Category Archives: Sales Performance Improvement

June 20th, 2016

Build Sales Skills: Avoid Relying on Technical Expertise

build sales skills & avoid technical traps

Improve Your Sales Skills by Avoiding Over Reliance on Technical Expertise

The ability to demonstrate technical proficiency is a desired objective for anyone who wants to improve their sales skills. It denotes competence, expertise, know-how, and mastery. Yet, certain proficiencies can lead sales professionals into traps that sabotage relationships with clients. In this series of posts, I will share four sales proficiency traps and how to employ alternative sales skills to avoid them. The first trap involves an over reliance on technical expertise. To learn about other traps to avoid, check out this article about the dangers of always saying yes.

Your Sales Skills Should Be Built on more than Technical Expertise

Sales professionals who possess superior technical expertise can easily fall into the trap of making this the focal point of relationships with clients. In doing so, they tend to overlook the strategic, organizational, and personal value they could be providing.

As soon as a client need is identified, these technically savvy sellers jump straight to solutions. They talk about themselves, their company, and their expertise to solve the problem. The dialogue becomes focused on the seller, not the buyer, so the client is less engaged. The scope of the solution discussed is limited to the initial need uncovered.

Improve Your Sales Skills by Employing Strategic Dialogue

To avoid this trap, a more strategic dialogue approach can be implemented — one that frames client needs » Continue Reading.

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July 23rd, 2015

Three Easy Steps in Building your Mobile User Persona

Mobile User Persona

Today’s blog post was exclusively submitted and written by The Online Expert

Three Easy Steps in Building your Mobile User Persona

The digital boom has helped marketing and sales reach new heights. From conventional print, radio, and television, to the viral, social selling activities, online marketing, and now mobile, the pattern of business development strongly suggests that it will follow the type of medium most used by people. Smart Insight reported that mobile marketing will be vital in the success of marketing and demand generation campaigns for businesses this year.

However, there are a lot of factors to consider if you want your mobile demand generation campaigns to be more effective. Start by building mobile user personas necessary for your campaigns.

But first, what is Mobile User Persona?

Mobile user personas are essentially your ideal target market classified in different personalities depending on how they use their mobile devices, the type of mobile devices, how they consume content via their gadgets and a slew of other factors. It basically provides sales and marketing with ways to identify customer motivations, habits, personalities, expectations, and goals.

Building such personas will allow you to create strategies based on the mobile habits of your ideal customers, which can lead you closer to reaching your goal/s.

How to create mobile user personas quickly?

Building personas for your mobile demand generation and prospecting isn’t really different from defining your target market. The only difference is that you are » Continue Reading.

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March 31st, 2015

Sales Leaders Have a Role in The Retention of Sales Training

retention-of-sales-training

 

Sales Leaders Have a Role in The Retention of Sales Training

“Only 32% of respondents rate their organization effective at sustaining the impact of their sales training program.”

That sobering statistic comes from a recent research report by Richardson and Training Industry, Inc.

As a sales leader, you can have an impact on the retention of sales training, and it’s not as hard as it sounds. All you have to do is ask.

If you send a group of salespeople to sales training, and you want them to retain and use that training, you need to ask them what worked for them and how they’re using it. And, you have to do this repeatedly. People will give you what you ask for.

You might ask, “What is your plan is to use this particular piece of the training this month?” Then, the following month, you ask how it went — and what things are they going to work on next month.

The thing about salespeople is, if you give them a target, they’ll nearly kill themselves to achieve it.

The same is true about retention of training. If you ask them to apply it, and then ask them to share with you how it has worked — and then to give you additional examples of how it worked — that lesson will become embedded in the day-to-day workflow. Then, you move to the next skill » Continue Reading.

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July 30th, 2014

Sales Reps Need to Earn Their Clients’ Trust — And Keep It

Clients Trust

Sales Reps Need to Earn Their Clients’ Trust — And Keep It

Trust is tough to build and easy to lose.

Buyers in the process of making a purchasing decision consider many factors, but none might be more important than trust. When hiring or renewing a contract with a product or service provider, a lack of trust can undermine any other variable and isn’t likely something that can be haggled over, such as price or delivery dates. This is especially true of large, long-cycle, complex sales typically found in sectors, such as financial and professional services, IT, HR, and accounting.

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April 16th, 2014

Richardson Partners with SAVO to Maximize Sales Training Investments

Maximize Sales Training Investments

Richardson Partners with SAVO to Maximize Sales Training Investments

Richardson is very excited to formally announce a partnership with SAVO, the market leader in sales enablement. Together, the two companies have developed SAVO Sales Process Pro Richardson Edition™, an application that allows sales and marketing leaders to reinforce training and execute best practices through coaching at each stage of the sales cycle. Integrating seamlessly with CRM solutions, the application helps to improve productivity and sales forecasts and ensure overall deal quality.

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February 7th, 2014

Opportunities and Challenges: Bersin’s Human Capital Predictions for 2014

human-capital

Opportunities and Challenges: Bersin’s Human Capital Predictions for 2014

 We often come across research reports in the industry from thought leaders who we respect. If human capital management is of interest to you, we recommend “Predictions 2014” by Bersin by Deloitte, a human resource-focused consulting subsidiary of Deloitte. The subtitle gives a good idea of what this report is about: “Building A Strong Talent Pipeline for The Global Economic Recovery — Time for Innovative and Integrated Talent and HR Strategies.” The link for the report can be found by clicking  here. Take a look. You will find it useful.

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January 6th, 2014

Improve Sales Results in 2014 with Your Sales Performance Value Chain

sales-performance

In 2014, how will you better enable and support your sales force? It makes sense to consider your Sales Performance Value Chain!

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September 18th, 2013

10 Factors that Drive Sales Performance

What-Drives-Sales-Teams-to-Perform

Adapted from interview with Dario Priolo, Chief Strategy Officer for Richardson and Michael Rochelle, Chief Strategy Officer for Brandon Hall Group

Part three of our series on applying key practices in learning and development to drive sales performance.

Just like people and snowflakes, no two companies are alike. And by extension, no sales organization is identical. And before you ask, there is no magic bullet formula to set your sales organization on the right path or cure all ills. There are too many variables, both internal and external, to be considered.

So when asking the question, “What drives high-performing sales teams?” you can certainly expect different answers, or at least differing priorities, among a range of responses. However, there are best practices and principles to guide you on your way towards improving your salesforce. Following is a list of our top 10 areas that contribute to driving – and if done poorly, draining – sales performance.

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