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.

s sales management the weak link in the revenue chain? Tony explores what he regards as the top three mistakes and how to avoid them:

Most companies invest in one or more of these strategies for getting more profitable revenue growth from their sales teams:

Studies continue to support the fact that coaching works! Sales people who participate in a sales coaching program are more likely to stay, and increase performance. One of the toughest things sales managers go through is finding the time to coach. Using present staff members is a creative and effective way to develop better selling performance.

The toughest thing for sales people is to ask questions and REALLY stay silent. They just talk too much and sabotage a sales person’s success. Sadly, most sales people are not aware of this as prospects and client typically don t share this. This webinar will teach creative ways to build great sales people who ask consistently open-ended questions, actively listen, and DO NOT TALK TOO MUCH!

In the world of business, it’s important for people across all business functions to help the firm produce visible results.  However, sometimes, the "machine" of the business needs to be fine-tuned because everyone’s running on their functional treadmills, and when this happens, the business isn’t running in tip-top shape!   If you pair this with the fact that resources are scarce, the treadmill runs faster and important cross-functional hand-offs are missed.

Selling to Enterprise accounts requires a completely different approach and understanding of how your buyers make decisions - and research shows that very few sales organizations are getting it right.

High performing sales managers have a profound impact on a company's bottom line sales results. But, too often training initiatives focus on salespeople and not a company's frontline sales management team.

It seems that every prospect wants a deal and closing the sale can drag on while they try to negotiate. Your quota doesn’t change. Your manager is breathing down your back. And prospects expect you to negotiate because they figure you need this sale.

Even the most seasoned presentation teams can experience obstacles in putting their best foot forward in high-stakes sales presentations. They can be worried about coming on too strong, or not strong enough. They can experience the "stage fright" that comes with being in front of an audience that is sure to be judging them. And they can get hung up on all the standard questions about where to look and what to do and how to do it.

Under the Sales 2.0 paradigm, high-tech resources allow sales teams to target and engage with leads in a way that feels seamless and non-invasive. The model lends itself particularly well to the bottom of the sales funnel, where prospects are nearing purchase-readiness. To ensure that top-of-funnel leads are not ignored, sales and marketing departments must do more than align—they must fully integrate.

Sales reps can often take a loss poorly, letting history affect the future. Their confidence is bruised, so much so that they can't put themselves back in front of an important prospect, or if they do, they just can't represent themselves and your company the way that you want them to.

Why product expertise is the GREATEST asset any sales team can have and why when it’s lacking it can ruin a sales person’s opportunities. Clients do not have as much time to be sold to, so the notion of brining in product experts at a later date is not as widely accepted as it once was. This webinar will teach innovative ways to ensure all your sales team members know your products like the back of their hands and elevate your company’s experience in the marketplace.

Changes in the buying process are creating fundamental changes in the sales process. In fact, a sales process is not what salespeople need; today they need a way to facilitate the buying process. From the outset, buyers are in charge of the speed and direction of the process. They gather information about available solutions, screen potential providers, and select those providers they want to consider. Decision teams are the new norm, especially for strategically important buying decisions. Then the decision is handed off to Procurement departments who manage the actual purchase.