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The document discusses developing world-class sales capabilities by focusing on talent, brand, business model alignment, and creating a repeatable and manageable process. It emphasizes the importance of engagement and developing excellence in customer service and consultative selling. Key aspects include understanding capabilities, the value proposition, customer needs, and using strengths to improve performance.
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This document discusses the importance of shifting to a customer-focused mindset in sales. It identifies three common sales mindsets - transactional, product-focused, and customer-focused - and emphasizes cultivating the latter. The key to sales success is developing sales congruence by aligning one's view of selling, abilities, values, commitment to activities, and belief in the product in a customer-centric way. Achieving congruence releases achievement drive and motivation. The document provides tips for developing a positive view of selling and gauging one's current level of sales congruence.
How to Build Consciously Competent Sales Teams
Jarrod Kleweno, Director of Corporate Sales at Service Source, describes how to build consciously competent sales teams. Jarrod has decades of experience building sales teams for multiple organizations.
Driving Targeted Website Traffic to Generate Leads
A two hour workshop on driving leads into your website. It starts high-level and then dives deep into strategy (there is a paired workbook).
The Branding Imperative, Fanen Acho
A quick study of the basics and importance of strategic brand development. By Fanen Acho, Headstart Consultimg Limited. Headstart is a strategy and innovation company
Branding Backgrounder
1) A strong corporate brand encapsulates an organization's purpose and core promise in a way that answers why customers should choose them and how they are different.
2) Strong brands inspire employees, protect against competitors, help organizations change through consistent values, and unify internal and external stakeholders.
3) Differentiated brands increase market share and brand equity, attract better employees and customers, and build loyalty through a clear value proposition.
Frisbeemanagement. How better insight in the potential of your organisation, ...
Strong organisations build strong brands. It's people that build organisations! The results an organisation gets come from the way its people behave, cooperate and solve problems. Insight in the cause-and-effect relationships in your organisation helps you devise successful interventions that lead to more effectiveness and a stronger brand.
Frisbee Management (NL), van Kroese brands & behaviour
Het doel: organisaties commercieel sterker maken. Reden: Sterke merken presteren beter.
Met de beschreven verandercyclus kunnen organisaties hun onderscheid en concurrentiekracht vergroten. De Frisbeemanagement methode van Kroese brands & behaviour geeft hier een concrete invulling aan.
The Reference Framework for Sales Operations - InsightSquared
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.
EVP Presentation LeadershipHQ 2012
This document discusses the importance of an employee value proposition (EVP) for talent management. It defines an EVP as a compelling promise that defines the work experience and balances what employees receive versus what they give. An effective EVP is critical for attracting, retaining, and engaging quality talent. The document provides tips for creating an EVP, getting it out to candidates and employees, and reinforcing it throughout the recruitment process. It also includes some interactive exercises and recommends books on talent management.
Role Of Manager.
The document discusses the role and qualities of an effective institution manager. It states that institution managers must coach and hold salespeople accountable to high performance standards. Managers fulfill an expectation and development role. Key qualities include competency, team building, integrity, consistency, and tact. Competency involves a pattern of behavior driven by knowledge, skills, abilities, and motives. The role of an institution manager involves planning, people development, proactive review, and work analysis. An example work schedule splits time between reactionary and other activities. The document recommends desired changes to improve management.
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Why business brands need big ideas. - McCann Enterprise
Why business brands need big ideas. - McCann Enterprise
Why Good Service isn’t Good Enough: Shift Your Mindset- Before They Shift The...
Why Good Service isn’t Good Enough: Shift Your Mindset- Before They Shift The...
Driving Targeted Website Traffic to Generate Leads
Driving Targeted Website Traffic to Generate Leads
Frisbeemanagement. How better insight in the potential of your organisation, ...
Frisbeemanagement. How better insight in the potential of your organisation, ...
Frisbee Management (NL), van Kroese brands & behaviour
Frisbee Management (NL), van Kroese brands & behaviour
The Reference Framework for Sales Operations - InsightSquared
The Reference Framework for Sales Operations - InsightSquared
Showcase
- 3. Common Evolution of Sales Created by Jeff Kinnison
- 6. Business Model Learning Activity What is one unique capability? Connecting attribute? Connecting attribute? Differentiating attribute? How is our service experience special? Connecting attribute? Where are our “game changers”? What is our ultimate brand promise? What differentiates our brand? How do we best establish relationships? Connecting attribute? Differentiating attribute? Connecting attribute? Connecting attribute? Differentiating attribute? Connecting attribute? Differentiating attribute? Created by Jeff Kinnison
- 7. Depicting A Strategic Path – Targeting Development Efforts
- 11. Consultative sellingCreated by Jeff Kinnison
- 12. Engagement and the Strengths Based Organization How can we sleep better at night and perform better by day? Fundamentally, what do we need?
- 13. Talent Dashboard Team A Notes: High strategic, high ideation without futuristic or context suggests forward-thinking, creative but not in the visionary sense. Maximizer and relator suggests selectivity. Relator, responsibility and achiever combined with high self-assurance might present risk of over-promising.