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  Ideally, sales compensation and non-cash incentives should work in harmony. But we’ve all seen examples where these two powerful motivators actually end up sending conflicting messages to sales teams.
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Prospecting during Q4 presents a challenge, but there are 5 compelling conversations you can have that open the door AND drive new business quickly. Join prospect attraction expert and award-winning author of The Sales Magnet, Kendra Lee, and discover how to change up prospecting conversations to uncover opportunities your team can still close in Q4.
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Do you use PowerPoint on a day to day basis? Would you like to get more done? Get better results? It\'s possible! This online PowerPoint masterclass is perfect for anyone struggling to make their slides stand out.  
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Are your salespeople faltering with 75% of their prospects and customers? Research shows that salespeople only connect well with 25% of customers. This means strong customer relationships are never built with the other 75%, leaving needs unmet and lost deals.
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Companies in the top tier of employee engagement outperform their peers by 147% in earnings per share and have a 90% better growth trend than their competition. However, 87% of global workers are disengaged, sleepwalking though their day and giving you zero discretionary effort.  They don\'t trust your leaders, they don\'t feel an emotional connection to your workplace, and they are only doing what they have to do to get by.    
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Why do executives test and screen professional salespeople?  How can your salespeople circumvent that process and develop trusted advisor level relationships with those executives?
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One of the toughest things in managing a sales team is when you have high talent who is performing consistently well, how do you go about continuing to challenge those people, as well as retain their employment? When a salesperson is having good years, they become extremely marketable, and it positions the team to be vulnerable from having top talent stolen from them. This webcast will teach three specific strategies of how sales managers can use sales coaching to retain and develop top talent.
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In today’s business world, important buying decisions are rarely made by an individual. Buying teams are the rule rather than the exception, and salespeople need to know how to sell to and influence multiple people, with multiple priorities, who have to make a single decision—whether to buy from you, someone else, or not at all.
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If you improve a salesperson, you improve one person. If you improve a sales manager, you improve the entire team. But, for most managers, self-awareness of their skill gaps is not an easy thing.
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The state of sales training and development is in flux. It needs to be. For some period of time during your sales onboarding, you’ve got a captive audience. After that, sales people are on the move. And realistically, even during onboarding, it’s not like you can run a 6-month, in-person, ILT boot camp, to everything your reps need to know and do. And yet, we’re expected to produce results. How do we do it successfully?
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The fundamental reason is obviously to earn more money, but like anything, people do have an inner belief to truly improve. The reason sales reps want sales coaching is most salespeople don\'t like to be managed, and sales coaching is about positioning a salesperson to not only have success, but to participate in truly improving their ability and careers. Sales management alone cannot achieve this.
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Participants in this session will receive a Royalty Free License to a best practice sales methodology and free access to the associated training using a new platform.
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Increase your likelihood of success by 43% using visuals in your sales and marketing materials. Billion Dollar Graphics\' Mike Parkinson - a Microsoft MVP - will show us the secrets the pros use to market and sell better.
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Sales organizations train, practice, coach and share knowledge differently now than they did just five years ago. The modern learning practices they utilize reflect exciting new opportunities to drive better sales performance at lower cost, using powerful systems and technologies available today.
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You’ve seen the reports. That shifting to video-based eLearning can save the average company 50% to 70%. That IBM found up to 40% of its classroom training costs were spent just on travel. That Ernst and Young saved 35% by investing in eLearning. And that Microsoft’s move to video-based training helped reduce costs by $303 per learner, from $320 to just $17.
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If LinkedIn is not part of your strategy, you are leaving money on the table. If you went to LinkedIn and searched for either your clients or prospects, you will find approximately 98% of those professionals are on this platform. So why wouldn’t it be one of the biggest assets in your lead generation strategy.
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As an emerging profession, Sales Enablement is quickly approaching a cross-road with significant ramifications. Like our Training and HR counterparts, sales enablement leaders and practitioners face a choice of being viewed as a cost center and overhead, or a business partner that provides value as a critical piece of the organizational growth engine. 
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Sales of the latest handheld devices have been increased 150% over the last quarter. The senior executives asked the question, “What caused it?” Employee turnover has declined 20% in the past nine months. Senior executive asked the question, “What caused it?” This simple question “What caused it?” is asked frequently in organizations around the world.
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A significant reason managers don’t coach their people is that there’s no obvious WIIFM. Sure, the person they coach improves in engagement, productivity and impact, so the organization benefits too. But for the manager, coaching can feel like just another obligation. By understanding the Drama Triangle, managers can reach that aha! moment where they realize how being more coach-like can help them work less hard and have more impact.
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Sales pros, even those with a good attitude can only sell up to their level of competency. Tasking, requesting, demanding that they sell more and more each year, that they sell the “new” solutions, that they go higher and wider in their accounts without continuously sharpening the skills to do so wastes time & leaves millions in sales that should be yours… on the table.
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Stephen J. Bistritz, Ed.D.
Executive Impact is a new two-day workshop that combines the pragmatic effectiveness and proven outcomes of two leading programs: Selling at the Executive Level (SellXL) and Executive Presence.
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When sales opportunities grow into huge whales, the group of stakeholders usually grows too. Your job gets harder with more people at the decision-making table. Every extra person, team, and department can slow down the sale (at best) or has the chance of running it off the rails (at worst).  
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Do any of these statements sound familiar? “We need our reps to do better discovery! Let’s do a refresher training on that.” “Our reps need to shift from a product-focused transactional selling to value-based consultative selling.” “Why do we need to train our reps on qualification again? We just did a session at SKO?”
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Everyone seems to recognize that sales managers should be coaching. But how? What exactly should they do to maximize their limited and valuable time to get the results they need?
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