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Regardless of industry, organizations are starting to recognize the value of big data and how they can use it to gain new insights about their business. CITO Research has surveyed Qlik customers in healthcare, banking, securities & investments, insurance, telecommunications, and retail. Download this white paper to learn more about how they are harnessing the power of big data to generate business benefits and competitive differentiators. 
Charts and graphs are an incredibly powerful way to present your data, but even minor mistakes can bury your insights in clutter and confusion. This e-book will help you tell a clear and compelling story every time with critical tips on color choices, choosing formats for different data types, avoiding "chart junk," and more.
In the era of data discovery, analytical power has migrated from the IT department to business users. Surveying over 700 analytics users, Aberdeen set out to understand modern analysts to identify what makes them successful. Among many interesting findings, Aberdeen discovered that modern analysts are 55% more likely to have access to interactive data visualization tools, and 46% more likely to have a data governance solution. Download this report to learn more.
At CeBIT 2014, Gary D. Burnette, VP of sales transformation at IBM, gave some insight into why and how IBM had deployed Sugar from SugarCRM to support a global sales force of more than 45,000 sellers within 12 months of a successful pilot. IBM's successful approach provides a valuable lesson for organizations embarking on major multi-country or global customer relationship management (CRM) deployments.
Without a doubt, technology has become a great tool for improving the effectiveness of B2B marketing. Social media, marketing automation, mobile marketing, and search engine arketing all aid in efficiently generating a high volume of leads. Whether marketing teams support sales efforts by generating and nurturing high quality leads or following up on events, technology can make their work more efficient and productive. However, smart businesses know that purchasing decisions are made by human beings who respond to personal interactions with other human beings. Though many simple business transactions can exist entirely online, effective marketing practices must include a human touch.
Today's B2B marketing organizations claim that the fundamental task of generating leads is their most significant challenge. Activities like social media marketing can be powerful, but they can also distract marketing from its core business objective, which is to generate qualified, actionable leads for sales. Outbound lead generation via telemarketing promises to resolve this challenge. Telemarketing generates high-quality leads that empower sales to drive business growth. However, many marketers' budgets are being examined with a critical eye. The phrase "do more with less" has become a dominant theme in many marketing departments. Marketing is being tasked to generate higher quality leads and do so with ever-decreasing budgets. Once marketing recognizes that telemarketing can be part of a cost-effective lead generation program, the next step is determining how to go about it. The primary consideration is whether it should be done in-house or outsourced.
Common wisdom to increase production would dictate a change in the monetary compensation plan. Pay more cash and get more results. Everyone likes money - it is a simple and rational choice. And if money is so desirable, why not use it as a reward to induce more desired behavior? Many corporations do just that. It is undeniable that money works to drive behavior, and money used as an incentive yields positive results - up to a point. The fact, however, is that money is not the optimal reward to get extra effort from people.
As sales organizations endeavor to escape the constricted economy of the 2009 recession, one of their most significant barriers is stagnant progess regarding bringing their sales cycle under control. Aberdeen research conducted in March, 2010 for the benchmark study of 441 corporate sales teams,Automating Lead-To-Win: Shrinking the Sales Cycle and Focusing Closers on Sealing More Deals, included 37 companies currently deploying CPQ technology, and analysis shows that these organizations are realizing concrete performance advantages over other survey respondents.
Sales are the lifeblood of every business. A company that is more effective at selling its products will out perform its competitors, even if they offer higher quality or better value. It is, therefore, essential for businesses toemploy a highly dedicated and motivated sales staff. While many companies reward salespeople on a commission basis, research demonstrates that non-cash incentives such as gift cards are more effective at improving motivation, boosting performance, and increasing a company’s bottom line. 
Over the past several years, Qvidian has surveyed hundreds of executives and sales leaders around the world from various industries, markets, and company sizes to create a comprehensive ongoing study of the changing objectives and challenges facing sales leaders.   This Sales Execution Trends Report investigates new obstacles sales organizations face to meet these objectives, as well as explores current conditions and investment areas needed to improve sales execution; providing further market insight into the state of sales today. 
In an effort to test the impact of different incentives, a global telecommunications firm worked with BIWORLDWIDE to study the performance of its call center employees. Our findings confirmed previous research: non-monetary rewards drive greater performance than cash and cash equivalents.  We also found that individual goal setting delivers stronger results than tiered goals. In other words, setting your own goal improves performance significantly more than receiving pre-assigned goals.
Not long ago it was reported that more than 12% of all U.S. jobs are full-time sales positions. That’s a lot of sales reps in need of a whole lot of training.   This demand puts a tremendous amount of pressure on B2B companies to effectively develop and enable their salespeople from the moment they first step through the door. It’s certainly not easy, as developing a high-powered, internal sales onboarding and training program requires investment, planning and, most importantly, time.   Time spent away from the phones.   Time spent out of the field.   Time spent learning instead of selling.
Over the past year, I have written  blog  post after blog post at my site, http://www.thesalesblog.com.  Most of what I have written was written to be published later as book.  That book is coming in the not too distant future.      Of  all  the  topics I have written on, what I have written about cold calling has always struck  a  nerve, eliciting strong opinions—either for or against. Much of the email I receive is for advice and  ideas  about  how to be more effective at cold calling, or it is to remind me that Sales 2.0 has replaced cold calling (an idea to which I am vehemently opposed with every fiber of my being).      I collected a few posts on cold calling here to serve as a guide for those who would endeavor to improve their cold calling skills.  I hope you find it useful in improving your effectiveness and that you adopt these ideas into all of your prospecting activities.  
While it is all well and good - even honorable, really, to associate selling success with being a trusted advisor, what does it take to earn that status with customers in today’s buying environment? Research by CSO Insights, the Aberdeen Group, and others has shown that just telling salespeople to be trusted advisors has not worked: win rates have fallen and no-decision rates have grown. Customer behaviors seem to be saying that they don’t trust salespeople’s intent, and don’t see them as a credible advisor. To address this concern, let’s explore three key principles that point the way to becoming a trusted advisor.
Business-to-business leaders are searching for ways to improve sales productivity, battle rising selling costs, accelerate skills development and transition to solution selling. What most don’t realize is that the quality and effectiveness of their sales content are critical to addressing these issues.
It’s Friday morning, and you’re thinking about Monday’s management meeting - the one where you’ll be presenting your mid-quarter sales forecast to the executive team. You’ve just sent another reminder to the sales team to update their deal information in the expensive SFA tool you installed a year ago. After chasing down a few rogue reps (who act as if they’ve never seen the tool before), you’re finally ready to run the numbers. Immediately, you see that several deals are slipping. Uh-oh. How did this happen? What caused last week’s healthy forecast to take a turn for the worst? Are all our prospects getting squirrely at once? Are our reps falling down on the job?
"An incentive is something that stimulates or motivates with the intent to spur determination and action." Sales incentives studies have shown that sales incentive programs have a great influence on a company’s bottom line. A sales incentive program can be a powerful business tool that can be used to recognize and motivate salespeople. 
Improving sales performance has never been more important for major global corporations. After years of recession-induced cost cutting, leaders are putting increasing emphasis on implementing go-to-market strategies to boost both top- and bottom-line results, and expecting their sales organizations to execute them. Unfortunately, experts agree that most growth strategies fail. As competition from low-cost competitors increases, and aggressive buyers become even more demanding, it has become even harder to close the gap between go-to-market strategy as articulated by senior management, and its profitable execution, when the salesperson is face-to-face with the customer.
This free Sales Enablement eBook provides a systematic approach to helping sales reps prepare for customer interactions, engage customers and prospects effectively, and advance more opportunities to close. You’ll learn how marketing, training, management, and of course, sales, each play a critical role in the sales enablement process.
Read research by Aberdeen Group on how top-performing sales teams are using contemporary technology tools to reduce their sales cycles and increase their win / loss "batting average". Learn about how to better leverage people, process and technology to optimize your sales cycles. 
One of the most significant barriers to sales organizations is bringing their sales cycle under control. Read this research from Aberdeen Group to discover how the use of electronic signature tools can improve sales team performance. 
Imagine attending a dinner party where someone sitting next to you asks "So, What do you do for a living?" if you respond that you work as an accountant or an attorney, the person would undoubtedly nod in acknowledgement of a familiar answer. However, if you said "I'm the head of sales enablement for my company," the next question likely would be "What is sales enablement?" 
With unprecedented adoption among businesses and consumers, the iPad is quickly becoming the preferred device for mobile sales professionals. Find out how enterprise adoption of iPads gives organizations an advantage when in sales and marketing.
CSO Insights 2013 Key Trends Analysis provides an overview to the eight key attributes found in high performance sales organizations. Download now and compare how your sales team's best practices align with the high performance organizations in this study.
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