SMBE Sales Concerns

•Download as PPTX, PDF•

0 likes•83 views

The document lists 20 concerns with SMBE SALES including: 1) No clearly defined target market for the sales team, 2) An aggressive sales team approach, 3) Lack of product differentiation and weak product knowledge from the sales team. It also notes concerns around lack of vision/mission statements, digital sales approach, weak follow up, inadequate website, lack of sales plan/accountability and not using metrics to generate business. The final concern is not having a CRM tool to track clients and opportunities.

SMBE SALES
CONCERNS
Trucon Sales Consulting
Analysis and Productivity

Concern #1
No clearly defined
target market defined
and communicated
to the sales team.
2

Concern #2
Attitude:
 Positive,
 Confidant,
 Energetic
 Prosperity Oriented
Smile …….! 3

Concern #3
No differentiation
message developed
and used.
Have a well-developed
tag line.
4

Concern #4
Product offering is too
diffuse for your capacity
and consequently
not trustworthy

Concern #5
Sales team is too
aggressive.
 Pressure closes
 Arrogant
 Unbelievable claims
 Predatory marketing
 Follow up frequency
6

Concern #6
Owner is tasked to
perform the sales and
marketing role in
addition to all the
other owner/manager
responsibilities.
7

Concern #7
No vision statement is
developed and used
to guide the sales
team toward a future
goal.
8

Concern #8
No mission statement is
developed to guide daily
Activities.

Concern #9
The lack of a
digital sales and
marketing
approach.
10

Concern #10
Failure of the sales
team to thoroughly
follow up
Fear factor?
Number of repeat calls
(Lack of)
11

Concern #11
Weak product
knowledge,
presentation and
closing skills
12

Concern #12
The website content and structure
is inadequate.
SEO is weak
What do you deliver?

Concern #14
Sales team is not
interacting with the
true decision maker
15

Concern #15
Lack of a coordinated
sales and marketing
plan
16

Concern #16
Minimal or
no accountability
in place

Concern #17
Sales efforts
driven by a set of
metrics that does
not generate
business
18

Concern #18
Comp plan penalizes
instead of rewards
the sales
contributors
19

Concern #19
No sales training or
motivation methods
provided for the
sales team
members
20

Concern #20
No CRM tool in place
to track clients,
prospects and
sales opportunities

Trucon Sales Consulting
www.truconbd.com
512-219-6677
GDS@truconbd.com
Gary D. Seale - MBA

The document announces a webinar by Michelle Vazzana on investing sales training dollars in sales managers instead of salespeople. The webinar will discuss how typical sales manager training fails to address the realities of today's changing sales force. It will also cover identifying failure points when sellers become managers, examining conventional training methods, and exploring high-impact activities managers need training on to succeed.

My Portfolio presentation

Ryan Kenton

The document summarizes the student's placement experience at Barratt Developments, a major UK housebuilder. It discusses (1) Barratt's business activities and market position, (2) a SWOT analysis of the company, (3) the student's role as a Marketing Assistant, (4) the skills developed during the placement, (5) how the experience influenced module choices and career goals, and (6) advice for future placement students.

Selling to CEO´s? 5 things you must do (and 4 things not to do)

Jens Edgren

Building a Modern Sales Operations & Sales Productivity Organization: Doug La...

SalesLoft

This document discusses how sales operations and productivity organizations should evolve as companies grow from 1-10 employees to 10-100 employees to 100+ employees. For companies with 1-10 employees, the summary recommends lightweight onboarding, messaging and positioning frameworks, and capturing best practices. For 10-100 employees, it outlines using tools like CRM, reporting, playbooks, and medium-weight onboarding. For over 100 employees, the focus is on operationalizing processes, extensive sales tech stacks, and 90-day onboarding programs to scale operations. The overall message is that sales operations becomes increasingly formalized and important as a company increases in size and complexity.

Selling the new selling to the ceo

CPIconsulting

This document discusses selling a new approach called "the new selling" to CEOs. The new selling involves pulling in customers through shared information rather than pushing messages, nurturing leads, and helping customers explore a product before speaking to sales. It argues this can significantly improve business results over time by increasing loyalty, recurring customers, and reducing customer engagement costs. Rather than focusing on social media projects, the new selling is about unlocking opportunities through disruptive business models and harvesting results through impact on revenue, costs, and shareholder value.

The Future of Work is (Actually) Not About Work, It’s About Impact

saastr

Key takeaways, section-by-section from the Sales Development Playbook: Build Repeatable Pipeline and Accelerate Growth with Inside Sales In The Sales Development Playbook, author Trish Bertuzzi shares 3 decades experience on building pipeline and speeding up growth. In this takeaway: Part 1 - Strategy Part 2 - Specilaization • Introductory meetings and generating qualified opportunities, which one? • Pursuing qualified opportunities using the PACT method • When is to build an in-house sales development team? • Deciding between inbound and outbound marketing • Gaining clarity of your ICP (ideal customer profile) • When to separate inbound SDRs and outbound SDRs into separate roles • Why you should consider a research role

Why Did Your Attempt to Improve Sales Performance Crash and Burn?

Incentive Solutions

The document discusses common reasons why sales performance improvement attempts may fail, including: 1) Underperforming sales reps dragging down the team's performance are not being cycled out. 2) The sales team lacks proper training and occasional refreshers. 3) The sales team is unmotivated or has low morale, possibly due to lack of coaching or tension between teams. 4) The sales team is not held accountable for following up with prospects.

Call Reluctance: 3 Steps to Overcome Your Fear of Rejection when Selling By P...

InsideSales.com

Featuring Michael Pedone, founder of SalesBuzz, and Anil Somaney, VP of Business Development at InsideSales.com Call reluctance is the #1 hidden fear of B2B inside sales reps and it’s costing them and their companies thousands of dollars in lost potential revenue every month. As a straight commission sales rep for 20+ years as well as a small business owner, Michael Pedone has been on both sides of the fence. In this webinar you’ll learn: • What causes call reluctance • 3 steps to overcome your fear of rejection • How to make sure it never comes back

Cracking the Sales Management Code – Improved Sales Performance through Bette...

SAVO

Sales Tips for Staffing: Cold Calling Best Practices and Voice Mail Strategies

DiscoverOrg

This document provides sales tips and best practices for cold calling and leaving voicemails. It discusses setting the goal of a cold call as disarming the prospect and making them feel comfortable. It also discusses techniques like "trigger event" selling, speaking like a thought leader, and "insight" selling. The document provides templates for intelligent lead-in questions during calls that build credibility and address the prospect's concerns, as well as a template for leaving insightful voicemail messages.

Accelerating Your Enterprise Sales Funnel

Evan Lewis

This document summarizes tactics for accelerating an enterprise sales funnel. It discusses strategies for the top, mid, and bottom of the funnel. For the top funnel, it recommends personal branding, social selling, custom messaging, and not pitch slapping. For the mid funnel, it suggests having must-have rules, understanding tiers and personas, and avoiding black holes. For the bottom funnel, it advises focusing on the business case, using BLIPs and POOMs, selling a fair deal, and leaning on mobilizers. The overall goal is to drive deal velocity through the sales process.

Cold Calling Tips for Top Sales Reps

Anthony Antonicello

Opp to Close - How to Save 25% of Your Opportunities

Sales Hacker

The document provides information on improving sales forecasting accuracy and closing more deals by focusing on four key areas: 1) Tracking sales processes and opportunities in a CRM, 2) Analyzing momentum in the sales pipeline, 3) Examining deal composition, and 4) Keeping CRM data clean. Implementing strategies around sales process modeling, opportunity scoring, analytics, and automation can help sales teams increase win rates, accelerate deals, and reduce wasted opportunities.

The 10 responsibilities of marketing departments

Sales Layer

The Rise of Sales Development

Brandon Redlinger

Brand not Working

Boardroom Metrics

This document discusses how brands need to evolve to remain relevant to changing consumer needs and audiences. It provides a 6-point checklist to assess if a brand is working: 1) Has your audience changed 2) Does your message still resonate 3) Has your brand become confusing 4) Has your benefit expired 5) Does your message match your logo 6) Has your brand become thin. It emphasizes the importance of understanding current and emerging audiences, and ensuring the brand message is consistent across all communication to build brand ownership.

Sales Strategies & The Use Of Psychology And Neural Linguistics In Negotiatin...

Sales Hacker

Brand marketing fails

terryforseyconsulting

Smaller companies often struggle with brand marketing because they lack brand recognition and a strong brand identity. The document discusses how smaller companies fail at B2B marketing and recommends focusing marketing efforts on understanding the customer's pains, impacts, and vision, then demonstrating how the company's solutions address these areas. It provides the phone number and email of Terry Forsey as a potential resource.

Resume TAS

Tiffany Sanders

Tiffany Sanders is a goal-oriented sales professional with over 20 years of experience in automotive sales, marketing, and business development. She has a track record of success managing large sales teams and departments, developing strategic advertising plans, and consistently achieving aggressive sales targets. Her skills include customer relationship building, needs-based product presentations, contract negotiations, and mentorship of new employees.

Enterprise sales what i have learned going up the tree from smb

Tom Spencer

Enterprise Sales involves selling an enterprise content marketing platform to large organizations. The summary outlines the key steps in the sales process: 1. Develop an understanding of the ideal customer profile, key competitors, and identify "champion" organizations that have the problems the platform solves. 2. Qualify sales opportunities through tools like LinkedIn and build a list of key contacts at prospective clients. 3. Educate prospects on how the platform streamlines content management and publishing to save time. 4. Explain the multi-step sales process including presentations, technical demonstrations, legal negotiations, and addressing security requirements. 5. Emphasize enterprise-level features around single sign-on, APIs,

How to Develop and Achieve Your Sales Vision

Sales Readiness Group

Why You Need to Become the Chief Training Officer of Your Sales Team

Sales Readiness Group

Challenger sales

Hans Demeyer

Pp leadership twc_0412

RaeNeson

The document outlines a sales leadership training program that focuses on coaching sales teams to break through barriers, maximize sales, and dominate competition. It provides exercises and content for sales leaders to assess their strengths and areas for development, understand their leadership style and motivators, and learn how to coach and motivate their teams for sales success. The goal is for sales reps to independently start, drive, and complete sales in order to consistently meet and exceed quotas.

Defining Objectives from Problems and Barriers

Monisha Lewis

This document provides guidance on translating business problems into actionable communication tasks and objectives. It explains that business objectives should be measurable and data-driven, while communications tasks should directly address audience barriers or insights. An example is provided of a business problem ("My brand isn't in the consideration set"), matched with an objective ("Increase relevance and top of mind awareness") and task ("Show how the product facilitates craveworthy experiences") to address the audience barrier ("Millennials crave experiences not things"). The document stresses that objectives, tasks, and toolkits should be clear and specific, rather than subjective or varying between partners, to facilitate effective strategic implementation.

Sales-Leaders-Guide-to-Building-a-Revenue-Generating-Machine

Tara Crawford

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-Machine

Taylor 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.

What's hot

Key Takeaways from The Sales Development Playbook, part 1 and part 2

WhereDat

Why Did Your Attempt to Improve Sales Performance Crash and Burn?

Incentive Solutions

Call Reluctance: 3 Steps to Overcome Your Fear of Rejection when Selling By P...

InsideSales.com

Cracking the Sales Management Code – Improved Sales Performance through Bette...

SAVO

Sales Tips for Staffing: Cold Calling Best Practices and Voice Mail Strategies

DiscoverOrg

Accelerating Your Enterprise Sales Funnel

Evan Lewis

Cold Calling Tips for Top Sales Reps

Anthony Antonicello

Opp to Close - How to Save 25% of Your Opportunities

Sales Hacker

The 10 responsibilities of marketing departments

Sales Layer

The Rise of Sales Development

Brandon Redlinger

Brand not Working

Boardroom Metrics

Sales Strategies & The Use Of Psychology And Neural Linguistics In Negotiatin...

Sales Hacker

Brand marketing fails

terryforseyconsulting

Resume TAS

Tiffany Sanders

Enterprise sales what i have learned going up the tree from smb

Tom Spencer

How to Develop and Achieve Your Sales Vision

Sales Readiness Group

Why You Need to Become the Chief Training Officer of Your Sales Team

Sales Readiness Group

Challenger sales

Hans Demeyer

Pp leadership twc_0412

RaeNeson

Defining Objectives from Problems and Barriers

Monisha Lewis

What's hot (20)

Key Takeaways from The Sales Development Playbook, part 1 and part 2

Why Did Your Attempt to Improve Sales Performance Crash and Burn?

Call Reluctance: 3 Steps to Overcome Your Fear of Rejection when Selling By P...

Cracking the Sales Management Code – Improved Sales Performance through Bette...

Sales Tips for Staffing: Cold Calling Best Practices and Voice Mail Strategies

Accelerating Your Enterprise Sales Funnel

Cold Calling Tips for Top Sales Reps

Opp to Close - How to Save 25% of Your Opportunities

The 10 responsibilities of marketing departments

The Rise of Sales Development

Brand not Working

Sales Strategies & The Use Of Psychology And Neural Linguistics In Negotiatin...

Brand marketing fails

Resume TAS

Enterprise sales what i have learned going up the tree from smb

How to Develop and Achieve Your Sales Vision

Why You Need to Become the Chief Training Officer of Your Sales Team

Challenger sales

Pp leadership twc_0412

Defining Objectives from Problems and Barriers

Similar to SMBE Sales Concerns

Sales-Leaders-Guide-to-Building-a-Revenue-Generating-Machine

Tara Crawford

Sales-Leaders-Guide-to-Building-a-Revenue-Generating-Machine

Taylor Miller

10 Do's and Don'ts of an Effective Modern Marketing Machine

Ellie Mirman

Assess your marketing skills

Aenuganti Babu Naidu

Andrew Dalglish, Director, Circle Research

B2B Marketing

This document discusses insights from interviews with 100 B2B marketing leaders. It finds that their top priorities are senior-level buy-in, resource management, team development, aligning their approach with trends, and lead generation. However, many leaders struggle with skills gaps in their teams, barriers to training, and insufficient budgets. While most feel their brand is clearly defined, executing branding strategies fully poses challenges. The document also examines collaboration issues between sales and marketing, and the need for marketing to be seen as a higher priority at the board level. It provides examples of best practices from companies like IBM and Salesforce.

Sell Like a Pro - 7 essential skills used by smart sales people

JUDE ODUM

The document discusses 7 essential skills for salespeople: 1) Prospecting to build a pipeline of potential clients, 2) Asking high-value questions to learn about prospects' needs, 3) Active listening by fully focusing on the prospect and recapping key points, 4) Effective presentation skills through organized visuals and polished delivery, 5) Handling objections by acknowledging, probing, answering, and closing, 6) Persistence through desire, belief, and action, and 7) Planning for success by strategizing next steps. The training organization i-Skill offers programs to help sales teams transform into champions through mastering these skills.

Qotient conversation intelligence e book

Justin Wright

10 Mistakes that Kill Sales Calls

SBI | Sales Benchmark Index

10mistakesthatkillsalescalls arise roby

Arise Roby

The document outlines 10 common mistakes that can kill sales calls: 1) focusing inwardly on the product rather than the customer's needs, 2) lack of preparation without a call plan, 3) one-sided talking without engagement, 4) lack of coordination between sales reps and specialists, 5) inadequate coaching from managers, 6) unclear call objectives, 7) avoiding difficult conversations, 8) overly positive reps ignoring risks, 9) ending calls without defining next steps, and 10) lacking thought leadership and value. It recommends sales leaders track interactions, inspect deal progress, ask probing questions to ensure preparation, and provide ideas, insights and best practices to prepare reps for major interactions.

Michael Farrington - Staying Relevant in Marketing

AMASanDiego

Our objective as marketers hasn’t changed despite the world changing around us. We remain in the business of changing human behavior — helping customers choose our companies, our products, and our brands (and NOT our competitors). The challenge? Our customers are engaging us later and later in the sales process, our customers know MORE about us than we know about our customers, and our marketing mix continues to get more and more complex. As marketing leaders, we will quickly become irrelevant if we don’t act now and understand how our customers are making decisions, why they’ve made those decisions, and where to place our limited marketing investments. Mike will share how he’s driving this shift within a $1 billion publicly-traded, medical technology company, including the process, tools, and insights to make that change happen at your organization.

The Secret to Building a Sales Enablement Powerhouse

MindTickle

10mistakesthatkillsalescalls arise roby

ROEVER Roby - Director,T&P

This document outlines 10 common mistakes that can kill sales calls. These mistakes include focusing inward on the product rather than the customer's needs, lack of preparation without a call plan, one-sided conversations where the salesperson does all the talking, multiple people from the company overlapping without clear roles, lack of coaching from sales managers, unclear call objectives, avoiding difficult conversations, the salesperson thinking every call goes well despite issues, ending calls without defining next steps, and failing to provide new insights for the customer. The document then provides a 4-step process sales leaders can use to prepare their teams for major interactions by tracking upcoming calls, inspecting deal progress, asking probing questions, and providing ideas and best practices.

Top tenl Marketing

Susan Burnash

This document outlines the top 10 marketing mistakes that small businesses make. These mistakes include not developing a marketing plan, not defining a marketing budget, not targeting a specific audience, having no clear or consistent message, believing the product will sell itself, not defining the product's benefits, underestimating existing customers, thinking advertising is marketing, ignoring public relations, and expecting too much too soon. The document stresses the importance of integrated marketing strategies that include advertising, branding, and public relations to establish name recognition, educate customers, and distinguish the business from competitors.

Qualified B2B Sales Lead

Vivastream

The document discusses why it takes 7-13+ touches to generate a qualified B2B sales lead today. It provides examples of multi-touch lead generation sequences involving emails, direct mail, phone calls, and webinars. It also presents a case study of a glove manufacturer that implemented a multi-touch, multi-channel campaign involving email, teleprospecting, and two different offers. This led to an average of 4-5 touchpoints required to generate a qualified sales lead, helping the company achieve its sales goals.

Five Proven Sales Management Secrets for Revenue Growth

InsideView

This document summarizes five sales management secrets for driving revenue growth: 1) Focusing reps' time on selling activities, 2) Building a strong sales culture through executive involvement, gamification, and recognition, 3) Providing coaching and training tailored to individual reps, 4) Tracking the right metrics like marketing costs, pipeline conversion, and customer lifetime value, and 5) Adopting sales technologies strategically to address specific needs. The presentation provides specific tactics and best practices for implementing each secret.

The Secrets to Maximising Sales Performance

Altify

Sales managers face pressures to meet ambitious goals while hiring and retaining talent. They must focus on forecasting outcomes, coaching their team, and reporting performance to executives. To maximize sales velocity, great sales managers establish cadences to manage their business at an everyday, weekly, monthly, and quarterly level. This includes understanding key performance indicators, identifying pipeline and forecast risks to avoid surprises, and using quarterly business reviews to plan improvements based on prior performance. New technologies promise to provide real-time insights and guidance to help crush quotas through enhanced visibility into forecasts, pipelines, and team results.

[MTWebinar] 5 Sales kickoff best practices that are proven to work

MindTickle

The document discusses best practices for sales kickoffs. It provides tips for 5 areas: 1) Clearly defining success for the kickoff, 2) Identifying the right mix of celebration, provocation, motivation and education, 3) Evolving the kickoff strategy as the sales team grows, 4) Leveraging technology for predictable and long-lasting impact, and 5) Measuring the effectiveness of kickoffs. Speakers then provide examples and lessons learned from their experiences running large kickoffs at Nutanix and using technology at MindTickle.

5 Secrets To Record Breaking Sales

Lakesia Wright

This document outlines 5 secrets to record breaking sales: 1. Most salespeople do not properly differentiate their products, companies, or themselves from competitors. 2. Salespeople set the wrong call objectives and do not consistently move the buying process forward. 3. Salespeople ask the wrong questions which leads to call resistance and missed opportunities. 4. Salespeople talk too much and listen too little, when customers want concise solutions rather than data dumps. 5. Most salespeople fail to ask for commitments from customers, despite that being their main goal.

Digital Velocity 2014 Afternoon Keynote: "One Size Fits No One"

Tealium

Presentation from: Jason Burby, Chief Performance Marketing Officer, POSSIBLE For years marketers have been talking about the benefits of talking to different audiences in different ways. It is tough to argue against that approach, yet marketers are too often still creating generic visitor experiences, and missing out on opportunities to truly connect with customers and prospects. Jason will talk about what is holding marketers back, ways to overcome common barriers, and ways to start tailoring online and offline experiences to maximize success and client satisfaction.

The Complete Guide to Sales Development Leadership

Sam Laber

Similar to SMBE Sales Concerns (20)

Sales-Leaders-Guide-to-Building-a-Revenue-Generating-Machine

10 Do's and Don'ts of an Effective Modern Marketing Machine

Assess your marketing skills

Andrew Dalglish, Director, Circle Research

Sell Like a Pro - 7 essential skills used by smart sales people

Qotient conversation intelligence e book

10 Mistakes that Kill Sales Calls

10mistakesthatkillsalescalls arise roby

Michael Farrington - Staying Relevant in Marketing

The Secret to Building a Sales Enablement Powerhouse

10mistakesthatkillsalescalls arise roby

Top tenl Marketing

Qualified B2B Sales Lead

Five Proven Sales Management Secrets for Revenue Growth

The Secrets to Maximising Sales Performance

[MTWebinar] 5 Sales kickoff best practices that are proven to work

5 Secrets To Record Breaking Sales

Digital Velocity 2014 Afternoon Keynote: "One Size Fits No One"

The Complete Guide to Sales Development Leadership

More from Gary D. Seale - MBA

ABCDEF Foundations of Success in a Sales Team

SMBE Sales Concerns

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to SMBE Sales Concerns

Similar to SMBE Sales Concerns (20)

More from Gary D. Seale - MBA

More from Gary D. Seale - MBA (18)

Recently uploaded

Recently uploaded (20)

SMBE Sales Concerns