Category Archives: White Papers
Free Benchmarking Report: Be More Thankful for Your Strategic Accounts!
As we all know, farming additional business is always desirable, but renewing existing business is essential. Planning, developing, and executing an account strategy requires skills and abilities that need to be kept current. As we head into the Thanksgiving break, Richardson is excited to offer you a complimentary report from CSO Insights called Account Management Analysis. Here is some data that you might want to read more about in this report:
Top Sales Improvement Priorities
Let your voice be heard!
Richardson is conducting a short survey of sales professionals to help companies determine where they should invest in 2013 to improve sales performance. We would appreciate if you could take about 5 minutes to answer a few short questions. The information will be very useful for helping sales leaders align and prioritize initiatives. Your response will be kept strictly confidential.
4 Ways Sales Leaders can Better Leverage L&D Teams to Execute Strategic Initiatives
Working in harmony will almost always yield better results than constantly working at odds. Everyone can agree that Sales and Marketing are at their best when they work together, hand-in-glove style. Leaders of both business units are on the same page, working toward the same goals and on the same timeline. Conversely, when the relationship is contentious, there’s a lack of faith and respect toward each other, which is bound to yield subpar results that not only do each unit a disservice but the organization as well.
Predicting Success in Sales Roles – Lessons from Moneyball
This post in an excerpt from the Chally Group’s white paper “Challenging the SEC’s Challenger Selling Model,” by Howard P. Stevens, Chairman, Chally Group Worldwide.
What makes a salesperson successful? Is it charisma? Product or industry knowledge? Experience? Tenacity? Ability to “challenge” customers?
If you’re going to improve your business, it’s not enough to know that some people are successful — you need to know specifically what has the greatest (and least) impact on success so that you can apply that when managing talent among your sales force. Simply guessing or relying on generalizations based on “Survey Monkey” research leaves too much room for risk.
Success in sales roles is predicted based on the presence of the salesperson’s capacity to deliver specific skills, abilities, and competencies associated with the requirements of a very well-defined sales role. Even within the same sales organization, a strength in one sales team could be immaterial in another if their roles and targets are different.
The best-selling book Moneyball presents a valuable lesson for sales organizations regarding effective talent management. Billy Beane, the GM of the Oakland A’s, knew the traditional metrics for selecting players wouldn’t cut it. Scouts had long employed subjective, nonquantitative measures like, as one of the scouts put it, “he has an ugly girlfriend, and that means no confidence.” He evaluated his players and potential trades using specific dispassionate metrics rather » Continue Reading.
Complimentary White Paper – Six Best Practices for Leveraging Strategic Accounts to Consistently Achieve Annual Sales Success