Virtually all companies claim to be “customer-centric,” but set many of their salespeople up for failure with the prodigious amount of product training they provide. Sellers’ comfort zones become talking about offerings rather than exploring business issues.
To capture favorable votes, salespeople, like politicians, need to pull six key levers that guide decision-making. These levers affect the limbic system of the brain, which holds memories, emotions and many core beliefs.
Early in my business experience, I encountered a mystery. A tightly run inside sales team had an ocean of standardized offices with the same scripts to follow, the same goals, the same computer screens and the same incentives for success.
Organizations have traditionally taken a simplistic approach to global content creation, viewing translation of English-language content as “good enough.” This passive tactic is no longer sufficient – especially when you consider that 95 percent of the world’s consumers and 80 percent of the worl
This issue’s cover story on the skills that women bring to B2B sales and the challenges they continue to face has rattled around in my head for more than a year. I’m glad that it finally came together.
Corporate buyers are a force to be reckoned with, commercial king makers, with the power to award huge multimillion dollar contracts. So shouldn’t salespeople be doing everything in their power to impress them?
In today’s increasingly digital landscape, organizations are more distributed and mobile than ever before. But, in the case of sales and marketing, mobility can sometimes bring a disconnect and impede collaboration within and between teams.
“We are difficult to do business with,” a sales executive at a large technology company said recently. “Between information security, pricing, and the contract we would collapse if we did not have a deal desk.
Once upon a time there was a salesman. He worked hard every day and, as long as he met or beat his targets, very few questions were asked about the methods he used. Unsurprisingly, this allowed (if not encouraged) dubious practices amongst some in his profession.
No one likes paperwork, not least salespeople who want to spend their time meeting customers and selling rather than typing up reports. This is particularly true for sales representatives in the field, who have traditionally viewed updating the CRM system as wasted time.
Lori Richardson learned her first lessons about sales at an early age. In the 1980s, she boldly stepped into the male-dominated world of technology sales because she was a single mother who couldn’t make ends meet as a teacher. She was a leading sales rep who serviced national corporate accounts before shifting to building sales teams and running a corporate university for a Boston-based company. In 2002, she founded Score More Sales, the B2B sales consultancy and training company she still runs today. With this issue’s cover story focused on women in sales leadership and B2B sales roles, it seemed timely to have Richardson share her thoughts on a wide range of topics.
Back when he was entertaining viewers with his parody of a conservative TV talk show host on The Colbert Report, Stephen Colbert frequently crowed about the “Colbert Bump” – the increase in popularity that guests on the show enjoyed after appearing on the show.
In 1984, Jim Koch, then in his mid-30s, made the leap from working in management consulting at Boston Consulting Group to start Boston Beer Co. The company, makers of Samuel Adams, rented space and equipment from other breweries for more than a decade before Koch purchased his first brewery. Today, Koch is a billionaire and Boston Beer Co. is the second-largest craft brewery in America.