According to research done by the Bridge Group, annual turnover in sales positions ranges from 20% to 34%. A recent study by the Society of Human Resource Management estimates that every time a business replaces an employee, it can cost, on average, 6 to 9 months' salary. This means that for a sales representative making $40,000 a year, it might cost $20,000 to $30,000 in recruiting and training expenses to replace them if or when they leave.

Companies spend around $90 billion dollars annually on non-cash incentive programs.  Yet, even among the most admired companies, satisfaction with recognition is almost always among the lowest rated items on employee opinion surveys.  With so much investment, why is there so little return? 

Most sales training ILT has never been effective, if we consider "effective" to mean "changes behavior, improves results, or produces a ROI."

Frequently selected for their ease of use and accessibility, gift cards are a tried and true incentive often used to encourage sales teams to meet and exceed their goals. However, many people think gift cards can be impersonal, and that the recipient may not feel truly recognized. When managers and executives shift their view of gift cards to branded currency, these simple rewards can quickly energize the sales team's engagement and performance.

Management can be, well, difficult to manage. In too many organizations the term itself is a synonym for unnecessary paperwork and uninformative meetings, conjuring an image somewhere between befuddled bureaucrat and dominating parent. But the real function of management - it's highest function - is to keep the organization on track, constantly adjusting resources, activities, and priorities so that the highest priority outputs are delivered despite significant, unforeseeable changes along the way. If you're running a management team you need everyone working together on your higher-level goals, not creating silos and arguments among themselves.

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

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

Everyone wants good sales coaching, but it's not easy to get stakeholders aligned on how to do it. Where's the disconnect, and what can you do about it? Join Henry Bruckstein, Founder of Canam Research, and Jake Miller, product marketing manager at Allego, to learn important insights from the new 2019 State of Sales Coaching survey. Our speakers will compare survey responses from sales reps, managers and sales enablement pros to uncover:

Do you run incentive programs - or sales contests? How effective are they? Do you conduct sales training and meetings for your salespeople (of course you do!)? Are you getting all the results that you should from what is a significant investment? In this session, you'll explore 3 formulas that companies are using in trying to create sales results -- and learn why one of the three outperforms the others by more than two to one!

LinkedIn isn’t just for business professionals and job seekers. It is the best platform to grow your business and network with your clients/prospects. Generating leads, brand awareness, building relationships, and making connections is just some of the value it provides.

Getting sales onboarding right is an on-going challenge. Do any of these issues sound familiar? There is so much to teach, and pressure is high to get new reps selling faster. The "forgetting curve" weakens the effectiveness of training. Rep failure rates and turnover cause a revolving door of onboarding.

As a manager, you can't fix what you can't see. How much easier would it be to help sales reps overcome what keeps them from selling more, if you only knew: What motivates their decisions and behavior? What are their hidden weaknesses in the sales process? Do they have It inside them to be successful in the job? Are they a potential flight risk?

Join us to learn how Hudson's Spot Coaching approach equips managers and leaders with a simple, 3-step coaching method to support just-in-time development of their people. The approach includes elements of feedback, goal-setting, building a plan and establishing follow-up to provide support and track impact.

Every salesperson knows that important buying decisions and complex sales are rarely made by an individual—multiple decision makers are the rule rather than the exception. Yet few salespeople know how to effectively untangle the complexities associated with influencing multiple people, who have multiple priorities, in order to make a single buying decision.

Sales training is a process, not an event. And it's purpose is to get results. That means that results are dependent not just by what happens during the training, but also before and after. Bob's ideas are being used by 800 of the Fortune 1,000. And more than 150,000 trainers on five continents are graduates of Bob's 2-day train the trainer program.

The Sales Difference is a strategic system that educates sales reps and how to sell and win more business by the experience they create versus just focusing on their product or service benefits and features.  The "Sales Difference" is a specific strategy in a system that is used to provide differentiating factors that position sales reps to emotionally win over customers who ultimately want them to win more business.  This webcast will teach very specific strategies of how to win more business opportunities not by what you sell rather on how you sell.   

Building and maintaining a qualified, correctly sized pipeline is the key to sales success because no problems = no sales. Your sales pipeline is a collection of other people's; problems, worries and struggles. There are many reasons why sellers and their managers struggle or fail to do so.

At a time in the sales profession when only 50-60% of reps make quota and over 20% of opportunities end in No Decision, there is massive room for performance improvement and growth in most sales forces. In many organizations, the Pareto Principle is alive and well-meaning that 80% of the revenue is delivered by the top 20% of sales reps.

Sales enablement is hot today and with good reason for how it can equip sales teams with data and information to help them sell more effectively. But many enablement initiatives are struggling to live up to their potential and the performance gains that are anticipated. What's the #1 overlooked gap that is fueling this discrepancy and challenging the credibility of enablement initiatives? How can you use sales enablement tools and tactics to help your salespeople increase the quantity and quality of the conversations they have with prospects — and drive stronger sales performance?

Sales manager coaching has the single biggest impact on salesperson effectiveness. Unfortunately, sales manager coaching is at an all-time low, resulting in as much as 85% of sales skills never being used to drive sales performance. In our research and experience, we have found three keys to getting the most from your sales manager coaching efforts: Motivation, Skills, and Support. This webinar will describe the three keys and how to ensure successful coaching in your organization.

As part of their research study, SiriusDecisions once concluded that "the inability of sellers to communicate value" was the "single biggest inhibitor to sales growth." That's a big statement. And as much as we've talked about "value" since then, most sellers still struggle to create and communicate it.

One of the toughest challenges salespeople experience is objections. We get objections during the prospecting such as were already working with someone I don't have any time. We get competitor objections. We get price objections. We get budgetary objections.

Walt Disney was not your typical businessman. He didn't go to college. He didn't have an MBA. He hated org charts. It's doubtful he ever drew up a vision and mission statement. And yet he succeeded beyond what anyone's imagination. He did it through an unorthodox approach that made Disney one of the world's most admired companies and a place where inspiring leaders train and develop exceptional employees who deliver amazing customer service.

Sales leaders today wear many hats and time is always scarce. If time is limited and we noted sales teams need coaching what is a leader to do?