Monthly Archives: September 2014
Richardson Clients Honored with Eleven Awards by Brandon Hall Group
Seven of Richardson’s clients have been recognized with Gold, Silver, and Bronze medals by the Brandon Hall Group’s annual Excellence Awards for Learning, Talent Management, and Sales and Marketing Awards. The award-winning categories included:
Gold, Best in Competencies and Skill Development — Cargill Gold, Best Program for Sales Training and Performance — Cargill Gold, Best Learning Program Supporting a Change Transformation — Cargill Silver, Best in Coaching & Mentoring Program — Bank of Montreal Silver, Best in Competencies and Skill Development — QTS Silver, Best Program for Sales Training and Performance — ITS Silver, Best Program for Sales Training and Performance — WellPoint Bronze, Best Leadership Development Program — Bank of Montreal Bronze, Best in Competencies and Skill Development — Chevron Bronze, Best in Competencies and Skill Development — SunTrust Bronze, Best Sales Leadership Development Program — ITS
A full list of winners can be found by clicking here.
The 2014 Brandon Hall Excellence Awards are presented by Brandon Hall Group, one of the leading research firms in training and development. The entries were evaluated by a panel of veteran, independent senior industry experts, Brandon Hall Group Sr. Analysts, and Executive Leadership based on the following criteria: fit the need, design of the program, functionality, innovation, and overall measurable benefits.
“Our Richardson team congratulates our client teams for their exceptional accomplishments and recognition from Brandon Hall,” said David DiStefano, » Continue Reading.
Senior B2B Execs Use Social Selling Tools When Buying and Influencing — Are Your Sales Reps Part of the Conversation?
Don’t be fooled by age or seniority. Old dogs, who happen to be seasoned, executive-level buyers and influencers, have not only adopted social media but are using it professionally as well as personally.
A white paper from IDC (“Social Buying Meets Social Selling: How Trusted Networks Improve the Purchase Experience” by Kathleen Schaub, IDC, April 2014) provides some eye-opening statistics for skeptics regarding just how much senior executives are using social media in B2B buying and influencing. According to the paper:
How to Transition Your People from Taking Orders to Developing Key Accounts Strategically
Without process and metrics, it is difficult to determine if your account managers are taking orders or managing key accounts strategically. It is tempting for salespeople to enjoy the easy money of fulfilling orders and avoid “rocking the boat” to push the customer to do more with you. However, that complacent behavior can backfire quickly if a key contact in an account leaves or changes positions. Forget about growth — your business in the account could evaporate instantly. You can’t take that risk. You need better insight into the account and activity.
Protecting and growing key accounts is essential to the well-being of any organization and is too important to be managed reactively. Account managers are part of a business and need to have both short-term and long-term plans for that business. An account development process provides this type of short-term and long-term planning for your large accounts. Good account plans provide checkpoints; measurable objectives that allow you to see if progress is being made. Equally important are checkpoints that let you spot and correct small problems before they become major issues. Plans often change, but they can provide a place to start.
Some organizations have specialized account managers, and others expect their salespeople to play the role of both hunter and farmer. However, planning is not typically » Continue Reading.
Insight Selling – How to Move Beyond an Inward Focus and a Product-based Message
The Problem – Ultra Informed Buyers
Today’s buyers are savvier than ever, which makes selling to them a greater challenge for sales reps and teams. Whether they’re interested in a one-off transaction for a particular product or service, or a long-term strategic partnership, customers from companies of any size and industry can research just about anything they desire online, which puts them in a position of strength over sellers.
If your salespeople are selling the same old products the same old way, then you could very well be deep in a rut. Have you backed yourself into a corner as a commoditized order fulfillment broker rather than someone who can truly add value?
Why a Collaborative Approach to Account Development Creates Better Outcomes
Ask most people, “What word stands out to you in the phrase ‘Collaborative Account Development?’” Most point to the word “collaborative” — working together. In the case of sales, this is working together, with a client, to meet client needs. However, a tendency of companies is to try and sell by telling the clients what they can do for them rather than by working together as partners to build solutions.
Why should you consider adopting a more collaborative approach to working with large clients? Being collaborative allows you to differentiate your personal brand and create mutual gain for your client’s organization and for your company. As a result, you become known to your client, and within your own company, as a person who can bring real value to both organizations.
Because the business environment in which your clients operate has become more challenging, you need to increase your proficiency in identifying and meeting needs in order to have credibility as a trusted advisor, one who helps the client decide how to buy and doesn’t just sell.
In the current business environment, strong external forces are shaping how companies act and react. Globalization has changed who companies sell to, who they buy from, and where they locate operations. Fewer resources have intensified the search for value at a specific price point. People are less certain and more anxious about their jobs » Continue Reading.