Join LinkedIn for a frank discussion about how the professional network enables sales teams to engage buyers on their platform much earlier in the sales process.  Ralf VonSosen and Koka Sexton from LinkedIn Sales Solutions have spent the last half decade evangelizing social selling and its impact on sales organizations.

It seems as if Social Selling is being talked about everywhere by everyone who is anyone in the world of sales and marketing. Yet, many sales reps haven’t adopted effective methods for selling in our digital age, or worse, are doing damage to their reputations and opportunities by fumbling their way through and alienating prospects in the process.

This webinar will help participants discover the specific activities and day-to-day operations of a truly effective corporate sales coach. Tim will host this session with guest Michael Bigley from Zones, an international technology enterprise provider.

Managing your sales team to top prospecting performance begins with setting and monitoring performance expectations, then holding your team accountable. Setting the expectations is the easy part. Holding your sales team accountable is a different matter entirely. To make matters worse, the process is different with eager new hires than with the senior salespeople and creates a potential disconnect across your team.

Trainers and 'experts' talk about ways to convert more calls. But, what are the sales skills and marketing tactics that actually matter to closing more business over the phone?

As the Internet has changed B2B buying habits, Social Selling has proven to be an effective way to reach decision makers. Still, Social Selling has been a random, grass roots approach for most corporations. That is because apps like LinkedIn and Twitter are free tools that some sales people started using before most corporations implemented any standard training. Now, sales leaders are wondering how to standardize and manage social activities to achieve higher sales productivity.

In a recent study on top sales execution trends, 58% of buyers disengage with sales teams and stay with the status quo. The number one reason buyers disengage is that salespeople did not present value effectively or were not aligned to buyers' specific business challenges. In today's competitive marketplace, the combination of a strong set of sales skills and a disciplined mindset will make the difference.

Many companies make a significant investment in their sales force since this is the front line in promoting their products and services. Optimizing the use of this resource is a continuous challenge affected by many internal and external factors. As these factors constantly change, firms repeatedly must address major strategy issues to ensure continued success.

What's the difference between training targeted specifically at front-line sales managers versus general leadership training targeted at other supervisory functions within an organization? Unfortunately, in many cases, nothing. While it is clear that there is merit to tying sales manager training to an organization's competency model, most of the training sales managers receive tends to be too blunt of an instrument to address the day-to-day realities of sales management.

Today's sales and account management environment requires a level of leadership skills that not only gets things done through others (many of whom do not directly report to them) but also develops the next generation of sales leaders. Coaching has proven to be an effective way to improve sales performance as well as attract and retain sales talent.

To avoid the pitfalls of competing on price, salespeople are often told to differentiate themselves and their offering by "selling the value." Selling the value implies that the salesperson either truly understands what the customer values, or that the value offered is perceived as significantly different from the competing offerings. All too often, neither one of these is true.

Optimizing your lead funnel is expensive and fraught with peril. Different leads are ready to buy at different times - how can you keep track of them all without overloading your sales team? How can you choose among the myriad lead management solutions available?

Industry research indicates that the average tenure for corporate sales leaders is 22 months. As a new sales leader, you're walking into a world of unknowns - and you have a short runway to make an impact. The first six months are critical to create momentum and demonstrate measurable results for the company.

30 years ago, B2B sales people drove around in their company cars with a trunk full of brochures, catalogs, and samples. Marketing relied on salespeoples' relationships to "get the word out" in a way that simply mailing the content could not match. To customers, salespeople were the "Keepers of the Information". How else would a customer know about a product or service if not for the classic sales call?

This webcast will provide a step-by-step strategy for building a powerful coaching culture at your organization. The webcast will teach specific pitfalls to avoid along the way, as well as input on how to get managers not only trained, but also enthusiastically participating in your new coaching culture.

The old adage "People love to buy, but hate to be sold to" is rephrased from the seller side to "Salespeople love to win, but hate to lose." Sales management might say, "I want to help salespeople close business-and close the right business." Because as sales managers well know, the hot pursuit of a win can backfire when salespeople go after deals that aren't profitable.

Most people operate in an environment where they fail to see, tap into and leverage most of the opportunities that constantly surround them. When sales and marketing managers help their teams to better identify, categorize and target specific and available opportunities, their team members will begin to see, act and do things differently. Using specific tools and a proven-effective process, managers can show their people how to remove their opportunity blinders, how to get out of their comfort zones, and how to seize opportunities that lead to greater personal and professional performance and success.

What happens when you fit every employee in your company into one of two divisions: sales or sales support? Suddenly, everyone knows his or her "real" job is to create customer and coworker experiences that drive sales. This shift in perception will drive every decision your employees make. Michael Houlihan and Bonnie Harvey built the iconic Barefoot Wine (a top global brand) using this simple business structure.

Discover the advantages and disadvantages of the modern salesforce and how you can keep your team’s skills sharp - wherever they work.

How do you ensure your time and financial investment in sales training pays off? People often talk about tools that enhance sales productivity. In this webinar, we explore the common reasons sales training fails. By understanding what these pitfalls are and avoiding them, you'll set the course for successful training initiatives that lead to increased sales performance and long-term revenue growth.

Barbara Giamanco, one of the first evangelists of leveraging social media in sales, wakes you up to the reality of selling in today's digitally driven marketplace. Buyer behavior has changed with CEB reporting that customers do early stage research on products, people and companies 57% of the time before engaging sales. This shift in buyer behavior and expectations heightens the need for salespeople to implement a social selling strategy to achieve measurable results. The problem is that many sellers are using social selling tactics to short-cut the selling process leading to wasted time and no solid ROI.

Uncommunicated expectations are often unmet expectations. That won't fly when you are trying to talk with your customers' executives! With complex solutions, often it becomes clear that higher-level support is required to make the sale. What does it take to engage your customers' executives in a meaningful way? "C"-suite executives are busy and hard to reach. They are, however, willing to meet with salespeople, but with very specific expectations. In order to be effective, your sales people need to plan carefully for the call, do their homework, and, most importantly, understand those "secret" expectations.