Wells Fargo CEO John Stumpf came under harshcriticism from all sides after 5,300 employees and managers at the bank’s retail division were fired for their role in purposefully opening unauthorized accounts in the names of their customers in order to reach daily and weekly quotas and earn incenti
A few years ago I was selling medical software to manage cases in vascular labs. I was working on a closing a $2-$3 million deal - the largest deal the company had ever seen – and I was heavy in discussions with the client.
When it comes to predicting if a business-to-business (B2B) account will cross from strong to at-risk, pay special attention to how well your corporate and customer-facing teams are performing in the area of account support.
Landing a large, technical sale is like going deep-sea fishing and hooking a really big marlin. You’re straining at the rod, trying to reel the fish in, and you need help – someone to grab a net, another person to keep the sharks from grabbing a share, and someone skilled at the wheel.
The hard-selling closing techniques of the past may be dead, but the need to ask for commitments from the client is not. Here are some powerful tools to help you ask for commitments that lead to the close without violating your client’s trust.
In a past survey, the Association for Talent Development revealed that a whopping 87 percent of managers become such without prior management training and education. This sets them up for seagull management – they fly in, crap on people and fly back out.
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.