Category Archives: Sales Strategy
Learning by Doing: the Magic Behind the Richardson Experience
Salespeople and managers who go through a Richardson program often comment that it is different from any other training that they have ever experienced. We pride ourselves in being experts in adult learning, in addition to being technical experts in sales process and dialogue. For participants, it is a transformational experience in their careers. Together we roll up our sleeves, work incredibly hard, get broken down (a bit) and put back together, and leave with a very different mindset and skill set than when they entered.
What Makes a Good Sales Training Reinforcement Strategy?
A good sales training reinforcement strategy requires early planning. One of the biggest mistakes I see our clients sometimes make is waiting until after the training is over to think about the actual reinforcement plan. You need to be thinking about your plan well in advance. And ideally, you should split it up into three phases.
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.
As a global sales training company headquartered in Philadelphia, this past week was quite exciting with the 113th US Open taking place at Merion Country Club in nearby Ardmore. First and foremost, congratulations to Justin Rose on a great victory and thanks to the USGA and all of the players for a very memorable event.
When Business Processes Change, Minimize the Impact on Sales
Businesses are complex and require constant attention to remain competitive, profitable, and productive. That quest often leads to change, which can be targeted to specific parts of an organization or be company-wide.
Any change will likely be disruptive, but that’s to be expected and hopefully minimized. The greater concern comes when companies introduce changes to one part of the business without fully exploring the impact on other areas, including sales.
Customer buying behavior is changing. As a result, you must assess the ability of your sales team to adapt, serve, and exceed these evolving expectations.
Trends in Customer Buying Behavior
Informed Consumers Are Empowered Buyers
Technology and consumers’ willingness to share information and opinions has dramatically influenced buyer behavior in recent years. However, the nature and pace continues to evolve. Consider the following examples:
Sales Management Process: The Black Hole of Sales Strategy Execution
Have you ever stopped to think about what you need your sales management to do to help you run your sales force? If you asked five sales managers to map out a day, week, month, and quarter in their lives, would you get a consistent response? The answer is probably a strong “no.”
Establishing a Sensible Sales Process: Low-hanging Sales Improvement Fruit
How often does your organization talk about wanting to increase sales? Surely during annual planning and budgeting exercises, but I’d also guess during quarterly, monthly, and even more frequent reviews of sales and performance figures. Some issues may have obvious fixes, but you’ve also likely pursued various strategies to move the needle across your sales organization.