In this episode of The Art and Science of Complex Sales, Paul Fuller is joined by Kelly Riggs, sales performance coach and founder of The Business LockerRoom. They dig into the realities of leadership, coaching, accountability, and why many sales teams fail to reach their full potential. Kelly challenges conventional thinking and offers practical guidance for creating stronger, more effective sales cultures.
I recently encountered an interesting concept in a Bloomberg article about Warren Buffet. In it, Buffet is quoted as saying, “‘the single best measure of where valuations stand,’ is the ratio of the value of US publicly traded companies to the country’s GDP.”
For sales teams engaged in complex sales, the most common reason for a “no deal” is not that the prospect chose another solution. It’s that they decided not to make a decision at all. These can be especially frustrating if they drag out and waste a lot of salesperson time chasing a decision that the buying organization never makes.
Paul Fuller and Mike Simmons, founder of Catalyst Sales, dive deep into transforming sales forecasting by focusing on just two critical metrics: pipeline created and pipeline developed.
Mike mentions that sales teams today are overwhelmed with data but lack actionable insights. The conversation highlights the power of simplifying complex systems and introducing clarity through well-defined, binary, past-tense sales stages.
There has never been a time in history when the ability to think has been as critical to complex sales as it is now. Two recent reports, one by the World Economic Forum (WEF) and one from Mercuri Global, highlight this reality.
As human beings and business professionals we crave structure and order in everything we do. We build carefully architected sales processes. Our customers draft detailed project plans, guiding them on their journey.
From north to south, east to west, Membrain has thousands of happy clients all over the world.