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‘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
Evan Liang, CEO of LeanData answers the tough question!
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
Evan 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.
- “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.
- “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.
- “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.
“A pipeline is managed by fearful, optimistic salespeople
who are dealing with selfish prospects who lie.”
Four easy-to-follow directives can solve pipeline failures.
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."
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 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.
- 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.
CSO Insights: Driving the Sales Category with Hard Research Everybody has an opinion about how to improve sales. From the CEO who believes the product can sell itself, to the thousands of sales consultants that have the secret sauce for improving sales. Which is where CSO Insights comes in with hard facts about sales performance and behavior based on research, not opinions.
During this program we interview CSO Insights’ co-founder Barry Trailer about the company and how its research is impacting sales management decisions at B2B companies. The host is Jim Obermayer.