CRM - What's in it for me?

CRM - What's in it for me?

Management information is the lifeblood of any organisation.  How much are we going to sell?  When are we going to sell it?  How confident are you that we’ll get the deal?  What are the obstacles?  Are we speaking to the right people?  What’s your next action?  (And so on).  If managers knew the answers to these and other fundamental questions and the answers were accurate, running the business would be so much easier – and profitable.

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Asking service people to sell? Easier said than done!

Asking service people to sell? Easier said than done!

Over recent months, we have noticed an increasing number of requests along the following lines….. “How can we get our field service teams to contribute more to our sales efforts?” This community often have more regular access to key customer stakeholders. They are also typically regarded with a level of trust by customers that many salespeople could only dream of. There is therefore an impeccable logic to exploring how this community can help identify and progress additional new sales opportunities with existing customers.

However, this logic faces one massive obstacle…

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Are deals taking too long to close? Try this test....

Are deals taking too long to close? Try this test....

I have lost count of the amount of times organisations have told us they need to improve the ability of their salespeople to close deals. The story line is usually along the following familiar lines…Too many sales opportunities have been sitting in the 'closing' stage of the pipeline for too long - they take much longer to close than anticipated or else they simply evaporate and disappear from the pipeline altogether. The conclusion therefore often drawn is “We need to improve our closing skills”.

Not so fast...

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Flicking the switch to sales success

 Flicking the switch to sales success

As has been espoused many times in these pages (and in more books than a dog could run around), a person’s mindset is a huge contributor to their success in life. How we think governs how we act and behave which in turn, govern the results we achieve. 

It therefore follows that if we can identify and flick the right mindset ‘switch’, it can have enormously positive knock-on benefits to our success. 

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Sending in a proposal? Tip to avoid a common trap!

Sending in a proposal? Tip to avoid a common trap!

Consider the following scenario….a salesperson goes to meet a prospect. The meeting goes well. There is good rapport. The salesperson learns about the prospect’s business. The prospect even shares some of their issues and an interest in finding out more about what the salesperson has to offer. All good so far. However, danger lurks! Hope is raised but often only to be dashed in the fullness of time.

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How well tuned is your sales 'engine'?

How well tuned is your sales 'engine'?

Organisations manage their production process to within an inch of its life - quite right too. However do they also manage the process that produces new business with quite the same precision? If we think of the sales operation as a business generation 'engine', perhaps we can identify where appropriate fine tuning could lead to significant improvements in sales.

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Dragging Sales Development out of the Dark Ages - Highlights

Dragging Sales Development out of the Dark Ages - Highlights

We recently ran our latest event titled "Dragging Sales Development out of the Dark Ages".

The rationale for the event was the fact that for far too long now, organisations across the world have invested significant sums of money on sales development programmes without getting the value from their investment that we think they should. This is largely down to outdated approaches to development that were formulated in the last century but are no longer fit for purpose in the 21st century.

We believe that it is time for this to change and so we gathered a crowd of over 40 like-minded sales leaders together in London to share insights and ideas on how we think this will happen. 

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Do your customers like you, trust you and rate you?

Do your customers like you, trust you and rate you?

Years ago, I was given some very valuable advice about whether or not to go into partnership with someone. “You need to like them, trust them and rate them” was what I was told. I was also advised that it is not often that you will find all three of these conditions are met. It has proven a very valuable  benchmark for me down the years. However I also think that it might be a useful yardstick for us to assess what our customers might think of us.

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