This year, SPI hosted its third “Customer Success Conference” on the 18th and 19th of April in Brussels. Creating an environment where clients can discuss, collaborate and share best practices or lessons learned with their like-minded colleagues is crucial to continue being up-to-date and relevant in a fast-evolving field. Besides networking and sharing ideas amongst […]
Sales managers play a critical role in an organization’s success. Through their efforts and those of their teams, they help generate the revenue that sustains and grows the organization’s business. Sales Managers’ performances are evaluated against 4 metrics: Revenue – most sales managers have a fiduciary responsibility to drive revenue in a sustainable fashion. These […]
Does a CRM optimize sales performance? Why not? Bridge the learning to application gap (getting a return on the training investment). How does technology enablement helps sellers and managers? Why…
92 out of 96 Fortune 500 CEOs said that they are most interested in learning the business impact of their L&D programs, but only 8% see that happening at their companies now. There are proven approaches that leverage Sales Talent Analytics, and they absolutely help organizations prove the business impact / ROI of sales training.
If you are successful, you will be imitated. As a result, the ability to create and sustain defensible differentiation becomes progressively more difficult in virtually all markets, which often leads to a commodity perception – accompanied by declining revenue growth and margin erosion. In the book The Solution-Centric Organization (McGraw-Hill 2006) we called this decline the “path to commoditization,”
Most experienced sales professionals have both enjoyed “riding the wave” of selling a high demand product in a hot market, as well as the lows of selling in a highly competitive, demand poor environment. Nothing is more energizing in sales than having a distinct edge – a superior idea or highly differentiated offering – a better mousetrap than the competition. But brilliant new “insights” or product advantages have an increasingly shorter shelf life in today’s connected, real-time world.
Over the past two years, we’ve written extensively about the first force of change that is disrupting sales strategy and execution. Quite simply, it’s the new world of highly informed buyers. In 2014, virtually all sales organizations are keenly aware of this phenomenon. They know buyers are often more than 50% of the way through the purchasing process before connecting with a sales person, and they already have a hypothesis forming for how to meet their needs or solve their problems.
Bad sales hires cost organizations through lost quota, revenue, and compensation. Not to mention the recruiting costs, onboarding costs, potential damage to client satisfaction, and the potential for increased churn as others within the organization become upset and disillusioned with their organization’s inability to hire quality people to support them.