To avoid the "these leads are junk" issue, sales and marketing must be in alignment. Make sure they agree on what constitutes a good lead and who your ideal client is. Then make sure the pieces are in place to attract, qualify, and nurture those leads.
The role of the typical salesperson is changing. Technological advances have created new selling scenarios and created a demand for new sales skills. As sales managers look to hire new representatives, they need to look for these three qualities in job candidates.
When prospects go silent, it's easy to think you said or did something wrong during your last conversation with them. In most cases, however, something occurred after you hung up the phone. Here are three things that probably happened.
Continual sales training allows sales reps to keep their skills sharp, to achieve personal goals, and to meet corporate goals. The key is to create a sales training program that meets individuals' needs and provides post-training support that helps reps implement what they learn.
Quick-fix sales training programs don't work. Your best option is to think of training as an ongoing strategic initiative that provides continuous support, learning, and implementation assistance for the sales force. These six guiding principles will help you achieve that.
Each person on a sales team is different. Depending on a person's role and outputs, he has different skills requirements and training needs. That means companies need a training program that addresses each person's unique qualities. A model that has proved successful is a sales university. With it, companies can create a curriculum that addresses core sales skills, as well as skills required for each sales role, says RAIN Group President Mike Schultz.
Your clients are your best source of information for effective account planning. But where do you go to get information your clients can't provide? What resources can deliver the information you need without leading you down a rabbit hole? We have the answers in our Strategic Account Management Research Resources reference sheet.
You can train salespeople how to make a phone call, demonstrate a product, respond to a lead, and make a presentation. But unless they are taught the "why" behind the "how," they will never maximize their potential and develop consistency in their results.
Sales professionals need continual training. Doing so ensures their skills remain sharp and that their objectives align with corporate goals. For your sales training program to succeed, make sure it has these three components.
Sales training programs have their shortcomings. Usually, though, training efforts are torpedoed by what the salespeople and their managers do after the training ends. To make sure you get the most for your training buck, Michael W. McLaughlin suggests doing three things.