Disruptive forces—mobile, social and video—have fundamentally changed how training is designed and how learners learn. Learners are demanding access to training content 24/7, anytime, anywhere and on more than one device. This "New Normal" requires a blended approach that aligns learning with organizational needs, provides more interactive learning experiences and collaboration, and integrates training into the workflow; all while maintaining consistent messages across geographies.

In this session, Steve will share what it really takes to achieve Customer Engagement excellence. As a result of his firm’s stellar work with some of the largest and most recognized brands, Steve believes that most sales training companies have it wrong. They focus on winning the deal. Many suppliers have it wrong as well, with no strategy, tools, or understanding of what it takes to build a long-term relationships where both supplier and customer achieve new levels of mutual value.

Research shows when sales people follow their sales process they are more likely to meet their goals and quota. Sales Leaders need to drive the selling process as well as the performance required within each stage of the selling.

Now more than ever, retaining your key customers is a strategic imperative. The role of the sales manager is to manage the sales process and lead the people. Many sales managers are highly effective at managing the sales process. Yet, sales managers need to ensure their top sales performers are fully engaged. This is something most sales managers understand, but unfortunately fall short of exhibiting the kind of leadership that contributes to an engaged salesforce. To assist them, in this webinar we will discuss steps sales managers can take to lead their salespeople to full engagement and higher performance.

Simple mistakes have significant impact on sales results. Are you catching the blunders your sales team is making in their everyday activities? Whether they are new sales reps or experienced sales people who have gotten lax, as a sales manager you want to catch these mistakes before they impact sales and coach your team to higher performance. But before you can, you have to first recognize the mistakes.

Objections occur at every stage of the selling process and its vital sales leaders drive the ability to handle each one successfully. Training alone will not work; therefore, managers must facilitate specific coaching strategies to handle each type of objection.

Times have changed. Contacting prospects and even established customers continues to get harder and harder. So how can anyone expect a sales person to be successful? During this webinar learn how you can use LinkedIn in ways you have never used, Google services that make gaining referrals easy, etc. This webinar is dedicated to teaching innovative methods and coaching strategies to drive Unlimited Referrals.

Dave Stein maintains that there are three reasons salespeople lose business. First, they haven’t properly qualified the opportunity. Second, they don’t have a formal plan to win. The third reason is that they are simply outsold.

61% of B2B marketers send all leads directly to Sales. Yet, only 27% of those leads will be qualified. And, only half of the qualified leads are ready to buy. Too many companies are wasting valuable sales time. Generating leads is easy—finding great prospects is harder.

Are your salespeople standing out in a crowded marketplace? Do they know how to differentiate on value or do they rely on discounting to close sales? In the quest to discover value as defined by the customer, salespeople diligently ask the customer questions to identify a need they are trying to solve! All salespeople know this, so they come up with the same list of needs and therefore the same expected solutions.

Sales people hate to role-play. I hear all the time, but what if there were a way to get your sales team practicing consistently ultimately driving performance and revenue up? This webinar will teach 7 strategies you can deploy to drive greater acceptance of practice sessions and skill development.

Improving performance of the sales team is likely the most difficult task any sales manager or trainer faces. The pace at which we work and the amount of information needed on the job is overwhelming. Traditional methods of training just don’t work. Join experts from Sales and Marketing Management (SMM) magazine and Brainshark to learn how to turn training from a one-time event into a continuous journey that leads to increased sales.

In Q1 and Q2 the LogMyCalls Conversation Analytics engine analyzed millions of calls across dozens of industries. This data was analyzed using speech recognition technology and hundreds of thousands of proprietary algorithms. We extracted data about caller lead score, conversion rate, missed opportunities, sales skills, and even caller confusion and frustration.

The common sales manager nightmare - your salesperson comes in with a "great opportunity," but …the customer needs a 10% discount. Why does this happen so often? Because your salespeople only know how to bargain ("He wanted a 20% discount but I talked him down to accepting only 10%")! What we really want salespeople to do is negotiate in a way that is respectful of the customer and the value they seek, while keeping in mind your company’s pricing and strategy needs.

Research indicates that sales managers have the single biggest impact on the use of new skills to drive salesperson effectiveness. Unfortunately, the majority of sales managers feels ill-prepared to coach and support salespeople on the skills they learn in sales training efforts. This webcast will show how our best practices for the first 90 days after sales training as a critical period to translating new sales skills into sales performance. During this session, you will learn about our process of supporting learning transfer and be able to audit your own sales coaching efforts against this learning transfer approach.

Annual performance reviews are a given in business. What is not a given is timely and meaningful feedback throughout the year. Yet research shows that providing ongoing feedback in smaller chunks, while situations and circumstances are still fresh in the employee's mind, is more effective than a one hour meeting once per year.

Sitting down with your salespeople and sales managers every month to review sales results and revenue is like driving by only looking out the rearview mirror. It gives you a good view of where they have been, not where they are going. The key to effective sales leadership is identifying the "leading indicators" of sales performance, finding ways to track them, and focusing your energy on reviewing and coaching to them. Explore how to identify leading sales indicators and how to use them to coach effectively.

OK. Your company's Social Selling strategy is set and Marketing is on board to supply content. Now, what is the modern sales manager supposed to do on a daily basis to get the most out this new sales approach? Join us to learn ten tips to help sales managers maximize their team's social selling success.

Sales manager coaching has the single biggest impact on salesperson effectiveness. Unfortunately, sales manager coaching is at an all-time low, resulting in as much as 85% of sales skills never being used to drive sales performance. Why are the majority of sales managers ill-prepared to coach and support salespeople?

Problem: 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.  

Your top producers consistently make their goal every year. Imagine what your sales would be like if everyone on your team joined that elite group.

Studies have shown that salespeople can improve their performance by more than 50% by using the skills of Versatility. Versatility allows salespeople to adapt their selling approach to the customer's buying approach, maximize their social selling capabilities, and create a more engaging customer experience. 

  In nearly every organization, leaders are being held accountable to do something they cannot do-motivate others. Leaders can't motivate people, because people are already motivated. The question is not if a person is motivated but why.

For years, marketers have managed corporate social network accounts (i.e. LinkedIn, Twitter, Facebook,...) for branding purposes. Now, leading companies like IBM, ADP, and Hewlett Packard are going one step further. They are teaching their sales people how to leverage their social networks to generate high quality leads. The reason is simple. As B2B buyers rely more and more on social networks for purchasing decisions, successful sellers are sharing valuable content to position themselves as experts and attract buyers.