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.
When leaders build or rebuild sales teams, they often move quickly to hire the best individual contributors available and allow each to leverage their own skills and experiences to find success.
Most salespeople don’t really know what a buying decision maker is, even though they think they do. This fact is an often unidentified cause of painful late-game losses. These salespeople may think the decision maker is the executive, or the budget holder, or whoever is in charge of procurement.
The term “sales process” has become an almost universal cliché (and yes, I have been as guilty as the rest). Research is regularly published to prove that organisations with a defined “sales process” outperform their less well organised competitors.
One of the main reasons why apparently well-qualified sales opportunities fail to close or move forward is that the sales person is so intent on pursuing their sales campaign that they fail to accurately diagnose where their prospect is in their buying journey.
We seem to be approaching or passing the tipping point where leading sales practitioners view successful selling as a disciplined, focused, engineered approach to engaging and creating value for customers. Stated differently: we're moving more toward selling as a science.
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