The current dialogue around machine learning – the ability for a computer to accumulate and adapt to new information without human intervention – tends to focus on either the accessible, high-concept innovations like driverless cars and robot chefs, or jargon-heavy discussions about algorithms an
At some point, everyone who has ever been in a meeting experiences the terrible symptoms of this rapidly spreading epidemic. Picture it: you’re in a conference room, lights are low and you are listening to a colleague talk about the bullet points on the screen.
People value choice in all aspects of their lives. Incentives and rewards are no different. Your sales teams and sales partners are vital contributors to your business and appreciate decision-making autonomy just like everyone else.
Sales is stereotypically thought of as an extremely individualized occupation. The clichéd salesperson of popular lore is a competitive, single-minded loner who is constantly out-of-pocket chasing deals on the golf course.
Even before technology and automation upended marketing and sales processes, the two groups struggled to collaborate effectively. The conflict tended to center on issues like handoffs and messaging. Now the teams can’t even agree on reality as reflected in data.
So often in sports we learn about how one team prepares for the other. They watch the films and listen to the interviews that are conducted by the media to see if they can pick up a couple of clues or tendencies that will lead to a victory.
Gallup surveys how many employees in the U.S. work force are engaged and reports its findings each year. Nearly seven in 10 (68 percent) are disengaged as of the 2016 report. Ever since Gallup began measuring employee engagement in 2000, the percentage of engaged workers in the U.S.
Whether you’re a startup or more established business, there are times the sales team needs to be refocused. This is required when a new market opportunity emerges or your company launches a new product and suddenly your sales team is treading in unfamiliar waters.
In sales training on questioning skills, I ask reps in the room to choose a super power that would help them increase their performance. It’s a fun question and lets people imagine, well, unimaginable success.
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.