The Axioms of Selling Blog

26 Jul by Bob Nicols

In The Journey to Sales Transformation, crafty old messenger Benjamin Delaney directs Chief Sales Officer Phillip Evan Hawthorne's sales transformation journey. Ben reveals truths of becoming a trusted advisor and partner to his customers through observations and stories.

The following are excerpts from The Journey to Sales Transformation: 25 AXIOMS for becoming a trusted partner to your customers, available here.

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21 Jul by Bob Sanders

Today we are going to get somewhat controversial and go after one of the most widely used metric in all of sales management: The amount in the seller’s funnel.

While it is absolutely true that sales is at least in part a numbers game, this particular number creates more bad behavior than any other sales metric.

Generally, the implementation of this metric works something like this: Sales leaders decide that in order to achieve their sales objectives, they need to set some minimum performance standards around pipeline or funnel activity (there’s certainly nothing inherently wrong with that logic). This usually takes the form of an educated guess as to how many open opportunities people must have in their funnel at all times. 

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19 Jul by Bob Nicols

Should sales managers be compensated based on the performance of their team? According to over 1700 respondents to CSO Insight's Sales Management Optimization Key Trends Survey, the majority believes so. I also support the majority's position.

Unfortunately, I don't necessarily support what parts of the sales team's performance the majority of organizations compensate managers. Of those people and companies surveyed, 62.6% of sales managers were measured and compensated on their team's attainment of quota, 51.8% were compensated for the individual quota attainment for each rep, and 28.5% on their reps maintaining margins.

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14 Jul by Bob Sanders

As mergers and acquisitions continue to drive the blending together of divergent sales teams, leaders are faced with the challenge of bringing them together in a manner that minimizes disruption to current opportunities while laying the foundation for future success.

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12 Jul by Mike Bybee

CRM systems have been in use for over twenty years and have become about as commonplace as mobile phones, energy drinks, and reality TV shows.

Companies of all sizes have implemented CRM, and they have done so for a variety of reasons. CRM can increase productivity, drive process and efficiency improvement, help grow customer satisfaction and loyalty, as well as increase collaboration and communication.

But according to a recent CRM.com poll, the most common motivation for implementing CRM is “to enhance revenue and grow market share”. Big surprise, huh? Companies buy CRM to help them sell more. But unless your CRM does these three things, its effectiveness as a tool by which to increase sales is limited.

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07 Jul by Bob Sanders

Don’t get me wrong, I like a good story as much as the next guy. I love movies and am captivated by books and short stories, but watching The Titanic didn’t make me run out and buy a life boat. This is part of the reason why I find the recent trend is sales training that focuses on helping salespeople become better storytellers so interesting.

I get it, marketing controls much of the money that is spent on sales training. What’s more, many smart, well intentioned marketing people believe that the core problem in sales effectiveness is that their salespeople simply aren’t effective enough at telling the story marketing has created. I say this as a fellow marketer, lifelong sales professional, and with the greatest respect to marketing people who hold this view: You are wrong.

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05 Jul by Suzanne Franks

Nearly everyone would agree that the ability to accurately forecast sales results on a timely basis is the Holy Grail of sales management. Accurate sales forecasting is the culmination of all preceding activities and allows for enhanced cash flow, proper resource allocation, improved product development, sales trends, and investor/board credibility.

The ability to accurately forecast sales is key to improving sales performance. In fact, sales optimization studies have found that sales performance improves when sales managers are measured and compensated on forecast accuracy versus the performance when forecast accuracy is not considered or seen as a critical sales manager function.

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30 Jun by Ed McAdoo

We’re proud to announce that we’ve been named a Top 20 sales training company by Selling Power once again.

Selling Power is both a magazine and a leading online periodical for sales managers and sales VPs. It produces both the Sales Management Digest and the Daily Boost of Positivity online newsletters and regularly sponsors the Sales 2.0 Conference.

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Make Salesforce.com Your Most Effective Sales Learning Resource

14 Mar by Ed McAdoo
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26 Feb by Bob Sanders

You run or support a large sales team, and you’ve got a problem. It could be missed top line, perhaps shrinking margins, maybe the wrong product mix, or inaccurate forecasts, but you definitely have a problem. So now what? You analyze the problem, looking for THE root cause only to find a cornucopia of underlying issues:

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