Unpopular opinion, but storing sales project information in a general “company card” inside your CRM renders it practically useless. Salespeople are used to company cards, so they think they need them. They want to be able to log in and see everything all at once.
Many new technologies follow a predictable series of stages. During early adoption, it is treated as an anomaly. Then it becomes a tool that is used alongside other activities. Finally, it becomes integrated to the point that it is an extension of the humans who use it.
In Sweden, we are passionate about candy. Salty licorice, sour gummies, Plopp chocolate bars. Visitors to our country delight in the variety of colors, shapes, and flavors available. And we don’t just make great candy, we buy and eat great candy… a lot of great candy (an average of 15 kilograms (about 33 pounds) of candy per person per year)*.
B2B software pricing is annoying. Buy the base tier and you get basic functions, minus some critical capabilities. Buy the middle layer, and you get more of what you need, plus a bunch of things you don’t. Buy the top tier, and you get everything you need and a whole lot of expensive distractions.
I share most of my complex sales articles to LinkedIn, and I read every comment they receive there. I was recently intrigued by one in particular by Mike Murtaugh, Director of Business Development at Cushman & Wakefield. He said he reads my blog every week, and hasn’t yet seen me talk about something critical: Real time versus reporting.
We often talk about complex sales as if there were one singular approach to helping buyers make high-stakes purchasing decisions. But in reality, we know that’s not true.
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