Traditionally, a company could win long-term advantages with new products, or dominate with deep pockets and massive size or capture markets with widespread brand recognition and global presence. Today, these attributes may produce a temporary market advantage, but may also create a competitive disadvantage. learn more
As salespeople struggle to access and engage customers in this new environment, the topic of virtual selling has understandably received a lot of attention. Check out the infographic below to discover the realities behind the common myths of virtual selling that we’ve heard from our customers. learn more
Sellers as well as buyers are taking stock of priorities as the economy continues to show weakness across most industries. As a result, most sales organisations are pursuing new business—which often means taking advantage of competitors' complacency or mistakes in providing service to customers.
If your organisation is like a lot of sales organisations, you may have intensified prospecting efforts lately as old customers downsized, cut spending, and in some cases, switched to other suppliers. The problem is that prospecting is often time-consuming, costly, wasteful, and hard on the morale of the sales team. learn more
What would a 29% increase in top-line salesforce performance mean to your organisation? Our research shows that when sales managers have the right skills, the single action of coaching has the greatest impact on the performance of your salesforce.
If you think your salespeople can control the way buyers buy — think again. The old adage that "people love to buy, but hate to be sold to" has changed—"people know how to buy, and won't be sold to." But, that doesn't mean it's time to fire your salesforce. With a little insight into today's buying process, salespeople can understand how customers buy and dramatically increase their sales results. learn more
There was a time when a salesperson could fulfil a unified role as a vendor, trusted advisor and challenger. But today's hyper-competitive market requires the salesperson to play two distinct yet complementary roles—that of Consultant to the customer and Strategist to both the customer and his or her own organisation. learn more
What if your salespeople could expand your offering and create a highly differentiated solution that represents unexpected business value to your customer and is hard for the competition to replicate because it is unique to the customer? The very thought may hit you like a triple shot espresso! learn more
How does a done deal become undone? Your salesperson had a good relationship with a great contact, the right solution to meet the customer's needs and strong buying signals right up to the last minute. Then came the dreaded call: "Thank you for the proposal, we've decided to go with someone else." So, what happened? Could this loss have been prevented? learn more
To avoid the pitfalls of competing on price, salespeople are often told they need to "sell the value." Another strategy is to "value-add," by offering the customer extra services or product features without charge. While these strategies can be effective short-term, neither of these approaches produces a sustainable advantage. learn more