Category Archives: Sales Transformation

November 20th, 2013

Connecting Dots in the Sales Performance Ecosystem


Connecting Dots in the Sales Performance Ecosystem

We’ve written a few times about the Sales Performance Ecosystem.  It can be a daunting concept.  While many people can relate to what’s included, either the sections or individual elements, how to actually intertwine and align the elements (or “connect the dots”) is often less clear.

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August 9th, 2013

Video Blog: Insights on How Marketing Contribute to SunGard’s Successful Sales Transformation Initiative


Insights on How Marketing Contribute to SunGard’s Successful Sales Transformation Initiative

Sales and marketing alignment is vital when establishing a solid content marketing strategy. Content is not there for only marketing to use and publish, but also exists to enable a sales team to go out in the field and speak to their customers in a meaningful way. Many companies are trying to train their sales organizations to provide insights in order to add value to the customer conversation.

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July 26th, 2013

Sales Transformation – No Guts, No Glory


Sales Transformation – No Guts, No Glory

I read somewhere recently that organizations should consider very carefully whether to undertake a full-blown sales transformation initiative, because of the time, effort and cost involved.

Really?  Whatev! (Sorry, I live with teenagers.)

Yes, perhaps if your basic strategy or business model is flawed, your product has serious quality or value-delivery issues, your service delivery destroys customer loyalty, or your costs or pricing/profitability are grossly out of line, you might plug another hole first, while bailing water.

But before long, you need to address revenue, profit and growth. No organization has ever cut their way to the top. Sales remains the lifeblood of organizational success. As the old adage goes, “Nothing happens until someone sells something.” I simply have a hard time imagining a more worthy corporate endeavor than transforming your sales force into a more effective, well-oiled machine.

And I’m not talking about 3 or 5 percent incremental improvements, either.

Aim Low, Hit Low

You’ve probably heard the quote that we use only a small portion of our brain’s potential capability, right? I’d argue that generally-speaking, we’re in the same boat with our sales effectiveness.

Perhaps you’re thinking that so many organizations are already doing extraordinarily well at growing sales year-over-year, that sales transformations aren’t necessary? I do know this is true in some specific cases. Some organizations are doing quite well;  have already taken a » Continue Reading.

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May 8th, 2013

Does your Organization Need a Sales Transformation?


Does your Organization Need a Sales Transformation?

Today’s blog is written by Howard Stevens and appears courtesy of our partner the Chally Group Worldwide 

The goal of Sales Talent Management for any organization is to identify the right talent early, screen out the mismatches before they are hired, retain the high potential talent you want to keep, and identify and develop talent for future opportunities within the organization. An audit of a sales talent pool provides organizations with easily accessible decision making tools that enable them to select, align, engage, develop and retain the sales talent necessary to drive strategic objectives.

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December 4th, 2012

Plan, Process, and Players: How to Get All of Your Ducks in a Row for a Successful Sales Transformation Initiative

Sales Transformation

Plan, Process, and Players: How to Get All of Your Ducks in a Row for a Successful Sales Transformation Initiative

We work with many clients on both incremental and long-term, large-scale sales transformation initiatives. Here is an example of how we helped one client to align sales training, change management, and project management disciplines to transform their entire sales function.

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July 27th, 2012

Seven Best Practices for Communicating Change to Your Sales Force

Change Management

The only certainty in life is change, and this is especially true in sales. Sales organizations are in a constant state of flux. By many estimates, the average tenure of a sales leader is somewhere between 19 and 24 months (which is comparable to CEO tenure). This churn at the top brings with it new ideas and hopes and the need to do things differently to hit your numbers. Every year brings new quotas and comp plans, new goals and expectations, reassignment of accounts, new products and solutions, new technologies, new competitors, and any number of changes and complications. You sometimes wonder how an organization continues to function.

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November 4th, 2011

RFPs — Ask Rarely Asked Questions to Get an Edge

An RFP arrives.  You’ve been proactive.   While you weren’t able to keep the opportunity out of the RFP process, you knew the RFP was coming and even influenced it.  You also expect that the incumbent too has had influence.

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September 21st, 2011

How Are You Responding to the Shifts in today’s Buying Process?

Richardson’s new eBook, The Roadmap to Scalable and Sustainable Sales Transformation, provides insights into how leading firms are reengineering their long-term sales strategies to respond to shifts in the buying process.

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