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Which Reminds Me of Another Mystery About Sales Leads
My best friend Bob tells a story about having the whole family over to his place one year for Thanksgiving. Sometime during the day he looked around for his children and noticed that none of them, nor any of his nieces and nephews, was around. He walked through the house and found the little ones, aged 3 to 10, sitting at his father's feet, looking up at their grandfather.
When to Fire a Low-Performing Sales Rep
When sales are slowing down, the "ghost-pipeline" starts to build as sales reps stop closing out prospects that in ordinary times would be labeled dead. At this point the pressure is growing on the sales manager to get rid of non-performing salespeople.
The sales manager will often draw a line and say “Make the numbers this month or you will be fired.” Most often senior management will step in and say, “But Bob, we only have six reps. If you fire two of them we are in real trouble. We’d rather have a poor-performing rep over no rep.” Hence the ‘bad breath’ versus ‘no breath’ reference.
Why it Matters:
"...trying to keep a sales representative who is weak, unproductive and misleading delays your recovery. It takes 4-6 months for a new rep to be productive; you may as well face reality and pull the trigger and get on with it. Find a producer."
Unfortunately, this forestalls the inevitable and the rep who limps along costs the company more (by being on staff) than they
While you work
Why it’s Important:
”This Velocify research report is the most credible and significant study on what to do about sales lead response failures that I have read. Companies that precisely following this roadmap “without deviation” will significantly increase revenue and achieve their forecast, while simultaneously increasing their marketing ROI. This study points up the value of a sales lead management process.”
How research truths will set you free:
While you Work
Why it Matters
"You can have the best lead scoring system, the best algorithm, the best predictive system, but if you don't get sales adoption... your efforts are wasted."
David Lewis Tweet This
In this episode, David Lewis shares the key principles of successful lead management from his book Manufacturing Demand which now has over 10,000 copies in circulation.
This interview includes:
‘How to Turn Around Failing Sales’ - Ebook
Steve Benson, CEO of Badger Maps shares his opinion about the most serious failure of sales management and what can be done to fix it. The enormity of the situation is a threat of strategic damage, both near term and in future, for a company
- How the worst failure of management affects salespeople and management's perception of them
- Why the same failure affects how the company responds to changing market conditions
- Why sales management can be the conduit for marketplace changes that the company must be aware of to survive
- Why the C-Suite stakeholders need to listen carefully to the sales manager
- And why the customer is not well served when the sales manager fails
Our Guest Steve Benson
During difficult times, from CEOs and presidents to sales and marketing managers each is confronted with one of two choices.
- Will we defend, therefore shrink, possibly survive but in the process risk the death of the enterprise?
- Will we fight and take market share from those who choose defense and cannot manage their business?
If the company chooses defense it takes the chance it will save itself into a corporate graveyard.
If it survives it will most likely give up a large chunk of its market share to a more aggressive competitor. Those who took the option to simply survive by cutting back on sales and marketing and shrink the company may die a bankrupt death or barely survive to compete. They must rebuild the marketing and sales departments and their credit lines. Their future is bleak, but they may have a future if nothing else than to sell to a competitor who understands the meaning of the word attack.
"Nobody ever defended anything successfully, there is only attack and attack and attack some more."
George S. Patton
But we don't have to pay too much attention to the"defender." We should pay all of our attention to those who used their wits and their cunning marketing and sales departments to attack.
If the company makes the crucial decision to avo