Can Your Sales Team Run a 100-Mile Race?

Do you believe that driving sales performance is about the tools you use? The people you hire and work with? Or is it more about the environment and culture we create?

Edgy, extreme athlete Dan Waldschmidt thinks that the key to outstanding performance is our mindset.In his book, Edgy Conversations, he recounts honest, no-holds-barred stories about confronting and fixing the beliefs and behaviors that limit our ability to be amazing. He speaks to powerful truths about how pain, fear, and love have a huge impact on success.

Consider how Waldschmidt cultivated the dedication and drive to complete an amazing 100-mile race. In this video interview with Selling Power magazine publisher Gerhard Gschwandtner, Waldschmidt details the challenges and triumphs involved in running and finishing the race (which was the equivalent of four traditional marathons). Interestingly, he talks about how his mindset practices influenced and enhanced his physical capabilities. Specifically, he talks about how his mantra kept him going (despite hunger, thirst, exhaustion, and injury) and how his meditation practice helped him control his anxiety and fear. These mindset practices helped keep him motivated to finish the race despite overwhelming challenges.

According to Waldschmidt (who currently maintains a blog that the Wall Street Journal calls one of the Top 7 Sales Blogs anywhere on the internet), the hard truth about business performance is that most of our sales training efforts are a waste of time. In fact, he goes so far as to say they have almost no impact on driving revenue growth. That’s because leaders teach new skills, but fail to cultivate an environment where salespeople develop the will to apply what they learn and exceed expectations.

By contrast, look at how champion athletes train. Look at how leading researchers and scientists achieve scientific breakthroughs. In these disciplines, you can begin to see the importance of nurturing a winning mindset. In other words, the same skills that allowed Waldschmidt to run a 100-mile race can help sales teams succeed with customers and beat quota.

At the Sales 2.0 Leadership Conference in Philadelphia on November 16th, Waldschmidt will reveal those skills during his presentation, “Creating a Culture of Super Success: Seven Proven Strategies to Empower Outrageous Results from Ordinary Salespeople.” He’ll outline seven proven strategies used by unlikely Olympic champions, billion-dollar business startups, and industry juggernauts to cultivate winning mindsets – and ultimately become unstoppably successful.

Register now for the Sales 2.0 Leadership Conference in Philadelphia on November 16. For more information or questions about the event, email

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Eight Steps to Avoid Dreary, Boring Sales Presentations


By Patricia Fripp

You have great products and services – often complicated and technical – that require trust in order to sell them. Even if you’ve made a compelling presentation, it often takes weeks before you get a response. Therefore, you must burn vivid examples and key ideas into prospects’ minds so they cannot forget how you’re different from your competition. This is critical if you are one of several individuals or teams competing for the same business.

The structure of your presentation is the skeleton under the flesh of your words. You must design and deliver your presentation to be remembered and repeated. What is the typical structure?

“Hi, I’m Fred Smith. Let me introduce my team: Tom, Dick, and Harriet.

Thanks for your time.

We’re from the ABC Company…

This is what we do…

This is how long we’ve been in business…

This is what we’re known for…

These are our clients…

We would like to work with you…”

That is a dreary presentation at its worst. What’s an effective structure? This simple, eight-step process frees you to make an engaging presentation.

  1. Sincere compliment. Start with something they’re proud of; that shows you’ve done your homework:
  • “Congratulations on your recent product launch.”
  • “Your latest advertising campaign is spectacular.”
  • “Your stock price is up three points while most of the market is down. Your strategy is on track.”
  1. Introduction to their challenge or problem. Do not mention your product or solution now. Instead, talk about their current responsibility, challenge, or opportunity. Then, follow up:
  • “This is the time to make a bold move and…”
  • “Your board of directors has challenged you with…”
  • “Your competition is increasing in…”
  1. Differentiate from your competition. Everyone else thanks prospects for their time. Don’t. Instead, say, “Thanks for the opportunity to discuss how our company (be specific with your service or product) can…
  • “help you accomplish your goals.”
  • “minimize your risk in…”
  • “expand your markets in…”
  • “demonstrate how our technology will be able to…”
  1. Make heroes of your contacts. If you have a champion – or, if individuals have helped prepare you for the meeting or have taken you through the discovery process – thank them now.
  • “Thank you, Mike and Theresa, for your time and knowledge to help us understand the ABC Company’s goals, commitments, and challenges.”
  • “Mike tells us that your vision is to…” or  “that your priorities are…”
  • “In the next 30 minutes (60 minutes, three hours), you will hear (learn, discover, see demonstrated) how our solution (company, technology, unique methodology) can help you achieve that goal.”
  • Never say, “I’m going to talk about…” or “What I would like to do…”  
  1. Provide examples, experience, and social proof. Knowing your product or service isn’t enough. Your prospect must understand how it could improve their business and that you are not just a salesperson but also a trusted advisor. Tell stories and case histories about satisfied clients.
  1. Review key ideas. Do this with a rhetorical question or a simple statement based on your premise:
  • “How is ABC Company better off by doing business with us?”
  • “As you heard, we would help you accomplish your goals by…”
  • “Our technology would increase your efficiency by…”
  • “Our training would improve your…”
  1. Head into the close with confidence, not a question. Many of your competitors close on questions. No. No. No. Close on a high, and let your last words linger. Make sure they’re yours. The warm-up to that is a question: “Based on what you have heard, what are your specific questions?” After you answer questions (and possibly objections), drive the sale forward. Depending on the complexity of your offering or how many people are involved, you may want to say,
  • “At this point, our most logical step is…”
  • “At this point, may I recommend we…”
  • “At this point, our best clients elect to…”
  1. Reinforce your key idea. Your last words are the most important you’ll say, so never introduce a new idea that you have no time to develop. Good copywriters often write the P.S. of a sales letter first, because it confirms the key idea in the letter. Your approach might sound like this:

“Again, thank you for the opportunity to demonstrate how our approach could be what you’ve been searching for. We look forward to our next meeting. In your discussions, remember the results of [other successful clients]. Be secure in knowing we pioneered this industry.”

Depending on the situation, you could also say you “are more nimble than our competition,” “can get started as soon as you say yes,” or “are a one-stop shop.”

Most professionals are fairly smooth in the body of their presentation. Very few, however, open and close effectively and memorably. Take these eight steps and apply or adapt what is appropriate to your situation. Script your opening and closing for specificity and brevity. You won’t read it, but work from an outline. In the middle of the night, if your spouse asked, “How will you open and close next week’s presentation?” your automatic response should be exactly what you will say.

Hear Patricia’s dynamic presentation at the Sales 2.0 Leadership Conference in Philadelphia on November 16. For more information or questions about the event, email  

Patricia FrippFor over 25 years,Patricia Fripp, CSP, CPAE, has taught individual salespeople and sales teams how to speak more powerfully and boost their sales beyond expectations. Visit and join her at the Sales 2.0 Leadership Conference in Philadelphia on November 16.

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11 Surprising Things You Can Do to Increase Your Sales


By Alice Heiman

What really separates great salespeople from the rest? Is it their knowledge, their training, their personality?

I believe it is their mindset.

Screen Shot 2015-10-29 at 9.08.32 AM

According to Carol Dweck, a leading authority on mindset, “In a fixed mindset, students believe their basic abilities, their intelligence, their talents, are just fixed traits. They have a certain amount and that’s that, and then their goal becomes to look smart all the time and never look dumb. In a growth mindset, students understand that their talents and abilities can be developed through effort, good teaching, and persistence. They don’t necessarily think everyone’s the same or anyone can be Einstein, but they believe everyone can get smarter if they work at it.”

How does that translate to sales? According to Jill Konrath, author of Agile Selling, salespeople need to keep learning. “Being successful in sales is an ongoing challenge. Everyone wants to do well. When you’re in a new job, it can be overwhelming. If you’ve been around for a while, dealing with all the changes can be hard. To keep on top of your game, you need to always be learning. Sometimes it’s hard to stay motivated, but it is your responsibility.” What allows that motivation is the mindset.  

Gerhard Gschwandtner, the publisher of Selling Power magazine, has been researching how mindset affects salespeople and sales teams and has created a new course to teach salespeople mindset. He focuses on mindset, skillset, and toolkit. Mindset always comes first. He has observed that skillset and toolkit just don’t have any impact if the mindset is not right. You can hear his thoughts on this in this podcast.

I have my own guidelines for creating a positive mindset. The first is easy to do but often overlooked.

  1. Take a walk. It makes you more creative so you can approach your customer’s problems with fresh ideas. In a recent New York Times article, they described how walking in nature changes the brain.
  2. Smile. It makes you and everyone else feel good.
  3. Take a break. It gives mind and body a rest and reset to come back to your work with new intention.
  4. Sing a song. Belt out a tune, sing your favorite songs! You release endorphins when you sing.
  5. Have fun. Need I say more?
  6. Meditate. It has immediate benefits improving your mental, emotional and physical balance.
  7. Exercise. You know what to do. Just do it!
  8. Be nice. Easier said than done on some days but you can do it.
  9. Help. How can you help someone today? Be conscious and intentional about helping.
  10. Compliment. It’s easy! Do it several times a day.
  11. Take a vacation. It’s imperative for your heart, mind and health.

How do these things help your sales? They put you in the right mindset. They help you be your best. They make you likeable. They show people you are real. They inspire you.

To be a great salesperson, you need to have a positive mindset, believe in what you sell, and enjoy the people you deal with. Product knowledge, sales skills and tools, and a great network are important, too. But they won’t make a bit of difference if you don’t have the first three.

Be positive, believe, enjoy, and increase your sales.

Learn more about mindset and network with Sales Professionals at the Sales 2.0 Leadership Conference in Philadelphia on November 16th.

P.S. Use my code for 50% off your ticket! Code: s2lcah50

Alice Heiman is Founder & Chief Sales Officer of Alice Heiman, LLC.


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How to Improve Sales Results Using Video and Mobile Technology


By Mark Magnacca

As a sales leader, how can you communicate new messaging and key product information to sales reps, encourage collaboration among teams, keep teams motivated, and ensure information is absorbed?  The answers lie with two simple tools we use in our everyday lives: mobile and video.  

Empowering teams to work the way they live eliminates the learning curve associated with adopting new training tools and helps encourage adoption. The majority of humans – 60 percent – are visual learners, processing visuals 600,000 times faster than text. Video allows for easy absorption. But what’s the rub? If you’ve ever tried sharing videos, either personally or professionally, you know this is no easy feat. Connectivity and compression issues make it difficult, if not impossible, to share even the briefest videos.

After two years of hard work honing our mobile, just-in-time (JIT) sales learning platform, Allego makes it possible for you to leverage the power of video as easily as sharing a text or email. Allego defines just-in-time learning as the combination of just-in-time content, practice, assignments, field knowledge, and collaboration – coupled with traditional certification and live training.  The ability to harness the accessibility of mobile and the storytelling strength of video helps companies convey impactful messaging.  

Like most salespeople, you probably spend a lot of time on the road, so mobile technology is a must.  We built Allego mobile-first, so you can easily access the platform anywhere, anytime – with or without a network connection. With the power of video to communicate large amounts of information, we’ve simplified JIT learning and real-time collaboration so you can quickly capture and share your best ideas from the field with the broader sales team. The platform also incorporates coaching and feedback, so you can receive coaching you need from your manager on specific deals, ensuring you’re prepared ahead of meetings.  

Heading into Sales 2.0 in November, we look forward to hearing more about the challenges you face with collaboration, message consistency, and sales training in your organization. I’m especially excited to deliver a breakout session on the very topic of using video to transform sales enablement and training and discuss how your peers are deriving a competitive advantage in their organizations. The session will look at how short, peer-generated videos can help your organization maximize its performance and productivity. I’ll be joined onstage by Kate Santoriello, global sales training manager from Medtronic Advanced Energy, who relies on Allego to onboard reps faster, improve message consistency across its sales team, and share competitive intelligence and best practices to improve sales performance. We’re also exhibiting at the conference, so stop by to say hello and tell us how we can help your team improve sales training and enablement.

See you in Philadelphia on November 16. If you can’t make it to the conference, drop me a line anytime.

Mark Magnacca is president and cofounder of Allego. To learn more about how Allego can help your sales team capture their best ideas, master their pitch, and accelerate their performance, contact or call (781) 400-5671.



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Learn How to Change Your Mindset for Amazing Results


What’s the critical element that dictates success at sales organizations? A huge budget? An arsenal of technology and tools? An army of top performers?

Sales 2.0 Conference host and Selling Power founder Gerhard Gschwandtner says that mindset is the critical element of success in any sales organization. Your mindset is a set of attitudes and beliefs that influence and shape your behaviors.

Each one of us starts creating our mindset the moment we’re born. We store our ideas about the world and ourselves in a particular area of our brains, called the prefrontal cortex – where neural connections form cognitive elements, memories, and associated feelings from past experiences. Some call this the executive function of the brain – Gschwandtner considers the prefrontal cortex as our “inner CEO.”

When your mindset is functioning at optimum levels, you’re better able to excel in tough sales situations. That’s because – according to scientific research conducted by Professor Michael Bernard at the University of Melbourne, Australia – high achievers consciously create a belief system that helps them cope effectively with difficult situations at work.

We all have the capacity to direct our minds to become powerful, positive, productive forces for ourselves. Gschwandtner has spent the past few months working with Dr. Bernard and will unveil a High Performance Mindset workshop for sales leaders at the Sales 2.0 Leadership Conference in Philadelphia on November 16. He has also collaborated with the Sales 2.0 Conference team to assemble an agenda of speakers for the event who will share their insights into how their mindset create high performance. Here are some highlights of speakers and session titles.

  • Rich Blakeman, Managing Director of the Channel Sales Center of Excellence of MHI Global will present “The Hybrid Sales Channel: How to Ignite Growth by Bridging the Gap Between Direct and Indirect Sales.”
  • Patricia Fripp, Executive Speech Coach, Speaker and Sales Presentation Skills Trainer at Fripp & Associates will present “Powerful Leadership Presentations: Build Commitment and Action.”
  • Dustin Grosse, CEO of ClearSlide will present “Selling with Digital Insight: Transform Your Sales Team’s Performance.”
  • Dave Hibbard, Co-founder of SOAR Selling will present “2 Techniques for Breaking into a Salesperson’s Mindset.”
  • Nayaki Nayyar, SVP Cloud for Customer Engagement of SAP will present “From Tweet to Receipt in the Digital World.”
  • Matthew Pollard, ‘The Rapid Growth Guy’: Speaker, Author, Coach and Consultant of Rapid Growth Coach LLC will present “Overcoming the Seven Self-Destructive Sales Mindsets.”
  • Dan Waldschmidt, Managing Director of Waldschmidt Partners International will present “Creating a Culture of Super Success: Seven Proven Strategies to Empower Outrageous Results from Ordinary Salespeople.”

We hope you can join us November 16 in Philadelphia to create a winning mindset for sales and life. For questions about the agenda or registration, contact


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How Salespeople Can Stop Chasing Bad Leads

By Brett Sheppard

As a busy salesperson, you have a lot on your plate – relationships with your top accounts and prospects, keeping your boss informed and off your back, maintaining a clean pipeline so you can see what’s likely to close this quarter, and a whole lot more. Sales analytics? That sounds like just more overhead.

Except when the sales analytics are integrated into the tools you already use every day and the results make you more productive.

At Adobe, the inside sales team was overwhelmed. They tried fixed rules – e.g., call every lead within 48 hours, and call back again within one day, etc. – but the problem was they were chasing too many poor quality prospects. That was before they started using DxContinuum.

“With the DxContinuum lead scoring solution, we had a double-digit increase in conversions with half the number of leads chased quarter over quarter,” says Pawan Goyal, senior director of products, Print/Scan and TechComm at Adobe Systems Inc.

Best of all, the opportunities are prioritized directly in Salesforce tabs – no new software to learn or manuals to read. Just click on the Salesforce tab and see which are the leads to call that day that have the highest likelihood to convert, at the biggest dollar amount, and in the shortest period of time.

How does the DxContinuum software do it? We’re not talking about dozens of data scientists in lab coats or magicians waving Harry Potter wands. Instead, DxContinuum software analyzes your group’s complete win/loss history and looks back through the lead-to-conversion funnel to find which attributes make for the best leads and most important opportunities. Likewise, the DxContinuum software finds those clunkers that should be deprioritized so you don’t waste time on that student sitting in his underwear in his dorm room who downloads a software trial or white paper and who barely has a budget to buy pizza – much less what you’re selling. surveyed more than 2,000 sales leaders in North America and overseas. Guess what was the number one trend? Analytics use is soaring among top teams. found that high-performing sales teams are 3.5 times more likely to use sales analytics. For these leading sales teams, analytics provide visibility into accounts and help dictate where to focus energy for the most productive prospect and customer conversations.

Folks over on the marketing side have been using predictive analytics for a while now. But there really haven’t been many options for inside sales and account executives. That’s where DxContinuum comes in.

High performers are moving beyond basic sales analytics to gather insights across the entire customer lifecycle. According to the survey, while 19 percent of sales teams are currently using predictive analytics, 26 percent are piloting or plan to use it in the next 12 to 18 months.

What you want to ensure is that not only does the predictive software work, it doesn’t require you or your sales team to input new data or redo your whole sales process. Likewise, your IT department will want to ensure that you pick an offering like DxContinuum that keeps data within your corporate firewall so you don’t risk exposing information about your customers and prospects.

Gartner has identified the value of predictive analytics for sales teams. Gartner Research Director Todd Berkowitz finds that “SaaS-based predictive analytics applications are helping B2B salespeople and marketers more effectively generate demand and win deals.”


According to Gartner, predictive lead scoring has received the most attention in the marketplace and is the most common in terms of Gartner inquiries because it most directly impacts marketing and addresses an increasingly common problem.

Companies like DxContinuum – that offer both lead and opportunity scoring – are relatively rare. So is the fast time-to-value of software like DxContinuum, which Fortune 500 companies have gotten going in days, without buying expensive professional services or armies of consultants.

That’s why leading Fortune 500 enterprises like Adobe, Akamai, Cisco, and Dell have chosen DxContinuum. By adopting DxContinuum, sales teams at these companies have accelerated their lead-to-deal conversion by up to two times, deal size by 20 percent, and sales velocity by 25 percent.

Attending the Sales 2.0 Leadership Conference in Philadelphia on November 16, 2015? DxContinuum will be there, too, if you would like to talk in person there.

Brett Sheppard is VP of Marketing at DxContinuum, Inc. To learn about how predictive analytics can add value to your sales team, contact DxContinuum at or call 510/497-4062.



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Tips to Find and Hire Salespeople via Referrals

referral sales hires

By Joanne Black

Sales leaders know their current salespeople are prime resources for finding new talent. That’s why many put “refer a friend” programs in place.

I often write about this topic because I strongly believe in the power of referrals in all situations – including hiring. My first job out of college came through a referral from my uncle, who knew the buyer at a prominent retail store. The buyer personally introduced me to the head of human resources (only then it was called “personnel’). Because this executive trusted her employee, his recommendation was far more persuasive than any résumé or list of credentials (which was a good thing, considering I didn’t have any yet).

Joanna Weidenmiller, CEO and co-founder of 1-Page, presented a unique perspective on these programs when she spoke at the 2015 Sales 2.0 Conference in San Francisco. Afterwards, I got the chance to sit down with her and discuss the topic further.

Why Your Salespeople Don’t Want to Refer a Friend

Joanna says traditional employee referral programs don’t work. Most businesses ask workers to post company job descriptions on their social media pages, but employees really don’t want to and many don’t do it. Even when friends come to them looking for job referrals, they feel uncomfortable about making these introductions.

I was confused. As a referral seller, I’ve always found that people are happy to vouch for people they trust. I personally refer people all the time. The difference, Joanna helped me understand, is that clients who refer us have already experienced the quality of our work and can attest to the ROI we deliver. But we don’t always know whether our friends are qualified for the job.

“Employees are nervous about the responsibility,” Joanna explained. “What if they refer a friend and it doesn’t work out, or the job is not what the friend was looking for? Maybe this friend isn’t the quality person the employee thought, or just wouldn’t be good at the job. Employees don’t want to look foolish, so they don’t buy into their company referral programs. When they do, it only takes one failure to prevent them from doing it again.”

Want to Retain Sales Employees? Get Referrals.

In a candidate-driven market, less than 5 percent of in-demand professionals are job hunting, and more than 70 percent of professionals from Fortune 500 companies constantly receive messages from recruiters. Here’s the kicker: 59 percent are “passive candidates.” These people are currently employed, and – while they’re open to discussing opportunities – they’re not actively looking for new positions. Traditional referral programs don’t work for these passive candidates and neither does social media.

So how can companies meet top-notch candidates who are actively looking for work? By getting employee referrals. Joanna says referred candidates are the strongest hires and the highest-quality candidates. They get hired more quickly and stay 45 percent longer than other new hires (200 percent longer than anyone who comes off a job board).

How to Get Referrals Without Asking for Them

Now I was totally confused. If referral programs don’t work, yet referrals are the strongest hires, what’s left? How can companies woo talented people and get employee referrals – without putting the burden on workers to refer their friends?

Joanna calls it “Strategic Sourcing,” which is exactly what her company does. When employers hire 1-Page, they gain access to the enterprise platform with more than a billion profiles. 1-Page pulls out a subset of candidates who are affiliated with the company’s employees. The company gets deep professional profiles with data that shows which candidates are most qualified and which employees are most closely affiliated to these candidates.

It’s then that employee referrals work. Hiring managers can ask the closely-affiliated employee to make a referral introduction, and, because the candidate has already been vetted, employees feel more comfortable doing so. This takes the “ready, fire, aim” approach out of the hiring process, and employees no longer have to worry about their reputations being on the line if their friends turn out to be slackers.

Joanne Black cold calling Sales 2.0Joanne Black is America’s leading authority on referral sellingthe only business-development strategy proven to convert prospects into clients more than 50 percent of the time. She is a member of the National Speakers Association and author of two books about cold calling and referrals. You can follow Joanne on Google+ or Twitter @ReferralSales, or connect with her on LinkedIn and Facebook.

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How to Succeed with the Empowered B2B Buyer

empowered B2B buyer

By Daniil Karp

“It’s the Age of the Customer,” said Laura Ramos at INmarket15. “The next great stage of business innovation,” she said, “is not coming from back-end business optimization, but from an empowered B2B consumer,” who demands a new level of service and a fundamentally different type of business relationship.

This paradigm shift is driven by customers, who now make decisions not based on brand and features, but on peer opinions, competitive analysis, reputation and customer reviews. They’re highly informed buyers who educate themselves through a substantial part of the buying journey and expect a new level of partnership and collaboration from their vendors.

To be successful in acquiring this new brand of customer, Laura suggests businesses must shift their focus across 4 major marketing disciplines: customer service, sales, content marketing, and marketing technology. The emphasis must go from gaining efficiency to creating a deep customer engagement.

Start with Customer Experience

In the B2B space, customers expect to be educated and supported by a trusted advisor who helps them solve tough business problems and enables them to build their careers. Laura contends that to do this, companies need to shift their budgets from service goals like lowering call volume and providing conventional data sheets and FAQs. Winning businesses must become good industry citizens who participate, support, and nurture B2B communities and enable their workforce to be active participants in those communities through events and social.

Forward-looking marketing and sales teams will put less investment on cold calling and outbound teleprospecting. Instead, they will shift their budget to providing useful commercial insights and customer success to help current clients reach their goals and prospective clients see the value of working together.

Reimagine Your Messaging and Distribution

On the marketing side, the traditional approach has companies focusing on white papers and product/feature overviews that are meant to enable sales and reach prospects at the last possible stage of the buying cycle. This content is often distributed through broad based media blitzes, PR-campaigns and untargeted outbound promotion.

Laura believes that to appeal to the modern B2B consumer, companies need to invest in richer thought leadership and inbound content that connects their brand and vision to exclusive movements and events outside their typical marketing venues. To do this, companies need to think critically about how their work impacts the world at large and tie those stories to their mission.

Finally, to get these stories to the right customers at the right time, large email blasts and blind ad buys are not going to cut it. Laura suggests that marketing needs to enable sales with data that allows them to find their customers no matter where they are in the sales cycle. Customer intelligence and predictive modeling, like the technology provided by 6sense, is the best way to ensure that you’re reaching your target audience with a targeted message at the moment they need it most.

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Building Data-driven Sales and Marketing Functions

For modern businesses, keeping sales, customer success and marketing in silos is no longer an option. The three teams must be closely aligned and invest their resources in real-time data that connects inputs from existing, prospective, and out-of-funnel clients. This data will allow businesses to provide contextualized customer and marketing experiences that focus on the needs of the customer wherever they are in the customer or buying cycle.

So say goodbye to shot-in-the-dark email blasts, generic content and short-term sales pushes and look forward to the long game of deep customer engagement.

Daniil Karp Daniil Karp is Marketing lead for 6Sense a big-data analytics innovator that uses predictive modeling to boost sales and increase marketing conversions. 6Sense’s technology analyzes multiple streams of data and identifies patterns to predict customers with intent to purchase. This post was originally published on the 6Sense blog with the title, “Forrester Insights from INmarket15: How Marketers Succeed in the Age of the Customer,” and is used here with permission. 

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Are Analytics for Sales a Technology Overkill?

Sales 2.0 technology

by Joanne Black

Oh, how I hate paperwork. Most salespeople feel the same way. We just want to spend time with our clients and close deals. It has been tough enough for organizations to get salespeople to use CRM and provide data. Now sales teams are also being asked to review data and trust analytics.

This sounded like technology overkill to me, until I heard Mike Moorman, managing principal of ZS Associates, speak at the Sales 2.0 Conference. By the end of his presentation, I understood that predictive and prescriptive analytics can enable salespeople to do their job with precision. The ability to predict a buyer’s behavior? What salesperson wouldn’t like that?

Mike had my attention. If a tool can help me identify and close more deals, then I’m willing to keep an open mind.  But analytics aren’t my forte, so I sat down for a lengthy conversation with Mike, who set me straight on the different types of analytics and the power to predict customer behavior.

Here’s what I learned…

The Future of Sales Beckons

Traditional diagnostics report what has already happened – increases in market share, sales, productivity, or lead generation and conversion. This paints a picture of past performance, and companies try to tease out possible reasons some sales teams or individual reps have performed better than others. They try to infer why they’re seeing a specific trend. This is useful information for diagnosing problems, but it doesn’t always tell us how to correct those problems in the future.

By contrast, predictive and prescriptive analytics provide insights about what we should do going forward. This data helps sales leaders answer questions such as:

  • What’s the optimal size of my sales force?
  • What’s the best way to deploy my people?
  • What are the optimal territories for us to target?
  • What are the best accounts to target?
  • What is each prospect’s propensity to buy?

But that’s not all, folks…

Predictive and prescriptive analytics also sort through decisions we could make and highlight the best solution. This doesn’t just help sales leaders make optimal decisions. It also enables individual sales reps to optimize their performance by answering such questions as:

  • Which accounts should I call on first?
  • What are my priorities?
  • What is my message or value proposition with a specific account?
  • Should I engage face to face or on other channels?
  • What should I send to each unique buyer – an email, research report, video?

“Buyers today are more complex, and salespeople are trying to find the way through complexity,” Mike told me. “Analytics pave the way.”

Getting Started on Your Analytics Journey

This all sounds great in theory, but what does it look like in practice?

“The analytics journey can be intimidating,” says Mike. “Many companies aren’t rooted in an analytics orientation toward decision making. They’ve relied on past experience and intuition. Now they may need to transform their processes, people, and systems to capitalize on analytics.”

Here are Mike’s recommendations for how to get started.

  1. Start small but strategically. The key is to keep analytics simple and focused. As Mike puts it, “Start by determining the most important problems you’re trying to solve and then decide on your analytics priorities – rather than going on a fishing expedition.”Identify a handful of priorities where analytics can make a significant impact. Begin with analytics for leadership decisions – sizing, territories, who to hire. Also use analytics for targeting – helping sales reps determine which accounts to visit and with what message.
  2. Get the team on board. Salespeople will require change management. “The company suddenly gives them analytics they’re supposed to use, which sounds like a lot of work,” says Mike. “The key is to drive adoption. Salespeople need guidance and must believe that using the analytics will improve their own performance.”Be sure to validate analytics tools before you roll them out to the sales team. Get peers talking about how they successfully used the data to close deals. Help everyone understand that analytics will get them to their goals, not just create paperwork and slow down sales productivity.
  3. Bring marketing into the mix. Align sales and marketing using analytics. “Historically, sales and marketing activities weren’t tightly integrated,” says Mike. “Analytics bridge the gap between digital marketing and sales activities.”Any company’s goal is to provide a cohesive customer experience, which means the teams in charge of communicating with customers – marketing and sales – need to be on the same page. Analytics provide that common operating picture that ensures each customer experiences coordinated communications across all sales and marketing channels.

Strike a Balance Between Data and Selling Skills

The problem with big data is that it’s big. The more information you collect, the less useful it becomes – because someone has to make sense of it all.

Analytics can bolster the sales process, provide insights into buyers, and help organizations better engage customers. And, since most organizations are moving towards predictive analytics – or will be soon – sales leaders and their teams will need to make more fact-based decisions just to stay competitive. But analytics are not the be-all, end-all for sales. It’s still people who drive the sales process, not technology. This means selling skills and relationship-building still matter as much as ever.

Analytics help us get to our buyers earlier in the sales cycle, but then it’s up to smart, strategic sales pros to interpret and use that data. We have incredible tools today for research, and it would be foolish not to use them. But don’t forget that people still seal the deal.

Joanne Black cold calling Sales 2.0Joanne 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. She is a member of the National Speakers Association and 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. Learn more at, or follow Joanne on Twitter @ReferralSales, LinkedIn, Google+, and Facebook.

About Sales 2.0
The Sales 2.0 Conference is the number-one industry event devoted to excellence in leveraging Sales 2.0 technology solutions. The Sales 2.0 Conference focuses on the challenges and concerns of B2B sales and marketing executives.

[Top image via Flickr / Neil]
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3 Case Studies from the Sales 2.0 Conference: ClearSlide, DemoChimp, and DivTECH

three case sudies Sales 2.0 Conference

By Cassie Rosengren

Why do some sales executives take action while others stick with the status quo?

That question was on my mind a few weeks ago when I attended the Sales 2.0 Conference in San Francisco. The event drew an international crowd of B2B sales leaders searching for ways to modernize their sales and marketing efforts. The sessions delivered solid, actionable insights for attendees. But I wondered how many of them would actually implement these insights when they returned to the office.

Implementers, as we’ll call them, have three certain characteristics in common.

  1. They’re aligned with other departments about how they solve top challenges the company faces.
  2. They have a vetting process for potential solutions worth exploring (technology, strategy, staffing, etc.).
  3. They have an idea of how much a solution would be worth – in terms of both time and money.

Being an implementer is easier said than done. As a co-founder of Digital Knack, a boutique recruiting firm founded by myself and my incredible mom (shout out: Marcia Needels!), I get to watch implementers on the daily. Our clients tend to be well-established startups competing in the digital ecosystem, which demands agility, differentiators in market and, of course, top talent to be successful. Innovative companies tend to be implementers.

Why True Leaders Challenge the Status Quo

Companies with leaders who challenge the status quo and establish processes and budgets for adopting new technologies are implementers. I learn from my clients every day and, as a result, we too have become implementers. Leveraging technology allows us to assess employment brands and candidates in a proactive and efficient manner. This keeps us relevant in our communications and client partnerships.

In an effort to shed light on what kind of results implementers get in their sales organizations by taking action, I spoke with a few specific sponsors at the event and compiled the case studies below.

Implementer #1: DivTech

Applied Concepts is a phone skills training and development company for the auto industry. They partnered with DivTech, a company driving commerce through technology.

Applied Concepts’ Problem & DivTech’s Solution

Telemarketing sales efforts were not reaching full potential. Outreach efforts were being done without digital insights into their prospect pool. DivTech’s solution modernized their efforts with greater lead intelligence and increased the quality of leads generated. The company also had an internal prospect list with poor data integrity that DivTech was able to improve.

Application of Solution

DivTech’s Web visitor tracking dashboard uncovered new, primed leads by showing prospects who visited Applied Concepts’ website. This shortened the company’s sales cycle and increased sales efficiency. DivTech pushed new prospects to Applied Concepts’ website, further increasing the generation of primed leads. DivTech increased the data integrity of their prospect lists by increasing their contact pool with 20,000 good records that had been social media validated and email validated.

Key to Successful Implementation of DivTech Solution

DivTech’s solutions didn’t disrupt their current sales strategy, which was already working for them; it simply enhanced it. The DivTech software is user friendly and empowers less-tech-centered sales pros to adopt the solution with ease and minimal frustration. The solution’s value was visible and nearly immediate, which made sales adoption of the technology highly motivating.

Implementer #2: DemoChimp

An enterprise software company that sells practice management solutions into doctor’s offices. They partnered with DemoChimp, a software-as-a-service (SaaS) company that automates personalized product demos to accelerate sales.

Software Company’s Problem and DemoChimp’s Solution

This company struggled to land live demo appointments with all the busy stakeholders involved in the purchase decision (the buying panel). In addition, the company’s traditional one-size-fits-all demos didn’t address the individual purchasing requirements of each buyer, delaying purchase decision times.

DemoChimp personalized the way prospects experienced the company’s pitch. Their intelligent demo automation platform converted the company’s best live demo into a bank of interactive video modules that automatically adapt to the unique interests of each stakeholder – and that buyers could view at their own convenience. DemoChimp’s Demolytics™ (demo analytics) revealed the buyers who were involved in the purchase and what was most important to them.

Application of Solution

The company now uses its DemoChimp demo as the first point of engagement for new prospects – and again as prospects dive deeper into its sales funnel. This two-touch strategy allows the enterprise software company to automatically discover its stakeholders while giving them personalized, relevant pitch experiences. The result is a 44 percent higher close rate and a 68 percent shorter sales cycle.

Key to Successful Implementation of the DemoChimp Solution

Adoption of DemoChimp started with the company’s top 10 sales reps because they carry peer clout. The adoption was simple: include demo links in emails, then discover all stakeholders automatically. DemoChimp enhanced the prospect experience without requiring the company’s sales reps to change their behavior, which helped drive sales and motivate further adoption of DemoChimp across the sales team.

Key to Successful Implementation of the DemoChimp Solution

Adoption of DemoChimp started with the company’s top 10 sales reps because they carry peer clout. The adoption was simple: include demo links in emails, then discover all stakeholders automatically. DemoChimp enhanced the prospect experience without requiring the company’s sales reps to change their behavior, which helped to drive sales and motivate further adoption of DemoChimp across the sales team.

Implementer #3: ClearSlide

Comcast Spotlight, a company that delivers multi-screen marketing solutions, partnered with ClearSlide, a sales engagement platform.

Comcast Spotlight’s Problem and ClearSlide’s Solution

Comcast Spotlight lacked visibility in their sales process, managers lacked insight into the activities of the sales force, the marketing team was unaware what collateral was being used, and reps had no visibility of the needs of their prospects. With ClearSlide, Comcast Spotlight could manage sales people, content, and customer needs via a shared, intelligent, and user-friendly platform.

Application of Solution

ClearSlide was applied within sales and marketing. Managers were able to monitor sales activity, analytics provided feedback to the marketing team on what content was being used, and reps better understood the needs of potential customers because insights were now shared cross-functionally and automatically. The sales team could assemble and use materials more quickly and get them to clients more efficiently. As a result, their sales cycle was reduced by 65 percent.

Key to Successful Implementation of the ClearSlide Solution

The platform is designed with a modern sales force in mind. It is cross-platform for ease of use during travel. With a shared platform for marketing and sales, these departments could collaborate more effectively and increase relevancy for prospects as a result.

These were just some of the stories I was able to gather at the event about what happens when companies successfully adopt and implement new solutions to help their salespeople. What are you doing to drive efficiency and effectiveness in your sales organization? Do you have a road map for implementation? Please share your thoughts in the comments section or tweet @Sales20Conf using the hashtag #s20c.

Cassie Rosengren Digital Knack Sales 2.0 ConferenceCassie Rosengren is director, talent acquisition, at Digital Knack, a boutique recruiting agency that specializes in the digital media industry. Email her at

[Top image via FlickrUlrik Hasemann]
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