“Business acumen” is a concept spoken of quite often by sales thought leaders. I’ve talked about it, as well. Most of us agree that it’s something salespeople need in order to differentiate themselves and help buyers make the right choices. But I’m not sure everyone is on the same page in regard to what it means and the degree to which salespeople need to be upskilled in it.
It’s almost the only thing people want to talk about these past few months: Artificial intelligence. ChatGPT and its many children and siblings have set the internet and our industry ablaze with speculation about what it means for us.
I often talk about the importance of developing a sales system that is consistent, scalable, and continually improved.
But I haven’t really addressed the question of what happens when it’s NOT sustainable. The cost of not being sustainable is high, and, unfortunately, the vast majority of sales systems are not.
Ever since reading Jobs to Be Done: Theory to Practice by Anthony Ulwick, we’ve been applying many of its principles internally at Membrain. We are learning as we go, but one thing that stands out for me is how valuable this framework can be in helping prospects and customers shift the way THEY think about how they are engaging with your offerings.
I read a fascinating article by Kelly Fairchild. She talked about “salesmanship.” It got me to thinking about, “What is salesmanship?”
Based on the conversations I have with sellers and my social feeds, people seem to think salesmanship has to do with the following:
Technology has been changing the sales game at a rapidly increasing pace for decades. And now, new Artificial Intelligence (AI) content tools are threatening to upend it entirely.
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