When you walk the sales floor, or conduct your 1-on-1’s with your sales team this week, pay attention to the “random acts of prospecting”. Seller A is so different than Seller B, and Seller C has no plan, and Seller D is so objective with their process”. You’re not alone! These are very common things I see inside sales organizations around the world. Sales professionals are given so much latitude, that there is absolutely no real prospecting process. Yes, there are current or lagging indicators such as:
Do you have only 10 accounts? Does your entire sales division focus on only 100 global accounts? Digital sales is not a “prospecting” motion in your mind, as you’re looking for an account management motion. While these accounts may or may not be existing customers, the 500,000,000 user database in LinkedIn is of little consequence to you.
Having participated in 100’s of tech company Sales Kickoffs (SKO) and witnessing the thousands of dollars to the multi-million dollar events, I thought it would be timely to share my observations, tips, do’s and don’ts in a blog.
Calling all sales leaders! 2019 is right around the corner and that means your 2019 revenue number is probably bouncing around your head right about now. Questions like:
After the slower summer months, many companies experience a big push through Q4. In fact, companies may do more than half of their sales during the last three months of the calendar year. The pick-up is often attributable to sales professionals redoubling their efforts when they return to their desks in September.
Improving sales performance and driving growth in the sales department are important objectives, and sales leaders must spend wisely to maximize any sales investments they make. Whether it’s technology or personnel, the expenditure must contribute to growing the bottom line.
Market leaders hire the top sales talent. It’s a strategy that often works well, and many try to imitate it. Sales leaders know they can’t necessarily hire the “best of the best” each and every time. Sales teams reflect this. Around 15 percent of a sales team consists of the high achievers and overperformers. Another 15 percent will fall at the other end of the spectrum. The majority of salespeople, about 70 percent of the team, are core performers.
Core performers make up approximately 70 percent of the sales team. Since they’re the majority, your core performers are responsible for the bulk of sales productivity. Even a small boost to their skills will translate into big differences in performance. In fact, some reports suggest improving core performers’ skills by a mere five percent pays off with a 60-percent boost to performance.
Nature vs. nurture. Talent vs. skill. Destiny vs. willpower. It’s one of the oldest unanswered questions that still confounds science: How much of an individual’s potential is realistically achievable?