White Papers & eBooks
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.
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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?"
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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.
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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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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?"
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The cash vs. tangible incentives argument is an old one. This paper suggests that there is room for both, and both can be effective when used in the proper application.
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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.
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With a speech analytics application, businesses have access to invaluable information contained within their interactions with customers that can help them gain flexible, scalable business intelligence, enhance revenue, and diminish risk.
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Engagement, the employee’s commitment to their organization and their willingness to perform beyond expectations, has become a focus area for management. Engagement is more than mere job satisfaction; fully engaged employees are motivated and dedicated to making the organization a success. At the most simplistic level engaged employees lead to happy, loyal customers and repeat business. Importantly engagement also leads to improvement in retention levels. In short, it impacts the bottom line.
Dale Carnegie Training asked MSW Research to undertake a benchmark nationwide, cross industry study of 1500 employees to explore engagement in the workplace. The study discovered that although there are multiple factors affecting engagement, the personal relationships between a manager and his or her direct reports is the most influential.
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A recent survey conducted by SAVO Group of more than 500 executives at 125 successful companies found that organizations that practice sales enablement consistently out-performed the Fortune 500 average year-over-year growth rate by nearly four percentage points. This white paperdescribes the seven attributes that separate these top-performing companies from the rest and the ways in which you can enable your sales team to consistently make the sale and increase overall revenue.
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Sales Enablement: How do we do it?
The phrase sales enablement has become a standard term in the language of those who support sales performance. There are currently 37 LinkedIn groups with this phrase in their titles. There are software companies, products, consultancies, and all kinds of online resources that include sales enablement in their names, descriptions, or value propositions. It's a great descriptive phrase for marketing products and services, but, like many such catch phrases, means different things to different people.
This free white paper from Dr. Carl Binder, originator of The Six Boxes®, will help your sales leadership team understand and implement these concepts and - yes - enable your sales team to perform at its highest potential.
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Research shows that effective sales coaching can dramatically improve the performance of sales teams - in some cases driving up revenues by 20% or more. But all too often sales organizations find it challenging to develop a sales coaching program that's embedded in a coaching culture.
Read this 5-page white paper and learn best practices and strategies for developing an effective sales coaching program for your sales organization.
In this whitepaper you will learn how to:
Implement a proven sales coaching model
Create a coaching culture
Use metrics to maximize the ROI on coaching
Turn sales managers into great coaches
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Just as B2B sales strategies must adapt to increasingly savvy buyers, sales training must change too. This brief discusses how newer training content and methods can result in a better, smarter sales force.
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Able, adjusted, all systems go, apt, equipped, fit, in order, organized, planned, prepared, primed, qualified, rehearsed, set.
These are all synonyms for the word ready. The question is, can you really be sure that these words apply to your sales team?
To help you not only shift the way you think about sales readiness, but actually take steps towards ensuring your own sales organization’s readiness, we have compiled 22 tips to guide you.
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Executive Summary
How do you know if your executive presentations are effective? In this white paper I am going to give you a series of tests you can use to form an objective assessment about the quality and effectiveness of your presentation. I have spent nearly fifteen years researching and reviewing literally hundreds of sales tools and presentations from big companies to small boutiques, and many in between, and believe the effectiveness of an economic impact sales tool used in (and after) the sales process boils down to these important criteria:
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Today's C-Suite executives have a wide variety of concerns, mostly involved with planning, managing and affecting change throughout the organization. They are also concerned about multiple constituencies - customers, shareholders, employees, suppliers, competitors, business partners, regulatory agencies and the various governments in which they operate - both domestically and internationally. C-Suite executives are willing to meet with professional salespeople if they are convinced that the salesperson can deliver true business value to them.
This white paper will outline the six steps that will enable you to successfully engage with C-Suite executives - and to maintain and leverage those relationships over the long term.
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Beyond the Sales Process focuses on the frontline of engagement with customers. It is specifically intended for salespeople, account managers, their managers, and sales leaders, as well as others who have responsibilities and pressures associated with developing and winning business, and those who are tasked with extending and expanding their relationships with customers.
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Each sales opportunity presents its own unique dilemma in terms of identifying the "real buyer". Further examination of a sales opportunity will yield additional information regarding the viability of the opportunity as it relates to the product and service offerings available from the salesperson's company. One of the most important steps in the sales process is to identify the real buyer ‐ an individual I'll call the "relevant executive" for the sales opportunity.
Recent research (like that shown in my book Selling to the C‐Suite) shows that key executives typically get involved early in the buying cycle to understand the issues creating the need for a solution. They will often delegate the middle phase of the buying cycle—exploring options, setting vendor criteria and evaluating solutions—to others at lower levels of the organization. Senior executives also get involved in the project again during the final phase to help plan the implementation and measure the results. That’s why waiting to get involved with an organization when the RFP is initially received can be problematic. The better strategy is to gain access to the relevant executive early in the buying cycle, at a time when it is possible to actually influence RFP criteria by showcasing the benefits and value of your products or services.
Click below to download this paper to help you and your team develop the right strategy for targeting and engaging with the right - and relevant - executive.
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Throughout this eBook, you will learn 11 key strategies that will help you position your profile to be seen as a thought leader and subject matter expert, leverage your existing network to gain access to decision makers and engage with people who are engaging with you.
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If your sales team isn't producing the results expected, the pressure is on you to fix the situation fast. One option is to replace salespeople. A better option is for you to optimize your performance as a sales leader. In The Sales Manager's Guide to Greatness, sales management consultant Kevin F. Davis offers 10 proven and distinctly practical strategies, skills, and tools for overcoming the most challenging obstacles sales managers face and moving your team ahead of the... (click below to download excerpts from this eBook)
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If your sales team isn't producing the results expected, the pressure is on you to fix the situation fast. One option is to replace salespeople. A better option is for you to optimize your performance as a sales leader. In The Sales Manager's Guide to Greatness, sales management consultant Kevin F. Davis offers 10 proven and distinctly practical strategies, skills, and tools for overcoming the most challenging obstacles sales managers face and moving your team ahead of the...
(click to download excerpts from this eBook)
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CSO Insights’ 2017 Sales Manager Enablement Report compared the win rates on forecasted sales opportunities between companies with a formalized approach to coaching—meaning there is a standard approach used by all sales managers—to those companies where coaching strategies were entirely left up to the manager or done informally. Their findings provide proof as to why a sales coaching initiative at your company is so important: companies who had adopted a formal approach to sales coaching achieved a win-rate on forecasted deals that was 19% higher.
In short, developing a strong sales coaching culture offers a great ROI. And great leverage: Each sales manager trained is then empowered to improve the win rates of every sales rep on their team. Here are seven keys that will move you in that direction.
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Most sales managers I know have a love/hate relationship with the prima donnas on their sales teams. They love the star player’s passion and hard work; they hate the self-centered behaviors that demoralize or discourage the rest of the team.
That leaves sales managers with a dilemma: If they come down hard on a prima donna, that salesperson may just take his/her talents elsewhere. Not good. But a sales manager can’t afford to ignore the situation, either, because prima donnas are often engaged in behaviors detrimental to the team. A simple truth in sales management is that what you don’t confront, you condone.
What can you do then?
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Coaching and leadership are about people. People are unique and to compound the situation they behave differently under varied circumstances.
So is it not an overstatement to suggest that there is a framework that can be applied to achieving greater success with people and through them?
I will answer with my standard mini-exercise.
Assume you are a recruiter. You are asked to identify a Field Commander for a hot war zone as well as a Guidance Counsellor for an all-girls high school.
Did your mind automatically paint different pictures as to who will fill the roles?
Intuitively, you recognize the differences but what are the factors that brought you to that conclusion? Also, what if the roles were not so far apart, could you intuitively distinguish among candidates?
That is role and the value of a reliable framework.
For decades, as a member of member of the Extended DISC™ network, I have been using an approach that I call DISCerning Communication to drive healthy interpersonal relations among a cross-section of groups. When people experience others communicating with them in a manner that is comfortable for them the opportunities for positive cooperation increases exponentially. Someone referred to it as communicating from inside the head of the other person.
Course after course, webinar after webinar, article after article I receive encouragement to present DISCerning Communication principles in a concise publication to a wider audience.
This is your invitation to join the mission and make a positive difference in how we communicate and relate to others.
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