Art & Science

of complex sales

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How to handle the many-headed hydra of sales technology

In ancient days, there was a great sea serpent with sharp teeth, poisonous breath, and many heads. It was called the hydra, and it terrorized all who came near.

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3 ways your marketing team is wasting their time

You know this story. Sales thinks marketing is out of touch. Marketing thinks sales is lazy.

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Here are our top 3 most popular posts from 2018

Every year on the Membrain blog, we publish more than 100 articles. Of those 100, a few inevitably rise to the top in popularity.

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Is your CRM an Epic-level failure?

Atul Gawande is best known for his work in reducing patient death rates by 47% by implementing the simple practice of mandatory checklists among the surgeons.

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Are You Learning Yesterday’s Skills For Tomorrow’s Buyers?

Every time I meet sales enablement and sales executives, I ask, “What are the critical skills you are focusing on training and developing your people on?

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Automating Stupidity

I have a very good friend, Dr. Howard Dover. He does wickedly smart things in driving the sales curriculum at UT Dallas. Every once in a while, I get terribly frustrated and need to vent and Howard lets me vent.

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Have you noticed that your sales training sucks?

Sales training is big business. Every year, organizations pour millions of dollars into sending their teams to workshops, conferences, online programs, and bringing in onsite training. Every year, most of that investment goes straight down the drain.

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How to Make the Mistakes that Cost a German Grocer $500 Million

In July, German grocery chain Lidl announced that it was calling it quits on a massive project to upgrade their inventory management system, a project they had spent around $500 million on.

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Want to Get Good at Change Management? Think Like Sir Isaac Newton

We’ve all been here before. Whether we’re the CEO moving the company in a new direction, a CRO introducing new products or sales methodologies, an IT Director launching a new SaaS solution, a PM shepherding a project through the corporate gauntlet, or even simply an analyst trying to get others to recognize and act upon what we’ve discovered, we’re all trying to create change in our organizations.