Webcast

Webcast

Three Milestones for the Learning Sales Organization

February 12, 2016

 

Building a "learning sales organization" - a sales force that values continuous development, responds quickly to market changes, and adapts to changing priorities - doesn't happen overnight. It requires a careful capability building, and significant culture change for many organizations. This webcast reveals how high-performing sales forces make learning a priority, and the steps your organization can take in 2016 to become a Learning Sales Organization.

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Webcast

Webcast

Expert Panel: Enabling Better Sales Coaching

February 12, 2016

 

Coaching salespeople improves their performance, and drives improved firm sales growth. Few managers would contest this assertion, and research, including our own, shows that firms investing in sales coaching outperform their peers. Nevertheless, coaching is inconsistently practiced, poorly delivered, and woefully supported by most firms. This webcast explores how emerging technologies can support coaching delivery, by making accessible data-driven insights, improved visibility into salesperson activities, and efficient delivery platforms for coaching content.

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Webcast

Webcast

Research Update: Leading the Social Sales Force

February 11, 2016

 

Join us for our latest research insights on leading the social sales force. Social media is among the many technologies refashioning business-to-business buying and selling. 

 

“Social selling” – the systematic use of social media to enable salespeople – offers promise to sales organizations looking for new approaches to reaching and engaging buyers. This research surveys current practices, trends, and emerging issues related to the social selling in business-to-business firms. 

 

In this webcast, we'll provide a preliminary look at research findings before we finalize results in a comprehensive report, and will provide commentary on the research implications including participating in audience discussion. 

 

High-level questions addressed in this study include: 

  • What are sales organizations’ adoption of social selling? 
  • What is social selling’s key value drivers for business-to-business organizations? 
  • How is critical implementation issues important to social media use by sales? 
  • How are prioritized management issues related to social selling? 
  • What are expectations for future investments in social media use? 

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Webcast

Webcast

Research Update: Sales Planning Practices

February 05, 2016

 

Join us for our latest research insights on Sales Planning Practices. Sales planning allows sales organizations to align with business strategy, organize resources, and prioritize action plans. Planning required of sales management encompasses a wide range of disciplines, from forecasting and budgeting to establishing objectives at multiple organizational levels. 

 

This research investigates existing planning practices in business-to-business sales organizations, identifies emerging trends, and prioritizes management’s planning priorities. It focuses primarily on sales team and organization-wide planning efforts (rather than call, opportunity, or customer-level planning).

 

In this webcast, we'll provide a preliminary look at research findings before we finalize results in a comprehensive report, and will provide commentary on the research implications including participating in audience discussion.

 

High-level questions addressed in this study include: 

  • Determining sales operations leadership’s most important planning priorities
  • Surveying how sales planning is conducted by sales organizations
  • Establishing common planning responsibilities assigned to sales leaders at various organizational levels
  • Quantifying planning process efficiency, and common planning process gaps
  • Identifying emerging trends in planning support, including the use of enabling technology

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research

Research

Research Brief: Content Investments and Sales Effectiveness

February 01, 2016

 

Sales and marketing organizations make a wide range of investments in content, collateral, presentation aides, and other tools to support effective selling. This research provides a survey of these various investments, quantifies their effectiveness, and identifies management’s best strategies for provisioning them.

 

Additional questions addressed relate to sales organizations’ preferences and practices in content usage – the type and distribution medium employed, for example. Most importantly, the study explores whether organizations measure the effectiveness of the content they generate; as ideally, firms should account for content’s impact on firm performance. There are a wide number of approaches to measuring content’s impact; this project evaluated organizations’ varied practices in this area.

 

Our research identified sales organization’s prioritized challenges related to content management. We attempted to frame these priorities in the context of the sales process. Various sales process stages benefit from content support – from reputation building, influencing decision makers, or onboarding customers. After isolating 15 different sales process steps, this study provides respondents’ ratings of content’s importance, effectiveness, and impact for each. Additionally, we addressed content customization and accessibility, attributes important to content’s efficacy.

 

An initial review of findings was also featured in a webcast, which may be viewed here:

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Webcast

Webcast

Research Brief: Path to Profitable Growth

February 01, 2016

 

Sales organizations allocate investments across a varied portfolio of growth opportunities. Given finite resources, sales management’s challenge is to calibrate these investments (in personnel, technology, collateral, tools) such that profitable firm sales are optimized. These sorts of decisions are myriad in even the simplest organization; they include explicit investments made with strategic intent, as well as less conscious decisions that nevertheless impact results. Among the most impactful of these allocation decisions is the degree to which the firm focuses on growth from new customer acquisition versus growth from existing customers.

 

This research focuses in these customer investment decisions – namely, how companies allocate resources between new and existing customer opportunity. New customer growth opportunities are different than those in existing customers; they require different messaging, a distinct selling cadence, and usually yield different results, notably in costs, marginal profitability, and overall ROI. Special emphasis is given in this research to better understanding sales tactics and methods related to current customer retention and growth.

 

Specific research topics addressed include:

  • Understanding how firms size and assess growth opportunities from customers and prospects
  • Identifying sales performance management practices that differentiate new and existing customer objectives performance.
  • Clarifying measurement approaches used to quantify growth opportunity in new and existing customers.
  • Determining the degree of alignment between firm strategy and sales and marketing tactics, as they relate to distinct growth opportunities in new and existing customers.
  • Defining specific tactics used by sales organizations to maximize customer retention and growth.
 

 

An initial review of findings was also featured in a webcast, which may be viewed here:

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Webcast

Webcast

Five Places Sales Operations is Focusing for Productivity

January 28, 2016

 

Sales operations has a broad charter in most organizations, and their efforts often span both strategic and tactical issues. The most successful sales operations departments are finding success in a few essential areas, highlighted in this webcast from MHI Research Institute’s Tom Chamberlain.

 

Drawing on MHI Research Institute’s extensive research, Tom provides an overview of sales operations trends, and identifies five practical areas where focus is proving useful for high performing sales ops functions. These include three approaches to applying analytics, using a process-based forecasting, and isolating sources of selling expense inflation.

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Webcast

Webcast

Research Update: Hiring Top Sales Management Talent

January 28, 2016

 

Join us for our latest research insights on hiring top sales management Talent. High performing firms find attracting effective Sales Management talent is a critical success factor. 

 

In this webcast, we'll provide a preliminary look at research findings before we finalize results in a comprehensive report. Joining us as a panelist is Timothy Sullivan, Director, at Sales Performance International, who will provide expert commentary on the research implications and participate in audience discussion.

 

Research Focus areas:

  • Identifying exacting criteria for hiring sales managers that outperform. 
  • Prioritizing competencies valued for sales managers. 
  • Revealing common gaps in new managers’ capabilities. 
  • Assessing firm bench strength in cultivating a ready pool of promotable manager candidates.
  • Identifying manager onboarding strategies, and assessing strategies for hiring outside talent versus promoting and developing from within the organization.

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Webcast

Webcast

The Hybrid Sales Channel, Bridging the Gap Between Direct and Indirect Sales

January 22, 2016

 

End customers are changing how they buy. As a result, they create a market mandate for vendors to change the way they sell, and to reflect an "outside-in" approach to structuring sales coverage, all the way down to the direct territory and partner sales rep level.

 

In this webcast  Rich Blakeman, author of “The Hybrid Sales Channel,” offers new perspectives on igniting organic growth without adding resources – by aligning direct and indirect resources in a breakthrough hybrid model.

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Webcast

Webcast

Research Update: Path to Profitable Growth

January 19, 2016

 

Join us for our latest research insights on the path to profitable growth. Sales organizations allocate investments (resources, people, technology, collateral, tools) across a portfolio of growth opportunities. Driving growth from new customers is different than developing revenue from existing customers in terms of cadence, messaging, process, selling costs, marginal profitability, and overall ROI.

 

In this webcast, we'll provide a preliminary look at research findings before we finalize results in a comprehensive report. Joining us as a panelist is Tim Braman, Vice President of Corporate Strategy at Revegy, who will provide expert commentary on the research implications and participate in audience discussion.

  • High-level questions addressed in the study include: 
  • How do companies align sales force incentives across customers types?
  • What level of satisfaction do firms have with over twenty customer oriented tools and techniques (such as share-of-wallet, win-loss analysis, RFM analysis, Net Promoter Score, social media analysis)?
  • What are the biggest barriers firms face with growing existing accounts?
  • How are firms structuring their customer loyalty program rewards?
  • What are the major causes of customer churn for firms?
  • How well do specific methods for customer penetration work?

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