Art & Science

of complex sales

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How to scale your small team to operate like a big one

In today’s coaches corner, we’re discussing how to move your sales team upstream from making small sales to small business, to engaging and closing enterprise business, without adding necessarily new members to the team.

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Unqualified Sales Meetings

Today’s case covers a common issue within sales departments, when salespeople waste unnecessary time with unqualified leads. This often happens when appointments are set by marketing or poorly trained SDRs, leading to inefficient use of time by highly paid salespeople.

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Accelerating Sales Cycles

Today’s case covers the topic of how to accelerate sales cycles and improve cash flow. Many companies think that sales cycles have to be as long as they are because of the complexity of the sale, but in most cases targeted coaching can greatly improve the length of the sales cycle.

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The Bloated Pipeline

Today’s case covers a common issue with a new sales hire’s ability to close deals consistently in a complex B2B sales environment. Pressed for time, new reps often prioritize the wrong activities, leading to bloated pipelines with poor close rates.

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The Dismissive Attitude

Today’s case covers another common issue with a new sales hire’s ability to hit their sales targets in a complex B2B sales environment. A bad attitude can kill deals before they have a chance to get started. The salesperson keeps putting new opportunities into the pipeline, but can’t seem to close them.

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Roller Coaster Case

Today’s case covers a common issue with a new sales hire’s ability to meet their quota consistently in a complex B2B sales environment. A lack of confidence often leads to new reps pursuing many smaller deals.

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New resources to help you up your coaching game

Sales coaching can be a critical multiplier for sales performance. Some would argue that it’s the main driver to increase sales effectiveness. Yet, too few seem to be doing it well.

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The Bonding Problem

Today’s case is a bit of a puzzle to solve. Here we have a situation where an underperforming salesperson’s activities - call volume and scheduled meetings - are equal to (or even better than) his better-performing peers. And yet, his win rate is low.