Category Archives: Sales Strategy

December 4th, 2013

Learning by Doing: the Magic Behind the Richardson Experience

learning-by-doing

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.

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November 15th, 2013

What Makes a Good Sales Training Reinforcement Strategy?

sales-training-reinforcement

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.

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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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June 17th, 2013

What Sales Leaders can learn from the US Open at Merion

us-open-merion-sales-leader

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.

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March 8th, 2013

When Business Processes Change, Minimize the Impact on Sales

Business Process

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.

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January 7th, 2013

5 Strategies for Changing Customer Buying Behavior

Customer Buying Behavior

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:

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November 28th, 2012

Defining Your Sales Management Process

Sales Management Process: The Black Hole of Sales Strategy Execution

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.”

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November 26th, 2012

Establishing a Sensible Sales Process: Low-hanging Sales Improvement Fruit

Low-hanging Sales Improvement Fruit

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.

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