This survey summarizes the results of a 2012 survey of salespeople regarding their knowledge of procurement practices and strategies. The survey aimed to compare results to a similar 2007 survey.
Key findings include:
- Salespeople's knowledge of procurement has increased in some areas since 2007, but gaps still remain.
- Only around half of respondents had a strong understanding of factors like their product's strategic importance to clients and how bids would be evaluated.
- Salespeople remain uncertain about the extent clients try to increase leverage in negotiations.
The debate between a sales director and procurement director discusses both the improvements and remaining weaknesses in salespeople's procurement knowledge revealed by the survey.
Start With A Lead Fusion Bpo Services, Inckongking
The document outlines seven critical success factors for lead generation in complex sales: 1) focusing on conversation rather than campaigns to build relationships over time, 2) defining an ideal customer profile to target the right prospects, 3) establishing a universal lead definition, 4) implementing an effective lead management process, 5) building a foundational database, 6) using integrated multimodal tactics, and 7) providing consistent lead nurturing. The success factors emphasize quality over quantity, understanding buyers, and sustaining dialogue with prospects throughout the sales cycle.
Every three years we conduct global research
into “What it Takes to Win Business” based on
the perspectives of 178 global Buyers and Sales
Professionals from a range of industry sectors.
We use the findings to help our clients understand
how their customers make their buying decisions,
become more customer-centric and improve their
win/loss ratio.
The document discusses how customer experience is transforming business-to-business sales due to the rise of social media. It argues that companies must shift their focus to downstream customer interactions in order to build loyalty and competitive advantage. A good customer experience is crucial as negative feedback on social media can now be easily shared with large audiences, while positive experiences help build trust and advocacy.
This document discusses how customer experience is transforming business-to-business selling due to the rise of social media. It notes that social media allows customers to easily share their experiences, both positive and negative, with large audiences. This means companies must focus on delivering a positive customer experience at every touchpoint to build loyalty and avoid negative feedback being widely shared. The document also discusses how customer experience management programs can help companies improve sales effectiveness by shifting their focus to downstream customer interactions and relationships rather than just product development.
In today's selling environment, the time salespeople spend with buyers is critical. They must make the most of these opportunities by having the "right conversation" - one that is relevant to the buyer's role and challenges, and demonstrates an understanding of their needs and responsibilities. Effective sales teams build an understanding of each member of the buying team and can articulate how the proposed solution benefits them individually. This level of understanding and empathy helps salespeople differentiate themselves from competitors and positively influence the final purchase decision.
Enhanced Service Through Consultative SalesRichardson
This presentation explores:
1. How to execute customer service that rises to the level of a competitive advantage
2. How sales professionals can shift their mindset to view sales as a way to add additional value to the customer
3. How to position additional services and products as part of the solution
This document provides guidance on marketing financial services firms. It discusses the need to update traditional marketing approaches to compete in today's market. Key recommendations include focusing marketing efforts on the customer experience and outcomes rather than just products, ensuring consistency in branding across all touchpoints, prioritizing personal relationships and communication with clients, and learning from growth hacking techniques by integrating marketing into daily operations. The overall message is that marketing must be a unified, ongoing process rather than an isolated function in order to build a strong brand in financial services.
Start With A Lead Fusion Bpo Services, Inckongking
The document outlines seven critical success factors for lead generation in complex sales: 1) focusing on conversation rather than campaigns to build relationships over time, 2) defining an ideal customer profile to target the right prospects, 3) establishing a universal lead definition, 4) implementing an effective lead management process, 5) building a foundational database, 6) using integrated multimodal tactics, and 7) providing consistent lead nurturing. The success factors emphasize quality over quantity, understanding buyers, and sustaining dialogue with prospects throughout the sales cycle.
Every three years we conduct global research
into “What it Takes to Win Business” based on
the perspectives of 178 global Buyers and Sales
Professionals from a range of industry sectors.
We use the findings to help our clients understand
how their customers make their buying decisions,
become more customer-centric and improve their
win/loss ratio.
The document discusses how customer experience is transforming business-to-business sales due to the rise of social media. It argues that companies must shift their focus to downstream customer interactions in order to build loyalty and competitive advantage. A good customer experience is crucial as negative feedback on social media can now be easily shared with large audiences, while positive experiences help build trust and advocacy.
This document discusses how customer experience is transforming business-to-business selling due to the rise of social media. It notes that social media allows customers to easily share their experiences, both positive and negative, with large audiences. This means companies must focus on delivering a positive customer experience at every touchpoint to build loyalty and avoid negative feedback being widely shared. The document also discusses how customer experience management programs can help companies improve sales effectiveness by shifting their focus to downstream customer interactions and relationships rather than just product development.
In today's selling environment, the time salespeople spend with buyers is critical. They must make the most of these opportunities by having the "right conversation" - one that is relevant to the buyer's role and challenges, and demonstrates an understanding of their needs and responsibilities. Effective sales teams build an understanding of each member of the buying team and can articulate how the proposed solution benefits them individually. This level of understanding and empathy helps salespeople differentiate themselves from competitors and positively influence the final purchase decision.
Enhanced Service Through Consultative SalesRichardson
This presentation explores:
1. How to execute customer service that rises to the level of a competitive advantage
2. How sales professionals can shift their mindset to view sales as a way to add additional value to the customer
3. How to position additional services and products as part of the solution
This document provides guidance on marketing financial services firms. It discusses the need to update traditional marketing approaches to compete in today's market. Key recommendations include focusing marketing efforts on the customer experience and outcomes rather than just products, ensuring consistency in branding across all touchpoints, prioritizing personal relationships and communication with clients, and learning from growth hacking techniques by integrating marketing into daily operations. The overall message is that marketing must be a unified, ongoing process rather than an isolated function in order to build a strong brand in financial services.
Afinium.com: Big Data Big Sales white paper 2014 Afinium
The document discusses how insurance companies can implement customer-centric strategies using big data to drive profitable growth. It states that capturing customer data through interactions and developing ongoing customer relationships is key. It defines customer-centricity as aligning products and services with current and future customer needs to maximize long-term financial value. To achieve this, insurance companies must manage large amounts of customer data, convert it into insights, understand customer lifetime value, and predict customer behavior through analytics.
White paper - Customer Experience TransformationPablo Junco
This white paper highlights the business value of customer experience as a differentiator and explores three critical enablers to guide organizations embarking on the transformation journey.
CCP_Contact_Center_Contribution_to_CEMDavid Howard
The document discusses how contact centers can contribute to customer experience management (CEM) by leveraging customer data and insights. It describes how contact centers have a wealth of customer data that spans interactions across the customer journey. However, data is often siloed by department or channel. The document recommends contact centers map customer journeys, identify key moments that impact satisfaction, and measure beyond surveys to consider operational metrics and customer behaviors. Integrating multichannel data provides a holistic view of the customer experience to help drive customer-centric changes across the organization.
The document discusses issues in the client-agency relationship from both the agency and client perspectives. It notes that clients often feel frustrated by agencies' lack of integrated solutions, lack of focus on ROI, lack of media transparency, and reliance on saturation tactics over engagement. Meanwhile, agencies acknowledge problems like focusing too much on awards over results and not always prioritizing the client's needs. The document proposes rules for both clients and agencies to improve the relationship, such as clients providing clear briefs and priorities and agencies committing to objective solutions and confronting clients when needed.
Better Bidding for Facilities Management Contractschrisdpayne
These slides accompany our online webinar on 'Managing complex bids for facilities management and other support service opportunities'. To attend one of our webinars free of charge, visit our website at www.cssconsultancy.com and register.
Net Promoter is an increasingly popular method of measuring loyalty. This article describes the approach and why a single measure is not enough to improve business performance.
One measure that can transform your marketing strategyJeremy Williams
Customer lifetime value (CLV) measures the net profit attributed to the individual customer over the course of their entire relationship with a business. Calculating CLV involves analyzing historical customer data and financial transactions to determine a customer's past and predicted future value based on revenues, costs, and expected customer lifetime. Implementing CLV requires aligning stakeholders, protecting sensitive data, integrating CLV metrics into business processes, and training employees on how to utilize CLV insights.
Help me don't sell to me - The business case for being a helpful brand in the...David Gyertson
This document discusses how brands can help customers during times of crisis by focusing on being helpful rather than selling. It argues that crises create opportunities for brands to build trust by providing guidance, expertise, community support and tailored offers. Data shows that purpose-driven brands that help customers daily outperform others. The document outlines a four-step process for brands to understand customer needs, develop helpful strategies and solutions, and create long-term plans to remain a supportive brand after the crisis ends.
The document discusses selecting the right outsourcing partner for customer care. It emphasizes that outsourcing is no longer just about cost savings, but improving the customer experience. The key considerations for choosing a partner include location, technology capabilities, and relationship factors. The ideal partner can help enhance processes, leverage analytics to understand customers, and create a seamless experience across channels through the use of appropriate technology. Building a collaborative partnership is important for achieving mutual success.
The cmo's blueprint_for_strategy_in_the_age_of_the_customerPlanimedia
The document summarizes a report from Forrester Research that provides a blueprint for CMOs to establish a customer-centric strategy in the age of the customer. The summary identifies four key imperatives for CMOs: 1) transform the customer experience through a systematic, measurable approach, 2) accelerate the digital business to deliver greater agility and value to customers, 3) embrace mobile to serve customers in moments of need, and 4) turn big data into business insights to continuously improve efforts. The report argues that becoming truly customer-obsessed requires aligning the entire company around prioritizing customers through technology investments and strategic shifts.
Good performance alone cannot crack the complex code that governs the strength of your customer relationships and the sustainability of your business. As competition intensifies, it is essential to get smarter about the experiences that matter, and deliver return on the bottom line.
Good performance alone cannot crack the complex code that governs the strength of your customer relationships and the sustainability of your business. As competition intensifies, it is essential to get smarter about the experiences that matter, and deliver return on the bottom line.
This document discusses customer satisfaction surveys and provides guidance on conducting them. It addresses six key parts of any customer satisfaction program: 1) who to interview, 2) what to measure, 3) how to carry out interviews, 4) how to measure satisfaction, 5) what the measurements mean, and 6) how to use surveys effectively. The document emphasizes finding the right people to survey, determining important attributes to assess, using various interview tools, employing satisfaction rating scales, and understanding expectations and importance to drive improvements.
This document provides guidance on best practices for conducting business-to-business (B2B) customer satisfaction surveys. It discusses defining B2B relationships versus business-to-consumer relationships, budgeting for surveys, obtaining feedback through regular phone calls from company representatives in parallel with occasional formal written surveys, and using feedback to increase sales and profits from existing customers. The goal is to provide practical advice based on decades of experience conducting B2B surveys.
The document discusses the importance of sales organizations engaging customers earlier in the buying process. It notes that customers are now more informed before contacting suppliers due to increased information availability.
It describes research conducted with over 1,000 sales representatives across various industries to identify behaviors that distinguish high-performing reps from average reps in pre-sales engagement. Key findings include that high-performers conduct deeper research on opportunities using diverse sources, own lead generation responsibilities, and are willing to challenge customer assumptions.
The document advocates that sales organizations must find ways to get involved with customers earlier in their purchase process to maintain relevance as customers complete more of their purchase decisions independently.
John Simpson, Kalev Peekna, Cameron Friedlander and Corrie Maguire provide a digital deep dive, equal parts lecture and discussion, designed to help marketers accelerate their digital efforts at the Legal Marketing Association Annual Conference in Austin.
What does it mean to live in a digital-first world? How have leading organizations, such as Boston Consulting Group and Kimberly-Clark, managed to secure buy in for their digital efforts ... and how can law firms do the same? And, maybe most importantly, how do you continuously prove the value/return of a multi-channel approach?
Workshop facilitators John Simpson and Kalev Peekna of One North and Workshop leaders Cameron Friedlander of Kimberly-Clark and Corrie Maguire of the Boston Consulting Group, work to answer these questions and more. Mixing lecture, case studies, exercises and discussion, we explore how we as an industry must utilize digital.
How your sales professionals can gain the confidence and skills to engage in higher-stakes dialogues to advance alignment and drive momentum?
This presentation will cover:
1. How to guide and assert thinking to clarify and strengthen the customer’s case for change
2. How to raise risk to preempt late-stage concerns and address stalls or delays
3. How to align stakeholders by understanding and resolving areas of internal misalignment
4. How to uptier to senior-level stakeholders
This fast-paced seminar examines how customers think about pricing and value. It is crucial that a salesperson consider a customer’s thinking because it is in a customer’s mind that a buying decision is made or lost.
It’s a customer’s thinking that a salesperson must influence if a sale is to be made. And a customer is not thinking about value. Basically, a customer is thinking about two things: “What do I have to pay and what do I get for my money.” It’s that simple. A customer is thinking, “Is it worth the price?”
Building Your Game Changing Personal BrandSalma Shah
7 steps to building a game changing personal brand. Everyone needs a personal brand, whether they are in a job, freelancing or starting their own business.
The good the bad and the ugly - dirty tricks in negotiation. Selling Interac...Anderson Hirst
We tell you all about the dirty tricks in buying and selling. Is it true all buyers are liars? Can you trust a sales person? When we negotiate with others how do we know they are not cheating us? Our negotiation research results are fascinating and help pave the way for future negotiations
Self Esteem and Personal Value (Chapter 4 & 5)Hedi Fauzi
This is my presentation in Human Resources Management Class at Sampoerna University. This presentation is about Self Esteem and Personal Values taken from Book (I forgot the name of the book) Chapter 4 & 5.
Slide: PowerPoint 2013
Design by: Hedi Fauzi
Image: Google Image and Freepik
If you need the original file for your reference, feel free to ask me via email: hedi.fauzi@hotmail.com with subject [SlideShare] (Your Subject)
Afinium.com: Big Data Big Sales white paper 2014 Afinium
The document discusses how insurance companies can implement customer-centric strategies using big data to drive profitable growth. It states that capturing customer data through interactions and developing ongoing customer relationships is key. It defines customer-centricity as aligning products and services with current and future customer needs to maximize long-term financial value. To achieve this, insurance companies must manage large amounts of customer data, convert it into insights, understand customer lifetime value, and predict customer behavior through analytics.
White paper - Customer Experience TransformationPablo Junco
This white paper highlights the business value of customer experience as a differentiator and explores three critical enablers to guide organizations embarking on the transformation journey.
CCP_Contact_Center_Contribution_to_CEMDavid Howard
The document discusses how contact centers can contribute to customer experience management (CEM) by leveraging customer data and insights. It describes how contact centers have a wealth of customer data that spans interactions across the customer journey. However, data is often siloed by department or channel. The document recommends contact centers map customer journeys, identify key moments that impact satisfaction, and measure beyond surveys to consider operational metrics and customer behaviors. Integrating multichannel data provides a holistic view of the customer experience to help drive customer-centric changes across the organization.
The document discusses issues in the client-agency relationship from both the agency and client perspectives. It notes that clients often feel frustrated by agencies' lack of integrated solutions, lack of focus on ROI, lack of media transparency, and reliance on saturation tactics over engagement. Meanwhile, agencies acknowledge problems like focusing too much on awards over results and not always prioritizing the client's needs. The document proposes rules for both clients and agencies to improve the relationship, such as clients providing clear briefs and priorities and agencies committing to objective solutions and confronting clients when needed.
Better Bidding for Facilities Management Contractschrisdpayne
These slides accompany our online webinar on 'Managing complex bids for facilities management and other support service opportunities'. To attend one of our webinars free of charge, visit our website at www.cssconsultancy.com and register.
Net Promoter is an increasingly popular method of measuring loyalty. This article describes the approach and why a single measure is not enough to improve business performance.
One measure that can transform your marketing strategyJeremy Williams
Customer lifetime value (CLV) measures the net profit attributed to the individual customer over the course of their entire relationship with a business. Calculating CLV involves analyzing historical customer data and financial transactions to determine a customer's past and predicted future value based on revenues, costs, and expected customer lifetime. Implementing CLV requires aligning stakeholders, protecting sensitive data, integrating CLV metrics into business processes, and training employees on how to utilize CLV insights.
Help me don't sell to me - The business case for being a helpful brand in the...David Gyertson
This document discusses how brands can help customers during times of crisis by focusing on being helpful rather than selling. It argues that crises create opportunities for brands to build trust by providing guidance, expertise, community support and tailored offers. Data shows that purpose-driven brands that help customers daily outperform others. The document outlines a four-step process for brands to understand customer needs, develop helpful strategies and solutions, and create long-term plans to remain a supportive brand after the crisis ends.
The document discusses selecting the right outsourcing partner for customer care. It emphasizes that outsourcing is no longer just about cost savings, but improving the customer experience. The key considerations for choosing a partner include location, technology capabilities, and relationship factors. The ideal partner can help enhance processes, leverage analytics to understand customers, and create a seamless experience across channels through the use of appropriate technology. Building a collaborative partnership is important for achieving mutual success.
The cmo's blueprint_for_strategy_in_the_age_of_the_customerPlanimedia
The document summarizes a report from Forrester Research that provides a blueprint for CMOs to establish a customer-centric strategy in the age of the customer. The summary identifies four key imperatives for CMOs: 1) transform the customer experience through a systematic, measurable approach, 2) accelerate the digital business to deliver greater agility and value to customers, 3) embrace mobile to serve customers in moments of need, and 4) turn big data into business insights to continuously improve efforts. The report argues that becoming truly customer-obsessed requires aligning the entire company around prioritizing customers through technology investments and strategic shifts.
Good performance alone cannot crack the complex code that governs the strength of your customer relationships and the sustainability of your business. As competition intensifies, it is essential to get smarter about the experiences that matter, and deliver return on the bottom line.
Good performance alone cannot crack the complex code that governs the strength of your customer relationships and the sustainability of your business. As competition intensifies, it is essential to get smarter about the experiences that matter, and deliver return on the bottom line.
This document discusses customer satisfaction surveys and provides guidance on conducting them. It addresses six key parts of any customer satisfaction program: 1) who to interview, 2) what to measure, 3) how to carry out interviews, 4) how to measure satisfaction, 5) what the measurements mean, and 6) how to use surveys effectively. The document emphasizes finding the right people to survey, determining important attributes to assess, using various interview tools, employing satisfaction rating scales, and understanding expectations and importance to drive improvements.
This document provides guidance on best practices for conducting business-to-business (B2B) customer satisfaction surveys. It discusses defining B2B relationships versus business-to-consumer relationships, budgeting for surveys, obtaining feedback through regular phone calls from company representatives in parallel with occasional formal written surveys, and using feedback to increase sales and profits from existing customers. The goal is to provide practical advice based on decades of experience conducting B2B surveys.
The document discusses the importance of sales organizations engaging customers earlier in the buying process. It notes that customers are now more informed before contacting suppliers due to increased information availability.
It describes research conducted with over 1,000 sales representatives across various industries to identify behaviors that distinguish high-performing reps from average reps in pre-sales engagement. Key findings include that high-performers conduct deeper research on opportunities using diverse sources, own lead generation responsibilities, and are willing to challenge customer assumptions.
The document advocates that sales organizations must find ways to get involved with customers earlier in their purchase process to maintain relevance as customers complete more of their purchase decisions independently.
John Simpson, Kalev Peekna, Cameron Friedlander and Corrie Maguire provide a digital deep dive, equal parts lecture and discussion, designed to help marketers accelerate their digital efforts at the Legal Marketing Association Annual Conference in Austin.
What does it mean to live in a digital-first world? How have leading organizations, such as Boston Consulting Group and Kimberly-Clark, managed to secure buy in for their digital efforts ... and how can law firms do the same? And, maybe most importantly, how do you continuously prove the value/return of a multi-channel approach?
Workshop facilitators John Simpson and Kalev Peekna of One North and Workshop leaders Cameron Friedlander of Kimberly-Clark and Corrie Maguire of the Boston Consulting Group, work to answer these questions and more. Mixing lecture, case studies, exercises and discussion, we explore how we as an industry must utilize digital.
How your sales professionals can gain the confidence and skills to engage in higher-stakes dialogues to advance alignment and drive momentum?
This presentation will cover:
1. How to guide and assert thinking to clarify and strengthen the customer’s case for change
2. How to raise risk to preempt late-stage concerns and address stalls or delays
3. How to align stakeholders by understanding and resolving areas of internal misalignment
4. How to uptier to senior-level stakeholders
This fast-paced seminar examines how customers think about pricing and value. It is crucial that a salesperson consider a customer’s thinking because it is in a customer’s mind that a buying decision is made or lost.
It’s a customer’s thinking that a salesperson must influence if a sale is to be made. And a customer is not thinking about value. Basically, a customer is thinking about two things: “What do I have to pay and what do I get for my money.” It’s that simple. A customer is thinking, “Is it worth the price?”
Building Your Game Changing Personal BrandSalma Shah
7 steps to building a game changing personal brand. Everyone needs a personal brand, whether they are in a job, freelancing or starting their own business.
The good the bad and the ugly - dirty tricks in negotiation. Selling Interac...Anderson Hirst
We tell you all about the dirty tricks in buying and selling. Is it true all buyers are liars? Can you trust a sales person? When we negotiate with others how do we know they are not cheating us? Our negotiation research results are fascinating and help pave the way for future negotiations
Self Esteem and Personal Value (Chapter 4 & 5)Hedi Fauzi
This is my presentation in Human Resources Management Class at Sampoerna University. This presentation is about Self Esteem and Personal Values taken from Book (I forgot the name of the book) Chapter 4 & 5.
Slide: PowerPoint 2013
Design by: Hedi Fauzi
Image: Google Image and Freepik
If you need the original file for your reference, feel free to ask me via email: hedi.fauzi@hotmail.com with subject [SlideShare] (Your Subject)
This document discusses the components of trustworthiness - credibility, reliability, and intimacy - and how they are revealed through one's words, actions, and emotions. It also discusses the concept of self-orientation and whether one's focus is on themselves or the client.
The document then presents the "TRUST Equation", which involves taking a client-focused approach, collaborating to create joint goals, maintaining long-term relationships, and being transparent in all dealings.
Four principles of building trust are also outlined: don't lie or exaggerate; love your topic; introduce clients to each other; and admit when you don't know something.
The document provides guidance on developing an effective personal financial plan. It discusses understanding the role of financial planning in achieving personal goals, the requirements of a personal financial plan including deciding goals, evaluating current financial health, defining goals, developing an action plan, and revising the plan over time. It also covers understanding what you want to accomplish in life and principles for effective goal setting such as making goals specific, measurable, achievable, realistic and time-bound.
Guide to Construction Procurement StrategiesSarah Fox
A guide to the three most common procurement strategies used on UK construction projects:
1. Traditional or general contracting
2. Design and build
3. Management based (covering management contracting, construction management and prime contracting).
Many construction professionals stick with what they know when choosing or recommending procurement, risk and contract strategies. However, making an informed choice can reduce the risk of conflict later. The comparison of the different strategies is partly based on Which Contract? By Cox, Clamp and Lupton.
This guide was developed by Sarah Fox, author of the 500-Word Contract. Using her 20 years' experience with construction projects, she gives you the confidence to use the right contracts for project success. The right contracts depend on the right procurement and risk strategies.
To find out more about her contract workshops, visit www.500words.co.uk or email sarah@500words.co.uk
The document discusses how technology and online research has changed buyer behavior, with customers now 57% through the purchasing process before contacting a salesperson. This has increased the value of subject matter experts who can provide insights beyond what customers find online. The document recommends that companies train their salespeople to become subject matter experts by understanding customer buying behaviors, industry trends, and how to identify opportunities to add value. It provides examples of how one financial company significantly increased sales by restructuring their sales team and processes to focus on a consultative, subject matter expert approach.
This document provides a guide to lead nurturing strategies and best practices. It is divided into four parts that cover:
1) Defining lead nurturing and its importance for building relationships with prospects over time.
2) Basic lead nurturing campaigns including processing new leads and regular "stay in touch" communications.
3) Advanced lead nurturing techniques like accelerator and lifecycle campaigns.
4) Calculating the ROI of lead nurturing through worksheets and case studies.
The guide offers advice for marketers at all levels on developing effective long-term lead nurturing programs.
The document discusses the changing role of sales professionals in the printing industry due to technological advances and changes in how customers obtain information. It argues that salespeople must become more consultative and able to provide expertise across multiple media types rather than just print. The next generation of sales professionals will need skills in areas like marketing, data analytics, and financial understanding in order to advise clients on multimedia campaigns and business challenges. They will need to understand clients' industries and finances, continuously learn, and find creative solutions to complex problems.
Mercuri International conducted a study of 1,559 sales managers and executives in 16 countries across 5 industries. They found that top performing companies, in the top 20% for results, took different approaches than low performing companies, in the bottom 20%. Specifically, top performers met with 6.8 customers per week on average compared to 4.8 for low performers. Additionally, the study found that 82% of respondents agreed that customers have become more knowledgeable and demanding. As a result, the report concludes that sales professionals need new skills like assertive and consultative selling to adapt to these changing customer expectations.
World-class sales professionals are adapting to shifting buyer behaviors by improving how they connect, collaborate, and calculate value for customers. As decision makers increase in number, buying processes become more formalized, and customers demand ROI calculations, salespeople must broaden their knowledge, navigate buying stages, and ensure customer success to influence sales. The document examines trends showing these changes, such as longer sales cycles and improved retention, and how top performers distinguish themselves through behaviors like understanding each customer's buying reasons and context.
The document discusses how business buyers are evolving, requiring salespeople to adapt their strategies. It notes that the number of decision makers is increasing, and salespeople must understand each individual's influences and motivations. Additionally, buyers now have access to more information, expecting salespeople to demonstrate deep knowledge of how products meet customer needs. The document advocates decoding the decision dynamics within a buying team in order to effectively influence the purchasing process.
World-class sales professionals are adapting to shifting buyer behaviors by improving how they connect, collaborate, and calculate value for customers. As decision makers increase in number, buying processes become more formalized, and customers demand quantitative ROI, salespeople must broaden their knowledge, navigate evolving buyer journeys, and ensure customer success. The document examines trends that world-class performers are addressing, such as longer sales cycles and improving customer retention, in order to maintain high performance.
The document provides guidance on basic lead nurturing campaigns, including incoming lead processing campaigns and stay in touch campaigns. It discusses determining if leads are ready to engage with sales, establishing permission for nurturing leads, and welcoming new leads. It also covers categorizing leads into stages, sending new lead welcome campaigns, and developing a stay in touch campaign matrix to systematically nurture leads over time. The goal is to foster relationships with prospects, make a positive first impression, and generate more qualified leads for sales through relevant, helpful content.
This document provides an overview and excerpt from the book "Selling to the C-Suite" by Stephen J. Bistritz. The book aims to teach professional salespeople how to successfully call on senior executives. It discusses research that found executives get involved early in major purchasing decisions to set strategy. The document outlines strategies for identifying the relevant executive, gaining access to them, establishing credibility, and communicating value in a way that addresses their key business initiatives and metrics. The overall message is that selling to executives requires thorough preparation, understanding their perspective, and consistently demonstrating capability and integrity.
Industry 4.0: Technology Insights for Channel Program OptimizationSeth Jacobsen
The concept of Industry 4.0 – also known as the fourth industrial revolution – is mostly rooted in data, analytics, autonomous learning, and the Internet of Things. The impact of smart technology, however, is not limited to the supply chain and manufacturing operations. Opportunities to innovate exist in the sales and distribution channel as well. Of course, the ultimate goal is to reduce costs, increase productivity and market share, and drive revenue growth.
This document provides an overview of lead nurturing strategies for B2B marketers. It discusses:
- What lead nurturing is and why it's important for businesses to nurture leads that may not be ready to purchase yet. Nurturing builds relationships and trust so prospects are more likely to buy from you when they are ready.
- How the B2B buying process has changed and prospects now do more independent research online earlier in the process. This means sales should engage later and marketing must provide relevant content throughout.
- How lead nurturing helps build a company's brand and thought leadership by establishing credibility and trust. Sharing useful information positions a company as a trusted advisor that understands customers' problems
2014 Sales Industry Predictions to Sell Smarter in 2014Velocify
Today’s high-velocity selling environment is constantly evolving. To make the most of the opportunity and drive revenue, sales reams must be nimble, and arm themselves with smart practices and strategies. To help sales professionals start 2014 strong and get ahead of the competition, we asked 20 sales thought-leaders and practitioners for their predictions and insights on how to sell smarter in the year ahead. We hope you find some key strategies that will transform your 2014 sales efforts!
Retailers recognize the importance of customer analytics in understanding customer behavior and needs, but many are struggling to effectively analyze customer data and take action. While 93% of retailers view customer analytics as a competitive advantage, nearly two-thirds are unhappy with their current analytics capabilities. The document outlines challenges retailers face in collecting and linking customer data from various touchpoints, and providing a unified view of the customer journey to better personalize the customer experience.
Sales White Paper: Sales Leadership Whatever The WeatherAltify
This White Paper discusses Sales Leadership. It introduces perspectives, ideas, measurements and tools to help Sales Leaders succeed in both buoyant and challenging trading conditions. The chief take-away from this paper is that there are key things sales leaders should be focused on regardless of the economic environment.
This white paper discusses why small businesses are experiencing a decline in lead volume and quality, and acts as a step-by-step guide for lead generation in "the new normal".
9 Experts on Rethinking Demand Generation: Strategically Target Your Content ...Mighty Guides, Inc.
Demand generation content must disrupt the status quo in order to drive change and facilitate sales. Experts provide several tactics for doing so, such as reframing a prospect's thinking to challenge their view of the status quo, creating content that focuses on the pain of sticking with the current situation rather than the potential gains of changing, and helping different stakeholders within a prospect's organization communicate to build support for change. The goal is to convince prospects that maintaining the status quo poses more risks than making a change to a new solution.
This document summarizes perspectives from various thought leaders on trends in social selling in 2014-2015. Key trends highlighted include: the rise of content marketing and social networks leveling the playing field; social selling tools gaining maturity and a push for ROI metrics; and the need for sales and marketing integration and cultural change among salesforces. Thought leaders predict social selling will go mainstream in 2015 and bring changes to sales training, management, and expectations of sales reps.
The Seer Agency - Transformational Marketing eBookThe Seer Agency
This document provides an overview of Transformational Marketing and outlines the key stages in Transformational Marketing Planning. It discusses gathering business insights and understanding the target audience and their buying cycle. It emphasizes the importance of setting SMART objectives and mapping content and tactics across the buying cycle. The document also covers developing a digital marketing strategy and integrated tactical plan to achieve marketing goals. The overall message is that Transformational Marketing takes a holistic approach centered around understanding the customer to develop effective marketing strategies and tactics.
The document provides an overview of partner marketing and outlines key areas to focus on to improve results from partner marketing activities. It discusses common barriers to success in partner marketing like lack of control over partners and limited partner resources. It emphasizes the importance of enablement to help partners be better marketers and the delivery of great content. It identifies the top 5 areas to focus on as people, technology, buyer journey, content, and reach. It also provides an overview of the services offered by Quantum Marketing to deliver partner marketing campaigns and generate demand.
Similar to Selling to procurement - sharing the spoils or spoiling the share (20)
The document provides suggestions for sales teams to adapt their work while having to work from home during the COVID-19 pandemic. It recommends that teams master virtual meeting technology, help customers by offering assistance like online workshops or business plans, and use the extra time to update customer relationship management databases and key account plans. It also suggests using the time to write testimonials and blogs, research competitors, practice sales skills through online resources, and conduct diagnostics of sales organizations.
The document provides suggestions for sales teams to adapt their work while having to work from home during the COVID-19 pandemic. It recommends that teams master virtual meeting technology, help customers by offering assistance like online workshops or business plans, and use the extra time to update customer relationship management databases. It also suggests closely monitoring key accounts and industries to evolve support plans, and using the time to write testimonials, research competitors, and practice sales skills through online training resources.
The document provides suggestions for sales teams to adapt their work while having to work from home during the COVID-19 pandemic. It recommends that teams master virtual meeting technology, help customers by offering assistance like online workshops or business plans, and use the extra time to update customer relationship management databases and key account plans. It also suggests using the time to write testimonials and blogs, research competitors, practice sales skills through online resources, and conduct diagnostics of sales organizations.
This document provides a self-assessment test for sales managers to evaluate their performance in key areas over the last quarter. The test consists of 20 activities divided into 5 categories related to coaching, strategy, customer interactions, team management, and self-development. Managers score 1 point for each completed activity. A score of 10-15 indicates room for improvement, 15+ means performing at the top level, and less than 10 means the manager may be better suited as an individual contributor. The document encourages managers to use the assessment as a starting point for discussion and developing plans to strengthen weaker areas.
This document provides a self-assessment test for sales managers to evaluate their performance in key areas over the last quarter. The test consists of 20 activities divided into 5 sections, with managers awarding themselves 1 point for each completed activity. Areas evaluated include coaching team members, analyzing market strategies, attending customer meetings, and developing careers. Scores below 10 suggest the manager is more of an individual contributor, while scores of 10-15 mean room for improvement and scores over 15 indicate an excellent manager. The document encourages managers to build a development plan to strengthen weak areas and continue improving as top performers.
This document provides a self-assessment test for sales managers to evaluate their performance in key areas over the last quarter. The test consists of 20 activities divided into 5 sections, with managers awarding themselves 1 point for each completed activity. Areas evaluated include coaching team members, analyzing market strategies, attending customer meetings, and developing careers. Scores below 10 suggest the manager is more of an individual contributor, while scores of 10-15 mean room for improvement and scores over 15 indicate an excellent manager. The document encourages managers to build a development plan to strengthen weak areas and continue improving as top performers.
This document provides a self-assessment test for sales managers to evaluate their performance in key areas over the last quarter. The test consists of 20 activities divided into 5 categories related to coaching, strategy, customer interactions, team management, and self-development. Managers are instructed to give themselves 1 point for each activity they completed. Scores of 10-15 indicate room for improvement, 15 or more signals top performance, and less than 10 may mean one is better suited as an individual sales rep than a manager. The document encourages managers to use the assessment as a starting point for discussion and developing plans to strengthen weaker areas.
Survey results from MBA students – does sales still have a sleazy reputation or is it something to aspire to?
During June and July this year, we surveyed 90 Warwick MBA students to better understand how they see sales and whether they aspire to enter the profession themselves. The results are fascinating, and offer a clear message to business schools in the UK and to sales managers more generally.
www.sellinginterations.com
During June and July this year, we surveyed 90 Warwick MBA students to better understand how they see sales and whether they aspire to enter the profession themselves. The results are fascinating, and offer a clear message to business schools in the UK and to sales managers more generally.
www.sellinginterations.com
During June and July this year, we surveyed 90 Warwick MBA students to better understand how they see sales and whether they aspire to enter the profession themselves. The results are fascinating, and offer a clear message to business schools in the UK and to sales managers more generally.
www.sellinginterations.com
Sales managers boot camp test - do you deserve your title as sales manager? What does it take to be a successful sales manager? Take the 20 question test here.
The death of a sales force selling interactions mar2014Anderson Hirst
Are you interested to find out how vulnerable your sales organisation is to disruption or distinction? We see 6 forces currently acting on sales organisations, to varying degrees, that can potentially cause large scale disruption. For those of you who have watched Arthur Millars 'Death of a salesman', you will realise the importance of keeping up to date in sales.
The science of influence 2013 - Selling InteractionsAnderson Hirst
A summary of insights to help you to apply science to influence for effective sales meeting. This white paper will provide you with 12 big ideas to stimulate your thoughts about managing customer interactions differently and we provide practical tips on how to apply this in sales in everyday situations.