In the “new normal” world of business competitiveness (or even business survival), sales performance is more critical than ever. But the rules have changed. Sales strategies and processes that might have worked before are less likely to be effective moving forward. With a Covid-related marketplace and economic contractions, businesses today need a bigger piece of…
Most business investors share a simple goal: They want to find the quickest, easiest return on investment. They aren’t looking for a fixer-upper. They want to purchase a well-oiled machine that requires little to no hands-on involvement.
Savvy investors leave no stone unturned when assessing businesses. They look at your people and your processes — and they especially want to see a strong, well-nurtured sales pipeline.
The COVID-19 pandemic has touched every single part of the economy, including — or especially — sales. Businesses have seen existing customers delay reordering and new customers wait to make their first purchases, and some companies are holding onto cash rather than investing in their business. But their singular focus on the here and now has likely blinded them to how different their businesses and sales processes will look in the future.
Anyone who has spent time in sales knows how challenging it can be. Few other careers publicly monitor your progress so closely — your value and worth are only calculated in dollar signs. That sort of scrutiny can wear anybody down, and it’s one of the many reasons why I stepped away from a successful corporate career in the field.
Business success depends on building and maintaining relationships — healthy, professional, mutually beneficial relationships. But many feel “Networking is the face-to-face equivalent of cold calling.” My answer? Not if you network with a fresh “do this and not that” approach. Here’s what I mean:
What’s your approach when hiring sales reps?
Companies often hire sales reps who have knowledge of, or even a passion for, the brand’s product or industry — which is great because it gives you a team of “walking brochures” who can spout off all the benefits of your product.
There are drawbacks, though.
While you can teach people about your product, you can’t teach them how to sell.
Measurement matters. But it matters most if you measure what truly matters. And when it comes to sales, the sales metrics you choose can mean the difference between profit or loss. Between market leadership or dwindling share. Between success or failure. Let’s discuss what sales metrics matter most?
What do skilled sales professionals and effective managers have in common? Frankly, not much. And when someone leverages sales skills to gain success in a management role, it’s not just a new job title — it’s a whole new world.
I learned this lesson when I was promoted to sales manager. I’d been an integral part of the sales team, but once I became responsible for managing the team, instead of executing the strategy, my relationship with my colleagues transformed.
Of all the departments within a small business, perhaps no two have a more dysfunctional relationship than sales and marketing. Different surveys reveal different reasons for this, but the most common culprit is poor communication. The sales team might believe marketing should provide better leads, while marketing might think sales should do a better job closing the leads it does generate.
A popular proverb says, “Vision without action is a daydream, and action without vision is a nightmare.” When it comes to sales, both vision and action are essential to sustainable, dynamic success. But how does a sales manager or sales executive put the right vision and the right actions in place to succeed? It starts…