In sales, getting quality time with b2b prospects and customers is a top priority. In fact, scheduling meetings is one of the main tasks for a sales professional and can be very tedious and time-consuming.
A lot of the time sales managers are created from successful sales reps. But with a management role comes responsibility for others, and this is where challenges often arise, as there is a whole new list of responsibilities and KPIs that have to be met, and often you don’t have direct control of the reins – your team does.
According to Miller Heiman Institute’s 2015 Sales Best Practices Study, world-class sales teams report longer sales cycles. About 18% more world-class sales performers report longer sales cycles, compared to previous years. This can be surprising when we normally see shorter sales cycles as a sign of good sales performance.
For sales managers, developing others abilities is even more important today than it ever has been. Indeed, it's the emotional competence most frequently found among those at the top of the field. This is a person-to-person art, and the effectiveness of counseling hinges on empathy and the ability to focus on our own feelings and share them.
Do you have a clear sales pipeline definition? Unless you do, you will struggle to track your sales effectiveness and continuously improve your efforts. With some techniques and improved prospecting and qualification criteria you can reshape your team's sales funnel into a sales tunnel.
Monday mornings start off with sales meetings and the infamous sales pipeline review. The sales manager interrogates, the salesperson fabricates and the CFO wonders how she can run a company when the sales department isn’t able to accurately forecast sales. So what’s the answer?
Despite compelling evidence that companies with a sales process sell more, many don’t have a documented one that is consistently executed by everyone. If you don’t have a sales process, this blog post will get you started.
For those of you that know me, this won’t be a stunning confession, but I really struggle with my impatience. I try to rein it in–I’ve stopped tapping my pen, incessantly, on tables in meetings (though my legs are bouncing up and down under the table). I’ve learned to count to 10–well maybe 100, before jumping in on a review. But my tolerance level for waiting is virtually non-existent.
The average cost of a failed ramp-up or miss-hire can be six times base salary for a sales person and 15 times base salary for a manager, according to the book “Topgrading,” by Bradford Smart. Also, considering that almost half of all sales people don’t reach their targets, the importance of effective recruitment and ramp-up should be a topic in focus for sales managers.
One of the most important aspects in high performing sales organizations is sales managers’ ability to coach and give effective feedback. This was one of the main findings in ProSales research, “Performance management in B2B sales.” But how can sales managers coach and give feedback effectively? Here are 5 tips to get the best out of your sales performance coaching efforts.