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ThinkSales

ThinkSales Issue 27

ThinkSales magazine caters exclusively to the needs of sales management leaders. The editorial objective of ThinkSales magazine is to empower, motivate and inspire sales leaders with strategic knowledge, tactical skills, management insights and exposure to international sales and management thought-leadership and best practice necessary to lead sales organisations to achieve higher and sustainable sales results.

Maa:
South Africa
Kieli:
English
Julkaisija:
Thinksales Corporation Ltd
Jakeluväli:
Biannually
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OSTA IRTONUMERO
1,86 €(sis. verot)
TILAA
6,18 €(sis. verot)
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3 min
expert contributors

ANDRIS ZOLTNERS is a professor emeritus at Northwestern University’s Kellogg School of Management in Evanston, Illinois. He is also a co-founder of ZS Associates, a global business consulting firm headquartered in Evanston, and a co-author of The Power of Sales Analytics. Learn more about Andris at www.zsassociates.com ANTHONY IANNARINO is the President and Chief Sales Officer for Solutions Staffing and the MD of B2B Sales Coach & Consultancy, a boutique sales coaching and consulting company. He is also an adjunct faculty member at Capital University’s School of Management and Leadership where he teaches Persuasive Marketing and Social Media Marketing in the MBA programme. Learn more about Anthony at www.b2bsalescoach.com BEVIN MAGUIRE, VP of Marketing and Communications, IBM GTS, has spent years developing models with her teams to master the art of engaging…

3 min
is your sales training outdated?

WELL MANAGED SALES FORCES create exceptional revenue growth and simultaneously destroy competitors within their market segments. They come out of nowhere; agile, trained, equipped and motivated. Is your sales organisation engineered to deal with such a threat? Most importantly, is your sales force equipped to sell in today’s business environment where customers are operating in times of exponential change? Prime Resource Group* studied the patterns and development of sales over decades and came up with three distinct eras: •ERA 1 from circa 1955 to 1975: Tools were sales scripts, the skill was presenting and closing, and the role was persuader. •ERA 2 from 1975 to 1995: Tools were a set of questions, the skill was asking and listening, and the role was problem solver. •ERA 3 from 1995: Tools are business process analysis, the skill…

3 min
why you need to develop a growth mindset

To shift from a restrictive fixed mindset to a growth mindset we need to learn to shake off our insecurities and believe that we can achieve our full potential by cultivating our personal strengths and accepting that failure is part of the learning process. What we think of ourselves and how we see our own potential shapes how successful we’ll be. The mindset that we’re in makes all the difference between seeing the glass half full or half empty. The concept of the ‘growth mindset’ versus the ‘fixed mindset’ was made famous by Stanford psychologist Carol Dweck in her book Mindset: The New Psychology of Success. The book is based on her many years of research into how changing our beliefs (even the smallest ones) can completely change our lives. A FIXED MINDSET A fixed…

1 min
here is how dweck explains it in her book:

“For twenty years, my research has shown that the view you adopt for yourself profoundly affects the way you lead your life. It can determine whether you become the person you want to be and whether you accomplish the things you value. Believing that your qualities are carved in stone – the fixed mindset – creates an urgency to prove yourself over and over. If you have only a certain amount of intelligence, a certain personality, and a certain moral character – well, then you’d better prove that you have a healthy dose of them. Every situation calls for a confirmation of your intelligence, personality, or character. Every situation is evaluated: Will I succeed or fail? Will I look smart or dumb? Will I be accepted or rejected? Will I feel like…

6 min
7 questions sales leaders should ask about the buying process to win more deals

The inward sales process is focused on what ‘we’ do as sales reps. An outward-in sales process is all centred on what the buyer does and the buyer activities. The purpose of a sales process is to win more deals in less time. The reality facing sales forces is that decision-makers are making purchases differently today. Traditional sales processes based on needs development and solution positioning will cause the majority of your reps to miss the number. We know that the buyer has changed. Because of that, and because the buyer continues to change, we developed seven questions that must be asked as we begin to develop and deploy a sales process to win more deals in less time. Why is this important? An inward-out sales process has as its core foundation…

5 min
4 ways for b2b businesses to keep their customers

Look for opportunities to learn more about the client’s professional interests and goals. If you know what the client hopes to accomplish, you can find ways to help them do it. According to Gallup, only 29% of B2B customers are engaged with the companies they do business with. Let that sink in. That means 71% of your customers are unlikely to be committed to sticking with your company or, even worse, are actively seeking to move their business elsewhere. This problem is not new. Too many companies ignore the voice of the customer, blast cookie-cutter emails to all the names in their marketing spreadsheets, and lack the right survey and interview tools to gauge the health of their customer relationships. Customers expect the companies they do business with to understand them as individuals…