Type Name, Speaker's Name, Speaker's Company, Sponsor Name, or Slide Title and Press Enter

An MIT Sloan School of Management study shows that companies with technologically savvy leadership perform better in terms of revenue growth and profitability than those whose leaders lag in technological know-how. Yet only 17% of C-suite leadership at nearly 2,000 companies surveyed are digitally savvy. The new Focus Report from Sales & Marketing Management looks closely at what this means for overall performance and how B2B companies can improve their digital savviness at the top.
As companies implement long-term or even permanent WFH policies, managers need to consider how to keep remote workers on track, recognize accomplishments and maintain a strong corporate culture. Our new special report takes a closer look at managing for peak performance in a remote world. We look at what changes managers have made during 2020 and why companies may want to think twice before shifting to permanent remote teams.
The pandemic year has businesses focusing on reaching the right prospects with the right message through the right medium. This Focus Report takes a closer look at companies’ digital marketing transformation. Learn why experts we spoke with say it’s more than just buying digital tools, it’s rethinking the way you’re working. The report includes: Forrester’s survey on what marketing technology companies are investing in Marketing’s expanding role in the sales process Why TikTok is a viable channel for B2B marketing Selling directly without ruining channel partner relationships Breathing new life into virtual events Download this Focus Report to learn more.
The world is emerging from COVID lockdowns, but employees continue to operate differently than they ever used to. Managers are challenged with improving their team’s performance and maintaining a positive workplace culture while most continue to work remotely. Our new report on managing for improved workplace performance addresses issues that are critical to managers of sales and non-sales teams alike. We look at: The future of incentive travel, a key component of many sales managers’ motivation efforts How the pandemic year changed employee recognition Why 2021 requires a new type of sales management Our cover story features insights on motivation and making work matter from Michael Patrick F. Smith, a playwright and musician who worked for a year in the oil fields of North Dakota to test himself and exorcise some demons from his past. Smith has written a book about his experience, and it’s surprising how many of the lessons that he took away from his year toiling as an oil field "swamper" are applicable to managers who work in a completely different environment.
The shift to less face-to-face interaction with customers and prospects isn’t a 2020 development. Buyers have increasingly embraced completing their own research for years. A Sales Benchmark Index survey from 2017 reported that in nearly 75% of sales situations, customers prefer not to meet in person. Though many field sales reps are already accustomed to using web meetings or phone calls to navigate some of the sales process, what is new for a large percentage of sellers is 100% reliability on virtual interaction to sell. And there are some industries that still rely on printed catalogs and handshakes to close deals — "knuckle and hand kinds of businesses" as one source we spoke with calls them. What does it mean for B2B sales managers as they strategize for 2021? Is it necessary to train sales reps on new skills? What components of an existing sales process transfer well to virtual interactions? What should sales kickoffs look like?   Download this Focus Report to learn more.
Displaying all 11 records