We know that sales messaging matters. We know we should personalize for personas. But how do you develop messaging that works and actually get your sales force to use it? This is a perplexing two-pronged problem, but it is solvable.

This session will address the why and how for B2B companies to develop a clear content strategy to enable sales teams to start more conversations and guide buyers throughout their journey for improved win rates.   

Selling to C-Suite executives in the healthcare industry is no different than selling to C-Suite executives in other industries - it’s still just as important that you’re calling on the relevant executive for your sales opportunity.  The first thing salespeople need to do is “sit on the other side of the desk” and view their sales opportunity from the perspective of the health care executive.  

Uncommunicated expectations are often unmet expectations. That won’t fly when you are trying to talk with your customers’ executives! With complex solutions, often it becomes clear that higher-level support is required to make the sale. What does it take to engage your customers’ executives in a meaningful way? C-suite executives are busy and hard to reach. They are, however, willing to meet with salespeople but with very specific expectations. In order to be effective, your salespeople need to plan carefully for the call, do their homework, and, most importantly, understand those “secret” expectations.

A sales rep turns a corner while driving to one of the biggest calls of the year when a jolt from under his car forces a change of plans: he just ran over a pothole and now needs to swap out his tire, except he’s never actually done a tire change by himself before. There’s no time to wait for AAA so he must figure it out himself. What does he do? In 2019, he calmly pulls up YouTube and watches a user-generated video demonstration of exactly how to perform the tire change on the make, model and year of his car, before turning around, grabbing his tools, and successfully executing the task himself. Within twenty minutes he’s back on the road driving toward the meeting feeling ready for anything. This is what it feels like to be ready in a world where you can pull a device out of your pocket and extract whatever day-to-day lessons you need from somebody else’s life experiences. Sales reps already use consumer apps like Waze to learn about open routes in real time based on other drivers’ experience of current road conditions, or Duolingo so they can practice and learn new languages using friendly competition with other would-be travelers. But what about the tasks involving the actual substance of salespeople’s work? What if our rep were to hit a different kind of “pothole” that day: one in the form of a text message from his internal champion letting him know that the company’s CFO would be joining the call unexpectedly? He doesn’t normally call on CFOs, and would need a five-minute debrief with a colleague to understand the pertinent discussion points to use, but no one is available right now. Click below to download this eBook.

You want to be more coach-like. Your organization is expecting it, and you can see how this will elevate your leadership to the next level. But it\'s difficult. Even with the best of intentions, you slip back into telling people what to do: it just feels faster and easier to do it like that. 

It is foundational that sales professionals leverage their profile to attract, teach and engage buyers. We will guide the participants to convert their profiles from a resume to a resource, providing so much value that your prospective partners or customers will be excited to take the call.   

When hiring a salesperson, things are not always what they appear. They’re quick to tell you about the companies they’ve worked with or all the contacts they’ll bring. They may even have some positive numbers from their past. You might think you’re hiring a rainmaker, but if you’re not careful, all you\'ll get are storm clouds. 

It’s Q4. Your sales team is down to the wire, looking for last-minute opportunities to close. But prospecting and closing business around the holidays presents a challenge. What can your sales reps say to get people to take their calls, agree to meet, and close a sale with only weeks left in the year?

“Work Made Fun Gets Done” The FISH! Philosophy shows you and your management team how to create a culture where people can’t wait to come to work and be their best--a culture with people looking to make a difference for their customers and each other. A culture that nurtures flawless execution of work, promotes teamwork and is fulfilling and fun. The FISH! Philosophy is based on the book FISH! and the fishmongers at the World-Famous Pike Place Fish Market in Seattle, Washington. The fish market is one of the most profitable retail spaces in America. Yet it is located right near three other fish markets that sell the same fish for the same price. The market doesn’t trade on product or price; they trade on creating unique customer experiences. The fishmongers at the market work in a culture where they bring passion, energy and enthusiasm to work every day.

Agile learning carries the promise of producing more skilled, efficient, and effective sales teams. Yet because it can be difficult to quickly assess its business impact, sales leaders often underestimate the ROI potential of putting an agile model into place. Most limit their tracking of sales training activities to easy-to-gather activity metrics like usage or adoption, or how a recent training directly contributed to closing a deal.

Negotiating. It’s tough, right? How do you do it in a way to maintain your margins without destroying client relationships? It definitely requires a buyer-centric, win-win approach, focused on understanding your buyers’ interests and what they value, rather than just their positions.  

People are fractured. Our audience must navigate competing, often real-time demands with fewer resources. Efficiency becomes critical. For this reason, participants lose interest and refocus on other problems—if they aren’t engaged. That is a big problem because no one learns if they aren’t engaged. 

Why do executives test and screen salespeople?  How can salespeople circumvent that process and develop trusted advisor level relationships with those executives?

At one time or another, every sales manager feels like they are stepping into an abyss. They have to replace the sales rep who just left. Or they\'re tasked with expanding their department to meet the challenge of growing sales for the company. Either way, they have to make a big decision.The candidate sitting in front of them could be an outstanding addition to the team, or they could be the manager\'s worst nightmare. Hiring an employee who turns out to be toxic can cost the company lost sales, higher rates of sales rep turnover, and turmoil. Research shows 1% of people are psychopaths and 4% are sociopaths, while another 2-3% of the population might end up behaving in a toxic way in the workplace. When you add it up, that\'s one out of 13 people. In this book, we offer a glimpse at 13 types of toxic personality types we\'ve identified in the workplace for sales teams. We have ordered the chapters by the most difficult and problematic, the Jungle Fighter, to the least likely to be problematic, the Martyr. Using documented case studies, we also outline the steps you can take to address toxic behavior and restore harmony to your organization. In some cases, you may be able to adjust the work environment and coach employees who exhibit toxic behavior. In other cases, the best strategy may be to avoid hiring employees with toxic behavioral tendencies. If they are already on the payroll, you\'ll have no choice but to get them out of your organization.

When you\'ve presented the proposal, but opportunities aren\'t closing, you need strategies to compel prospects to make a decision. And discounts aren\'t the way to do that.

The days when a salesperson could close a sale with a “feature dump” presentation and win the sale are long gone. Unfortunately, many salespeople don\'t know there is an alternative. They know they need to advocate “value,” but the path to that end is unclear.

When presenting, it\'s imperative that you grab your audience\'s attention right from the beginning, even before saying a single word. One of the best ways anyone can do this by designing a jaw-droppingly beautiful front cover. After all, a front cover is the very first slide that anyone\'s going to see - it pretty much sets the tone for the entire presentation, and give a strong indication on how great your talk is going to be!

Did you know that depending on how it is used, money and other cash-based awards could actually negatively impact your engagement strategies? This presentation combines scientific studies and examples to show the way that rewards, recognition, program design, and communications should be properly used to stimulate activity and engagement.

During this webinar we will cover the principles of Self-Determination Theory and the research-based principles of Enthusiastic Employees, exploring the differences in engagement from onboarding and throughout employee careers.

You\'ve heard that Relationship Selling is dead, right? Well, maybe… If you mean the old-style, wine-and-dine, golf-course, donut-delivering customer schmoozing, yeah, you\'re right. It\'s dead and it should be.

Just like a house needs a blueprint or a film needs a script, great sales training needs a plan. But with limited time and resources, you may have questions about where to start or what to build first. Don’t worry – you’re not alone!

How a Sale Was Lost Ann was not happy as she left the meeting with a long-term customer—now a former customer. “Ann, we have done business together for a long time,” her customer started, “but we have decided to go in a different direction this time.” Her customer went on to say how ABC Company, one of Ann\'s biggest competitors, worked with them to integrate ABC Company\'s solution into their own systems, resulting in faster inventory turns with fewer shipping errors. And they were able to demonstrate how this will increase margins and profit for the company. ABC Company\'s salesperson sold value. The Selling to Value approach requires the salesperson to develop an ever-expanding mindset and skillset—and it requires a commitment to a purpose that goes beyond self-interest to include both the interests of the individual customer and the interests of that customer\'s organization.

94% of buying executives expect salespeople to have business impact discussions with them, but only 19% of salespeople are effective at this.