This interesting articles suggest that successful salespeople need not always
exhibit extrovert tendencies, nor will salespeople be at a complete disadvantage
if they introverts. The author works on a concept proposed by bestselling author
Daniel Pink and proposes the ambivert (referring to an individual who falls
between an extrovert and an introvert) as the ones who are more likely to be
successful in the long run. Basing himself on a sample of salespeople, Adam
Grant, proves his point and offers some pointers for sales managers.
Organization's in growth mode need an effective sales force that consistently delivers profitable revenue. Here's 10 quotes from Peak Sales Recruiting CEO Eliot Burdett on how company leaders can take their sales to the next level.
This document summarizes three connected pieces of work by Steve W. Martin, that should resonate with salespeople and sales managers alike. A lot of research has been conducted concerning the right capabilities a salesperson should have to become a high-performing top salesperson. This project involved the interviewing of top salespeople and sales leaders to gather more information
about the attributes necessary to exceed your quota.
People aren't what they seem. Using Market Research can help you figure out what really makes them tick.
Presented to the Hampton Roads Chapter of the American Marketing Association (www.HRAMA.org) by Frank C. Martin, III, CEO of Martin Research, Inc. and www.MartinFocus.com, November 2007
Organization's in growth mode need an effective sales force that consistently delivers profitable revenue. Here's 10 quotes from Peak Sales Recruiting CEO Eliot Burdett on how company leaders can take their sales to the next level.
This document summarizes three connected pieces of work by Steve W. Martin, that should resonate with salespeople and sales managers alike. A lot of research has been conducted concerning the right capabilities a salesperson should have to become a high-performing top salesperson. This project involved the interviewing of top salespeople and sales leaders to gather more information
about the attributes necessary to exceed your quota.
People aren't what they seem. Using Market Research can help you figure out what really makes them tick.
Presented to the Hampton Roads Chapter of the American Marketing Association (www.HRAMA.org) by Frank C. Martin, III, CEO of Martin Research, Inc. and www.MartinFocus.com, November 2007
CRM Best Practices for Hunting, FarmingDerek Grant
This presentation describes ways to generate prospects for Hunters, and ways to identify prospects who are available for cross selling.
We also cover MQL v. SQL, and how to distinguish each.
The stock market plunged on both Friday and Monday, made gains on Tuesday and Thursday, and they were sandwiched around another loss on Wednesday. It's the proverbial roller coaster and that sounds very similar to sales performance, doesn't it?
We know why the market goes up and down - in hindsight - but we can never predict when. Do we know why sales performance bounces up and down? Here are my primary reasons for inconsistent sales performance:
In this explosive guide to Network Marketing, you will learn all about:
The 5 common types of plans out there to equip yourself thoroughly in your
network marketing career
The common questions that people ask about plans and how to give answers
with confidence, especially when challenged by your prospects and downlines
Recognize that marketing plans are not just about arrows and circles or numbers
and percentages but rather an integral part in network building
Proper strategic placement for your downlines to help you build a solid and stable
network as well as double or triple your income
Win over networkers from other companies to join YOU!
My goal is this: I want you to profit as much as possible from the information in this book.
And if what I write here can save you time and money (on training), I would have done
my job.
Ponder for a moment: If the knowledge here would equip you well enough to close that
ONE BIG SALE (or finding your next superstar downline) would you be overjoyed?
Similarly, wouldn’t it would be a great shame, if you didn’t know better, and at that time,
you lacked the confidence to sponsor that same person due to lack of knowledge?
Words cannot describe the feeling of loss if that were to happen to me.
Sales self perception social style & versatility profileAzvantageLLC
The Sales SOCIAL STYLE Self-Perception Profile measures a salesperson’s SOCIAL STYLE and Versatility using an online self-assessment. The profile report is unique to the roles and responsibilities of a sales professional and uses norms of other sales professionals. The Improving Sales Effectiveness with Versatility (ISEV) Concepts Guide is included with the profile.
Elevate Your Sales Performance.
To become an elite sales professional, you must elevate your presence and establish yourself as a top performer. In the new IMPAX eBook, “6 Strategies to Maximize Sales Results,” co-authors, Brittany Shonka, Amy Franko and Jen Miller provide tools and insights to help you make the leap
CRM Best Practices for Hunting, FarmingDerek Grant
This presentation describes ways to generate prospects for Hunters, and ways to identify prospects who are available for cross selling.
We also cover MQL v. SQL, and how to distinguish each.
The stock market plunged on both Friday and Monday, made gains on Tuesday and Thursday, and they were sandwiched around another loss on Wednesday. It's the proverbial roller coaster and that sounds very similar to sales performance, doesn't it?
We know why the market goes up and down - in hindsight - but we can never predict when. Do we know why sales performance bounces up and down? Here are my primary reasons for inconsistent sales performance:
In this explosive guide to Network Marketing, you will learn all about:
The 5 common types of plans out there to equip yourself thoroughly in your
network marketing career
The common questions that people ask about plans and how to give answers
with confidence, especially when challenged by your prospects and downlines
Recognize that marketing plans are not just about arrows and circles or numbers
and percentages but rather an integral part in network building
Proper strategic placement for your downlines to help you build a solid and stable
network as well as double or triple your income
Win over networkers from other companies to join YOU!
My goal is this: I want you to profit as much as possible from the information in this book.
And if what I write here can save you time and money (on training), I would have done
my job.
Ponder for a moment: If the knowledge here would equip you well enough to close that
ONE BIG SALE (or finding your next superstar downline) would you be overjoyed?
Similarly, wouldn’t it would be a great shame, if you didn’t know better, and at that time,
you lacked the confidence to sponsor that same person due to lack of knowledge?
Words cannot describe the feeling of loss if that were to happen to me.
Sales self perception social style & versatility profileAzvantageLLC
The Sales SOCIAL STYLE Self-Perception Profile measures a salesperson’s SOCIAL STYLE and Versatility using an online self-assessment. The profile report is unique to the roles and responsibilities of a sales professional and uses norms of other sales professionals. The Improving Sales Effectiveness with Versatility (ISEV) Concepts Guide is included with the profile.
Elevate Your Sales Performance.
To become an elite sales professional, you must elevate your presence and establish yourself as a top performer. In the new IMPAX eBook, “6 Strategies to Maximize Sales Results,” co-authors, Brittany Shonka, Amy Franko and Jen Miller provide tools and insights to help you make the leap
Traditional lead generation has undergone substantial changes in recent years, thanks to new online and social marketing techniques. In particular, the abundance of information readily available online has led to the rise of the “self-directed buyer” and the emergence of new ways to develop and qualify potential leads before passing them to sales.
In the age of the self-directed buyer, marketers need to find new ways to reach their potential customers and get heard through the noise. Instead of finding customers through mass advertising and email blasts, marketers must now focus on being found, and learn to build enduring relationships with buyers. This massive shift has sparked a huge transformation in marketing.
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This is the ppt translation of the second part of 25 keys to sales & marketing, an audio portable MBA course, which has been developed by New York Times publishing,
with the contribution of some of the best known business academicians and practitioners of the contemporary world. This is only a reproduced graphical version of the same
with no commercial motive. It has been developed for better self learning and for assistance to the large community of several business practitioners & students, who are in
constant pursuit for quality stuff on-line.
Tactics On Dealing With People Wisely In Network Marketing!Uzzal Hossain
Are you struggling with the fact that you really don't know anything about prospecting?
Have you ever felt uneasy or inarticulate when speaking to a prospect? You recognize the moment of truth is upon you . . .
it's time to recruit this fresh prospect -- but how?
What if I can offer you a solution that will help you to attain greatness, to become a success in your prospecting and realize your potential?
With practice this procedure will be easy. For now, abide by these steps to making headway in conversations with prospects.
Psychoanalysis is a set of theories and therapeutic techniques that deal in part with the unconscious mind, and which together form a method of treatment for mental disorders.
Companies fiddle constantly with their incentive plans and sales executives are always looking for ingenious ways to motivate their teams. If sales targets are missed, they blame the sales compensation plan and start over. Meanwhile, The finance organization views the comp plan as an expense to manage. That’s not
surprising: Sales force compensation represents the single largest marketing
investment for most B2B companies. So naturally finance tries to ensure that comp
plans have cost-control measures designed into them. Additionally, many companies
respond to cost-cutting pressure from the finance department with incentives that
backfire. More often than not, controls encourage salespeople to spend time with
customers according to the company’s internal needs, rather than when the customer
is ready to buy.
This is the world of the sales machine, built to outsell less focused, less disciplined competitors through brute efficiency and world-class tools and training. Recently
sales has been caught off guard by dramatic changes in customers’ buying behavior and sales performance has grown increasingly erratic. The very approaches that made the sales machine so effective now make selling harder. The sales machine is stalling. Leaders must abandon their fixation on process compliance and embrace a flexible approach to selling driven by sales reps’ reliance on insight and judgment.
Companies have become savvy customers; they have often determined the solution and the supplier they need, and the price they are willing to pay, before the salesperson enters the scene. In this competitive environment, the premium on finding, training, motivating and retaining star performers has never been higher.
Because firms only measure past sales performance, they have limited insight into how a salesperson will do going forward and what types of training and incentives
will be most effective. Failing to forecast a salesperson’s future value can lead to costly misallocation of training and incentive dollars. Many firms overvalue their poor performers and undervalue their stars, which might lead to undervalued top salespeople to slip trough their fingers and into competitors’ arms. This article illustrates a novel method for measuring a salesperson’s future profitability to the firm. Future performance is linked to specific types of training and incentives and show how those investments can dramatically boost revenue.
Social networks are critical in sales. Companies and salespeople can improve
performance significantly by understanding the interplay among the different webs
of customers, leads and colleagues they develop.
The sales process can be represented as four distinct stages, which all require a
different set of abilities and network configuration. If salespeople and managers
understand how networks function, they can pinpoint the most effective network
configuration for each stage of a sale and take the actions necessary to create it and
outshine competitors. In each stage of the sales process, the salesperson’s efforts
come down to two essential and complementary types of network-management
actions: managing the information flow and coordinating the efforts of contacts. This
article offers a framework for systematically managing different social networks, by
matching the network to the task. The article also presents three levers managers
can use to encourage salespeople to integrate the network-based view and make the
best possible use of social networks.
In this article, the authors suggest that sales managers need to realize that not all sales visits to the customers will necessarily create value for the customer. Sales managers need to realize that different sales processes exist when dealing with customers and the key factor determining the sales process is got to be based on how much value a salesperson can bring to the customer. The
authors go on to identify three different types of sales processes and give reasons as to why value based segmentation is the best way to help your salespeople deliver value not just for their customers but also for themselves.
Based on extensive research, this study by the Corporate executive Board
(CEB) builds on their idea of the challenger sale by providing strategies by
which salespeople can better understand the diversity that exists in the decision
making unit of the customer and work on making sure that the diversity does
not drive apart the customers from a key decision. On the contrary successful
salespeople work on developing a consensus in the decision making unit of the
customer and using this to drive home the sale. The various strategies to help
consensus are then elaborated in the article.
Enterprise architecture @ work vlerick research insights and belgacom testi...
Rethinking the Extraverted Sales Ideal: The Ambivert Advantage
1. Vlerick Sales Centre Article Summary Series
Rethinking the Extraverted Sales Ideal: The Ambivert Advantage (by
Adam M. Grant, Psychological Science, 2013)
Summarized By Ellen Croux and Deva Rangarajan, Vlerick Sales Center
Article At a Glance:
This interesting articles suggest that successful salespeople need not always
exhibit extrovert tendencies, nor will salespeople be at a complete disadvantage
if they introverts. The author works on a concept proposed by bestselling author
Daniel Pink and proposes the ambivert (referring to an individual who falls
between an extrovert and an introvert) as the ones who are more likely to be
successful in the long run. Basing himself on a sample of salespeople, Adam
Grant, proves his point and offers some pointers for sales managers.
Introduction
Selling is a vital part of the economy, which is why psychologists have a long-
standing interest in the character traits of successful sales people. According to
conventional wisdom productive salespeople are more likely to be extraverted; they
tend to be assertive and enthusiastic and so they are more likely to be selected for
sales positions by managers. There are three major reasons for the advantage in
sales of extraverts. First, selling requires a lot of contact with potential customers
and extraverts tend to be more sociable and comfortable in initiating interactions
with others. Second, extraverts express the confidence, enthusiasm and energy
necessary to persuade customers. Third, extraverts are more likely convince
customers to change their attitude by not taking no for an answer with firm and
forceful behaviour. These reasons may seem obvious but research has shown weak
and conflicting relationships between extraversion and sales performance.
The theory of costs of extraversion in work settings
High levels of assertiveness and enthusiasm can also reduce the effectiveness of
extraverted salespeople in two ways. First, they may focus too heavily on their own
perspectives and dominate conversations. This way there is the possibility that they
neglect or suppress others’ perspectives. Extraverted salespeople may spend too
much time delivering assertive and enthusiastic pitches, while seeking stimulation
and social attention. As a result too little time is spend asking questions and
listening to customers’ answers.
2. Second, extraverted salespeople may elicit negative responses from customers
when their behaviour is perceived and recognized as persuasive intent. In this case
customers might interpret excitement and confidence as a signal that the
salesperson is trying to influence them and they react with actions to maintain
control and protect themselves by scrutinizing the salesperson’s message more
carefully, by marshalling counterarguments and by resisting or rejecting the
influence.
Hypothesis
This article offers a new perspective and proposes a curvilinear, inverted-U-shaped
relationship between extraversion and sales performance. It proposes that
ambiverts, who find themselves in the middle of the extraversion spectrum, should
achieve higher sales than introverts or extraverts do. Ambiverts are likely to
display the right requisite levels of enthusiasm and assertiveness to stimulate
customer interest and convert this interest into sales. At the same time they strike
a balance between talking and listening.
Research method and results
To test this hypothesis a study of 340 outbound-call-center representatives was
conducted, in which their extraversion and sales revenue was tracked over three
months. The study found a curvilinear relationship between sales revenue and
extraversion. The results suggest that ambiverts have a sales advantage over
extraverts regardless of their standing on the other four personality traits of the Big
Five: conscientiousness, openness, neuroticism and agreeableness.
Results from a hierarchical regression analysis showing a
predicted curvilinear relationship between extraversion and sales
revenue over 3 months
3. Findings and further research possibilities
Studies have demonstrated that job performance can suffer if employees are too
conscientious, too emotionally stable, too generous or too learning oriented, but
research about whether sales performance can suffer if employees are too
extraverted still has to be extended. The findings of this study call into question the
long-standing belief that most productive salespeople are extraverted. Previous
studies that found inconsistent results may be explained by too much focus on the
benefits of extraversion and underestimation of the costs. There exists a clear call
for greater attention to the dark sides of extraversion. Future research should
examine factors that might elevate the sales performance of extraverted people to
the same level as ambivert sales people, for example factors like clear reward
structures. There should be a study to examine whether the sales performance of
ambiverted people is consistently better than the performance of introverts or
extraverts. Also variation of the results by facets of extraversion should be
examined and whether there are other personality traits or behavioural patterns
that can reduce or eliminate the negative effects of high extraversion on sales
productivity.
Why these findings are good news
There exists a western cultural bias favouring extraversion, nowhere is this bias
more clear than in sales. Yet the findings of this study suggests that hiring
managers may be missing out on star performers and less extraverted people may
be missing out on productive careers. Organizations might stand to benefit from
training highly extraverted salespeople to model some of the quiet, reserved
tendencies of their more introverted colleagues. The finding that ambivert people
deliver the best sales results constitutes good news because in the world
population, levels of extraversion generally follow the shape of a bell curve. Which
means that most people find themselves somewhere in the middle, in the ambivert
spectrum. The logical conclusion is that most people are well suited to selling.