Monthly Archives: June 2013
Improving sales force effectiveness in this “Do More with Less” economy requires modern skills with interactive selling tools
Alinean, empowering B2B sales and marketing to better communicate and quantify the value of solutions to frugal buyers, and Richardson, a leading global sales training and sales strategy execution firm, today announced a partnership to improve sales force effectiveness, creating an integrated offering of Richardson’s sales methodology and skills training with Alinean’s ValueStory™ interactive tablet-based selling tools.
Intimate or Creepy? How to Prevent a Big Disappointment when Selling with Insights and Selling with Big Data
I recently had the pleasure of re-connecting with an old acquaintance who is now an executive at a company called Lattice-Engines. The company helps sales and marketing organizations to transform customer data into deep, real-time insight about customer needs and behavior to make better decisions on which accounts to target and how to engage with decision-makers. We have a common client, and are excited about helping our client incorporate these insights into their conversations to create value for their customers and win more business.
As consumers, we all know there is a fine line between an intimate customer experience and a creepy invasion of privacy. The Ritz-Carlton gets rave reviews for knowing its customers and anticipating their needs. They pay attention to details, such as knowing their favorite wine, restaurants or shops, and this drives immense customer loyalty. I don’t stay at the Ritz very often, but when I do, I really enjoy the experience. They make their customers feel special.
Contrast this with an experience I had at a branch of a large national bank in the suburban grocery store where I used to shop. My wife and I had just sold an investment property and had a larger than average cash balance in our checking account. I was at the bank making a routine transaction, when a young bank » Continue Reading.
Zen and the Art of Prospecting: Working with the Obstacles in Your Path
This article was adapted from a post by Leo Babauta on his website www.zenhabits.net
Selling and prospecting in this day and age is a tough job and it is easy for people who sell to get anxious, discouraged and give up. Let’s say you are prospecting and sitting at your desk with a new prospect identified to call, and you notice some anxiety, and an urge to go instead to one of your favorite distractions.
Top 10 Indicators that You Need a Sales Process Today’s Blog Appears Courtesy of Richardson’s Partners SalesLatitude and is Written by Co-founder Susan Spivey If you’ve managed sales teams for a long time, you begin to accumulate knowledge of the warning signs that a sales process is either ineffective or nonexistent. The importance of a sales process – that is, what will be done to work a deal to closure – should not be underestimated. These are the top ten signs that a sales process is needed in your organization:
As a global sales training company headquartered in Philadelphia, this past week was quite exciting with the 113th US Open taking place at Merion Country Club in nearby Ardmore. First and foremost, congratulations to Justin Rose on a great victory and thanks to the USGA and all of the players for a very memorable event.
Managing Sales Force Change – Factors You Need to Consider for Successful Execution
It’s hard to believe but the end of the first half of the year is only a few weeks away. As you reflect back on where you are today versus where you need to be, you might be considering some minor adjustments or major changes to your sales organization. If so, you need to determine if you are prepared for change. To provide you with some additional insight on sales force change, Richardson recently underwrote a benchmarking study, Managing Sales Force Change, by The Sales Management Association to determine:
Don’t Be a Jerk – Coaching and Mentoring Sales Reps Leads to More Effective Knowledge Transfer
We see it so often that it’s almost cliché. There is the bad guy (“the jerk”) who demands results by endlessly belittling, berating, and badgering his people. We instantly recognize this negative behavior and more readily gravitate toward the good guy – the nurturing coach and mentor who takes a genuine interest in teaching and supporting his people. Cliché or not, managers that wear the white hat of coach and mentor are more likely to get their people to perform better over time.