Training that forms new habits - that would make a change!

Training that forms new habits - that would make a change!

One of the great failings of training in organisations is that far too often it doesn’t lead to the behavioural change that is either desired or required. For anyone who has been around L&D for any length of time, this is hardly a revolutionary statement. What is the typical organisational response? Often, it has been to change the training. Find the latest new technique and try that. However, there is a much bigger issue at play here that holds the key to whether investment in behavioural change pays off or not.

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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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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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