Category Archives: Sales Performance Improvement
Nine Trends in Sales Force Effectiveness and Learning & Development for 2013
(Part 1 of 2)
What’s happening in the marketplace, and how can your company take advantage of it? Technology continues to evolve rapidly, and demographic shifts among your employees and clients are changing buying and selling behaviors and preferences. Many of these innovations impact the areas of sales force effectiveness and learning and development (L&D).
Leading Your Sales Organization through a Change Management Program
The most difficult part of change management isn’t coming up with new great ideas — it’s getting people to change their behaviors. How can sales leaders manage the people side of change to achieve the required business outcomes?
Businesses change and evolve, the pace and frequency of which vary depending upon the scale and scope of the change. As the leader of the sales organization, it’s your job to ensure that your sales teams and sales reps follow suit and comply with the new way of doing things. Otherwise, it’ll be your job.
Most changes that impact the sales organization involve modifications to processes (e.g., the sales process), documents (e.g., order entry forms), and roles and responsibilities (who does what during the post-sale implementation). As sales leader, it’s your responsibility to identify the best practices to be implemented. Change management programs help you get your people to engage and sustain effort in actually making those best practices part of their regular routine.
Sales people are paid to go out and sell, which should be their primary focus. You need to minimize distractions and make sure that they have the necessary tools, resources, incentives, and support to succeed. However, sales reps also need to realize that they work for a company, not for themselves, and that the company has specific goals, objectives, processes, and preferred ways of doing things. It might not always » Continue Reading.
Growing sales and distribution capabilities into new markets is a major strategic undertaking for companies. Richardson has been working in Asia for nearly 15 years and have strong operations in the region. However, demand for our services from multinational clients working in China and large domestic Chinese companies outpaced our ability to deliver our sales training solutions from afar.
The financial services industry has faced incredible challenges over the past few years. All in all, the nation’s banks are getting healthier, and the worst seems to be behind them — but they’re all struggling to find new sources of revenue amid a tougher regulatory environment.
You depend on strategic accounts to deliver critical revenue — are you paying attention for signs that those valuable customers may be at risk?
Some say that strategic accounts follow the 80/20 rule — as in, 20% of an organization’s customers account for 80% of its business. Others calculate that 5% of your customer base provides 50% of your revenue. Regardless of the exact percentage, as a sales leader, you know your strategic accounts are critical to meeting forecasts and exceeding quotas.
Once upon a time, a savvy sales leader hired a sales training organization to improve his team’s sales performance. His reps learned all the newest sales methods available, and they were all convinced they’d knock their sales quotas straight out of the park for years and year to come.
But then it came time to apply what they’d learned. Sales performance levels stagnated. Quotas weren’t met. Reps either didn’t change, or changed briefly and then reverted to the old way of doing things.
Organizations need good management — no argument there. But high-performing sales teams are not a result of mere management. They are fueled by transformational leadership.
Written by David DiStefano, President and CEO of Richardson
As a sales leader, what’s your first impulse when you see a member of your sales team in trouble?
If you answered, “Take over and do it for them,” pause and think for a moment. As Lain Ehmann (Selling Power) and Colleen Honan (OneSource) recently agreed:
The hardest part of sales management may be knowing when to step in and when to take a back seat as your reps learn the ropes, particularly in front of the customer. As tough as it is, it’s often critical for the development of individual reps — and your team as a whole — to let them pave their own way.