Michael Taylor

Michael Taylor specializes in making the value of companies with complex sales crystal clear. He has sold and led over 150 domestic and global strategic marketing accounts including: Johnson & Johnson, Godiva, North Highland, IBM, Intercontinental Hotels, AmeriSource Bergen, VeriFone, TSYS, Thomson Reuters, Qwest and many others. Michael blends the fresh approach of a creative director with the business instincts of a CEO to help Symmetrics Group use fresh ideas and creative approaches that unify sales and marketing teams and increase customer results.

Recent Posts

Why Your Go-To-Market Strategy is Probably Wrong

By Michael Taylor

Is your go-to-market strategy really a go-to-market tragedy? Here are 5 common pitfalls.

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Want people to get on board with a big strategy? Back away from those keyboards and start drawing...

By Michael Taylor

The first 99.9% of human existence had no Microsoft word or PowerPoint presentations. We relied on seeing vs reading to make sense of the world around us. For most of our existence we were in a constant struggle between hunting to eat or being hunted and eaten. Our ability to size up a situation visually with everything seen together in context was the difference between life and death.

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Deciphering the Cultural Divide Between Selling and Delivering

By Michael Taylor

In my former interactive agency we had several very different cultures under one roof: Salespeople, Strategist, and those responsible for delivery. Because our projects tended to be very complex we leaned heavily on the strength of our project managers to deliver what was promised on time and on budget.

I always felt like our great project managers were the equivalent of the computer system in a well-engineered car. They understand load capacity, timing, sequencing and a mind-boggling array of factors and conditions that need to be addressed to assure the project performs smoothly. Ironically these same instincts that are great for project management can neutralize the right environment to close a deal. Our best project managers usually tell me with no shame, “I don’t like to sell…at all.”

Why? Selling and influencing require very different mental skills and orientation. You do not have to look very deeply to see how different the scenes are that call each discipline forward, and how each scene requires different mental skills and orientation to be successful.

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