If your company’s sales recruiting efforts have become too complicated, redundant, or inefficient, it might be time to return to the fundamentals. Here are several basic principles that have not only withstood the test of time, but also demonstrate proven ROI in sales recruiting.
The future of selling is not, despite what many might think, evolving strictly around technology. True certain products, such as books, shoes, and computers, bode well to be sold online, but the reality is that sales, particularly complex sales, has always been—and will always be—about people.
Salespeople and marketers—people who view themselves as customer-focused and of high integrity—use bad sales tactics all the time, and the results are destructive. In this article, Charles H. Green explains why they use them and what they should do instead to win over customers.
Your goal is no longer just to retain a client. Your goal must be to expand the relationship both in terms of share of wallet and share of mind to create Defensible Retention. You have to do this not only because it’s a positive thing to do in its own right, but also because if you don’t, you may end up with nothing.
The Kanban method, created for manufacturing companies to help with production, has found a home in sales organizations. Using it, sales teams can improve their workflow and better pull in new leads, make sales, and upgrade existing customers. In this article, James White explains the basics of Kanban and how it helps sales teams.
The disappearing client syndrome remains an unfortunate reality. You think a client is ready to sign the agreement and move ahead with the project, and then all you hear is crickets. Use this follow-up strategy to get a response—or determine if it’s time to let them go.
Successful sales professionals have several traits and qualities that enable them to excel—achieve their goals and help the team meet their forecast. In this article, Julian Clay explains 10 you want to look for when interviewing new salespeople and that you want to develop further after they join the team.
If your sales team has trouble selling new products or services to the same customer, it isn’t because you have a cross-selling problem. You have a selling problem. Two selling issues in particular can drag down cross-selling efforts.
Imagine what would happen if everyone in your company were part of the sales effort. You could double your sales force without any additional payroll. It’s possible if you shift the mindset and culture at your company. Here are three things you can do now to harness the power of many and get everyone involved in selling and servicing clients.
A seller’s knowledge, insider perspective, and willingness to collaborate with buyers is a powerful combination. Give that seller a strategic sales manager and a robust sales culture, and his performance—and the team’s performance—will always be strong.