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.
In this episode of The Art and Science of Complex Sales, Paul Fuller is joined by Wesleyne Whittaker, founder of Transformed Sales, a former chemist turned international sales leader. The conversation unpacks what it means to transform sales teams from within, with a sharp focus on leadership accountability, mindset and skill-building, especially in the often-overlooked world of manufacturing and distribution sales.
I recently came across the term “aesthetic curiosity” in the context of psychotherapy, and got “aesthetically curious” about its potential application in complex B2B sales.
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