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Using and implementing sales tools effectively can be a challenge not only for the individual but for the entire organization. ValueSelling Associates has years of experience helping sales organizations to choose and implement sales tools that are the most appropriate for the organization. Our experience has taught us some of the best ways to do this and we are offering, free with registration, six white papers that share our best practices. Topic areas include managing sales in prospect qualification, good times and bad and successfully installing a sales process.
See how ValueSelling Associates has helped FORTUNE 1000 business-to-business sales organizations compete and win by registering below.
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Migrating from Managing to Coaching
The role that frontline sales managers play in coaching to the right skills, behaviors and attitudes of their sales forces can greatly impact individual performance and company
revenue growth. Good coaches inspire, motivate and promote excellence that ultimately translates to highly productive sales teams eager to land new clients, bring in bigger orders and help the company build brand equity.
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Breaking the 80/20 Rule: Selling Across Broader Product Lines
Vilfredo Pareto was an economist who is credited with establishing what is now widely known as the Pareto Principle, or the 80/20 rule. When he discovered the principle, it established that 80% of the land in Italy was owned by 20% of the population. Later, he discovered that the Pareto Principle was valid in other parts of life. How about in your product line? Do 20% of your products produce 80% of the results? How much of your company's resources do your sales reps waste by taking 100% of your product offering with them on a sales call, but only selling 20%?
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Prospect Qualification: Increasing Sales Productivity
The objective of this white paper is to enable readers to learn how using the Qualified Prospect Formula™ can enable them to look inside the minds of their buyers, to inspect the condition of those prospects and to realistically assess the probability that they will become customers.
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Creating a Sales Team for Maximum Performance
Every sales manager's dream is to build or manage a team of highly productive sales professionals. But what exactly are the critical skills and traits of a top sales executive?
Many sales teams have one or two of these individuals; however, most sales managers would prefer to have all of their professionals meet this profile. So how do we build the skills within our existing team or create a profile to hire the top performers in the first place? In this paper, we will focus on the top five skills required to build a sales team for maximum performance.
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Managing Sales in a Tough Economy
Bruce Parelskin, Operations Director for the Western Area, was focused on best practices at Cisco Systems and was formerly a regional sales manager in the San Franciso office. Bruce had this to say: "managing during the growth stage of the networking business meant you had to run and gun. Hiring as fast as you could, ramping the new people to just basic competence, and then pushing their activity to maximize your coverage. Making the sales number required stamina, not necessarily brilliant strategy." In a down market, the challenge profile for a sales manager looks very different.
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Successfully Installing a Sales Process
In our daily conversations with customers and prospects, one of the most common questions asked of ValueSelling Associates is: "How do we get our sales process to stick?" The foundation for effectively executing a sales process begins with ensuring everyone knows what the process is and how they are supposed to do it. Therefore, Step One of installing a sales process is effective sales
training. Unfortunately, many organizations have experienced the "training du jour" phenomenon, and are skeptical that sales training may go in one ear and out the other. For sales training and process to be effective, it must yield results.
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