Sales & Marketing Management

Does a formal sales education at a college or university produce a new rep who is more capable than someone without the course work? Academicians and real-world sales managers offer their thoughts.

Mentorship is different than training or coaching, but it's equally important to developing successful sales reps. A look at the how's and why's of mentoring.

Savvy sales managers understand that AI can be a force multiplier by removing mundane tasks from them and their reps, as well as improving their coaching capabilities by pinpointing what to focus on.

Scaling your sales team is not just about hiring. It is about the interplay between people, process and infrastructure. While most leaders are comfortable managing the people variable, they can neglect the revenue infrastructure required to make those people effective.

As organizations scale, success depends less on how much fuel (how many B2B leads) is added to the fire, and more on how efficiently they are converted. This means prioritizing quality over volume, alignment over competing activity, and systems over guesswork.

The B2B selling world has created a confidence problem in how we deliver and defend our pricing. Here's how to handle customers’ requests to meet a competitor's lower price.

If you are facing deadlock or constantly battling through heated negotiations, now is the time to leverage the power of story to break through the noise. Stories help create the conditions for persuasion, turning intention into action and closing the deal.

In a world of disappearing signals and shifting rules, first-party data is your edge. If you’ve got the data, unlock it now. If you don’t, start building. Because the brands that own their audience will outlast every algorithm shake-up, platform pivot and privacy update coming next.

Ideally, fine-tuning a sales compensation plan consists of three key guidelines: embrace simplicity, uphold continuity and put key company priorities first. Companies that effectively incorporate these standards will create momentum for the year ahead.

Today's B2B buyers don't identify themselves to suppliers until they're well down the road to making a decision. Marketing professionals must take on more of a sales capacity in the sense that they are now charged with building credibility, demonstrating value and helping stakeholders justify decisions internally, long before initial contact.

When go-to-market (GTM) teams operate in silos, they treat deal closing like a linear relay race, resulting in disconnected practices that stall momentum and buyer trust. To improve win rates, leaders must operate as one team, building a unified view of the customer, strengthening handoffs and enabling cross-functional creativity.

Marketing should deliver bottom-line results, and when marketers and decision-makers speak the same language, they can better know the goal and whether the current marketing mix is reaching it.

If we want LinkedIn content to matter, we must be willing write with a voice that is recognizably human and an argument that is recognizably ours.