Monthly Archives: January 2013
What Does Customized Sales Training Really Mean, and Why Does It Matter?
Amy Smalfus, Richardson Senior Instructional Designer, contributed to this article.
Last week, we won a very competitive and hard-fought deal. The difference came down to our ability to deliver a customized sales training solution for the client that fit their exact needs. Many sales training companies claim that they provide customized sales training programs, but from our experience, this ranges from superficial changes (logo and a few words) to off-the-shelf content to ground-up development. I’d like to paint a picture of what customization means to us and explain why it is so important.
Sustaining Change Management: A Deeper Dive into ADKAR Training
When we help a client invest in sales training, we know that they’re not merely interested in producing a successful event for their employees. They want the training to drive a greater change within the team, function, or organization. The training itself is merely the tip of the iceberg — the greater challenge is to influence a lasting change beyond the sales training.
Thriving After a Change in Executive or Sales Leadership
Change is good, right? That usually remains to be seen later down the road after time and thoughtful consideration. When there’s a change in executive or sales leadership in your organization, what will the impact be on you and your team?
8 Common Myths About Sales And Sales Force Effectiveness
This blog appears courtesy of our partner HR Chally and was written by Scott Hudson
Quantitative and scientifically rigorous research can often debunk long-held “traditional wisdom.” Modern “business-to-business” research measuring customer purchase choices, as well as individual salesperson and sales force effectiveness, has provided many of the biggest surprises.
These top eight sales “Myth Breakers” account for many competitive sales failures.
Feedback with Feeling
Feedback can be hard to give and hard to get. Almost everyone tenses up when the words “I have some feedback for you” are spoken. But in organizations where feedback is a part of the culture, people ask for feedback if it is not forthcoming. It’s people’s feelings about feedback that is the problem. We all give ourselves feedback and instinctively know we would benefit from an outside view to make up for blind spots. The question is, feedback from whom?