So you’ve run some lead generation campaigns but haven’t gotten the results you expected. Now you want to know what went wrong and what to change to fill your pipeline.

Learn about some of the hidden, but very common issues preventing salespeople from performing more consistently and effectively by developing a better understanding of what’s under the hood of your sales force.

Sales professionals are known for their ability to be persuasive; so how do you determine which ones are the most successful?  During an interview, a charismatic sales professional can convince you that they are the best person for the job, when in reality they may not be.  By discovering what a candidate’s previous managers and colleagues candidly say about their work style, skills and behaviors, you can objectively assess the candidate’s ability to be a top performer.

Today’s global and multicultural economy offers unprecedented opportunities to expand your business and increase sales revenues in rapidly growing markets at home and abroad—if your company’s executives, leaders, and managers understand how to operate effectively in this complex business environment.

Watch sales people react to any marketing presentation, and the disconnect between the teams is palpable.  When the reps’ most mundane smartphone updates are more compelling than the marketer’s plans to facilitate their success, it’s clear that marketing and sales are operating from different playbooks.

Selling in today’s hyper-competitive business environment forces sales teams to gain and maintain new capabilities. Sure, basic Sales 101 is required.  If a sales person doesn’t possess those basic skills they are not going to perform to expectations.  But the problem doesn’t stop there.  A sales person with excellent basic skills pursuing business against another sales person with the same basic skills will not have any competitive advantage.

This 7 day program is comprised of a live webinar and 7 day follow up course designed to help you sell value and avoid price objections.

Your business has great potential - if only you could hire the right sales people. But whenever you invest, the sales reps aren’t what you expected. Some are still not producing six months into the job. Others don’t quite understand your solutions. They aren’t prospecting or closing.

How are today’s leading companies becoming more strategic to their most important Customers and what types of strategic account management (SAM) solutions are they deploying to expand key customer relationships? How are they gaining competitive advantage through the implementation of SAM best practices and accelerating growth of their most significant accounts?

There is tremendous misinformation as to what sales managers should be spending their time doing.  This fast-paced session will highlight the 5 competencies on which sales managers should be spending 80% of their time, explain what is involved to master those competencies, and how much time should be spent on each.  Here are some favorites that are not on the list:

Executives are arguably the hardest prospects to reach. Email is an ideal strategy to bypass gatekeepers who don’t understand, and to circumvent executives’ hectic schedules to get on their calendars - but only if you can get past their glimpse factor. You need an email strategy that’ll catch executives’ attention with a compelling reason to talk, establish your credibility and make them want to respond.

Business is always demanding - bigger, better, faster, smarter - and leaders must rise to the occasion: Manager 3.0. Millennials are entering management for the very first time, and they are not afraid to shake things up. They are tearing down the corporate ladder, communicating on the fly, and bringing play to work. Millennials are creative, big thinkers, and they will change the face of leadership - IF they can bridge the gap between the hierarchical management style of senior executives and the casual, more collaborative approach of their peers. In this engaging webinar, participants learn a new plan of attack on how to best "CONNECT" through specific managerial techniques. The trainer brings the lessons from Manager 3.0: A Millennial’s Guide to Rewriting the Rules of Management to life on the webinar: Communicate, Own it, Navigate, Negotiate, Engage, Collaborate, and Teach.

It' a simple, yet vital question. Why?  Consider what you do when you're thinking about buying something.  You search the internet for more information.  So you think your customers are different?  In fact, research shows that 80% percent of the time buyers find sellers!

Did you know that depending on how it is used, money and other cash-based awards could actually negatively impact your engagement strategies?  This presentation combines scientific studies and examples to show the way that rewards, recognition, program design, and communications should be properly used to stimulate activity and engagement.

Most managers know how to tell people how to handle price objections but coaching is about asking questions and helping the employee see where they are struggling with price objections. Sales coaching helps build performance improvement which leads to better selling success for those who are not achieving levels they would like.

Although it would be nice, having strategic planning sessions for every sales opportunity, especially the low-value ones, is inappropriate. However, those bigger, must-win deals often require more than a sales rep’s standard approach. There are a number of critical components that all must be in place to win those big sales opportunities and the best way to be sure each component is in place and that they are the right components is through a formal deal planning session.

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.   But times have changed, purchasing organizations have gained more power, and it’s more challenging than ever to close the gap between go-to-market strategy as articulated by senior management and its profitable execution with customers.

A recent study from the Lenskold Group/Pedowitz Group identified that companies in which marketing plays a role in revenue production, these companies are outgrowing their competition.  Are you outgrowing your competition?  2013 is the year for you to forget what you think you know about the role of marketing in revenue and embrace a new concept called Revenue Marketing.  In companies in which Revenue Marketing is used, marketing contributes up to 90% of the pipeline.  So if you’re heading into 2013 and you need a little help on growing top line revenue, marketing may turn out to be your secret weapon.

When it comes to assessing the potential for scaling your company’s revenues, the past does not necessarily equal the future.   Sure, a track record of achieving sales targets is clearly important and might be an indicator of future performance, but to really succeed going forward, your company must build a solid and scalable platform to support growth through sustainable, long-term sales effectiveness.

We see leads go into the funnel and we see sales or lost sales come out but rarely do sales managers dedicate themselves to coaching to what happens inside the sales funnel. This is where the sales and performance opportunity exists!

How well are your B2B organization’s sales and marketing behaviors, practices and processes reliably and sustainably producing required outcomes? Are you mired in chaos, spending lots of time getting little done? Are you like most companies, achieving just average results and not knowing why? Or are you among the few that are kickin’ it?

The skills and knowledge required to be successful in sales are greater than ever. Yet while selling is getting harder, the amount of time and resources dedicated to on-boarding efforts is declining.

Let’s face it: many mentoring programs work more in theory than in practice because neither mentors nor mentees are held accountable for results. At SuccessFactors, we took a different approach. Responding to long ramp times to quota and high attrition rates among new sales reps, and realizing managers were too busy closing deals to provide needed 1:1 support, we simply hired mentors.

Sales Execs:  Assign your sales managers to attend this event and learn how to optimize your use of Salesforce.