Category Archives: Sales Performance Improvement

December 19th, 2012

Nine Trends in Sales Force Effectiveness and Learning & Development for 2013

Sales force effectiveness

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).

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November 12th, 2012

Leading Your Sales Organization through a Change Management Program

Sales Organizations

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.

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August 1st, 2012

Richardson Expands China Operations – Shares 3 Valuable Lessons Learned

Sales Training

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.

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July 20th, 2012

SunTrust’s Talent-centric Approach to Executing a Customer Loyalty Strategy

Sales Training

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.

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July 16th, 2012

Five Signs Your Strategic Accounts Are at Risk

Strategic Accounts

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.

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May 30th, 2012

Get More ROI from Sales Training: Overcome Reps’ Resistance to Change

Sales Training

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.

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May 10th, 2012

6 Traits for Successful Sales Leadership

sales leaders

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.

Think about it: Sales leaders either take their teams up the mountain — or into a ditch. Where do you want your team to go?

Check out Psychology Today’s take on the basics and sales leadership skills that lead to a successful career. I have found that there are six shared qualities of a good sales manager:

Live for work, work to live. Leaders are excited about being leaders. Whereas sales superstars thrive when they’re in the trenches selling, top sales executives excel in vision, coaching, and providing tools for their reps to exceed quota.Just be careful when you’re looking for a new sales leader — almost 85% of sales superstars who are promoted to sales management fail. When you promote a top performing sales rep, look for leadership and management potential. Some sales reps are best at being sales reps. Leaders lead well when they coach well. Legendary leaders aren’t necessarily great salespeople, but they are superior coaches. They use sales coaching to help members of their team continually improve. When a sales rep needs help, they don’t just take over for a quick resolution. They resist the quick fix and take the time to teach. They know individual sales are important but that long-term sales performance is what counts. That’s why the best » Continue Reading.

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April 18th, 2012

When Stepping in Does More Harm Than Good as a Sales Manager

Sales Manager

Written by David DiStefano, former 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.

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