Who should head up enablement?
When they were little, my kids were great salespeople. If they wanted something and they knew it was going to be a hard sell, they’d establish rapport by doing something nice for us, look for an angle on how their desired decision would benefit us, and carefully select the right “decision maker” (mom or dad?) and optimal timing for their pitch.
Ad-hoc projects: another nail in the coffin of BANT
It surprises and shocks me how many sales organisations still regard BANT as a practical way of qualifying sales opportunities. For those who are unfamiliar with the term, it dates back to the steam-driven days prior to the emergence of the Internet, SaaS and modern buying behaviours and stands for Budget, Authority, Need and Timeframe.
5 steps to get sales enablement right
The number of companies with a dedicated sales enablement function has increased from less than 20% to more than 60% in just a few years[1]. On average, organizations that invest in a dedicated sales enablement function improve sales results by 29%, according to a study by Vantage Point Performance.
Why is managing change so hard? Here’s how executives can succeed every time
Change can be hard, but it’s often inevitable and necessary for companies to ensure future success. Companies budget significant amounts of money for training and consultants to help them improve employee skills and business processes. But is that enough?
Is the bandwagon effect destroying your effectiveness?
What do fashion trends, U.S. elections, and your sales team have in common? They’re all influenced, for better and worse, by the bandwagon effect.
Our Numbers Aren’t Laws Of Physics!
We tend to think of the Laws Of Physics as fundamental truths about how things behave.* For example, F=M x A (Force is equal to Mass times Acceleration). We always calculate force using this formula, it is universal. These Laws represent fundamental behaviors of objects and very predictable properties.
