Présentation de l'application "Peak me up" par Dominique Mangiatordi - Rendez un aspect ludique à votre processus de vente afin de dynamiser les ventes.
"The Trophy Generation": Managing salespeople when everyone wants to winJames Pember
Today we’re going to take a closer look at motivating “millennials”, i.e. those born between 1980 and 2001, who are now starting to become a material part of our workforces. This generation of people are often referred to (somewhat critically I must add) as the “Trophy Generation”, so we’re going to look at the origins of that term and what it means for those of us managing sales teams.
CO2@Home 2020 | Ian Robinson | Blueprint for a Winning Sales TeamCoalmarch
The document outlines Ian Robinson's blueprint for building a winning sales team. It discusses key elements like having a clear vision, selecting the right people through evidence-based practices, training employees through blended learning and ensuring they demonstrate what they've learned, setting measurable standards and objectives, coaching and holding employees accountable, and recognizing both short and long-term performance through incentives. The blueprint is intended to help businesses grow successfully and avoid common pitfalls.
Why Sales Coaching - value of sales coaching your salespeople to your sales m...Peri Shawn
Sales coaching can be the lifeblood of an organization. When done effectively, sales coaching is the catalyst that improves sales results, team morale and employee retention.
Sales coaching supports salespeople engaged in sales activities and individual customized sales conversations where the salesperson’s responsibility is to help clients with their buying decisions.
Use this presentation to better understand the value of sales coaching your salespeople to help their clients with their buying decisions. As a by-product, your team members will sell more, better, sooner and more often.
Sales coaching involves influencing your salespeople's thinking, which, in turn, improves their sales behaviors and results in greater sales. Sales coaching has a cause-effect dynamic.
Use sales coaching to help your salespeople perform better.
Here's to sales coaching your sales team to sell more.
The Reference Framework for Sales Operations - InsightSquaredInsightSquaredTeam
This document presents a reference model for sales operations. It discusses the growing interest in sales operations and challenges the field faces around clarity of purpose, priorities, talent deficits, and communications. It then provides context around how executives define sales operations and different firm sizes. The reference model outlines six core areas of sales operations: sales planning and analysis, sales people office, sales services, sales technologies, sales excellence, and sales enablement. It gives a brief description of each area and closes by thanking the audience and providing contact information for further discussion.
My Sales Manager, Inc. works with companies to develop a sales culture where all employees sell and contribute to the company's success. The company assists clients in aligning their employees and resources with marketing and sales plans to increase profits, customer loyalty, and employee satisfaction. With over 25 years of experience developing markets for Fortune 500 companies, the business owner has a passion for helping companies boost revenue and overall profitability through developing an effective sales culture.
This document outlines the structure and goals of the Sales Cup campaign for AIESEC Germany. The campaign aims to increase sales quality and intensity through a points-based competition between local committees. It provides training opportunities and sets national sales days to drive performance. The timeline runs from April 1st to June 29th and includes phases for dueling, education, and electing new vice presidents. Local committees can earn points for activities like company meetings, evaluations, and securing trainee nominees.
This document is a resume for John Christensen, a retail store manager with over 15 years of experience managing various retail stores. He has a proven track record of turning around underperforming stores and improving key metrics like sales, margins, and expenses. His resume highlights achievements like increasing sales by 3% and reducing markdowns to improve margins by 7.9%. Christensen is seeking a retail store manager position where he can apply his strong operations and leadership experience.
Elay Cohen is a former Salesforce executive who helped grow the company's revenue from $500 million to $3 billion. He founded SalesHood to share best practices for sales managers to inspire and train sales teams. Cohen explains that winning sales managers create monthly cadences for their teams focused on forecasting, skills development, contests, and celebrations. They also balance oversight of reps' customer activities with nurturing best practice sharing. Ongoing and relevant learning occurs through onboarding, huddles, mentoring and crowdsourcing strategies from reps.
"The Trophy Generation": Managing salespeople when everyone wants to winJames Pember
Today we’re going to take a closer look at motivating “millennials”, i.e. those born between 1980 and 2001, who are now starting to become a material part of our workforces. This generation of people are often referred to (somewhat critically I must add) as the “Trophy Generation”, so we’re going to look at the origins of that term and what it means for those of us managing sales teams.
CO2@Home 2020 | Ian Robinson | Blueprint for a Winning Sales TeamCoalmarch
The document outlines Ian Robinson's blueprint for building a winning sales team. It discusses key elements like having a clear vision, selecting the right people through evidence-based practices, training employees through blended learning and ensuring they demonstrate what they've learned, setting measurable standards and objectives, coaching and holding employees accountable, and recognizing both short and long-term performance through incentives. The blueprint is intended to help businesses grow successfully and avoid common pitfalls.
Why Sales Coaching - value of sales coaching your salespeople to your sales m...Peri Shawn
Sales coaching can be the lifeblood of an organization. When done effectively, sales coaching is the catalyst that improves sales results, team morale and employee retention.
Sales coaching supports salespeople engaged in sales activities and individual customized sales conversations where the salesperson’s responsibility is to help clients with their buying decisions.
Use this presentation to better understand the value of sales coaching your salespeople to help their clients with their buying decisions. As a by-product, your team members will sell more, better, sooner and more often.
Sales coaching involves influencing your salespeople's thinking, which, in turn, improves their sales behaviors and results in greater sales. Sales coaching has a cause-effect dynamic.
Use sales coaching to help your salespeople perform better.
Here's to sales coaching your sales team to sell more.
The Reference Framework for Sales Operations - InsightSquaredInsightSquaredTeam
This document presents a reference model for sales operations. It discusses the growing interest in sales operations and challenges the field faces around clarity of purpose, priorities, talent deficits, and communications. It then provides context around how executives define sales operations and different firm sizes. The reference model outlines six core areas of sales operations: sales planning and analysis, sales people office, sales services, sales technologies, sales excellence, and sales enablement. It gives a brief description of each area and closes by thanking the audience and providing contact information for further discussion.
My Sales Manager, Inc. works with companies to develop a sales culture where all employees sell and contribute to the company's success. The company assists clients in aligning their employees and resources with marketing and sales plans to increase profits, customer loyalty, and employee satisfaction. With over 25 years of experience developing markets for Fortune 500 companies, the business owner has a passion for helping companies boost revenue and overall profitability through developing an effective sales culture.
This document outlines the structure and goals of the Sales Cup campaign for AIESEC Germany. The campaign aims to increase sales quality and intensity through a points-based competition between local committees. It provides training opportunities and sets national sales days to drive performance. The timeline runs from April 1st to June 29th and includes phases for dueling, education, and electing new vice presidents. Local committees can earn points for activities like company meetings, evaluations, and securing trainee nominees.
This document is a resume for John Christensen, a retail store manager with over 15 years of experience managing various retail stores. He has a proven track record of turning around underperforming stores and improving key metrics like sales, margins, and expenses. His resume highlights achievements like increasing sales by 3% and reducing markdowns to improve margins by 7.9%. Christensen is seeking a retail store manager position where he can apply his strong operations and leadership experience.
Elay Cohen is a former Salesforce executive who helped grow the company's revenue from $500 million to $3 billion. He founded SalesHood to share best practices for sales managers to inspire and train sales teams. Cohen explains that winning sales managers create monthly cadences for their teams focused on forecasting, skills development, contests, and celebrations. They also balance oversight of reps' customer activities with nurturing best practice sharing. Ongoing and relevant learning occurs through onboarding, huddles, mentoring and crowdsourcing strategies from reps.
Division 1 Marketing provides a blueprint for highly successful car sales events through a teamwork-focused approach. Their management staff and top 1% salespeople receive extensive training and work together to create a fun, high-energy sales atmosphere. Division 1 uses targeted direct mail, voicemail drops, texts and emails to attract new customers and re-engage existing customers. They guarantee at least a 4x return on advertising investments through increased sales and profit.
This document outlines the Division One Blueprint for hosting successful automotive events. It discusses 11 key aspects: 1) teamwork to achieve success, 2) hand-picking experienced event coordinators, 3) streamlining the customer qualification process, 4) providing fundamental event training to staff, 5) creating a party atmosphere to excite customers, 6) using highly effective direct mail campaigns, 7) re-animating dealership databases to reconnect with past customers, and 8) guaranteeing at least double the ROI on advertising investments. The overall goal is to work together to sell more cars and ensure a positive customer experience.
Division One Marketing provides various digital marketing services to increase customer touches and conversion rates, including direct mail, email, voicemail drops, text messaging, display banners, and Google Adwords/YouTube ads. The document discusses how increasing customer touches through these channels can boost conversion rates, with the chance of conversion increasing 59% after 5 touches and optimal conversion requiring around 12 touches. It also promotes Division One's force multiplier program using these digital marketing tools and client databases to efficiently re-engage customers.
Introduction to Inspire Sales - http://inspiresales.co.ukMartin Booth
Inspire Sales Ltd provides sales and marketing services to help businesses align their sales functions with objectives, develop sales strategies, and bridge the gap between sales and technology. Their services include reviewing and developing sales plans, processes, and systems, as well as lead generation through telemarketing and internet marketing. They work with businesses that need help with sales, lack sales knowledge and support, or answer no to questions about their sales performance and processes. Inspire Sales aims to provide senior level sales management resources to deliver results ethically.
Synergy is a national partnership network of business development professionals that work together as an outsourced sales and marketing department for clients. They perform functions like brand marketing, sales strategy development, website design, public relations, sales process documentation, and sales recruitment and training. For a monthly retainer fee, clients can access this entire team of specialists rather than hiring individual employees. Synergy contracts are also results-based and cancellable within 30 days, ensuring clients only pay for demonstrated performance and results.
Innovative eLearning in Sales: Maximizing Sales Training ROI with eLearningShelley Reece
Maximizing sales training ROI with eLearning. eLearning for sales training often fails due to lack of motivation, customization, spaced learning, reinforcement and measurement. Key success factors for eLearning include motivation, customization to skills gaps and business goals, spaced learning in manageable chunks, reinforcement through coaching and micro-learning, and using metrics to measure results. Sales coaching challenges include managers not knowing how to coach, not spending enough time coaching, and lack of consistent coaching processes.
MP4 version: https://youtu.be/8MD0bTouFZo
The Cornerstones of a Successful Sales Management Process:
1. Sales plan formulation:
• Sales strategy (per segment - industry, product, territory)
• Setting profit-based sales targets, quotas, sales forecasting.
• Demand management, and the writing and execution of a sales plan.
2. Sales plan implementation:
• Sales force recruitment and selection (profiling) - recruiting the right people (appropriate profile) to help sell the company’s product.
• Sales force training - continuous training on the various products a company offers. It covers things like how hard to sell a customer or more laid back type of selling.
• Sales force motivation and compensation - clear job description, effective sales practices, they have personal need for achievement, right incentives or rewards are in place (performance accelerators and boosters).
3. Evaluation and control of the sales force:
• Quantitative assessment - input (sales calls, selling expenses) vs. output objectives (meeting sales quota). The sales reporting includes the key performance indicators of the sales force. The Key Performance Indicators indicate whether or not the sales process is being operated effectively and achieves the results as set forth in sales planning. It should enable the sales managers to take timely corrective action deviate from projected values. It also allows senior management to evaluate the sales manager. More "results-related" than "process-related" are information regarding the sales funnel and the hit rate (conversion). Sales reporting can provide metrics for sales management compensation. Rewarding the best managers without accurate and reliable sales reports is not objective.
• Behavioral evaluation - attitude, attention to the customer, selling skills, communication encompasses a good evaluation.
4. Salesforce automation and customer relationship management:
• Sales force computerization - use of technology to make sales functions more effective and efficient.
• Omnichannel customer communication.
Christopher Edmunds has experience as both a retail store manager and district sales manager. As a store manager at Office Depot, he led a team of 50 employees and achieved $6 million in annual sales. He coached managers to develop a business owner mentality. As a district sales manager, he increased sales year-over-year by 20% at RadioShack by identifying opportunities, coaching managers, and exceeding company expectations. In his role at InkStop, he spearheaded a business-to-business program through coaching and mentoring managers to build client relationships. He emphasizes developing people through one-on-one coaching sessions, role playing, and setting expectations.
This document discusses various techniques for motivating salespeople. It covers:
1) Motivation is influenced by sales managers but is ultimately internal to the individual. Managers can increase chances of motivation but also risk destroying it.
2) Herzberg's theory suggests that dissatisfaction like inequitable pay or policies must be removed before motivation can occur. Motivation factors include achievement, recognition, and challenging work.
3) Goal theory proposes that difficult and specific goals that salespeople believe are attainable will lead to the best performance, especially with regular feedback.
4) Different motivators are effective depending on a salesperson's career stage from exploration to disengagement. Recognition, incentives,
A sales manager must not only report sales figures to superiors but also motivate and manage a team of sales reps. While a top seller may be promoted to manager, managing a team requires different skills than individual selling. Effective sales managers understand each rep's unique strengths and help cultivate their skills rather than imposing a single selling style. Sales managers also have to analyze data, streamline processes, gather customer feedback, and handle financial accounting responsibilities.
Building a high performing customer service team requires focusing on seven key attributes: attitude, saying thank you creatively, product knowledge, wowing clients, learning daily, receiving coaching, and information gathering. Some strategies for developing these attributes include setting milestones to showcase ideal interactions, rewarding employees, providing constructive feedback, sending personalized thank you notes, ensuring employees can teach others about products, delivering snacks to job sites on behalf of clients, having employees write about what they learn from articles, and treating customer service members like sales reps to gather customer information.
The document discusses motivation challenges for sales managers, including selection and recruitment, lack of engagement, and lack of management skills. It focuses on appraisal and reward as a challenge, noting that sales professionals may feel unrewarded or that rewards are not performance-related. The document recommends for appraisal and reward that managers make it relevant by considering what motivates each team member, base rewards on facts, and spend time developing sales professionals.
The Four Attributes That Drive Sales Growth And PerformanceKhufere Qhamata
The Four Attributes are four powerful qualities that permeate in every successful sales transaction on earth. Everyone possesses the Four Attributes, but only a few of us use them to their full potential. In this short presentation you will learn how to triple your sales output, retain high end clientele and consistently out perform your competition.
Nigeria's Leading Field Sales and Marketing Operations and Customer Experienc...Solomon Itegboje
We support Our Clients to grow faster and annex opportunities in the market with an array of integrated Business, Marketing and Sales Solutions.
Given our background as Business, Marketing and Sales leaders in leading companies, we think like and for our clients and support them from ideation through execution to continuing operations of strategic and tactical interventions.
Our team consists of tested executives who had been Managing Directors, Marketing Directors, Sales and Commercial Directors and senior Managers in leading Organisations in Nigeria. We have a field team of close to 1000 associates.
Find out the four must have ingredients of every successful Sales Management process that will help you drive profitable and sustainable business growth.
How Sales Coaching Helps Maximize RevenueMindTickle
In this webinar, Nancy Maluso - Research Director at Sirius Decisions, Stephen Hallowell - VP Sales Enablement at MuleSoft and Mohit Garg - CRO and Co Founder at MindTickle discuss why Sales Coaching is imperative to a company's success and how it impacts revenue.
This document provides guidance on developing a sales performance radar to help improve sales performance. It discusses key areas to focus on, including having a clear understanding of sales performance metrics, ensuring proper remuneration and reward systems, ongoing sales skills development, maintaining job satisfaction, utilizing feedback systems, and providing adequate sales resources. The golden rules are to not overcomplicate issues related to sales performance and recognize that people, questions, and development are key to driving performance.
The document outlines 4 key challenges that sales leaders face: inconsistency in the sales process, lack of pipeline to hit quotas, low rep productivity, and lack of visibility. It provides strategies and investments to address each challenge, such as driving consistent messaging and actions through the sales process using software, defining responsibilities around pipeline generation and consistency, consolidating tools to reduce fatigue, automating tasks to increase capacity, and tracking key metrics like pipeline coverage and close rates for visibility. Implementing these approaches through a sales success platform can help transform a team into a high-performing revenue generating machine.
Sales-Leaders-Guide-to-Building-a-Revenue-Generating-MachineTaylor Miller
This document discusses four key challenges that sales leaders face: 1) inconsistency in the sales process, 2) lack of pipeline to hit quotas, 3) lack of rep productivity, and 4) lack of visibility. For the challenge of inconsistency, the document recommends driving consistent messaging and actions through the sales process using software. For the pipeline challenge, it recommends defining responsibilities for pipeline generation and consistency in pipeline generation strategies.
Division 1 Marketing provides a blueprint for highly successful car sales events through a teamwork-focused approach. Their management staff and top 1% salespeople receive extensive training and work together to create a fun, high-energy sales atmosphere. Division 1 uses targeted direct mail, voicemail drops, texts and emails to attract new customers and re-engage existing customers. They guarantee at least a 4x return on advertising investments through increased sales and profit.
This document outlines the Division One Blueprint for hosting successful automotive events. It discusses 11 key aspects: 1) teamwork to achieve success, 2) hand-picking experienced event coordinators, 3) streamlining the customer qualification process, 4) providing fundamental event training to staff, 5) creating a party atmosphere to excite customers, 6) using highly effective direct mail campaigns, 7) re-animating dealership databases to reconnect with past customers, and 8) guaranteeing at least double the ROI on advertising investments. The overall goal is to work together to sell more cars and ensure a positive customer experience.
Division One Marketing provides various digital marketing services to increase customer touches and conversion rates, including direct mail, email, voicemail drops, text messaging, display banners, and Google Adwords/YouTube ads. The document discusses how increasing customer touches through these channels can boost conversion rates, with the chance of conversion increasing 59% after 5 touches and optimal conversion requiring around 12 touches. It also promotes Division One's force multiplier program using these digital marketing tools and client databases to efficiently re-engage customers.
Introduction to Inspire Sales - http://inspiresales.co.ukMartin Booth
Inspire Sales Ltd provides sales and marketing services to help businesses align their sales functions with objectives, develop sales strategies, and bridge the gap between sales and technology. Their services include reviewing and developing sales plans, processes, and systems, as well as lead generation through telemarketing and internet marketing. They work with businesses that need help with sales, lack sales knowledge and support, or answer no to questions about their sales performance and processes. Inspire Sales aims to provide senior level sales management resources to deliver results ethically.
Synergy is a national partnership network of business development professionals that work together as an outsourced sales and marketing department for clients. They perform functions like brand marketing, sales strategy development, website design, public relations, sales process documentation, and sales recruitment and training. For a monthly retainer fee, clients can access this entire team of specialists rather than hiring individual employees. Synergy contracts are also results-based and cancellable within 30 days, ensuring clients only pay for demonstrated performance and results.
Innovative eLearning in Sales: Maximizing Sales Training ROI with eLearningShelley Reece
Maximizing sales training ROI with eLearning. eLearning for sales training often fails due to lack of motivation, customization, spaced learning, reinforcement and measurement. Key success factors for eLearning include motivation, customization to skills gaps and business goals, spaced learning in manageable chunks, reinforcement through coaching and micro-learning, and using metrics to measure results. Sales coaching challenges include managers not knowing how to coach, not spending enough time coaching, and lack of consistent coaching processes.
MP4 version: https://youtu.be/8MD0bTouFZo
The Cornerstones of a Successful Sales Management Process:
1. Sales plan formulation:
• Sales strategy (per segment - industry, product, territory)
• Setting profit-based sales targets, quotas, sales forecasting.
• Demand management, and the writing and execution of a sales plan.
2. Sales plan implementation:
• Sales force recruitment and selection (profiling) - recruiting the right people (appropriate profile) to help sell the company’s product.
• Sales force training - continuous training on the various products a company offers. It covers things like how hard to sell a customer or more laid back type of selling.
• Sales force motivation and compensation - clear job description, effective sales practices, they have personal need for achievement, right incentives or rewards are in place (performance accelerators and boosters).
3. Evaluation and control of the sales force:
• Quantitative assessment - input (sales calls, selling expenses) vs. output objectives (meeting sales quota). The sales reporting includes the key performance indicators of the sales force. The Key Performance Indicators indicate whether or not the sales process is being operated effectively and achieves the results as set forth in sales planning. It should enable the sales managers to take timely corrective action deviate from projected values. It also allows senior management to evaluate the sales manager. More "results-related" than "process-related" are information regarding the sales funnel and the hit rate (conversion). Sales reporting can provide metrics for sales management compensation. Rewarding the best managers without accurate and reliable sales reports is not objective.
• Behavioral evaluation - attitude, attention to the customer, selling skills, communication encompasses a good evaluation.
4. Salesforce automation and customer relationship management:
• Sales force computerization - use of technology to make sales functions more effective and efficient.
• Omnichannel customer communication.
Christopher Edmunds has experience as both a retail store manager and district sales manager. As a store manager at Office Depot, he led a team of 50 employees and achieved $6 million in annual sales. He coached managers to develop a business owner mentality. As a district sales manager, he increased sales year-over-year by 20% at RadioShack by identifying opportunities, coaching managers, and exceeding company expectations. In his role at InkStop, he spearheaded a business-to-business program through coaching and mentoring managers to build client relationships. He emphasizes developing people through one-on-one coaching sessions, role playing, and setting expectations.
This document discusses various techniques for motivating salespeople. It covers:
1) Motivation is influenced by sales managers but is ultimately internal to the individual. Managers can increase chances of motivation but also risk destroying it.
2) Herzberg's theory suggests that dissatisfaction like inequitable pay or policies must be removed before motivation can occur. Motivation factors include achievement, recognition, and challenging work.
3) Goal theory proposes that difficult and specific goals that salespeople believe are attainable will lead to the best performance, especially with regular feedback.
4) Different motivators are effective depending on a salesperson's career stage from exploration to disengagement. Recognition, incentives,
A sales manager must not only report sales figures to superiors but also motivate and manage a team of sales reps. While a top seller may be promoted to manager, managing a team requires different skills than individual selling. Effective sales managers understand each rep's unique strengths and help cultivate their skills rather than imposing a single selling style. Sales managers also have to analyze data, streamline processes, gather customer feedback, and handle financial accounting responsibilities.
Building a high performing customer service team requires focusing on seven key attributes: attitude, saying thank you creatively, product knowledge, wowing clients, learning daily, receiving coaching, and information gathering. Some strategies for developing these attributes include setting milestones to showcase ideal interactions, rewarding employees, providing constructive feedback, sending personalized thank you notes, ensuring employees can teach others about products, delivering snacks to job sites on behalf of clients, having employees write about what they learn from articles, and treating customer service members like sales reps to gather customer information.
The document discusses motivation challenges for sales managers, including selection and recruitment, lack of engagement, and lack of management skills. It focuses on appraisal and reward as a challenge, noting that sales professionals may feel unrewarded or that rewards are not performance-related. The document recommends for appraisal and reward that managers make it relevant by considering what motivates each team member, base rewards on facts, and spend time developing sales professionals.
The Four Attributes That Drive Sales Growth And PerformanceKhufere Qhamata
The Four Attributes are four powerful qualities that permeate in every successful sales transaction on earth. Everyone possesses the Four Attributes, but only a few of us use them to their full potential. In this short presentation you will learn how to triple your sales output, retain high end clientele and consistently out perform your competition.
Nigeria's Leading Field Sales and Marketing Operations and Customer Experienc...Solomon Itegboje
We support Our Clients to grow faster and annex opportunities in the market with an array of integrated Business, Marketing and Sales Solutions.
Given our background as Business, Marketing and Sales leaders in leading companies, we think like and for our clients and support them from ideation through execution to continuing operations of strategic and tactical interventions.
Our team consists of tested executives who had been Managing Directors, Marketing Directors, Sales and Commercial Directors and senior Managers in leading Organisations in Nigeria. We have a field team of close to 1000 associates.
Find out the four must have ingredients of every successful Sales Management process that will help you drive profitable and sustainable business growth.
How Sales Coaching Helps Maximize RevenueMindTickle
In this webinar, Nancy Maluso - Research Director at Sirius Decisions, Stephen Hallowell - VP Sales Enablement at MuleSoft and Mohit Garg - CRO and Co Founder at MindTickle discuss why Sales Coaching is imperative to a company's success and how it impacts revenue.
This document provides guidance on developing a sales performance radar to help improve sales performance. It discusses key areas to focus on, including having a clear understanding of sales performance metrics, ensuring proper remuneration and reward systems, ongoing sales skills development, maintaining job satisfaction, utilizing feedback systems, and providing adequate sales resources. The golden rules are to not overcomplicate issues related to sales performance and recognize that people, questions, and development are key to driving performance.
The document outlines 4 key challenges that sales leaders face: inconsistency in the sales process, lack of pipeline to hit quotas, low rep productivity, and lack of visibility. It provides strategies and investments to address each challenge, such as driving consistent messaging and actions through the sales process using software, defining responsibilities around pipeline generation and consistency, consolidating tools to reduce fatigue, automating tasks to increase capacity, and tracking key metrics like pipeline coverage and close rates for visibility. Implementing these approaches through a sales success platform can help transform a team into a high-performing revenue generating machine.
Sales-Leaders-Guide-to-Building-a-Revenue-Generating-MachineTaylor Miller
This document discusses four key challenges that sales leaders face: 1) inconsistency in the sales process, 2) lack of pipeline to hit quotas, 3) lack of rep productivity, and 4) lack of visibility. For the challenge of inconsistency, the document recommends driving consistent messaging and actions through the sales process using software. For the pipeline challenge, it recommends defining responsibilities for pipeline generation and consistency in pipeline generation strategies.
Welcome!
The hubb magnetic, dry wipe boards cover most aspects of business and are guaranteed to inspire your entire organisation and help your teams consistently exceed targets! With our extensive range of cleverly mapped out designs, hitting targets will no longer be a laborious duty. See for yourself how the hubb boards can transform your business and inspire your team to consistently keep winning!
The document provides tips for building an effective lead management strategy through strong leadership, assembling the right team with key marketing and sales roles, implementing the necessary systems like CRM software, marketing automation, and an integrated website, thoroughly scouting the target market to understand prospects, and creating a prepared playbook with well-defined plays to execute the strategy and drive leads to revenue. The goal is to take a strategic, systematic approach to lead management through proper planning, preparation, and consistent execution in order to achieve business objectives.
How to Build Your Revenue Engine as Your Startup Evolves by Hana Abaza, VP Ma...Traction Conf
The document provides guidance on building a revenue engine as a startup evolves. It discusses moving from reactive, disorganized processes to more specialized, coordinated roles and focusing marketing and sales efforts. Key recommendations include focusing on a specific persona to optimize for, understanding the buying process is not always linear, and building systems around people, process, and tools to scale operations in a strategic way.
Building Your Revenue Engine As Your Startup EvolvesHana Abaza
Startups go through different stages of evolution. In this presentation we discuss what your marketing and sales engine might look like with a specific deep dive into demand generation, optimizing your unit economics and focusing on a specific buyer persona.
The document outlines the services provided by Future Marketing, a digital marketing agency founded by Jon and Zoe Allen. They help entrepreneurs implement effective digital marketing strategies. Their 5-step process assesses the current marketing, creates a strategy, generates leads, converts leads to clients, and optimizes results. Their proposal includes website improvements, landing pages, ad and email campaigns, and social media management to generate qualified leads within 6 weeks.
Ruth Mwihaki Macharia is a senior sales executive and store visual merchandiser currently working for Sun and Sand Sports LLC in the UAE. She has over 8 years of experience in visual merchandising, sales, and customer service roles for companies in Kuwait and the UAE. Her responsibilities include creating visual merchandising plans, meeting sales targets, and ensuring excellent customer service. She has a diploma in graphic design and communication from Kenya Polytechnic College University.
The 3 Keys To Unlocking Epic Sales GrowthJames Pember
As a sales leader, your #1 priority is to increase the results and output of your sales team.
Now, the most cost-effective and sustainable way to achieve that, is to drive organic sales growth, i.e. get more out of the sales people you already have.
But what drives organic sales growth?
90 day marketing plan coaching programme 2016 | Grow Your Business ClubFraser Hay
This document describes a 90 Day Marketing Plan Coaching Program that provides a 5 step process to help businesses grow by achieving their marketing objectives. The program is personalized and tailored to each business' specific situation. It identifies issues preventing marketing success and creates a new action plan to generate leads and referrals. Coaches provide tools, resources, and guidance in private sessions to support clients in executing their marketing vision over 90 days. Progress is measured and clients are guaranteed results or a refund.
Driving successful initiatives in any sales organization begins with first- line manager. The performance of sales reps is directly tied to the ability of these managers to play multiple roles effectively. This brief explores the importance of first-line managers in executing sales initiatives and the roles they must play in today’s b-to-b environment.
Driving successful initiatives in any sales organization begins with first- line manager. The performance of sales reps is directly tied to the ability of these managers to play multiple roles effectively. This SiriusDecisions research brief explores the importance of first-line managers in executing sales initiatives and the roles they must play in today’s b-to-b environment.
Shelle Curley is seeking a challenging sales position where she can apply her creative problem solving and tenacious attitude. She has over 20 years of experience in call center sales and sales management. Curley has consistently met and exceeded sales quotas across various industries including web development, social media advertising, internet marketing, and vacation ownership packages. She is skilled in prospecting, demoing, closing deals, and motivating sales teams.
Modern Selling + Modern Learning = Sales GrowthMike Kunkle
These are the slides from my 7/17/2019 SMMConnect.com webinar. You can watch the webinar for free at https://www.smmconnect.com/events/1617?gref=mikek for registering (also free) for the SMMConnect.com website.
The document describes a 12-week sales training solution that provides workshops once a month over three months. Each workshop focuses on a few crucial sales skills and tools to avoid information overload. Between workshops, salespeople use an online training solution for 30 minutes daily to apply their learning. The training is supported by ongoing reminders, feedback, and accountability partnerships. Its goal is to help salespeople become intrinsically motivated and effective at nurturing long-term customer relationships, asking questions, mitigating risks, and closing more sales. A pre- and post-training assessment measures skills and improvement.
The Secret to Building a Sales Enablement PowerhouseMindTickle
Alex from Procore and Marc from MindTickle explore:
State of the industry
Need for Sales Enablement
Sales Enablement and Sales Readiness at Procore
Best-in-class framework for Sales Readiness
I got an opportunity to share my learnings with aspiring SaaS founders, fellow and aspiring SaaS marketers, and product folks.
This is the deck I used for the workshop.
Similar to Peak me up - Gamification du processus de vente - Café Numérique (20)
Présentation de George Hübner, HEC Liège, dans le cadre du Café Numérique Liège du 24/01/18 - "Le bitcoin, cette monnaie qui affole la planète"
https://cafenumerique.org/liege/event/le-bitcoin-cette-monnaie-qui-affole-la-planete/
Nous suivre:
https://twitter.com/cafenlg
http://www.facebook.com/cafenlg
https://cafenumerique.org/liege
Gamification - Impact sur la télévision - Café NumériqueSam Piroton
Présentation de Pedro Taveira sur la gamification et son influence sur les programmes TV. Constats tirés de 2 exemples pratiques. Dans le cadre du Café Numérique Liège. #Cafenlg - www.cafenumerique.org/liege/
Café Numérique Liège - Vulgarisation des Space Techs - Herbert HansenSam Piroton
Vulgarisation des technologies de l'espace par Herbert Hansen dans le cadre du Café Numérique Liège.
Que retrouve t on, dans la vie de tous les jours, qui trouve ça source dans une technologie développée initialement pour l'espace?
Presse satirique vs médias classiques - Café Numérique LiègeSam Piroton
Les médias satiriques se multiplient sur internet entraînant parfois les médias sérieux, classiques, à fauter et publier des infos erronées. Exercice pratique, titres d'articles parus, Café Numérique Liège
Café Numérique - Les technologies au service du commerce - Quentin le BussySam Piroton
Quentin le Bussy nous présente un état des lieux de l'utilisation des technologies par les commerces de proximité; avec un axe réseaux sociaux. Café Numérique Liège.
Energy Revolution - CleanTech - Café Numérique LiègeSam Piroton
This document discusses clean technology and issues with the current energy system. It advocates for synchronizing consumption with generation by storing power and reducing consumption. This would help address problems like very high or negative prices when solar generation is lower or higher than expected. The current system is failing and large investments may become obsolete as the industry is disrupted by new approaches and infrastructure is not equipped to handle changes. Overall the document calls for reforms to better align the energy system with clean technology goals.
Tevizz - Partis belges en ligne - Analyse #be2505 #cafenlgSam Piroton
This document discusses using social media data to analyze political and economic trends:
- It analyzed over 230,000 tweets from Belgium to estimate public support for different political parties, finding a strong correlation between party mentions and official polling data.
- A similar analysis of German Twitter data correctly predicted the results of the 2009 national election.
- Mentions of Belgian political leaders on Twitter also closely matched popularity polls for those individuals.
- The document concludes social media can provide insights into trends where traditional data is limited or unavailable.
10. Field sales people
spend 78% of their time*
without any coaching,
support or contact with
their team.
*US sales survey, 2012
11. Field Sales Reps. What do they worry about?
We all do like to be evaluated and
acknowledged in an objective way.
We want our efforts and successes
to be recognized and shared with
others.
Money
Is that a scoop? But money is also ‘relative’
money. The additional money you are
making when you are better than your
colleagues.
Competition
Ouch. Does that word hurt you? Let’s
face it together… sales reps
LOOOOVE to compete.
They like to be the best, to compare
with others and to improve their
results. Clear objectives
Good representatives want to receive clear
objectives and to go above those objectives.
Objectives are not annual: they are often
weekly or even daily based. How do you
follow your reps performance on a daily
basis?
Recognition
12. Field Sales Managers. What do they worry about?
Motivate in a constant and fair
way. On weekly meetings.
But also on Tuesday, at 2.04pm, at 3.17pm,
When the sales rep just made two beautiful sales.
Or every evening, after a good or a bad day, to
allow direct improvement the day after, based on
clear objectives.
Be everywhere. At any time.
Follow each sales rep at any time is
almost impossible. Sales coaching is
often ‘cut’ by long period of time without
any interactions.
How many managers are able to
congratulate a rep that just beated his
record? Right at the moment when he
made it? Is the manager at least aware?
Incentive, challenge
Compare individual perfs with the one of the
team, with others… create and use real time
rankings, base for good challenges and
incentives.
Reward at the right time.
13. The mobile app that
manages your sales team
dynamics. Realtime.
With fun.
14. Peak me up | Sales Rep Module
• Real time scorecard
• Team Rankings
• Real time messaging (with the team leader)
• Period of time (week/month/quarter/year)
• Challenges and rewards
• Peak – Objective – Average
• Avatar and customization
The sales rep is always aware of his/her progression,
rank in the team, chance to win a challenge, past records
and average results. He/she receive instant messages
from his/her Team Leader.
15. Peak me up | Team Leader Module
• Real time scorecard
• Own team rankings
• All teams rankings
• Real time messaging (with the team reps)
• Challenge edition
• Performance Alerts
• Team scores: Peak – Objective – Average
• Avatar and profile customization
Team Leader’s life is totally changed. Thanks to Peak me up,
sales reps are constantly managed and coached, driven to
results and going above objectives. His/her management is now
mobile, real time, and fun.
16. Peak me up | Director Module
• Real time scorecard
• All team rankings
• Sales KPIs
• Alerts
• Exports
The Sales Director, or the CEO can follow company’s
performance in real time, and take instant decisions or
actions. He can anticipate slowdowns and boost the
managers at the right moment. He can compare teams
performances, peaks, average scores, on a daily, weekly,
quarterly and yearly basis.
25. “To help make sales even more fun, LevelEleven scores $9M“
VentureBeat, September 14th
26.
27. Target
groups
LLaarrggee ccoommppaanniieess –– MMoorree tthhaann 2255 rreeppss
Medium companies – 16 to 25 reps
Medium companies – 11 to 15 reps
Small companies – 6 to 10 reps
Small companies – less than 5 reps
CORPORATE
9.90€/user/month
PREMIUM
10.90€/user/month
MEDIUM
12.90€/user/month
ACCESS
14.90€/user/month
FREEMIUM