GLC Minerals is a 5th-generation family-owned company selling a product literally as old as the earth: Pure calcium carbonate. Operating in business as old-school as mined and processed minerals, and with a 75-year track record of profitability, it would have been easy for the company’s leadership to rest on its laurels and continue business as usual.
One of the most common reasons why apparently promising B2B sales opportunities get derailed - often at a late stage in our sales cycle - is that we have failed to identify all the key stakeholders or to understand how to get them all to support our approach.
If you’re like me, you’re bombarded with advertisements for sales enablement technologies that claim they’ll increase your revenue, improve profits, make your life easier, and probably butter your toast as well.
Over the years of developing and executing roughly one hundred different sales and business development organizations, I’ve noticed definite success and failure patterns.
Sales employee turnover has reached crisis proportions and threatens to get worse before it gets better. According to Forbes, employee turnover in sales averages above 20%, and rises to 34% or higher if you include both voluntary and involuntary turnover.
I spend a lot of time with CEOs, boards, and top executives. Inevitably, profitable growth is a key issue, universal to almost all.
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