CSI: Sales and Marketing

Landing big, new contracts is cause for celebration at most companies.

The ‘One Thing’ Management Approach

The advent of steam-powered machines, most notably locomotives, ushered in the Industrial Age nearly 200 years ago. The early leadership of railroads and other business enterprises was drawn largely from the ranks of the military. Not surprisingly, these top brass brought with them the hierarchical, authoritative leadership model that had served them well in their former military careers.

Putting the swagger back in sales

Matthew Dixon is Managing Director of the Corporate Executive Board’s Sales and Service Practice. Brent Adamson is Senior Director of the Sales Executive Council, a division of the Sales and Service Practice. Their book “The Challenger Sale: Taking Control of the Customer Conversation” was published in November 2011 by Portfolio/Penguin.

Meeting of the Minds

By PAUL NOLAN, SMM Editor

For Sales and Procurement, It’s Business As Usual

Despite three decades of experience, a history of “strategic” successes at select companies, and an abundance of technologies designed to support both disciplines, for the most part, sales and procurement continue to dwell on tactics.

Calling as a Competitive Weapon

By TOM GRUBB

Sales: The Least Time-Effective Process in All of Business

By NEIL MAHONEY

Making the sales process more time-effective is not easy because salespeople have so many unavoidable duties they must perform: call reports, expense reports, travel time, handling complaints, maintaining relationships… The list never ends.

Breaking Down the Walls

By WILL WIEGLER

Savvy Salespeople Use the Best Intuitive Cloud-Based Tools

By JOHN HAND, CEO, MobilePro

Let’s connect

New York Times columnist Thomas Friedman has an amazing ability to bring clarity to complicated world events by pulling apart the pieces and, often, finding apt analogies that enhance his messages. He did it in a column titled “Help Wanted.”

Is Your Sales Team Negotiating Value (Part II)

Many managers think their sales team needs help building negotiation skills but they can’t articulate why. In this second part of a two-part article, Grande Lum, the founder of the sales consulting firm Accordence, summarizes the final four factors (out of a total of nine) that can help sales managers determine if and where negotiation improvements can be made.

Is Your Sales Team Negotiating Value? (Part I)

Many managers think their sales teams need help building their negotiation skills but can’t articulate why. Most salespeople possess some level of intuitive negotiating skills, but many lack the discipline necessary to simultaneously sell and negotiate. The result can be less value for the company and bonus dollars for them.

How to Say 'Sorry' to an Angry Customer

By BILL ROSENTHAL

You just got word that a customer’s angry. The shipment was late or there’s a pricing error on the invoice. Or maybe there’s a quality glitch. Whatever the problem, you have to apologize.

Are You Trying to Control the King?

By JOHN GOLDEN

While most sales organizations subscribe to the concept of being buyer-focused, particularly in the complex sale, it has always been accompanied by the belief that a seller can bring value to a customer at many different junctures during a sales cycle, which in turn relies on the salesperson gaining access to the buyer at these various junctures.

6 Salesperson Onboarding Mistakes That Can Lead to Disaster!

By LEE B. SALZ

When a sales candidate accepts a job offer, everyone is all smiles. Yet, those smiles can quickly turn upside down if you are making any of these salesperson onboarding mistakes.

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