The Axioms of Selling Blog

23 Aug by Bob Sanders

You run or support a large sales team, and you’ve got a sales 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 sales problem, looking for THE root cause only to find a cornucopia of underlying issues:

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18 Aug by Ed McAdoo

When sales forecasting, oftentimes people rely on things they simply shouldn't, including their gut, bad data, or an incorrect timeline.

This can lead to assumptions, misinformation, and unmet expectations down the line. So how do you ensure your sales forecase isn't based on incorrect information?

Here are five reasons your forecast may be wrong and how to avoid going down that path.

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16 Aug by Bob Nicols

So you work through what appears to be a qualified sales opportunity.

You are confident that you can can meet the buyer's criteria in terms of product and support. You are even certain your price is within the decision maker's pre-defined budget.

You arrange for a final meeting to get the paperwork signed and review the implementation plans. As you begin to arrange the pertinent documents for review, the decision maker leans over and says, "Not so fast. We have a little bit of a problem. You're going to have to adjust your pricing for this deal to get done. Your price needs to come down another 5%."

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11 Aug by Bob Nicols

The evidence continues to mount that effective sales coaching is the single best tool to improve sales performance.

In fact, a survey of more than 2,600 reps and managers from 40 global Fortune 500 companies conducted by SEC Solutions, a leading NASDAQ sales research best practice firm, found that sales teams receiving high quality coaching are far more likely to improve their performance by up to 20%.

So, what does it take to be an organization that is known for high quality sales coaching and outstanding sales results? Well, It takes three things.

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09 Aug by Ed McAdoo

During my 20+ years in training salespeople and sales managers, I have worked with dozens of companies in many different sectors and have come across this important dilemma surprisingly often: When a sales management position becomes available, should the best salesperson on the team automatically be promoted?

There are a number of reasons why this should at least be considered. Let's take a look at these reasons, as well as the potential problems with this approach and how to ultimately find the best person for the job.

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