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    sales management

    What Are You? Sales Coach, Rescuer or Critic?

    Do this now: Go to one of your people and ask them for one thing they need help with, and then spend 3 minutes coaching them on that thing.

    When you’re done, ask them how you did. Ask them about your coaching style. Ask them how useful those 3 minutes were and how they will use the information you shared to fix the thing they needed help with. Do you like the feedback you’re getting?

    by Brian Kavicky

    3 sales fundamentals to master

    In the world of more complex b2b sales, where an investment in your product or service will actually require changes in the organization – I would argue that the fundamentals for success are still the same, despite the Internet and new technologies.

    by George Brontén

    4 telltale signs you didn't hire the right sales manager

    The primary role of the sales manager is to coach, measure and hold all members of the sales team accountable, helping them build and manage a healthy sales pipeline big enough to consistently make their numbers.

    by Frédéric Lucas

    Sales opportunity management: 6 disciplines you must have

    If you are involved with complex business-to-business sales, the new reality is that you are facing buyers who are more educated than ever and who involve more stakeholders in their decisions. Simply put, selling has become more challenging.

    by George Brontén • Editor's Pick

    Why sales processes need to support artisans not create automatons

    The evidence that formalised sales processes improve sales performance is absolutely overwhelming - a raft of studies have shown that companies that have implemented structured sales processes outperform companies that haven’t by anything from 20-45% or more. So why are so many companies still so reticent?

    by Bob Apollo

    Become a successful sales manager - lead from the front and back

    A lot of the time sales managers are created from successful sales reps. But with a management role comes responsibility for others, and this is where challenges often arise, as there is a whole new list of responsibilities and KPIs that have to be met, and often you don’t have direct control of the reins – your team does. 

    by Paul O'Donohue
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