Monthly Archives: June 2014
How to Amp Up Your Presence in Must-win Sales Presentations
What is it that causes a group of clients to respond to one salesperson’s sales presentation and reject another’s? With similar solutions, and not always significant price differences, something else makes the difference. The difference is the way solutions are presented to potential buyers.
The Sales Learning Curve: Getting Sales Process, Skills and Tools Right before a Full-scale Product Launch
Over the past 18 months we’ve launched three significant new offerings: Richardson’s Selling with Insights®, Richardson QuickCheck®, Richardson Sales Process Pro®. It is interesting looking back at how we prepared our sales team, especially in light of a very thoughtful and highly relevant article I picked-up from the Harvard Business Review. The article was written by Mark Leslie, the managing director of Leslie Ventures, and Charles A. Holloway, an emeritus professor of management at the Stanford Graduate School of Business in California.
Richardson Named to Selling Power Magazine’s 2014 Top Sales Training Companies List
Richardson, a leading global sales training and sales force effectiveness company, today announced that it has been named to the 2014 list of the Top Sales Training Companies by Selling Power Magazine. The list appears in the July issue of Selling Powermagazine and recognizes those sales training companies that excel in helping sales leaders improve the performance of their sales teams.
Be Quick or Be Dead — What B2B Buyers Expect When They Submit Your Contact Forms
Clearly, the web has become a critical part of the buying process, and the emergence of mobile and tablets further influence the radical change in how buyers move forward. Zogby Analytics, a spin-off from the famous Zogby political polling firm, recently studied customer expectations online when purchasing significant products, services, or solutions. They came up with some interesting results. (http://www.slideshare.net/digitalinsurance/velocify-online-buyer-expectations)
Abused Stats and Figures: Maintain a Healthy Degree of Skepticism 100% of the Time
Stats and figures help people make decisions or convince others to make a choice. Whether you’re a sales rep or a consumer, these numbers can be beneficial, but they are also easily misunderstood, misrepresented, or abused.
Uri Simonsohn, a research psychologist at the University of Pennsylvania’s Wharton School, sensed that something was amiss with several sets of research findings published in his field. Upon investigating, he discovered that the studies’ authors had taken liberties with the data and were forced to back away from their published articles. For his efforts, he was labeled a “data vigilante,” which paints a portrait (either white hat or black hat, depending on your views), but more importantly, presents us all with cautionary advice: be careful how you use and interpret data and statistics. (See the full article “The Data Vigilante” by Christopher Shea in The Atlantic from November 28, 2012.)
The article in The Atlantic offers a somber comparison between massaging data to suit your study’s needs and doping by professional athletes: “Outright fraud is probably rare. Data manipulation is undoubtedly more common—and surely extends to other subjects dependent on statistical study… Worse, sloppy statistics are ‘like steroids in baseball’: Throughout the affected fields, researchers who are too intellectually honest to use these tricks will publish less, and may perish. Meanwhile, the less fastidious flourish.” In essence, cheaters with » Continue Reading.
Building Confidence in Sales Negotiations by Understanding the Role of Power, Time, Information, and Skill
Four basic elements determine how successful you will be in negotiation. These four factors are: power, time, information, and skill.
Power is not what people might think. Power might be best defined as the ability to accomplish things — the ability to do, not necessarily the ability to order things to be done. Power is a state of mind. It is a multidimensional concept that involves how you think, feel, and act. Power is not related to position. If you think you have power and project it, you have it. If you don’t, you don’t. Power is confidence. If you feel powerless, you cannot be an effective negotiator. You will communicate your lack of confidence.
Richardson to Host Selling with Insights Workshop at Sales 2.0 Conference in Boston
Richardson will be the host of a selling with insights workshop at the Sales 2.0 Conference in Boston on July 15, 2014. The workshop will focus on how sales teams can leverage insights to provide value to customers and win more deals.
Richardson’s President and CEO David DiStefano and Senior Sales Training Consultant Kim Dean will host the session. They will focus on sharing best practices to help salespeople to be able to make a connection with prospective customers. Throughout the workshop, attendees will participate in sample exercises that teach sales teams how to generate and deliver sales insights that will create credibility and differentiate their solutions from the competition.
Why Sales Training Sustainment Fails and Five Steps to Improve Success: Part II of an interview with Gregg Kober
This is the second part of an interview with Gregg Kober, Richardson’s Vice President of Change Management, to discuss our experience and point of view on sustaining the impact of sales training. Part 1 focused on the three phases of behavior change. In this article, Gregg explains why sales training sustainment fails, and our 5-Steps of Sustainment Framework.
Dario: Why does sustainment fail?
Gregg: There are a lot of reasons why sales training sustainment can fail. This failure potential is one of the reasons that learning and development leaders have been somewhat reluctant to take on the sustainment dilemma. Learning and development leaders typically do not have any kind of direct control over the systems, the processes, the metrics, the HR practices, and the management practices that people go back into and return to after training. Because of this lack of authority over those things, learning and development leaders are justly reluctant to be held responsible for making changes in areas where they do not have any authority.