Here are our 5 recommended reads on sales strategy and management, sales prospecting and more. If you have a suggestion to add to the list, we'd love to hear your recommendations too - please let us know or add your comments below.
How well is your team executing strategy and do they even get it?
The company away day workshop, done well, is one of the biggest value creators you can invest your executive team’s time in. How well are you leading and communicating your plan, what are your great wins, how well are your values providing a compass for guiding decision making, is there a positive culture and determination around your plans and budgets? These meetings are not talkfests – they’re discussions to get plan refinement, reinvention and most importantly - engagement.
How many times in a sales process do you hear this?
I was emailing a guy the other day promoting a sales course I’m running and his response on the first email was “What’s the price?” My response was; Lesson number one in sales - never talk price too early. In fact, never talk price until you (the seller) are ready.
Indicator and NZ Leaders recently joined forces with special guest presenter, LinkedIn guru Chris J Reed, to host an evening in Westhaven.
Many Sales people are recruited and managed by non-sales people. Not surprisingly mistakes are sometimes made in the recruitment process.
More often, a non-sales person thinks that “all salespeople are the same” and then fails to understand why the appointment hasn’t worked.
Hardie Fasteners was founded in 1997 by Joseph Hardie and supplies the marine, manufacturing, engineering and construction industry with quality fasteners.
Who is it for?
Sales Training course for up to intermediate B2B sales people.
Since the late 1990's Customer Relationship Management (CRM) has been the go-to response for business looking to get control of their sales effort, better manage their opportunities, and deliver growth.
This is an interesting question as the answer is everything and nothing. Everything - because we are all, always, trying to sell more, find new customers or channels ; Nothing - in that the CEO needs the confidence to rely on their sales team to generate revenue, drive quarterly growth and replace lost or churning customers, but overall, grow the business with profitable revenue.
However, most CEOs don't have a lot of sales knowledge - or ability. Sales in many organisations can be looked upon as the sleazy, pushy, used car salesman type role in the company (for more on this read Daniel Pink's book, To Sell is Human), and most CEOs don't come from this background.
Why is this? The answer is relatively sensible. Traditionally, people without tertiary education, but maybe with “the gift of the gab”, have tended to get into sales. People don’t necessarily need formal training or skills for a sales role, and while this has made the path easier, the lack of education can be a disadvantage for progress to a general management role - especially in a corporate or bigger company.
Anyway, back to the story.
Actually, the first question is, does your company have a sales model? From my experience it’s unlikely. Well, not a formalised one that’s followed by all the team.