3 Steps to Make Better Sales Hiring and Training Investments

sales hiring and training Sales leaders are always under pressure to improve performance. In many organizations, that starts with hiring the right people.

However, according to experts at Sales Performance International (SPI), many sales leaders are making hiring decisions based solely on gut instinct. As Dave Christofaro points out in his blog post about aligning sales talent with business goals, sales leaders go astray when they

  • Use the subjective feedback from interviewers to inform hiring decisions, and
  • Use a previous track record of success to predict success at your company.

Neither of these metrics account for the unique way your company operates. As Christofaro says, there are “many cause-and-effect elements that impact success in your company, in your markets, for your products, and for your customers.” When you base your decisions on your best guess for who will perform best at your company, you leave performance improvement to chance and open yourself up to slow ramp up periods and potentially high turnover rates.

What’s the alternative? SPI CEO Keith Eades, Founder and Chief Executive Officer of SPI, who will be speaking at the Sales 2.0 Conference in San Francisco on April 27, says a useful question is, “What do your salespeople actually need to be good at?”

“Until you’re able to answer this question with a valid response, most of the investments in performance improvement are largely educated guesswork,” Eades writes in his session description.

To improve your hiring and professional development decisions, take the following three steps.

  1. Define your sales competencies.

Examine the traits of the salespeople who consistently meet or exceed quota each month in your organization. What are the characteristics your salespeople need to generate leads, prospect, and close deals? What does “good” look like in your organization?

  1. Apply advanced analytics to customize those competencies.

Today, sales leaders can leverage data to match competencies to organizational goals. For example, SPI’s Structural Equations Modeling (SEM) approach identifies the cause-effect relationships between certain skill sets and a company’s quantitative business objectives. As Dave Christofaro writes, this approach “can statistically identify the knowledge and behavior that set top-performers apart from the rest of their team.”

  1. Focus learning and development on critical sales competencies.

This overall approach has significant benefits beyond the hiring process. Organizations can also use the same data-driven model (on an ongoing basis) to align sales training much more precisely with goals of the business. The result is more focused training and development with much faster ROI.

The results are often extremely effective. According to Aberdeen Group, best-in-class sales teams that leverage data and analytics were able to increase team quota attainment by 12.3 percent year-over-year (compared to one percent for an average company) and increase average deal size by eight percent year-over-year (compared to 0.8 percent).

To learn more, join SPI at the Sales 2.0 Conference in San Francisco on April 27-28. Keith Eades’ session will take place at 10:50 a.m. on Monday, April 27.

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Strengthen Customer Relationships with Digital Listening

digital listening

By Suresh Balasubramanian

According to a SiriusDecisions study, 65 percent of organizations say that sales reps spend too much time on nonselling activities. Here are some of the most common ways salespeople lose core selling time:

  •      trying to figure out who all the decision makers are in an account,
  •      selling armed with incomplete customer profiles,
  •      chasing down poorly qualified leads,
  •      manually updating multiple, unsynchronized systems.

These activities eat up valuable time and take salespeople away from the critical tasks that help your organization accelerate sales and drive revenue.

Some of these time wasters can be blamed on a changed selling environment. Because today’s buyers don’t reach out to sales teams until they’re significantly through the purchasing process, salespeople don’t have the ability to engage prospects in the same way – and that’s not the only problem: outdated sales processes and a lack of coordination between marketing and sales have also created huge roadblocks for customer engagement.

How Digital Listening Strengthens Customer Relationships

By using advanced technology to improve engagement, you can focus the rep’s attention on strengthening the customer relationship, thereby enhancing value and building trust.

“Digital listening” tools can capture significant customer behaviors that show at a deep, granular level when and how prospects engage content. Harnessing a scientific approach, these tools can give you unprecedented insight into

  •      a prospect’s interests,
  •      all stakeholders within an account,
  •      the qualifications of warm and cold prospects.

Digital listening tools showing customer-to-content engagement provide a depth and breadth of insight that goes far beyond tracking email opens. When delivered as part of a complete platform, you gain even higher value, with tangible metrics to measure a prospect’s interest level and urgency, as well as area of interest. Imagine working a complex deal and immediately spotting key decision makers – even across different departments!

How Integrated Systems Increase Your Productivity

If you’ve ever lost a sales opportunity because you had an incomplete customer profile, you know this frustration. Maybe you’ve spent way too much time on prospects but would have known earlier that they simply weren’t qualified if only you’d had a complete profile.

Unfortunately, systems between marketing and sales are not always synchronized, so you may not have easy access to information residing with the marketing team; thus, you can sometimes miss big chunks of critical data. If you try to track down this data, you can also spend a lot of time going back and forth across disparate systems – and all of this takes away from your core selling activities.

Systems should be seamlessly and automatically updated throughout the organization so that the entire business has access to the most comprehensive customer profiles possible. Similarly, sales teams can benefit from some of the same automation capabilities currently being used by marketing. By offloading or automating these types of routine sales tasks, you can focus on making more calls and driving more revenue for the business.

To learn more, join Suresh Balasubramanian at the Sales 2.0 Conference in San Francisco, April 27–28, where he will speak about how digital listening can strengthen customer relationships.

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Suresh Balasubramanian LiveHiveSuresh Balasubramanian is CEO of LiveHive Inc., whose comprehensive sales-engagement platform provides the deepest insight into a prospect’s interest level based on the prospect’s real-time engagement with digital sales content. Suresh is a seasoned software-industry executive with more than 20 years of operations and senior-management experience. Before LiveHive, Suresh served as CEO of Armor5 and general manager of Adobe Software.

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Five Steps to Sales-Training Sustainment

sales training 5 steps

By Gregg Kober

Companies spend a lot of money on corporate training and talent development, so it’s critical that learning be sustained over time.

A recent survey from Training Industry, however, showed that only 32 percent of respondents believe their organizations are good at sustaining behavior change after training. To help individuals embed newly learned behaviors into daily operations, we recommend the following five-step process.

Step 1: Set expectations.

Most organizations have strong and competing interests for people’s time and attention. These competing forces can make it very difficult for new behaviors to gain traction, especially since there will be a dip in post-training performance as individuals transition from old modes of behavior to new ones.

At every level of the sales organization, managers need to help people focus their time and attention on applying the new knowledge and skills. Officially, management should set expectations for what should (and should not) occur as individuals work to master their new skills on the job.

Step 2: Retain knowledge.

New knowledge is quickly lost without consistent reinforcement; however, you can diminish the likelihood that all will be forgotten by using bite-size activities that help salespeople recall critical information quickly and consistently.

Step 3: Apply skills.

This sustainment step is at the heart of helping people retain knowledge and apply their skills to everyday situations and challenges. Successful application includes

1) identifying when to use the new knowledge and skills,

2) using the new knowledge and skills,

3) receiving constructive feedback on how well the new knowledge and skills were applied,

4) persisting in the use of the new knowledge and skills in appropriate situations.

The emphasis should be on incremental change, individual persistence, and continuous improvement.

Step 4: Align systems.

This sustainment step is to assure the team that the required behavior changes are real and necessary and not a “flavor of the month.” If people go through sales training but their work environment and group norms have not noticeably changed to support the new behaviors, people will think that the new behaviors are optional or, worse, that management is not serious about behavior change.

Conversely, if people go through sales training and return to a work environment that is significantly different and better aligned to support the new behaviors, people will know that management is serious about the change.

Step 5: Prevent relapse.

Change takes time, and most of us are impatient. If people don’t feel like they are making progress with the new behaviors, they are much more likely to return to their pretraining behaviors.

It is important to break behavior change into incremental steps so that people feel they are making progress. In addition, success, even partial success, is important so that people feel the benefit of putting in the effort to master the new knowledge and skills.

Finally, holding people accountable for their behavior change through verification dialogue helps them take personal ownership of the need to continue using the new knowledge and skills, rather than stick to the old way of doing things.

Too many companies put their talented salespeople and sales managers through training programs and simply hope for the best. This is an unsophisticated and ultimately harmful approach because it does not create behavior change and wastes precious resources.

Training is necessary but not sufficient for behavior change. If you are going to do sales training right, invest in behavior change by leveraging these five steps to sustainment and dedicating approximately 20 percent of your total project budget to driving the post-training employee experience.

Interested in learning more? Join Richardson in San Francisco at the Sales 2.0 Conference, April 27-28.

GreggKober_300Gregg Kober is a change management consultant with a decade of experience designing and delivering global workplace learning and performance-improvement programs for Fortune 1,000 firms.

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How to Create Perfect Quotes and Proposals

sales proposals and quotes

By Madelyn Newman

If you’re in sales, you know how important quotes and proposals can be to the sales process; it’s one of the last chances you’ll have to make an impression before the client makes a decision.

Creating the perfect quote or proposal is not easy. There are so many things to consider. Of course you need accurate content with zero errors, but you also need a compelling design that represents your company’s core values and ideals. Quotes that are easy to read and comprehend make the decision to say yes simple for your clients and prospects. In today’s fast-moving, mobile world, plain and boring Excel spreadsheets no longer make the cut.

Here are our three best practices for creating the perfect quote or proposal. With more than 8 years (and counting) in the industry, we know a thing or two about closing the sale.

  1. Use approved templates to ensure consistent quality.

You want every single quote and proposal you send to represent your company well, from your brand’s specific tone to core values. If quote-development standards aren’t acknowledged and upheld, you risk creating a sloppy and confusing proposal.

It’s important to give your reps a path to follow when quoting. To ensure professional branding, create approved templates for all of your sales reps to use when creating quotes and proposals. We also suggest a designated checklist to track the steps in the sales cycle, so you can ensure success every single time. By keeping formatting and processes clean and consistent, you’ll be putting your best foot forward with clients.

  1. Customize your proposal with personalized options.

People don’t buy from companies, they buy from people; therefore, it’s important to remember to personalize your quoting templates.

Most customers crave customization. Here are just a few of the ways you can appeal to each client specifically:

  • Interactive quotes – What if I decide I need more? Or maybe less? By sending quotes with interactive drop-down menus, you can let customers select quantities and options they need.
  • Anticipating the customer’s needs – By understanding what inspired a simple request, you can create more opportunities for add-on sales. Anticipate your customers’ needs before they arise, and help them make wise choices without doing a lot of additional work. This will take your quotes from good to better to best.
  • Mobile-friendly quoting – Ever been on-site with a client and your stellar selling skills convinced him or her that more product was needed than what was quoted? By being mobile friendly, you can update the proposal without a lot of extra work.
  1. Deliver on time.

Keeping deadlines equals professionalism. Remember, your clients might be receiving competitive bids. If you aren’t delivering quotes and proposals on time, they might be more likely to consider those other options.

This is where quote and proposal automation can save you. Not only can Quosal help you create templates, it will also deliver updates to you throughout the sales cycle as your prospect interacts with the proposal. This will help you respond more quickly to customer needs. By automating all of these otherwise manually updated quoting tasks, you’ll never miss another deadline again!

A lot of people struggle to deliver a great sales experience, but by creating a more intuitive quoting process based on these best practices, you’ll create a great competitive advantage for your company.

Madelyn-Newman_jpgMadelyn Newman is community specialist at QuosalJoin Quosal at the Sales 2.0 Conference in Philadelphia on March 16.


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Four Tips to Help B2B Sellers Succeed with Millennial Buyers

millennial buyers

by Dustin Grosse

Understanding Millennials (Generation Y) is critical to future success in any business; this group of 80 million Echo Boomers will make up 50 percent of the US workforce by 2020. They were raised on technology and are constantly socially connected, multitasking, and self-educating. Their expectations and preferred methods for engaging are changing how sellers, marketers, and their leaders must operate. Modern sales methods and technologies that generate rapid insights and credibility are critical to succeeding with this group.

How is selling to Millennials different? Here are four key ways Gen Y is changing sales:

  1. They’re all about mobility.In today’s connected world, people expect service anytime and from any location. Millennials grew up with mobile technology in their hands and are wedded to its convenience. This is true of both buyers and sellers.Today’s modern sellers must productively work from anywhere, because Millennial customers expect instantaneous interaction. This doesn’t mean merely responding to customer emails from mobile devices; it also means sending customer proposals and sales content even when sellers are on the road. In our mobile-connected world, leveraging the best mobile sales solutions will earn you more opportunities to attract, retain, and develop customers.
  1. Millennial buyers educate themselves about potential vendors and products before first meetings.In the modern sales world, first impressions are made before your first meeting. According to advisory company CEB, roughly 57 percent of most buying-decision processes are completed before customers even talk to suppliers. Salespeople must quickly understand perceptions held by prospects and offer real-time insights to influence them and earn their business. Old methods of controlling the sale through rigid, linear discovery processes are dead.Successful salespeople use solutions that help demonstrate their confidence in flowing with whatever motivates prospects. They leverage technology to predict and gain real-time insights to focus on customer value – nothing more, nothing less. They know what content captures interest and what’s being overlooked. They track online where proposals are being circulated to better understand who has influence in our increasingly consensus-driven purchasing processes.
  1. To sell to Millennials, you must be able to anticipate customer needs before customers articulate them.Because Millennials are so comfortable with multitasking, they’re often accused of having short attention spans. They have higher expectations of what sellers will bring beyond what they can learn from the Web on their own. Delivering a standard sales presentation isn’t enough. Millennials expect content to be tailored to capture their attention and involvement, outreach to happen when they’re interested, and follow-up to be nearly immediate.Salespeople will be far more successful reaching out immediately following signals of interest, such as a prospect’s opening an email or viewing content. Sales reps who use technology for alerts and to find out which parts of the content prospects have viewed can respond at the right moment with tailored messaging that breaks through. This approach helps customers feel their time is valued, not wasted, and that their salesperson is acting like a thoughtful business partner.
  1. Social selling is more the norm than the exception.Millennials trust their peers and tremendously value their constant connections via social networks such as Facebook, LinkedIn, and Twitter, rating sites, and online communication. They believe these communities provide more accurate and timely answers than slick sales- and marketing-focused vendor Websites.Social selling is not a fad; it’s the modern source for sales clout, much like country clubs were in prior decades. Modern sales platforms that provide online connections to amplify content through these channels provide sellers with new sources of trusted relevance.

Millennials are the future of buying and selling. Connecting with them is the key to success in our online global economy. Leveraging sales and marketing technology that engages Millennials is no longer nice to have, it’s a necessity.

What’s your game plan to sell to Millennial buyers? Register now to join Dustin Grosse at the upcoming Sales 2.0 Conference in San Francisco on April 2728, 2015, and learn more from his presentation, “Modern Selling with Insights Is the Key to Success with Millennials.”

DustinGrosse_75x100Dustin Grosse is chief operating officer of ClearSlide.





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Does a Work-Life Balance Exist in Sales?

by Alice Heiman 

As always, I am looking forward to the upcoming Sales 2.0 Conference at the Ritz- Carlton Hotel in Philadelphia. (Not registered yet? Click here and use my discount code s2cah50.) Not just because I love being the MC and Chief Networking Officer, but because there is so much learning and great discussion.

As an entrepreneur, I sell and deliver as well as run my company, so I’m looking forward to hearing Stew Friedman, Director, Wharton Work/Life Integration Project, talk about what a successful work/life integration looks like.

Work Life Balance Sales Stew Friedman Most great salespeople work a lot of hours and are always available when a customer or prospect calls. Personally, I love what I do and will spend every waking hour doing it.

However, I also know I need breaks from my business sometimes. I function better when I take time away on a weekly basis, with longer vacations occasionally.

Stew’s book, Leading the Life You Want: Skills for Integrating Work and Life, outlines three key ideas: 1) be real, 2) be whole, and 3) be innovative. Here’s what he says.

Start by considering three principles; be real, be whole, and be innovative. To be real is to act with authenticity by clarifying what’s important to you. To be whole is to act with integrity by recognizing how the different parts of your life (work, home, community, self) affect one another. All this examination allows you to be innovative. You act with creativity by experimenting with how things get done in ways that are good for you and for the people around you.

If you’re a salesperson, his three principles are essential. Your prospects want to deal with real people who act with integrity and bring creative ideas to the table. Because you’re faces with so much competition, you have to differentiate yourself. Being the salesperson with the creative ideas can make or break your success. Transactional sales are part of every business, but we want fewer transactional sales and more opportunities to develop relationships that lead to long-term customers.

I don’t know about you, but I can’t wait to hear Stew speak at Sales 2.0! See you in Philly!

Register today and use my code: s2cah50.


Alice Heiman, is founder and CSO at Alice Heiman, LLC and has been helping companies increase sales for more than a decade. This is a slightly edited version of a post that appeared originally on her blog and is used here with permission. 

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Three Pillars of Sales Success

Gerhard Gschwandtner Sales 2.0 Conference host

If you run a sales organization, you know how difficult it can be to stay on top of technology solutions that will help your salespeople perform better and enable them to have successful conversations with customers. On March 16 at the Sales 2.0 Conference in Philadelphia at the Ritz-Carlton Hotel, the folks below will share their thoughts on three important aspects of managing both people and technology. Join us there and find out why past attendees have recommended our events for staying current on emerging trends that affect B2B sales organizations.

Jeff Seeley Carew Sales 2.0 Conference People, Process, and Technology: Upgrading Your Sales Teams as Fast as Technology

People, process, and technology are the three pillars of sales success. To win, sales managers must continually improve all three. While technology improves faster and is often the focus of organizations, savvy sales leaders must find ways to leverage their people and optimize processes to meet the fluid demands of an unpredictable market. In this session, Jeff Seeley, CEO of Carew International, will share the best practices of sales leaders who have dramatically improved their processes and people and achieved outstanding results.

Josh Gray Oracle Sales 2.0 Conference Increase Your Sales Productivity by Producing Faster and More Accurate Quotes and Proposals

Help your sales staff, channels, and customers find the right products through guided selling. Quickly generate sales quotes and proposals right from your CRM system. In this session, Josh Gray, Vice President, Development, Oracle, will outline how to streamline your sales process from inquiry to order with flexible, cloud solutions. It’s a level of speed and accuracy your sales force will love and customers will appreciate.

Kevin Higgins Fusion Sales 2.0 Conference Transform Information into Insights: How to Equip Your Sales Force to Have Better Business Conversations

Customers have more information and access to information than ever before. This knowledge makes customers more sophisticated and savvy, leading to increased expectations. Salespeople now need to find ways to provide more value. Through research and work with Fortune 500 companies, Fusion Learning has created a process that equips salespeople to generate insights resulting in better business conversations. Kevin Higgins, CEO of Fusion Learning Inc., will engage you in an interactive session and demonstrate the impact this process has on your ability to proactively provide value to your clients.


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How to Embrace Your Fear of Rejection

By Jia Jiang

Recently I discovered a strategy for beating my fears. I call it “rejection attempt,” a deliberate effort to experience rejection.

This wasn’t easy for me. As someone who grew up wanting to be an entrepreneur, I had never believed in any sort of self-help or even business training. I thought worrying about my emotions was for the weak and gullible. Instead, I thought I should worry about real-world achievements, such as making great products that people could use or inventing awesome technologies that would change the world.

My mind-set changed when I realized how much the fear of failure and rejection had held me back in the first 30 years of my life. I didn’t put myself out there – I stayed in the cozy comfort zone. When I had good ideas, I quickly abandoned them after someone I trusted told me how dumb they were, only to see someone else turn them into a wild success.

I eventually went all in trying to pursue my entrepreneurial dream, and rejection from an investor made me cry and almost abandon everything. I realized how fragile I was in that moment.

Fear had a direct impact on my business and personal life. If I wanted to be a successful entrepreneur or businessperson, I would have to develop “emotional intelligence,” or – simply – guts.

I did so by having people reject me for 100 straight days (thanks again to my friend Jason Comely for the inspiration). After my rejection journey, I made a breakthrough. I realized that rejection isn’t something I should shy away from but something I could use to my advantage.

By getting rejected, I learned not to give a damn about people’s opinions and judgment. I became relentless in pursuing my goals. I learned that I can’t control and don’t want to manipulate others’ feelings and attitudes toward me, and all that matters is what I can control: my own actions, emotions, and reactions.

Lastly, I learned that courage is not like height, which is genetic, or even intelligence. Instead, it’s like muscle, which can be developed through exercise. In this case, repeatedly seeking rejection is the exercise.

This month, I designed and hosted my first-ever product, The Rejection Gym. Six brave souls took the challenge: to be rejected every day for 30 days. The results were nothing short of astonishing. I learned that I was helping people to not only overcome their fear of rejection but fear of a lot of things: judgment, networking, failure, saying no, public speaking. It’s an exercise that helps you overcome fear.

On March 16, 2015, I’ll be speaking to an audience of B2B sales leaders at the Sales 2.0 Conference in Philadelphia. Join me there and let me know what your biggest fear is; I will help you beat it.

Jia Jiang is author of Rejection Proof and founder of FearBuster. This post originally appeared here, on Jia Jiang’s blog, and is used here with permission. Slight modifications have been made with approval from the author.

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Lead the Life You Want: 3 Traits of Very Successful People

 Sales 2.0 Conference

Stew Friedman will be presenting more insight at the Sales 2.0 Conference in Philadelphia on March 16. Register now to join him there and learn more about how sales leaders can achieve greater levels of success in all areas of life.

In his book, Leading the Life You Want, Stew Friedman delves into the characteristics of successful people, including Sheryl Sandberg, Michelle Obama, and Bruce Springstein. Friedman, who is also the founding director of the Wharton Leadership Program and Wharton’s Work/Life Integration Project, has observed that super successful people have two things in common.

  • They are highly aware of the people and things that matter most in their lives.
  • They make compromises while staying true to themselves.

According to Friedman, these folks “help us see how we can cultivate a life in which our own values and social contributions work in harmony — not necessarily every minute of every day, but consistently over the course of time.”

Here are three things sales leaders can learn from super successful people.

1) Follow your own path — no matter what.

This sounds easy, but think about the different ways we’re pressured to conform and fit it. From the way we dress, to what we eat, to how we behave at the office, conformity abounds. Know what direction your own inner compass is pointing in, says Friedman, and follow it.

2) Apply your skills holistically.

Most of us have parts of us we express only at work, or, conversely, only in our personal life. The most successful people have found ways to integrate their dominant traits and use them holistically, no matter what environment they’re in.

In his book, Friedman points to Eric Greitens, the former CEO of The Mission Continues, as an example.

Greitens’ story is captivating because, as film director J.J. Abrams told me, Greitens is a man in whom ‘form and function are one.’ All the human capital he has amassed is applied in his efforts to achieve current aims. For example: Greitens used the attitude and skills he has acquired as a boxer (in the domain of his private self) in his career as a military officer (his profession). Inspired by his grandfather’s stories, Greitens studied boxing with men who understood that the game was as much about physical training for technical excellence as it was about developing the psychological tools for winning combat. From boxing, Greitens learned that preparation is all, that one can and must remain calm in the face of fear, and that one should fight honorably.

3) Be open to change.

From product design to sales process, most sales leaders are always pushing for more innovation in their organizations. This can be difficult, as change is disruptive, and most of us rely on routine to stay balanced. But sometimes routines can turn into ruts and get in the way of progress and growth.

If you’re avoiding an innovation because your current schedule or routine doesn’t allow for it, find a way around it. Sometimes this can mean asking other people for help or delegating some of your responsibilities.

Join us in Philadelphia on March 16 and learn more from Stew Friedman on how to lead the life you want and become more successful.

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What Will You Learn as a Sales Leader in 2015?

sales leader B2B learn As we prepare to ring in the New Year, many sales leaders we know naturally start thinking about their goals for becoming better, faster, and smarter.

We help sales leaders think about this kind of thing all year-round. That’s why we’re pleased to announce that we’ve already booked a date and time for the first Sales 2.0 Conference in 2015. The event will be in Philadelphia on March 16 at the Ritz-Carlton Hotel. We’ve asked our speakers to prepare presentations that fit the theme of “Build a Better Sales Organization.” Here are some of the topics they’ll address:

How to Tackle the Four Megatrends Upending Sales

People, Process, and Technology: Upgrading Your Sales Teams as Fast as Technology

Why Rejection is Awesome

Sales Performance Management: Why Front-Line Sales Leaders Truly Fill the Most Important Role in the Organization

(Read more about each presentation in our conference agenda.)

We’re very pleased about our line up of speakers and are confident each one will bring invaluable insight that many sales leaders would not otherwise be exposed to. Here’s a little bit more about each one of them.

Stewart Friedman
Director, Wharton Work/Life Integration Project, The Wharton School, University of Pennsylvania
Since 1984 Stew Friedman has been teaching at Wharton, where he is the Practice Professor of Management.

Gerhard Gschwandtner
Founder & CEO, Selling Power

Gerhard Gschwandtner is Founder and CEO of Selling Power, Inc., a multi-channel media  company that produces Selling Power magazine.

Alice Heiman
 Founder & Chief Sales Officer, Alice Heiman, LLC
Alice Heiman will be our emcee and chief networking officer for Sales 2.0 in Philadelphia. Alice  has been helping companies increase sales since 1994.

Kevin Higgins
CEO, Fusion Learning
Kevin Higgins is CEO of Fusion Learning, a world-class sales training organization.


Jia Jiang
Author of Rejection Proof and Founder, FearBuster
Jia Jiang is the founder of FearBuster, a keynote speaker and author of the book Rejection Proof: How I Beat Fear and Became Invincible Through 100 Days of Rejection.

Jeff Perkins
Vice President, Global Online Marketing, PGi
Jeff Perkins is the Vice President of Global Online Marketing at PGi (NYSE: PGI), a leading global provider of innovative audio and web conferencing solutions.

Jeff Seeley
CEO, Carew International
Jeff Seeley is Chief Executive Officer of Carew International, a leading sales training and leadership development provider.

Jennifer Stanley, Expert Associate Principal, McKinsey and Company
Jennifer is an Expert Associate Principal in McKinsey and Company’s Marketing and Sales Practice where she specializes in B2B issues across a range of companies, with a deep focus in basic materials and complex industrial value chains.

Kevin Starner, Vice President, Sales Enablement, Iron Mountain
Kevin Starner is a competitive sales professional with a passion for leading and developing people.


Register now to join these folks and many more at the Sales 2.0 Conference this March (if you act before December 30 you will save $280). In the meantime, happy selling and Happy New Year to all!


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