If you don’t have a good email list, you can’t build your sales funnel. A good list will convert 22% and greater, generating replies and setting the stage for appointment setting. A bad list can result in response rates as low as 0% - and worse, being blocked from sending emails.

People don’t want to be sold—but they do want help fixing their most pressing problems. Becoming a master at consultative sales will help you earn prospects’ and clients’ trust faster and easier.

Professionals lose 31 hours per month in unproductive meetings or approximately four days per month.  This figure makes it pretty clear, we need to improve meetings.  Meetings are critical to getting things done so we just can’t stop meeting.  Almost all meetings and anything critical to change in a business involves negotiation.  The problem with negotiation is once that word comes up everyone thinks competition and win at all costs, which is completely wrong on every level of business.  

The first edition of Selling to the C-Suite was an instant classic. Based on 10 years of empirical research with more than 500 global CXO-level executives who were asked about their relationships with professional salespeople, it revealed why some salespeople gain trusted advisor status while others get the ejector seat. The first edition became a sales best-seller and has already had a major impact on the sales profession.

Depending on which sales research you’re reading, Win Rates hover under 50% and No Decision rates vary greatly from 25% to over 50%. The bottom-line? We can do better. And many of us need to make our number.

It is a fact—you can’t move from a needs-based selling proposition to a value-based proposition without knowing how your customer creates value. Unfortunately, most salespeople don’t have a clue how their customers create value, or what questions to ask about the value creation process to uncover hidden needs. In this session, you will learn what your salespeople need to understand about the customer’s value chain, and how to uncover the hidden needs in order to improve that value creation process. As a result, your salespeople will be able to create greater differentiation and generate higher win rates.

If sales managers, who have underperforming teams, should have teams with a minimum of 70% of their team hitting the goals, anything less is not acceptable. An overall goal does not dictate that a team's performance is improving. This webcast will teach three specific sales coaching strategies for underperforming teams.

You may be familiar with IQ, which measures your cognitive intelligence.  But has anyone ask you about EQ or Emotional quotient? What is EQ? Emotional intelligence is your awareness regarding your actions and feeling, including how they affect the people around you. Successful sales professionals have a VERY HIGH EQ. They understand how to work with people and work within situations.

Distribution channel partners have their own priorities. Getting their time and attention can be an enormous challenge. But if your success depends on distributors, dealers, agents or retailers selling your products, engaging these channel partners is mission critical.

Modern, enterprise B2B buyers have no tolerance for "Jedi mind tricks."  And as professional, consultative sellers, we shouldn’t want to foster an environment where we "overcome" our buyers’ "objections." Could anything be less consultative and more combative?

If it is true that many organizations spend $10 - $12 thousand on hiring individuals and only $2 thousand per year on sales training, that means that what organizations do spend on sales training needs to count. Making sales training and enablement count requires program design that aligns with the needs of the business. 

Sales manager leadership has the single biggest impact on salesperson performance, as long as it is the right type of leadership. Sitting down with your salespeople every month to review sales results and revenue is like only looking out the rearview mirror when driving. Effective sales leadership is not just looking at where your salespeople have been but where they are going.  

You’ve mastered marketing campaigns, but there’s more to email, events and digital marketing if you want to drive sales qualified leads. It’s time to elevate your marketing and sales approaches to convert those marketing qualified leads into the sales pipeline. 

Nearly 60% of companies face leadership talent shortage which impedes their performance and over 50% of first time managers FAIL.  There is a very big difference between a leader and a good leader.  There is a HUGE difference between a good leader and a great leader.  Sales organizations need to learn that what makes a successful individual sales professional doesn’t make a successful sales manager. No matter what, leadership involves preparing, improving, and growing your skills continuously.   What worked leading your team, group, department, company or sales cycle this year could very well be completely ineffective next. 

Seven analyst firms, the Association for Talent Development, and the Sales Enablement Society have all defined "sales enablement" - each slightly differently. In dozens of organizations, the sales enablement function is run differently, with a different focus, responsibilities, and initiatives.

Why Your ROI Story Is Stronger Than You Think If you’re in charge of training a sales team, you know how hard it is to ensure they properly receive and retain training while in the field. But since organizations often treat sales training as an unavoidable cost of doing business, you may find it even harder to justify investing in technology that would improve your learning program. Sales, sales enablement, and sales training leaders often don’t realize how much investing in sales training technology contributes to a stronger ROI. That’s because most companies haven’t instituted best practices for identifying the business impact of better sales learning. Most limit their tracking to activity metrics like usage and adoption, or they capture anecdotes about how a recent training contributed to closing a specific deal. Quantifying the full return on your sales training investments helps you more effectively champion your initiatives and win more resources. That way, you can improve your team’s performance and create a virtuous cycle of continuous improvement. Here are four sources of ROI you’re already delivering that you should capture to demonstrate how sales training contributes to the bottom line of your organization. Click below to download this eBook.

As the tides of business change, preparing your salespeople for anything that comes their way takes more than just training - it takes readiness. For sales enablement, this involves all strategic activities designed to prepare sellers to have meaningful buyer interactions (from new hire onboarding to guidance through business transformations).

Digital Transformation is forcing all businesses to re-examine their business models, partnerships and how they sell. Frontline sales managers have to coach their resources to be sharper & more ready for all manner of customer conversations and to perform better than ever before because there is new competition around every corner.

Studies show incentive programs can significantly improve performance. But to maximize results, it’s important to understand the journey your participants will take from the time they first hear about the program to the day they receive their awards. 

Do these issues sound familiar?  Deals stall or go dark and you can’t seem to revive them Decision makers are introduced mid-deal and it changes everything After months of effort, your clients decide to address their issues in-house with a DIY solution You work primarily with mid-level decision makers who struggle to get their initiatives funded  You struggle with providing accurate pipeline forecasts

Business leaders look for predictability. They seek insight from mounds of data to get just a glimpse of the future. They demand their sales and marketing executives put the business on the right path to meeting or exceeding sales and margin goals. Sales executives create detailed business plans to identify new opportunities and retain existing customers.  They train sales reps and channel partners on product benefits and teach them to overcome objections. They develop compensation plans aligned with corporate goals to encourage growth. Marketing leaders identify competitors’ strengths and weaknesses. They define buyer personas and construct profiles to ensure the right messages reach the right prospects. They carefully map out every step of the buyer’s journey to know when and how to influence behaviors. All this to increase the likelihood of success, to gain more certainty and predictability. Shouldn’t your sales incentive program work this hard to engage your participants? Knowing how and when to nudge your participants could mean the difference between blowing past your goals and scrambling to explain a disastrous failure. This eBook maps the sales incentive journey which participants embark upon when engaging with a program. We’ve developed it from insights gained during almost 50 years of observing and influencing participants, and it can help put your program on the road to predictable success. Click below to download this eBook.​

Are you tired of deals that stall indefinitely or end in No Decision after months of time and energy have been poured into the deal? Would you like to (or get your sales force to) stop doing what they think is working and do just what your buyers and decision makers care about?

It is an oddity of behavioral psychology that it’s a smart business strategy to let sales reps self-select some of their goals, yet not so smart to let them determine whether they receive cash or non-cash rewards for reaching those goals. Simply put, we don’t always understand what motivates us most effectively.

Excellence in team selling is critical to success for commercial selling organizations today. Customers bring more stakeholders to the table and expect to meet more than the salesperson before making a commitment.  To manage these moments effectively, salespeople need to ensure all players are operating at peak performance -- individually and as a unit -- in those high-stakes meetings.