Presently, the concept of Sales Enablement gets a lot of attention from the sales community. Especially from sales leaders who are struggling to meet their numbers. They initiate sales enablement projects, hoping that a group of external consultants with broad expertise in sales management can get their sales organization back on track. Months and hundreds of thousands of dollars later, the consultants leave. After another couple of months, sales leadership realizes that the adoption of the new initiatives is everything, but a success.
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Perhaps you are new in the Comples Sales game, or perhaps you are a seasoned wolf? In either case an introduction or repetition of general and often used expressions can be helpful:
"Always Be Closing." An antiquated sales strategy that basically says everything a sales rep does throughout the sales process is in pursuit toward the singular goal of closing a deal. The implication is that, if a sales rep doesn't close the deal, then everything they did regarding that opportunity was a failure.
Most traditional sales methodologies have some element of “selling to power”, and that’s often associated with the C-Suite. But these C-Level executives, according to the experiences of many sales people, are notoriously hard to reach (and, by the way, unlikely to ever talk to you again if you do manage to get through and then treat them to the joys of your boring old product pitch).
“The Challenger Sale” by Matthew Dixon and Brent Adamson has been one of the most talked-about sales books of the past decade - and has been described by no less an authority than SPIN-Selling author Neil Rackham as “the most important advance in selling for many years”.
Every successful organization knows how to communicate in a way that leaves no room for individual interpretation.
Accurate sales forecasting is a particular challenge in high-value complex sales environments with lengthy sales cycles. Given that we are trying to anticipate the collective decision of a group of decision makers, it’s safe to conclude that perfection is an impossible goal.
Ok. Has this ever happened to you?
Most sales forecast management processes involve shuffling off-line spreadsheet around coupled with tedious forecast calls.
For Sales Managers, getting accurate forecast status information and trying to find out whether or not to forecast a piece of business, is often a very inefficient process and it's frustrating for everyone involved.
Stop Thinking That The Latest Sales Methodology Out There Will Help You Sell More
I hear it all the time when working with customers who are trying to improve their selling game: The VP of Sales or the CEO read a sales best-seller written by a fancy research company or one of the self-prescribed gurus from a large sales consulting company. Getting everyone on the sales team to adopt the methodology becomes a big priority and the hunt for an authorized sales training firm that can help train the sales organization is on.
Here we go again. The strong sales pipeline you presented six months ago has now turned into a weak excuse for a forecast. Presenting an uncertain sales pipeline and a flimsy forecast to management is not what you planned two quarters ago. Everybody hates a tax audit. A pipeline audit with top management is not much better!
If it's important to you - you'll find a way
If not - you'll find an excuse
No More Excuses
The excuses are many: Financial crisis. Economic downturn. Contiunous struggles with some of your key accounts. Competition is stronger and more aggressive than ever. Our product needs refinement to meet the new demands....the list of excuses is long.