when the actual product does not match the expectations? Marketing is a powerful force. It will create expectations that must be fulfilled by the product or service. When it doesn't, it can create customer satisfaction problems. Make sure your product matches expectations.


How well will the product live up to the expectations of the customer?In addition to the marketing message, a customer usually forms his own expectations based on past experiences with similar products or services, observations and conversations with others. Will this add to the experience or create a letdown? Products and services must match expectations or exceed them. Anything less will create a potential customer service problem.


When something goes wrong, how is it fixed?
Do you acknowledge that problems can happen? Have you decided how to satisfy customers? Have you looked at the financial ramifications of your solutions? Better yet, look at the product itself. If you find many customers with similar problems, perhaps it is most appropriate to address weaknesses in the product/service itself.


What are the procedures?
Even with the best of products and services, problems can occur. It's best to address these issues beforehand. Decide what processes will be used to satisfy your customers. Think about solutions - its cost, discounts, etc. If you are going to replace a product or re-do a service, how quickly can you get it to done? Servicing existing customers is as important (and more so) as servicing and providing for new customers. Customers will tell more people when they've had a bad experience then when they've had a good experience. Solving customer problems not only affects that specific customer but many other people as well.


Can your organization be easily reached or is the process frustrating to most?
Everyone has frustrating stories to tell about voice prompts that go nowhere. They don't cover your problem and they continually loop back into the system without a way to speak to a live operator. Make it easy for people to speak with someone. Test your systems thoroughly. Automation is a great help and a cost saver for organizations but it must be used judiciously.


Can the customer service rep actually help?
Customer services reps must be empowered to solve problems. They must be able to do more than empathize and smile. Nothing is more frustrating than a nice customer service rep that is unable to resolve your problem. Give your staff the appropriate information and training. Let them have responsibility and accountability for their actions. Employees tend to rise to the level that is expected of them.


Finally...
Good customer service requires an ongoing examination of methods. The questions discussed above will start the thought process necessary to truly deliver world class service.

Do Your Selling Expectations Match Your Customers Needs and Wants?

It's been the rage for at least 2 decades now for sales people to sell consultatively. We don't sell on price, we don't sell on features. We DO build relationships with the key stakeholders in a company and show them how not only our products but our company - our support staff, salespeople, management are all there to get them the best experience possible.


But, what if that's not what they want? What if really they just want your product, your service and that's it? Oh, they'll happily go through the motions of getting to know you. After all, they need to know you're trustworthy and can deliver. But what if you are thinking of the selling relationship as consultative and the customer sees it as transactional?

A transactional sale is considered to be a sale that is based on price, features, and for many a one-time opportunity. A buyer is not looking to extend the relationship beyond what they consider to be the end of the project. Many companies find themselves falling into these catch-22's. They build relationships, complete their project, make recommendations for updating - that never happen. For some clients, the band-aid, the quick fix is all they want. Now, I may cringe at that but how I feel doesn't matter. What matters is what the buyer wants.


When we sell we must put our selves in our buyers' shoes. We must discover what is important to our buyers and sell to that. That doesn't mean we should put away our consultative skills, we simply need to make sure that we understand the needs of the buyer. We need to understand their perspective. In the end, it's the buyer's perspective that counts - not ours.

Networking: Relationships or Leads?

In a survey I did  a while back on networking habits, I asked if people attended events to get leads or to build relationships with others. Overwhelmingly, people answered "build relationships". Having attended and observed others at networking events over the past 10 years or so, I realized that "build relationships" while a great starting point in a survey, is potentially misleading.

What do we mean by build relationships? Is a relationship a series of conversations you have with someone whenever you meet them at an event? Is a relationship a follow up conversation over lunch, dinner or coffee? Often we cite relationships as our reason for networking but if we're truthful with ourselves, we really looking for leads.

When we use the word relationship in this context, what do we really mean?  When someone doesn't purchase our product or service, do we continue to pursue the relationship? We need to be honest with ourselves regarding our goals for these relationships We need to understand why we are pursuing relationships with people we meet. To be successful, we have to put thought into the desired outcomes. Are we looking to build strategic alliances? Are we cultivating people in order to pursue a buyer/seller relationship? We need to be comfortable in generating this relationship - one that can be friendly but not friends. Sometimes our payoffs will come later - and in ways we may not have been expecting.

There are two types of people we want to see at networking events: the people we know and the people we don't know. In order to make networking really pay off  we need to put ourselves in front of as many people as possible but also in front of the people we've already met. 

For some people, if they don't get a sale prospect the first time they meet someone, they're gone. These  are the cherry pickers. Now that's different from  determining that the person you are speaking with isn't a good fit for your product or service. For example, if you sell freshly baked organic dog treats, I'm a poor fit because I don't have dog.  However, if you are interested in building a relationship, you might discover the next time we see each other at an event, that I love dogs - my brother and sister both have dogs I love - and yes, I might just be willing to buy your dog treats for them.  But you might not discover that upfront.  Having repeated opportunities to meet the same people can certainly reap rewards. 

On the other hand, the cherry pickers are looking to meet as many different people as possible at each event, size them up to see if they should be pursued - now. Depending on your product or service, you may need to pursue this strategy.

I find a combination of these two philosophies works best. Yes, we need to develop our relationships with people we've met but it's also important to keep filling your sales funnel with new prospect.

I've been to networking events where we're instructed to sit with people we don't know. Now that's a great strategy for meeting new people, but not for building relationships. Perhaps, the strategy should be for half the people at a table to be familiar with others but half the table be people who know no one there. 

Speed networking events encourage meeting lots of people quickly. It allows you to cherry pick BUT it can also allow you the opportunity to learn something new about people you already know.

Network with a purpose. What are you goals and how will attending a specific event move you toward them? Be clear on your goals.... be honest with yourself....and use networking to it's fullest.