Mentoring Sales Reps Through Storytelling

By David Monson, Director of Sales Enablement (Ontuitive)

mapProblem Statement: sales managers are often promoted based on their success as individual contributors (a.k.a. reps).  Consequently, most tend to focus on just the forecast numbers and ignore coaching because they assume their team members already have the necessary skills and knowledge to be successful.  However, most don’t and you end up cycling through lots of new reps.

Recommendation: sales executives need to work with their managers to identify specific solutions to specific problems that are blocking deals and find a way to share those throughout the organization quickly and efficiently.  Telling stories is an effective tool.

Who gets promoted into sales management?  Typically, the best sales reps with a proven track record get promoted.  Yet, I know several very successful sales reps that have repeatedly refused offers to move in sales management.  Why not make the move?

 

What CEOs Want in a VP of Sales

By  (InsideSales.com Blog)

Hiring a vice president of sales is one of the most important decisions a CEO ever makes.

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A wise choice puts the company in position for the kind of explosive growth we have experienced at InsideSales.com. The wrong person may create a cancerous culture that consistently underperforms.

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When Bad Things Happen To GREAT Salespeople!

By 

If you or your company makes no mistakes, you can skip this today’s blog.  OK, now that we’ve gotten that out of the way, let’s get down to some ways to turn mistakes and errors into positive, profitable opportunities for you and your career in sales.

imagesLet’s face it: errors are part of business. Orders are mishandled, products are damaged or shipped incorrectly and deliveries are late. The larger the business you represent the more it happens and the more one has to learn to satisfy dissatisfied customers. While I believe you should always strive for perfection, the reality is we are all going to have customers who are upset for one reason or another. How you handle those customers will go a long way to determining how successful you will be.

Everyone can keep happy customers. But, what you do with the unhappy ones is the difference between a good salesperson and a superstar. […Continue Reading…]

Lost a Big Sale?

BY  (Inc.com Magazine)

When I ask someone why they did not win a particular sale, the most frequent reasons I hear are “price” and “politics.” images

They are great answers for avoiding personal accountability for losing. Hiding behind the shield of price or politics creates a moral high ground for a sales person. These are both issues seemingly out of the control of the sales person. However, business owners and sales managers see them as excuses. Of course, whether you see them as answers or excuses depends on your vantage point. But what I will say is that they are incomplete answers that keep you from learning what to change the next time you are out selling.

Here is how you can get past the given reason of price or politics and take your sales to the next level.

 

Bad News? How to Deliver It to Your Customer…

By TLSA International

Ideally, nothing would ever go wrong in the world of sales. However, inevitably it does; fromimages supply delays to product faults, there will always be problems that a faithful customer services representative has to calmly resolve. In the world of sales, it’s impossible for all transactions to be smooth and efficient, so it’s important to be prepared for the worst.

We know how to deliver good customer service, but how should we make the most of uncomfortable or awkward conversations with customers? It’s all in the communication. Customers may not necessarily be happy, polite or understanding, but both the customer service provider and the customer have the same goal in mind: solving the problem as soon as possible. […Continue Reading…]

 

Territory Management – An Important Link in the Sales Performance Management Chain

By Jerry Hegarty

mapSales Performance Management is a term that has evolved over the past few years to describe the process of measuring and rewarding sales performance. In the past, similar industry terminology such asSales Incentive Compensation Management (ICM), Enterprise Incentive Management (EIM), and many other acronyms were popularized by consultants and practitioners to describe the same fundamental process of measuring and rewarding sales achievement. Practitioners using the term Sales Performance Management typically refer to three keystone elements to the process;

  • Territory Management – The scope of responsibility
  • Quota –  goals and targets
  • Sales Commissions and Incentive Compensation Management – Timely and accurate feedback in the form of calculated performance achievement, earnings & reports.

[…Continue Reading…]

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