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Webcast

January 17, 2012

Transforming a sales force involves substantial investments of time, people and money. How do firms measure the impact of their sales transformation initiatives, and calculate return on the investments required? This SMA webcast explores ideas for measuring and maximizing sales transformation investment return.

Topics include:

• Understanding prevailing approaches to measuring sales transformation effectiveness
• Shared characteristics of successful transformation initiatives
• Review of a specific methodology for determining transformation ROI
• Case study review involving specific sales transformation projects
• Validating transformation investments

Presented by Kate Wartchow, Ph.D., Chief learning Officer, Ninety Five 5 and Jack Phillips, Ph.D., Chairman of the ROI Institute.

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Webcast

January 11, 2012

From TAS Group's Dealmaker Index Research Initiative

In this SMA webcast, Wendy Reed, EVP Marketing of The TAS Group presents the results of TAS's global Dealmaker Index study, including implications for companies and individuals focused in improving sales performance.

Based on an analysis of 92 sales performance factors, mapped against proven successful approaches, the Dealmaker Index measures the effectiveness of sales organizations and sales individuals across areas such as deal close rates, sales cycle management, value creation and sales opportunity development.

Registrants are encouraged to complete their own Dealmaker Index prior to viewing the session (about 10-15 minutes, registration required): www.dealmakerindex.com. Completing the survey allows you to benchmark indivdual and or company results against the larger srudy findings.

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Webcast

August 18, 2011

Based on a global study of more than 1,000 professionals, AchieveGlobal's Survey of Sales Effectiveness provides research-based insight into sales activities that generate results. In this SMA webcast, AchieveGlobal's Mark Fears and Mark Marone report key findings from the study, and their implications for sales leadership.

Join us for study findings you can use to strengthen your revenues and customer relationships, including:

• Sales activities that lead to success in each sales phase
• Types of support that high-achieving salespeople need most from their leaders
• The two factors most likely to impact individual sales performance
• Three critical elements that build long-term customer relationships         

Presented by Mark Fears, Product Strategy Manager, AchieveGlobal, and reseach consultant Mark Marone, Ph.D. 

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Webcast

July 27, 2011

One-on-one coaching provides sales managers with an impactful opportunity to influence their direct report’s selling effectiveness. In this webcast, AXIOM Sales Force Development's Bob Sanders outlines the fundamental aspects of one-on-one coaching effectiveness for sales managers. Special emphasis in this session is given to coaching sales representative’s overall pipeline activity.

Topics include:
• Core principles of effective one-on-one coaching
• The coaching context for pipeline effectiveness
• Coaching opportunities to impact results
• Structuring effective pipeline review discussions
• Follow-up and reinforcement

The second of a two-part series on one-on-one sales coaching effectiveness.

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Webcast

July 21, 2011

For many companies, the ramp-up time for new sales professionals typically is six months or more. And, since sales people stay in their position on average for slightly less than two years, companies need to be extremely diligent in recruiting and hiring the right sales people, and then comprehensively onboard them in order to realize a return on their investment.

A comprehensive onboarding program for new sales people can shorten the ramp-up period, ensure long term sales success, and reduce turnover. This SMA webcast focuses on five factors that ultimately determine how successful a sales organization is in onboarding its new sales people: (1) Sales Readiness, (2) Hiring, (3) Sales Training, (4) Sales Coaching and Mentoring Programs, and (5) Performance Management. Presented by Sales Readiness Group's Norman Behar and David Jacoby.

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Webcast

May 23, 2011

Covering global accounts has unique challenges. Large sales organizations typically use separate sales forces for their largest, most valuable, and most strategic customers and prospects. Managing the strategic account sales force also brings a unique set of management challenges. In this webcast we will examine the role of sales management in driving strategic account success.

Topics

• Distinct characteristics of strategic customers and prospects
• Where sales management's role in strategic accounts matters most
• Addressing global coverage requirements
• Coaching SAMs and strategic opportunities
• Best practices for strategic account sales management

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Webcast

February 17, 2011

What’s the difference between a sales organization well-equipped with the right information, and one inundated by data overload? In this SMA panel presentation we’ll review guiding principles for information strategy, knowledge management, sales enablement, and best practice sharing.

Panelists:
* Lee Levitt, Sales Transformation Expert
* Scott Sands, National Practice Leader Sales Force Effectiveness, AON Hewitt
* Jeanne Hellman, Knowledge Manager, Global Support Center, Credit Suisse

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Webcast

December 09, 2010

As firms prepare to implement sales compensation plan changes, they must avoid common mistakes which can undermine the plan’s desired impact. In this SMA webcast we detail practical strategies for ensuring a successful plan rollout by identifying five “Roll-Out Watch-Outs:” 

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Webcast

November 25, 2010

NCMIC Group, Inc.

Sales coaching programs have the greatest impact when they promote specific selling behaviors. In this SMA Case Study, we review a coaching initiative implemented at NCMIC Group, Inc., a leading US provider of insurance, equipment leasing, merchant services, and financing for dentists, medical doctors, veterinarians, attorneys, businesses and families.

Serving more than 40,000 policy holders, NCMIC’s telephone-based sales force implemented coaching along with a focus on sales-driven growth at the 60+ year-old firm. After evaluating successful salespeople, the company identified a set of four core elements, and 16 unique selling behaviors around which it built a sales coaching program. Behaviors focused on establishing a clear value proposition, pre-call planning, the identification of up-selling opportunities and other telephonic selling activities that are essential to productive customer relationships.

During the session, NCMIC Group’s Nick Colletti, AVP Sales Leadership, reviews several key elements of NCMIC’s coaching initiative, with an emphasis on reviewing a replicable approach that other firms can adapt to their own coaching issues and requirements. SMA Chairman Bob Kelly also presents results from the SMA’s recent coaching research that highlight additional best practices in developing, managing, and optimizing sales coaching initiatives.

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Webcast

October 29, 2010

Best Practices in Implementing Incentive Change

Sales compensation is difficult to change. Even minor tweaks to a compensation program have the potential to generate distraction, worry, and outright hostility from the sales organization. How should management approach changing the sales compensation program? Are there proven processes that avoid unnecessary problems when implementing sales comp changes? In this SMA Online Experts' Exchange, three panelists consider these questions from various perspectives, and respond to questions from participants.

Session Panel

• Ted Briggs, Principal, Better Sales Comp Consultants
• Fernando Herranz, Senior Manager, Worldwide Sales Compensation, BMC Software
• Brad Stevens, Global Compensation Manager, Sales and Marketing, Intel Corporation
• Moderated by Bob Kelly, SMA Chairman

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