Monthly Archives: September 2012
5 Sales Strategy Execution Derailers and How to Avoid Them
Once you’ve set the sales strategy that’s going to improve your business and take it to the next level, you want to see it succeed. Not only do you not want it to fail, but you also don’t want anything to get in the way of its success or make getting there any more difficult or complicated than should be expected.
4 Steps to Get Your Sales Reps Selling Your Way
There’s typically no shortage of ideas and opinions within a group of people, from a company’s managers and leaders down to the sales reps on the front line. But once a strategy has been agreed upon and the steps to execute that strategy are outlined, everyone needs to follow that plan and give it a chance to succeed. If only some follow the plan, then you’ll likely have confusion, frustration, and failure.
It’s important to rein in loose cannons and get your sales reps to sell the way you’ve prescribed for them as best suits your strategy. How can you get your sales reps selling your way? Here are four steps that can help you to weed out rogue sales reps and help them get with the program and stop being a distraction.
1. Define a clear sales strategy and stay the course.
While there may be good ideas, there is often a lack of understanding about executing strategy. People tend to do too much without really understanding what’s required to execute or the impact on various interdependencies within the organization.
There’s also a tendency to try the flavor of the month — I call it “managing by magazine” or now “managing by blog post.” (You can probably tell when your boss has been reading too many in-flight magazines.) People and organizations can only handle so much change before burning » Continue Reading.
Solving “The Forgetting Curve” to Help You Execute Your Sales Strategy – Two powerful lessons in learning from the medical profession
Helping sales reps to recall and apply knowledge and skills would not only increase their effectiveness on the job, but also improve the ROI of your investment in training. To solve this issue, Richardson has partnered with Qstream to provide QuickCheck™.
Using a patent developed at Harvard Medical School, Qstream’s solution helps clients’ sales reps and other employees who go through training to retain what they’ve learned over a longer period of time through a series of weekly short quizzes that continue to jog the memories of the trainees and help them recall the necessary details when the time comes.
Lessons from the Gridiron: Do You Have the Right People to Execute Your New Sales Strategy?
After attending the recent Dreamforce conference in San Francisco, it was clear to me that there is no shortage of ideas and technologies for developing revolutionary sales strategies. Yet executing your sales strategy will be nearly impossible if there’s a big disconnect between the people you need to execute and the people you have today. Remember, you have to sustain performance today while you transform for tomorrow. You can only disrupt your organization so much in the process.
5 Commonly Overlooked Activities in Sales Effectiveness Budgeting
In case you haven’t noticed, summer vacation season has ended, football is back, and we’re all focused on closing our year out strong. Believe it or not, in a few weeks, we’ll be head down budgeting for 2013, trying to figure out our priorities and the investment required to deliver on these important initiatives. Although budgets are never set in stone and will ebb and flow over the year, it behooves us to cover our bases so that we don’t miss anything substantial.
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“… like trying to fly an airplane while you build it.”
Once people get a good idea, they are sometimes too eager to pursue it in a thoughtful and disciplined manner, choosing instead to plow ahead at full speed. How many times have you begun to put something together and decided to only consult the instructions after you need help?
If change were a gesture, what would it look like? Chaotic hand waving, totally crazy and out of control, according to Richardson President and CEO David DiStefano.
To try to visualize what change would look like as a hand gesture is an interesting concept. What is not surprising, however, is that the motion would not likely be a fluid, good natured, positive, or simple one. In this video interview with Selling Power TV, Mr. DiStefano talks about change in the workplace and offers Richardson’s model to help their clients successfully navigate the change process.