Twitter for Enterprise: A Chat with @JohnFlynn4444

John Flynn Sales 2.0 ConferenceAt the lunchtime break last month at the Sales Performance Management Conference we overheard a few attendees discussing the potential of Twitter for enterprise. John Flynn, new VP of Sales at Addvocate (a social enablement for enterprise solution) graciously agreed to share his thoughts on the topic in this onsite interview.  

What are you hearing from other attendees about Twitter for enterprise here today?

John Flynn (JF): We’ve just finished the Birds of a Feather lunch, and one of the chaps at my table works for a company that provides the underlying infrastructure for Twitter. Earlier this year he met with a CIO who told him that his company planned to send 150 million messages a week through Twitter. He had a conversation with the same CIO a few weeks ago and discovered they’re now sending one billion messages per day through Twitter. That really shows me the amount of traction that Twitter is getting in the enterprise space.

Was that a surprise to you, or did it reinforce some of your existing thinking?

JF: At Addvocate we track which social channels are getting the most activity. From an enterprise usage perspective we’re seeing Twitter being a very strong bet for the future. Twitter is a factor of 20 times heavier usage in terms of retweets and sharing of content than LinkedIn. LinkedIn is still strong. Facebook is almost nowhere.

Why is the conversation you had here at lunch today valuable to you?

JF: I think it’s important to have relevant information when you’re talking to enterprises that are looking to be more effective in social media. Our prospects want to know what platform they should be using and how they can optimize their content. Being here and meeting the guys who provide the infrastructure for Twitter and who are sharing these astronomical numbers … it’s really interesting to talk with people who have that kind of perspective on what’s going on in the market.

Are you active on Twitter?

JF: I wasn’t active on Twitter myself until just recently but obviously having just joined Addvocate I’m now kicking off big time. Actually I’ve been tweeting here. I was sitting here talking to Karen at ValleyCrest and she came out with a great quote which was, “We have a lot of institutional knowledge and our strategy is to share in the belief that goodness will come from it.” So I tweeted that and one of my colleagues at the table retweeted it, and off we go.

Awesome! Thanks for talking with us today. Enjoy the rest of the event.

JF: My pleasure.

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We’re Smarter Than Our Buyers

by Joanne S. Black

Welcome to the age of the informed consumer, or the digital buyer … or “Buyer 2.0.”

Once upon a time, in the days before Google, Amazon, Yelp, and social media, clients looked to salespeople for information about our companies, products, and services. Now with a few clicks of a mouse, they can learn all about us–including what people are saying about our companies, how our products and solutions work, and what our competitors offer.

Buyer 2.0 is very good at homework. In fact, 86 percent of business buyers engage in research independent of the sales cycle, according to a 2011 study from Forrester. Before they make contact with us, our buyers have usually checked us out, compared pricing, read a white paper or two, listened to a webinar, and/or viewed a demo. They’ve also researched our competition.

Your Buyer Doesn’t Know It All
It’s been said that today’s consumers are so informed they have usually decided whether to buy before they ever speak to a salesperson. Research from SiriusDecisions shows that 67 percent of the buyer’s journey is now done digitally. Some take this to mean that our prospects and clients don’t really need us anymore–that the automation of selling has made salespeople irrelevant. Not true!

Tell Them Where It Hurts
When prospects come to us, they have problems that need to be solved–pain that needs addressing. While they know it hurts, they’re often unclear about exactly where the pain is coming from and how to fix it. That’s where salespeople come in. We know our industries; we know our products; and most importantly, we know our clients. So with a little investigating, we can show them exactly where it hurts.

Who’s In Control?
Technology–and all of the information it provides–has made buyers a little … well, cocky. They know what they want (or, at least, think they do), and they want to be in the driver’s seat during the sales process.

Should you let them drive? Yes and no.

While I’m all for empowering customers, Buyer 2.0 isn’t the only one armed with new information-gathering technology. Seller 2.0 has access to all sorts of tech tools that enable us to learn more about our customers–their demographics, interests, needs, and wants. And given our experience, we know exactly how to deliver the value they want in a timely manner and at a price point they can live with.

Technology expedites many tasks, but at the end of the day, clients need us. When you travel by air, you no longer need a person to provide the schedule, sell you a ticket, or issue your boarding pass. You can do all of that online. But you want a human being to greet you on the plane and to ensure there’s a pilot in the cockpit.

This is where a great salesperson really makes a difference. Our clients may already know what we do and how we do it. But that doesn’t mean they know exactly what they need from us, and how to get it most efficiently and cost-effectively. They don’t know the traps to avoid and what doesn’t work. They usually don’t fully understand the commitment needed (from themselves and their teams) to implement solutions that guarantee knock-your-socks-off ROI. But we do.

So go ahead and let your client drive the car. Just make sure you’re there to navigate.

JoanneBlack_75x100Joanne Black is the founder of No More Cold Calling and was a speaker at the most recent Sales 2.0 Event (the Sales Performance Management Conference), in San Francisco. She is the author of NO MORE COLD CALLING™: The Breakthrough System That Will Leave Your Competition in the Dust and Pick Up the Damn Phone!: How People, Not Technology, Seal the Deal. Email her at joanne@nomorecoldcalling.com, or call (415) 461-8763.

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Making Connections at the Sales 2.0 Conference: A Chat with Tristam Brown

Tristam Brown Sales 2.0 LSA GlobalTristam BrownCEO of LSA Global, spoke at our October 16 and 17 Sales Performance Management Conference in San Francisco about the importance of aligning talent, culture, and strategy. We caught up with Tris (as he’s called) onsite for this quick interview. Here are some of his thoughts on networking, staying connected, and closing deals.

How many events like this do attend?

Tristam Brown (TB): I haven’t done one of these in years because I have not found them valuable in the past. The reason I did it is because Gerhard [Sales 2.0 Conference host] is a connector. He’s really good at connecting people at the right levels and he gets it.

And why do you think it’s important to be connected?

TB: For our business, it’s all about meeting the right people and trying to make a difference for them and their company. It all starts with good connections and conversations.

Tell us about one great conversation you’ve had since you’ve been here.

TB: So my favorite conversation so far was with Jenny Dearborn. It was about making sure that everything you do impacts the business and measuring that impact. She put it this way, which 100% aligns with how we work with clients: ‘If you’re not moving a metric, you are not adding value to the business.’ In fact, we guarantee that we will move a metric for each and every client engagement.

If you’re not adding value, then you’re subtracting value.

TB: I can tell you’re in editorial. You said it really well.

That one’s for you. You can tell everyone you made that up.

TB: Thank you :)

Can you share a quick networking tip for sales leaders?

TB: Always be genuinely curious about your client, their business and their customers. Anyone you talk to, find out what that person is about, what is important to them and their company.

So, considering it’s been seven years since you last came to an event like this … what changed for you? Have you come back around to curiosity?

TB: I’ve come back around to curiosity about whether or not these events can drive business for us.

What’s the specific metric you’re looking for to indicate success?

TB: Getting new clients from connections at this conference.

Are you working on anything?

TB: Yes.

Can we help you out? We love success stories.

TB: You’re good! I will let you know. I really appreciate all the support from you and your team.

Awesome. Good luck, and thanks for the interview.

TB: Thank you very much.

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What I Learned at Sales 2.0: A Chat with Karen Kennedy

Sales 2.0 Conference Karen Kennedy What do sales leaders learn at our events? Find out in our interview with attendee Karen Kennedy, VP of Sales at ValleyCrest Companies, who joined us at the October 16 and 17 Sales Performance Management in San Francisco.

How does this event compare to others you’ve attended?

Karen Kennedy (KK): I go to events like this about four times a year and I’ve been to one other Sales 2.0 Conference in the past. Usually at events I’m picking and choosing to find something that’s really relevant to the work that I do. The great thing about Sales 2.0 is that it’s all very relevant. I like the variety of speakers.

Have you learned about new tech solutions or tools you didn’t know about?

KK: I’m a huge fan of InsideView. I’m not yet a user of InsideView, but I’m trying to be. I’ve been following Zapoint for quite some time so I was really interested in the CareerBuilder story because the behind-the-scenes analytics were driven by Zapoint. It was nice to see that they’re getting more press because they’re a start up. I’ve been following them for three years.

Tell us about one great conversation you’ve had at the conference so far. 

KK: A conversation in one of the earlier sessions was around the evolution of selling, which I strongly believe in. It has left solution selling in the dust. If you want to be successful in sales, it really is about finding the relevance and insight. Personally, I also try to hire the right people — people who have better judgment, are more flexible, and are autonomous so that they can make the right decisions. They’re adapting to the sales situation so that they have a greater inclination to succeed.

Was that an ‘ah-ha moment’ for you?

KK: The conversation reinforced what I felt. Seeing it formally in so many presentations is reassuring and affirms my own thinking.

What’s the next step after that?

KK: We need to find more ways to garner information by using something like an InsideView that gives the sales team what I would call hard information mixed with ancillary information. Call preparation is so important. Salespeople need something to help them adapt their sales pitch or value proposition. After coming to the conference and hearing the presentations, I feel empowered to pursue these kinds of solutions more aggressively and take it more out of pilot phase and into stronger implementation and ongoing enhancement.

There’s another session I’d really like to go to tomorrow about cold calling ["Pick Up the Damn Phone! How People, Not Technology, Seal the Deal," presented by Joanne Black -- Ed].. I am not a fan of cold calling. I think it’s where we spend the most time and have smallest results. I want to do a lot more warm calling and relationship building sales calls.

As a sales leader, what value do you get from taking time to come to the Sales Performance Management Conference?

KK: I want to get a feel of what people are responding to and what they’re thinking. I like to be around people who are constantly challenging themselves and I find if I don’t come to conferences, I don’t get the exposure that keeps my brain gong and keeps me challenged. So I believe in continuous improvement.

I make time for conferences but I do want them to be very targeted and I do want them to have a variety of learning opportunities, so I really enjoy the format [at the Sales Performance Management Conference] where you have some big-tent topics and then the smaller breakout sessions where you get to choose from the different tracks of marketing or sales. And, for myself, I can manage to be out of the office for two days but I can’t be out for five so the time is a really nice balance where you can show up in the morning, do a day, do another full day and back to my office by tomorrow night.

Tomorrow you’ll be implementing insights!

KK: That’s right!

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Want to join us at a Sales 2.0 event in 2014? Mark your calendar for May 5 and 6 in San Francisco. Want a reminder? Email steve@salesdottwoinc.com

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Love and Aggression: Thoughts on Corporate Cultures

speakers dinner menu Sales20By Lisa Gschwandtner

Before every Sales 2.0 Conference, we host a dinner for our speakers (cleverly, we call this our “Speakers Dinner”). The conference host, Gerhard Gschwandtner, has made a tradition of starting each dinner by posing a single question. Over the course of two (sometimes three) hours, we work our way around the table and everyone gets an opportunity to introduce him/herself and answer the question.

The question from last night was: “Tell us about a corporate culture that has inspired you,” and it elicited a steady stream of intriguing, moving, provocative, and inspiring answers. As you might imagine, many speakers cited specific companies. Here’s a sampling from my notes.

Zappos — for adopting happiness as a culture and achieving success by hiring not for skills, but for attitude.

The Olympics — for attracting high achievers that want to win and set world records (hear more on this theme from Tristam Brown, Chairman & CEO, LSA Global, during his Thursday presentation, “What Sales Moves Make the Biggest Difference?”).

CooperVision — for consistently checking in to ensure that its activities are aligned with its stated corporate values by asking, “Are we being dedicated? Are we being friendly?” (hear more about CooperVision from Perry Cole, who’s presenting “Unlocking Sales Force Effectiveness That Drives Business Results” today at 3:05).

G Adventures — for “embracing the bizarre” (its company motto).

Accenture — for “how smart” the people are.

Outward Bound — for being “mission driven.”

Nordstrom — for customer service.

USAA — for starting every meeting by reciting its mission statement, and living those values.

Southwest Airlines — for providing a great customer experience without having to be asked, and empowering employees to meet customer expectations without navigating red tap or management hierarchy.

ExactTarget — for leadership that gives employees something to believe in and removes obstacles to success.

There were also a few speakers who told very personal stories. One speaker, for example, shared that his father used to own a small hardware store in India; his dad would wash the nuts and bolts so that customers wouldn’t have to get their hands greasy. Another related how he visited a local grocery store with his daughter recently, and the cashier asked if she won her soccer game, since she had been wearing a soccer jersey the last time she visited the store. It made his daughter’s face “light up like a Christmas tree.”

Many of these stories focused on the inspirational aspects of successful corporate cultures — cultures that are driven by love. On the flip side, we also talked about some corporate cultures that are driven not necessarily by love, but by aggression. These companies lack the touch-feely, media-friendly stories about happiness, fulfillment, and meaning. They’re hard-driving, aggressive, sink-or-swim environments. Personal fulfillment is something to pursue on your own time, not corporate time. And, frequently, these companies enjoy just as much success — at least in terms of revenue — as their love-driven counterparts.

The sales profession in general can seem to swing naturally in the direction of aggression. Beat the competition. Make your number this month (or else). Why haven’t you followed up with this prospect? What do you mean, the deal fell through? The purpose of a business is to make a profit, and sellers are on the front lines. Perhaps, then, it makes sense that many sales organizations are managed by intimidation, fear, swagger, and narcissism.

If you’re interested in this question, I encourage you to check out Breakout B (“Multiply Your Impact with 3-Dimensional Coaching”)  tomorrow at the conference, being led by LaVon Koerner of Revenue Storm. I recently collaborated with LaVon on a white paper (still forthcoming) and gained a lot of insight about the benefits of leveraging positivity and metrics to run a winning sales organization.

Thanks to all the speakers who came to the dinner and shared their insight. You helped set the stage for a great two days here in San Francisco.

What corporate culture do you admire, and why? Share your thoughts in the comments section.

Lisa 6Lisa Gschwandtner is Editorial Director of Selling Power. Follow her on Twitter @SellingPower20

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Don’t Let Your Reps Depend on Technology

by Joanne Black

Joanne will speak at the Sales Performance Management Conference on Thursday, October 17 at 1:30 during her breakout session, “Pick Up the Damn Phone! How People, Not Technology, Seal the Deal.” Register now to attend.

The digital world—as great as it is—threatens personal connections. Even with whisper-light computing power and immediate, 140-character Twitter posts, we are a face-to-face species, one that thrives on interpersonal communication and being in the presence of like-minded individuals working together to accomplish results. Email, texting, and social networking all have a place in business today. But none of them can replace an in-person connection.

Pundits are quick to tell us that technology changes everything—that Sales 2.0 is an entirely new way of working. And I was one of the first to scream: “No, no, no!” Good salespeople have always:

  • Listened to clients and asked the right questions;
  • Helped prospects make the correct buying decisions;
  • Built strong, lasting relationships; and
  • Maintained and nurtured networks of colleagues, clients, and prospects.

None of this has changed … and probably never will.

Technology Traps

The problem is that we get so enamored with technology, and we sometimes let it take over our lives—and our sales processes. Before we know it, the technology that was supposed to make our lives easier is running our lives. We can’t sleep without our smart phones within reaching distance. Even on vacation, we bring work with us (or at the very least, clients can reach us). We can’t even get through a conversation with a client or prospect without showing off some sort of tech savvy.

Winning in Sales 2.0 means leveraging technology and also learning how to keep it in its place.

Technology makes our lives (and work) more exciting and, in many ways, more efficient. But it can also wreak havoc on our relationships and ability to function in the real world. This can become a problem for anyone, but especially for salespeople. Our relationships are, by far, the most important sales asset we have at our disposal. So if technology is weakening your ability to actually talk to people, it’s threatening your career.

What NOT to Do

With mounds of information and data bombarding us, and management asking salespeople to do more with less, how do we choose the right course of action?

As sales leaders, our reps follow our lead. You can require them to:

  • Research prospects on social media
  • Identify trigger events
  • Gather information from social intelligence
  • Check company websites and blogs
  • Identify mutual connections on LinkedIn
  • Send purposeful emails making the business case for why they should talk to you

Guess what? Your competition is doing the same thing. This sole reliance on social intelligence, rather than personal connections, is a waste of your team’s valuable business-development time.

People, Not Technology, Seal the Deal

Even in our technology-driven world, nothing replaces a handshake and in-person interaction for both building and maintaining business relationships. In fact, 95 percent of business people agree that face-to-face contact is the key to building long-term relationships, according to Harvard Business Review.

Executives are busy people. Most don’t have “meet with salesperson” at the top of their to-do lists. Our job as smart, strategic sales pros is to deliver value—real value. And technology won’t do that for us, nor will it give us a huge advantage over our competitors, who (let’s face it) have access to the same gadgets, gizmos, and applications.

Your reps don’t have to hop on an airplane. They can drive a car, get on a bus, or take a train. Just insist they meet face to face with every major client and prospect.

Face-to-face contact gives you the edge over your competitors every time. While you’re meeting with decision-makers, they’re still fooling around on LinkedIn. You make the effort; you win the sale.

Joanne Black headshotJoanne Black is America’s leading authority on referral selling—the only business-development strategy proven to convert prospects into clients more than 50 percent of the time. As the founder of No More Cold Calling, Joanne helps salespeople, sales teams, and business owners build their referral networks, attract more business, decrease operating costs, and ace out the competition. A captivating speaker and innovative seminar leader, Joanne is a member of the National Speakers Association. She is also the author of NO MORE COLD CALLING™: The Breakthrough System That Will Leave Your Competition in the Dust and Pick Up the Damn Phone!: How People, Not Technology, Seal the Deal. To learn more, visit www.NoMoreColdCalling.com, email joanne@nomorecoldcalling.com, or call 415-461-8763.

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Get to Know a Sales 2.0 Conference Speaker

Here are a few positive, insightful, and instructive tweets from folks who will be on stage next week at our Sales Performance Management Conference in San Francisco. Not registered yet? Fix that now (quickly — space is limited).

Don’t miss Lisa presenting “Selling with Noble Purpose: How to Drive Revenue and Increase Customer Engagement“[Thursday, 9:45 am – 10:15 am]

Catch Devin presenting “Understanding the Science of Happiness: Practical Lessons to Improve Sales Team Morale, Performance & Productivity” [Thursday, 3:55 pm – 4:30 pm]

Hear Jenny speak during this panel discussion, “How Winning Companies Create a Sales 2.0 Culture of Success” [Wednesday, 1:00 pm – 1:40 pm (concurrent with lunch)]

Catch Mustafa present, “Buying Preferences: Understanding How Organizations Buy in Today’s Connected World” [Thursday, 2:45 pm – 3:20 pm]

Hear Jill speak during this panel discussion, “How Winning Companies Create a Sales 2.0 Culture of Success” [Wednesday, 1:00 pm – 1:40 pm (concurrent with lunch)]

Hear Gerhard at our special workshop, “A Framework for Driving Strategic Change & Creating a World-Class Sales Organization” [Wednesday, 8:45 am – 11:45 am]

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Leading Change in a Sales Organization

Change isn’t easy under any circumstances, but it can be especially tough for sales leaders to put their organizations on a new and better path. Although everyone in theory wants to improve, trusting change can be tricky. And large-scale change requires a lot of trust and coordinated effort, usually among several leaders. From the top-down, the need for change needs to be communicated clearly and routinely.

Several months ago SunGard VP of Global Sales Enablement Ken Powell helped launch a complete sales transformation that has put the company on target to grow sales incrementally by $100 million by the end of this year. How did he do it? With a lot of help from several Sales 2.0 solutions, for one. In this new white paper offered by Selling Power, SunGard details how key executives created a master plan to invest around $4 million in new technology and training solutions to create a new selling methodology and sales culture. The white paper details how SunGard started from a seriously fragmented go-to-market strategy and unfocused selling efforts (frequently the same client would get multiple visits from different SunGard reps, sometimes in the same day). Powell and other leaders were also unhappy with the heavy emphasis on selling products rather than services, which is one of their competitive differentiators. Through a great coordinated effort, SunGard has transformed the sales organization into a lean and tightly focused selling machine that uses insight and value to approach prospects and develop business within existing accounts. Every rep at SunGard now knows what it means to “Sell the SunGard Way,” and how to articulate a winning value proposition.

Ken Powell (along with David DiStefano, President & CEO, Richardson, and Ashish Vazirani, Principal, ZS Associates) will be on hand on the first day of our upcoming Sales Performance Management Conference to share more details about the transformation. Key takeaways will include how other sales leaders can:

  •     Get buy-in from management for large-scale change.
  •     Drive a fundamental shift in frontline selling.
  •     Understand the need for a sales transformation.
  •     Train the sales organization and maximize user adoption of sales technology.
  •     Measure the ROI of your sales transformation and investments.

You can register here for just the workshop, or register for the full conference here (act before September 30 and save $100). You can also click the image below to download the white paper and read more about the SunGard sales transformation.

Selling Power SunGard sales transformation

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Nailing the Lead Flip to Sales

By Diane Gillespie

When I spoke at the Sales 2.0 conference last month, I presented on the 5 Failure Points of today’s selling system. A quick summary of the points (though I recommend clicking through to the video): Lead, Process, Meeting, Proposals and Analysis. Essentially, these are the moments in a sales cycle where companies struggle the most.  While all of these failure points are important to overcome, as a marketer, the one most near and dear to my heart is the Lead. Many times I’ve flipped leads to sales thinking I was handing over lay-ups only to find 80% of them back in my queue for more nurturing. Why weren’t these leads converting? The pieces for conversion seemed to be in place. I had provided valuable information to sales, e.g., a log of the lead’s activity, the web pages they had visited, webinars attended, white papers downloaded, and so on.

I discovered this information was great for providing context to the salesperson, but rattling off a list of “I know where you’ve been’s” right when you meet a prospect is not going to compel a deal forward. If anything, you’re going to creep out the prospect. No one likes to be reminded we’re living in Google’s version of 1984. Plus, in the end, it doesn’t provide the prospect with anything of value. Which is why we’re all here, right?

The key to providing value to the lead, and initiating activities that lead to converting that lead to an opportunity, is for the sales rep to know the exact interest that tipped the lead from a faceless IP address in the crowd to a good prospect and ideas as to how to continue the dialog in a meaningful way with that prospect. When the salesperson has access to this information, he or she is able to immediately engage with that lead from where they left off in their own educational path.

This is why I believe the logical next step for any marketing team is embedding sales enablement tools into the CRM system. This technology captures the relevant information from both marketing automation and CRM solutions and delivers it intelligently to the sales person via “one pane of glass.” When this type of Smarter Selling system has been implemented, better results begin to emerge from the lead flip. Conversations with prospects are guided yet natural; they follow the narrative the prospect began when he or she first realized their pain required a solution like yours. This sales enablement system helps sales reps, by automatically providing them with exact, relevant information, become the trusted advisor that buyers want and expect from a vendor. You have the data, but now it’s time to turn it into something actionable and enable your sales teams.  Without it, leads will continue to fall into a cycle of endless nurturing, never able to progress to an engaging, ongoing dialog that leads to conversion and closure.

Diane Gillespie
Vice President, Marketing Communications, SAVO
DianeGillespie_75x100Diane Gillespie is the Vice President, Marketing Communications at SAVO, the industry’s pioneer, innovator and leading provider of Sales Enablement solutions. Diane brings a wealth of experience, enthusiasm and thoughtful practice to SAVO’s marketing and communications efforts. A seasoned marketing veteran, Diane has led brand development efforts and executed communications campaigns for many of the leading Fortune 50 companies as well as emerging start-ups across a wide range of industries. At SAVO, Diane is responsible for developing, executing, and measuring corporate messaging programs to drive SAVO’s business goals. With a clear understanding of what it takes to position companies from start-up status through to their long-term vision, Diane is able to successfully navigate the challenges of articulating shifts in business growth and development. Prior to joining SAVO, Diane led marketing efforts at Cleversafe, directed and executed marketing communications strategies for Nielsen across the company’s North America Consumer solution portfolio, and managed go-to-market channel strategies for Ingram Micro. Diane received a Chick Evans Scholarship to Marquette University where she earned her degree in Public Relations/Marketing. 

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How to Get Serious about Improving Sales Performance

Sales teams are under tremendous pressure to consistently perform at high standards. And when the numbers take a dive, sales teams are often the first department to be blamed. To quote a Reuters report published this past March:

“Oracle Corp blamed its rapidly expanding salesforce for a severe miss in third-quarter software sales and warned that its ailing hardware business will lose more ground this quarter, driving its shares 8 percent lower on Wednesday.”

Ouch. It’s never a great feeling to be blamed for poor sales results. But challenges are also opportunities to learn and improve. In addition, savvy sales leaders learn to capitalize on the competitive instincts of salespeople and use mistakes to foster a desire to do well and hit higher benchmarks.

As we assembled the agenda for our upcoming Sales Performance Management Conference, we identified some key areas of focus for sales leaders who want to make serious improvements that will lead to consistent, long term success in the realm of sales performance. Here are four best practice areas that track to sales performance — plus, get a preview of which speakers will offer solutions in these areas during our October 16 and 17 event in San Francisco.

1. EFFECTIVE SALES MANAGEMENT

According to research published by ZS Associates published in their book, Building a Winning Sales Management Team: The Force Behind the Sales Force ”average managers bring all of the salespeople that they manage down to their level. On the other hand, excellent managers bring excellence to all their territories.” In short, it’s not likely that sales teams will succeed in the long term without the leadership and management skills of top-notch sales managers.

Session not to miss: Breakout A – Great Frontline Sales Managers: The Critical Factor for Maximizing Sales Performance.” Thursday, October 17, 10:45 am – 11:30 am. Join Norman Behar of Sales Readiness Group as he shares best practices and strategies for developing your frontline sales managers, including how to transition your star sales reps into great sales managers and how to apply four critical management abilities to improve sales performance.
Norm Behar

 

 

 

2. HIGHLY EFFECTIVE MOTIVATIONAL STRATEGIES

In part, motivation includes a great comp plan that helps align sales rep behavior with broader strategic goals. (Transparency in paying and tracking commissions doesn’t hurt, either.) But a motivational sales culture is just as important. For long term success, sales leaders need a motivational approach that keeps top reps happy and loyal.

Session not to miss: “Selling with Noble Purpose: How to Drive Revenue and Increase Customer Engagement.” Thursday, October 17, 9:45 am – 10:15 am. During this interactive session, Lisa Earle McLeod, Founder & President, McLeod & More, Inc., will reveal why the salespeople who sell with noble purpose outsell salespeople who are primarily focused on sales targets and money.
Lisa Earle Mcleod

 

 

 

3. AN OPTIMIZED SALES FUNNEL

Increasingly, the sales funnel for many B2b organizations starts with online content as prospects conduct independent research on products and services. The question is how to capitalize on that activity, moves leads into the funnel quickly, and help reps identify the ideal customer so they can prioritize pursuing deals that are most likely to close.

Session not to miss: Breakout B – Supercharge Your Sales Funnel.” October 16,  3:40 pm – 4:25 pm. Are you happy with your sales funnel? Or could you be doing a better job of optimizing leads and capturing your best selling opportunities? In this session, Michael Behrens, Senior Vice President, eMarketing, WebMetro, and Jonathan Gray, Vice President of Marketing, Revana, will share how sales, marketing, and sales operations can collaborate to attract, engage, and convert leads in high volume (without increasing marketing spend).
jonathan gray

 

 

 

Michael Behrens

 

 

 

 

4. A GREAT VALUE PROPOSITION AND GREAT SALES MESSAGING

Do you know what your reps are saying to prospects and customers? Do they communicate winning and well defined messages that prospects find engaging and compelling? If your reps don’t have access to the right messaging at the right time, they’re probably losing out on opportunities and possibly losing business to competitors that have their messaging on point.

Session not to miss: Unlocking Sales Force Effectiveness That Drives Business Results.” Wednesday, October 16, 3:05 pm – 3:35 pm. This session will help you understand how you can train your reps to differentiate themselves and quickly stand out against the competition. Perry Cole will share the strategy and process CooperVision used to establish compelling sales messages, train its sales reps to communicate those messages and a clear value proposition, and ultimately have with buyers highly effective conversations that turned into more closed deals.
Perry Cole

 

 

 

Register between August 28 and September 30 for the Sales Performance Management Conference in San Francisco to take advantage of our early-bird special. 

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