The Axioms of Selling Blog

25 Aug by Bob Sanders

As I was surfing the web earlier today, a blog by Mark Hunter (or The Sales Hunter as his website bills him) caught my attention. The headline: “Sales Motivation Video: Just Go For It! Stop Second Guessing Yourself!”

Now, in all fairness, I don’t know Mr. Hunter. I find him to be an engaging speaker, and based on the video, I suspect he is genuine in his desire to help sales people.

What struck me is the sheer volume of motivational material there is for salespeople. In fact, my Google search for “Motivational Videos for Sales” returned 7,000+ links, and that’s using the exact phrase search.

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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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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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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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