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56 Reasons Revenue Collapses and What to Do About It - Obermayer

‘How to Turn Around Failing Sales’ - Ebook

56reasons-coverAuthor and publisher James Obermayer discusses 56 reasons companies fail  to reach sales forecasts and what to do about them.

The Funnel Media Group (FMG) has released an ebook entitled How to Turn Around Failing Sales: Fifty-six reasons companies fail to reach revenue forecasts and what to do about them.  The author, Funnel Media Group Publisher James W. Obermayer, draws on 20 years of experience as the principal of Sales Leakage Consulting, which is owned by FMG.  He is also the producer for the Funnel Radio Channel programming and founder of the Sales Lead Management Association, all of which are part of FMG.   The ebook, released through the Sales Lead Management Association ( a FMG company) is free, not gated and can be accessed here.

Why it’s Important:

 "Of course, there are many reasons why sales dump at mid-year.  But I have found these 56 to be the main causes of failure. Some have are easy fixes, some are things to avoid, some are long-term fixes, some cost money, and some simply require policy or rule changes and common sense. Most can have immediate impact."

James  W. Obermayer

 

This ebook is unique.  It not only lists 56 ways to turn around failing sales, but also grades each tactic with ascending dollars signs from one to five to indicate the ROI that can be expected by addressing the issue.   Offered as a PDF form, the ebook allows the reader can fill in spaces to assign a specific problem area to a named individual, with a place to enter the date by which the reader wants the issue fixed.

How to Turn Around Failing  Sales, also references books and white papers that can assist the reader.  Those referenced did not pay to be a part of the work. 

The work is divided into five sections:

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Steve Benson of Badger Maps Addresses the Most Serious Failure of Sales Management on SLMA Radio

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

Benson discusses:

  • 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

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George Patton’s Lessons: You Have no Choice But to Attack, Attack and Attack.

During difficult times,  from CEOs and presidents to sales and marketing managers each is confronted with one of two choices. 

  1. Will we defend, therefore shrink, possibly survive but in the process risk the death of the enterprise?
  2. 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.  

PattonphotoWhy this matters:

"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

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What CEOs Overlook in Questioning Sales Managers

Evan Liang, CEO of LeanData answers the tough question!

Slma-recommended-187 In this free-wheeling interview with LeanData’s CEO Evan Liang we discuss his opinion of where CEO’s fail in their management of sales managers by not asking a crucial question that can determine the company’s future.  The host is Jim Obermayer.

About Evan Liang

250-CRMRadio-20170119-liangEvan Liang is the co-founder and CEO of LeanData. A graduate of Stanford University and Northwestern University's Kellogg School of Management, Liang's business career includes a background in venture capital with Battery Ventures and Shasta Ventures. He founded lead management company LeanData with Kelvin Cheung in 2012. 

About LeanData

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9 Answers for Salespeople’s Stupid Questions

IStock_000018770059SmallWell, maybe ‘stupid’ is too strong a word, but these are common questions and as a marketer or sales manager you should have the answers.

  1. “Half of these leads are no good.”

Answer:  True - half are no good because slightly less than half will buy in one year.  The problem is, only YOU can determine which half will buy.

  1. “It takes too much of my time to use the CRM system.”

Answer:  Once information is entered into the CRM system, it saves you time -    time spent on manual forecasting; time spent looking for names and numbers to call when you promised to call; time spent following up on leads pumped into the system automatically from the web, the marketing automation system, trade shows, etc.   CRM is a time saver. 

  1. “Do I have to call all of the leads you give me?”

Answer:  Yes, you have to call all of the leads we give you because we spent money on your behalf to find these people. Only you can separate out the 50% who will buy from the 50% who won’t.   

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Cartoon for the Weekend: Management Will do almost anything to convert sales leads!

Stu-good-songs-converting-leads

Come on, how difficult is it to convert sales leads?  The first hurtle is getting salespeople to follow-up, not just once, but considering it takes 3-6 touches to make a sale, how about at least three times before giving up.  48% of the salespeople are said to give up after the first call.   Skip the songs and get back to basics.

Why it's Important:

"48% of the salespeople are said to give up after the first call.   Enforce a 100% follow-up of all sales inquiries (not just qualified leads) and watch sales jump."

Sales Lead Management Association 

Cartoon by Stu Heinecke author of How to Get a Meeting with Anyone, Heinecke explains how you can use your own creative Contact Campaigns to get those critical conversations.   
Available from Amazon. #1 Best Seller in Direct Marketing

  This blog (75,565 Lifetime Views) is supported by the generous sponsorship of  OMI - Outward MediaVanillaSoft and Goldmine CRM Software 

 


Sales Coaches Need Coaching or Sales Suffer: Matt Heinz Interviews Norman Behar

This is a book review of "The High Impact Sales Management."  Program host Matt Heinz discusses the books findings and with one of the authors,  Norman Behar.  They explore how coaching the coach will have a dramatic impact on sales   Drawing on over 30 years of personal experience Behar discusses a  proven sales management training methodology.

Book_Cover_GraphicThis book unique because it is highly practical and provides sales managers with the systems,processes, skills, and techniques to:

  • Hire the best people and hold them accountable.
  • Manage sales performance by focusing on the underlying behaviors that drive results.
  • Manage the sales pipeline and produce accurate sales forecasts. 
  • Provide personalized sales coaching that results in better skills and hire win rates.
  • Lead, motivate, and inspire their sales team.

Download a Free Chapter here

Episode-card-250-norman-behar

 This blog is supported by the generous sponsorship of  OMI - Outward MediaVanillaSoft and Goldmine CRM Software