Monthly Archives: October 2012
6 Steps to Enable Your Sales Team to Sell with Insight
Unless you’ve been living under a rock for the past few years, it should come as no surprise to you that buyer behavior has changed dramatically. I’ve come across a number of well-written research documents, such as Base One’s “2012 Buyersphere” report and Forbes Insight’s “The Rise of the Digital C-Suite” study, that highlight how this is playing out in the marketplace. Simply put, buyers are more educated, better prepared, and further along in their buying process when they engage sellers.
Dear Challenger: Sincerely yours, Willy Loman
In their article, The End of the Solution Sale, Matthew Dixon, Brent Adamson, and Nicholas Toman explain that there is no longer a need for salespeople to uncover customers’ needs because customers define solutions for themselves. They propose that salespeople “altogether change how they sell;” for example, deliver a teaching pitch that enlightens customers and tells them what they need and what they should do. The authors assure us with their research that this is how the new breed of successful salespeople win.
As a subscriber and reader of the Richardson Sales Excellence Blog, we would like to invite you to attend the upcoming SellingPower Marketing & Sales 2.0 Conference in San Francisco on October 22-23, 2012.
Predicting Success in Sales Roles – Lessons from Moneyball
This post in an excerpt from the Chally Group’s white paper “Challenging the SEC’s Challenger Selling Model,” by Howard P. Stevens, Chairman, Chally Group Worldwide.
What makes a salesperson successful? Is it charisma? Product or industry knowledge? Experience? Tenacity? Ability to “challenge” customers?
If you’re going to improve your business, it’s not enough to know that some people are successful — you need to know specifically what has the greatest (and least) impact on success so that you can apply that when managing talent among your sales force. Simply guessing or relying on generalizations based on “Survey Monkey” research leaves too much room for risk.
Success in sales roles is predicted based on the presence of the salesperson’s capacity to deliver specific skills, abilities, and competencies associated with the requirements of a very well-defined sales role. Even within the same sales organization, a strength in one sales team could be immaterial in another if their roles and targets are different.
The best-selling book Moneyball presents a valuable lesson for sales organizations regarding effective talent management. Billy Beane, the GM of the Oakland A’s, knew the traditional metrics for selecting players wouldn’t cut it. Scouts had long employed subjective, nonquantitative measures like, as one of the scouts put it, “he has an ugly girlfriend, and that means no confidence.” He evaluated his players and potential trades using specific dispassionate metrics rather » Continue Reading.
Apologies with No Ifs, Ands, or Buts Ring Truest
Tim Cook’s apology for the failure of its Maps software was nearly perfect. It is hard for any leader to acknowledge a mistake, especially for a company such as Apple that has set the highest expectations among its camp of followers. We all slip up, and apologies don’t always come easy. I think Tim Cook’s letter, baring one problem, got it right:
Richardson Clients Win Gold and Silver in Brandon Hall Excellence Awards – Consultative selling skills and systematic approach to sales coaching and change leadership proven to help companies execute sales strategy and drive business outcomes
Richardson clients took top honors in the 2012 Brandon Hall annual Excellence in Awards for Learning, Talent Management, and Sales and Marketing. The awards included:
Gold, Best Model of a Growth Focused Organization — Cox Media Gold, Best Program for Sales Training and Performance — Experian Silver, Best Sales Leadership Development Program — Cummins