Webcast

Webcast

Enabling the Complex Sale: JDA Software Case Study

August 31, 2015

 

Complex sales take longer, involve more sophisticated solutions, and demand more highly-tuned support resources than typical sales. This complexity can easily overwhelm sales enablement initiatives intended to improve salesperson effectiveness.

 

This webcast describes JDA Software's highly successful approach too taming sales process clutter at JDA Software, the leading supplier of integrated supply chain and retail solutions. JDA Software's Colin Anderlohr, Senior Director of Sales Effectiveness accompanied by Revegy's Jennifer Earl, Senior Vice President of Sales and Services will detail an an integrated approach to streamlining customer segments, sales coverage, and value propositions, then simplifying support tools and coaching approaches used to enable the sales force.

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Webcast

Webcast

Selling to Customers Who Keep You at Arm’s Length: Relationship Strategies that Work

August 28, 2015

 

Building customer relationships is increasingly difficult for salespeople. Face time with buyers is dwindling, while the rise of electronic auctions, RFPs, managed procurement, and third-party buying influences make it tougher than ever to demonstrate value and differentiate offerings.

 

In this panel discussion, we examine strategies for building valuable customer relationships, while helping salespeople to overcome stiff-arming efforts.

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Webcast

Webcast

Research-Based Sales Forecasting Practices Proven to Improve Accuracy

August 07, 2015

 

Every company forecasts revenue, but few are happy with the results. Despite highly-focused effort and attention, most sales forecasts are frustratingly inaccurate. So how can this critical activity be improved to yield better outcomes?

 

Join best-selling author Jason Jordan as he shares findings from a joint research project with the Sales Management Association.  The research uncovered 4 best practices shown to increase forecast accuracy by nearly 50 percent. As importantly, it isolated several common practices that failed to move the needle at all. Leave this webcast with practical insights to make your own forecasting efforts more efficient and effective.

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Webcast

Webcast

Closing Forecasting Gaps

July 30, 2015

Closing Forecasting Gaps

 

With the recent quarter close, sales leaders are preparing reports on last quarter’s wins, forecasting next quarter’s outcomes, and identifying gaps to solve for this quarter. This webcast addresses common forecasting challenges, focusing on how leaders can fine tune forecasting strategy, and better align metrics and selling activities to improve forecasting effectiveness.

Topics include:

  • Key forecasting metrics;
  • Common gaps in sales forecasting; and
  • How to prioritize sales activities that close forecasting gaps.

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Webcast

Webcast

Sales Forecasting: Ten Practical Ideas for Improving Usefulness and Accuracy

July 21, 2015

 

Sales forecasting yields insufficient insight to many sales leaders, yet few firms know where to start in building better forecasting practices. In this Sales Management Association web panel, three experts present a series of practical ideas for improving forecast accuracy and enhancing the insights it offers sales leadership.

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research brief

Research Brief

Research Brief:Benchmarking Sales Manager Activity

July 16, 2015

 

Sales managers have an outsized-impact on sales force productivity. That impact is shaped by decisions sales managers make in allocating their time. We wondered, Are organizations optimizing sales management’s time allocation decisions? 

 

The Sales Management Association undertook a research effort to answer that question in our recently-concluded sales manager activity benchmarking research. In this webcast, we’ll share preliminary findings from the research. 

 

Research questions addressed in the study include: What are the core activities that comprise the sales manager role? How do sales managers distribute time and effort across these activities? What gaps are present in actual and ideal time and activity profiles for sales managers? And, How do sales managers from higher-performing firms allocate time and effort differently than other sales managers? 

 

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

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research brief

Research Brief

Research Brief: Measuring Sales Manager Performance

July 08, 2015

 

Sales managers crucially influence overall sales force performance. How do firms ensure managers are measured on the most impactful metrics?

 

Results from our recent survey explores how firms define and measure the effectiveness of their first-line sales managers (FLSMs). Specifically, we examine:

  • What tools and processes are used to define, measure, and assess FLSM performance?
  • Which measures of FLSM effectiveness are most important?
  • Do FLSM incentive compensation plans use consistent performance measures?
  • What gaps exist in firms’ FLSM performance measures?

 

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

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Webcast

Webcast

Research Update: Benchmarking Sales Manager Activity

July 07, 2015

 

Sales managers have an outsized-impact on sales force productivity. That impact is shaped by decisions sales managers make in allocating their time. We wondered, Are organizations optimizing sales management’s time allocation decisions? 

 

The Sales Management Association undertook a research effort to answer that question in our recently-concluded sales manager activity benchmarking research. In this webcast, we’ll share preliminary findings from the research. 

 

Research questions addressed in the study include: What are the core activities that comprise the sales manager role? How do sales managers distribute time and effort across these activities? What gaps are present in actual and ideal time and activity profiles for sales managers? And, How do sales managers from higher-performing firms allocate time and effort differently than other sales managers? 

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Webcast

Webcast

Talent Analytics: The Sales Leader’s New Competitive Edge

June 26, 2015

 

Sales leaders are confronted by a continuing challenge -- low sales productivity.  Too few reps are making quota (down from 63% to 58.2% according to CSO Insights) and it takes too long for new reps to become a productive member of the team (69% of reps take 7+ months to ramp-up, also according to CSO Insights).  This low productivity per reps is the primary reason why 86% of CSO’s expect to miss their 2015 revenue targets (CSO Insights).

 

According to TDWI Research, 17% of sales leaders have discovered the new competitive edge to increasing sales productivity -- talent analytics. Talent analytics are the new way of making talent decisions; they provide the path from guesswork or subjective-based decisions to decisions based on factual data.  

 

Talent analytics help sales leaders by statistically proving what differentiates top-performers from the rest of the team, where to target development for the greatest ROI, and who to hire to reduce ramp-up time.  For the sales leader leveraging talent analytics, sales productivity is up 20-30%.

 

In this timely webinar, we will explore an advanced, but practical approach for significantly increasing sales productivity.  You will learn how to leverage talent analytics to improve the performance of both your existing team, as well as new hires.

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Webcast

Webcast

Reuniting Sales and Finance: The Real Power Couple

June 25, 2015

 

Enterprise Performance Management was supposed to be for the Enterprise.  What happened? Finance people are on a constantly moving “hamster wheel” of planning, closing, reporting, and analyzing data to ensure profitability and revenue goals are met.  As soon as the month/quarter/year ends, the cycle starts once again. Although we’ve improved the overall process by adding automation, driver-based planning, and rolling forecasts, EPM hasn’t left its home inside the office of finance.

 

Meanwhile, sales teams have somewhat conflicting priorities and are focused on closing deals and managing customer relationships, which can sometimes impact profitability. 

 

It’s imperative for organizations that a healthy, collaborative relationship exists between sales and finance departments. How do we accomplish this? Play to each organization’s strengths. Finance collects data – a lot of data. Sales should be leveraging finance to get access to Big Data that will lead to more and happier customers. 

 

In this webcast, you’ll learn how sales and finance can be brought together by:

 

  • Bringing finance back into the picture as a key resource for sales
  • Leveraging advanced modeling techniques to extract valuable insights for the business
  • Providing an integrated view to key stakeholders

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