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.
People who buy drills don’t want drills. They want holes.
There’s a long-standing myth that the most important thing salespeople need to do for any given opportunity is to reach “the decision maker.”
From north to south, east to west, Membrain has thousands of happy clients all over the world.