Large firms replace one out of six sales managers each year. Some “buy” management talent through outside hires, but most firms put more value on a “build” strategy for manager staffing, one that promotes salespeople into management roles. Replacing lost sales managers and developing new ones is a costly and vexing challenge for firms, and...
There’s good reason for sales leaders today to be focused on sales content optimization. Leading technology solutions are touting the ability to tie content usage to sales outcomes, with direct integrations into your CRM. Content analytics have come a long way in a short time. And it’s not that understanding content’s impact on revenue is...
Sales technology is a growing and increasingly strategic investment for sales forces. But most firms fail to realize satisfactory levels of either adoption or return on their sales tech investments. This session draws upon recent Sales Management Association research on technology ROI calculation practices, and their prioritized importance, accuracy, and prevalence of use. Best practice...
Growth-focused sales organizations are quick to embrace process and methodology. These make selling activity efficient and consistent, but can also make sales organizations poorly equipped to manage uncertainty or change. As so many firms learned over the past several years, successful sales forces must anticipate uncertainty and adapt to changing circumstances. This session describes how...
Selling activities – the essential tasks that comprise a salesperson job, and include things like making customer calls or generating proposals – ultimately determine salesperson productivity. But collecting sales activity data is notoriously tricky, and few firms do so effectively, leaving management with inadequate insight into root causes of performance. In this session we’ll review...
Execution, urgency, and accountability are often stressed in results-focused sales organizations. But managers today may be more reluctant to lean into these traditional aspects of performance culture. The Great Resignation and a highly competitive labor market have made salesperson retention more important than ever. Add in the uncertainty surrounding return-to-office transitions, and many managers may...
Sales incentives are an essential tool for shaping salesperson priorities and directing desired salesperson behavior, but incorrectly applied incentives can undermine firm strategy and work against the sales force’s long term success. Firms often realize this when using incentives to stimulate growth. In this session, professor Michael Ahearne offers research based insights into why growth...
Developments in artificial intelligence follow in quick succession. But how can sales executives leverage this novel technology to make better decisions and build a competitive advantage? This talk will discuss what artificial intelligence actually is, how it works, and how far technology has progressed already. We will then look at best practice use cases from...
This session advances a framework for reconsidering the corporate SFE function’s purpose and impact. It presents emerging practices and trends indicative of the sales function’s rapidly changing operating context. Session presenters make the case for establishing (or reestablishing) a new corporate charter for corporate SFE, as a way of incorporating best practices and optimal impact....
Today’s sales forces are constantly asked to change. In fact, a majority of sales leaders have three or more change initiatives underway at any given time. Yet, most sales teams have a poor track record in making substantive progress. Why? Here, professor Ryan Mullins draws upon case studies and research findings to isolate key challenges...
Research shows effective sales coaching has a dramatic impact on overall performance. It raises the percentage of successful salespeople in the sales force, enhances salesperson engagement and retention, and improves overall sales productivity. But many firms do not coach salespeople enough – and when they do, do not coach well. In this presentation Factor 8...
Large firms often have multi-solution offerings, matrixed sales roles and teams, and layers of channels and go-to-market routes. When growth falters in one part of such firms, it’s often difficult to diagnose where the problem lies and how to address it. This session focuses on diagnosing growth bottlenecks and capability gaps in complex selling organizations....
Sales managers don’t really manage “sales.” Sales are outcomes, determined by many different inputs and variables – the things that sales managers can in fact manage. Effective managers understand the inputs that determine success, and focus their efforts on influencing the right ones. This session provides managers with a model for identifying the inputs that...
Measuring sales training effectiveness is notoriously tricky. In the past, sales trainers used activity or completion statistics as weak substitutes for training outcomes. These offer unconvincing arguments for sales training’s ROI. Today, much about sales training is changing, beginning with a shift away from classroom training. And, most firms now embrace “learning and development” as...
Sales manager competencies are evolving. Newly important competencies are likely to support organizational adaptiveness; they embrace broad ideas of culture and leadership, but also hard skills relevant to first-line sales managers. These emerging competencies emphasize new decision-making approaches, process orientation, fluency with technology, change leadership, and analytical acumen. In fast-moving organizations, these skills help leaders...
Sales Performance Management (SPM) is a fast-growing technology that tackles salesperson assignments and territories, quota management, incentive compensation administration, and sales and incentive performance reporting. (Notable providers are Xactly, Varicent, SAP, Oracle, and Anaplan. SPM promises management greater control, richer insight, and faster decision making. But SPM solutions are sometimes marketed with vague descriptions, confusing jargon,...
Sales management – especially in larger firms – requires making complicated resource allocation decisions. Changes in sales force deployment, sales jobs, assignments, quotas, and incentives can create a knot of complexity. Untangling this knot offers big rewards for sales organizations, in the form of increased productivity, broader distributions of salesperson success, and improvements in firm...
Many sales leaders aren’t familiar with academic sales centers. They’ve been growing quickly on college campuses worldwide, where they educate business students on professional selling, and prepare graduates to succeed in entry level sales careers. A few elite level academic sales centers are also educating managers in their MBA and executive education offerings, contributing to...
In the Book of Revelation, four horsemen (Death, Famine, War, and Conquest) open a can of world-ending whoop ass before the last judgment. Four forces are similarly positioned as harbingers of the sales force’s demise. They are automation, artificial intelligence, global pandemics, and disintermediation. Pundits would have us believe these forces will end the sales...
Large firms replace one out of six sales managers each year. Some “buy” management talent through outside hires, but most firms put more value on a “build” strategy for manager staffing, one that promotes salespeople into management roles. Replacing lost sales managers and developing new ones is a costly and vexing challenge for firms, and...
Sales technology is a growing and increasingly strategic investment for sales forces. But most firms fail to realize satisfactory levels of either adoption or return on their sales tech investments. This session draws upon recent Sales Management Association research on technology ROI calculation practices, and their prioritized importance, accuracy, and prevalence of use. Best practice...
Sales managers don’t really manage “sales.” Sales are outcomes, determined by many different inputs and variables – the things that sales managers can in fact manage. Effective managers understand the inputs that determine success, and focus their efforts on influencing the right ones. This session provides managers with a model for identifying the inputs that...
Large firms often have multi-solution offerings, matrixed sales roles and teams, and layers of channels and go-to-market routes. When growth falters in one part of such firms, it’s often difficult to diagnose where the problem lies and how to address it. This session focuses on diagnosing growth bottlenecks and capability gaps in complex selling organizations....
There’s good reason for sales leaders today to be focused on sales content optimization. Leading technology solutions are touting the ability to tie content usage to sales outcomes, with direct integrations into your CRM. Content analytics have come a long way in a short time. And it’s not that understanding content’s impact on revenue is...
Selling activities – the essential tasks that comprise a salesperson job, and include things like making customer calls or generating proposals – ultimately determine salesperson productivity. But collecting sales activity data is notoriously tricky, and few firms do so effectively, leaving management with inadequate insight into root causes of performance. In this session we’ll review...
Many sales leaders aren’t familiar with academic sales centers. They’ve been growing quickly on college campuses worldwide, where they educate business students on professional selling, and prepare graduates to succeed in entry level sales careers. A few elite level academic sales centers are also educating managers in their MBA and executive education offerings, contributing to...
Measuring sales training effectiveness is notoriously tricky. In the past, sales trainers used activity or completion statistics as weak substitutes for training outcomes. These offer unconvincing arguments for sales training’s ROI. Today, much about sales training is changing, beginning with a shift away from classroom training. And, most firms now embrace “learning and development” as...
Sales Performance Management (SPM) is a fast-growing technology that tackles salesperson assignments and territories, quota management, incentive compensation administration, and sales and incentive performance reporting. (Notable providers are Xactly, Varicent, SAP, Oracle, and Anaplan. SPM promises management greater control, richer insight, and faster decision making. But SPM solutions are sometimes marketed with vague descriptions, confusing jargon,...
Research shows effective sales coaching has a dramatic impact on overall performance. It raises the percentage of successful salespeople in the sales force, enhances salesperson engagement and retention, and improves overall sales productivity. But many firms do not coach salespeople enough – and when they do, do not coach well. In this presentation Factor 8...
Today’s sales forces are constantly asked to change. In fact, a majority of sales leaders have three or more change initiatives underway at any given time. Yet, most sales teams have a poor track record in making substantive progress. Why? Here, professor Ryan Mullins draws upon case studies and research findings to isolate key challenges...
This session advances a framework for reconsidering the corporate SFE function’s purpose and impact. It presents emerging practices and trends indicative of the sales function’s rapidly changing operating context. Session presenters make the case for establishing (or reestablishing) a new corporate charter for corporate SFE, as a way of incorporating best practices and optimal impact....
Developments in artificial intelligence follow in quick succession. But how can sales executives leverage this novel technology to make better decisions and build a competitive advantage? This talk will discuss what artificial intelligence actually is, how it works, and how far technology has progressed already. We will then look at best practice use cases from...
Sales incentives are an essential tool for shaping salesperson priorities and directing desired salesperson behavior, but incorrectly applied incentives can undermine firm strategy and work against the sales force’s long term success. Firms often realize this when using incentives to stimulate growth. In this session, professor Michael Ahearne offers research based insights into why growth...
Execution, urgency, and accountability are often stressed in results-focused sales organizations. But managers today may be more reluctant to lean into these traditional aspects of performance culture. The Great Resignation and a highly competitive labor market have made salesperson retention more important than ever. Add in the uncertainty surrounding return-to-office transitions, and many managers may...
Growth-focused sales organizations are quick to embrace process and methodology. These make selling activity efficient and consistent, but can also make sales organizations poorly equipped to manage uncertainty or change. As so many firms learned over the past several years, successful sales forces must anticipate uncertainty and adapt to changing circumstances. This session describes how...
Sales manager competencies are evolving. Newly important competencies are likely to support organizational adaptiveness; they embrace broad ideas of culture and leadership, but also hard skills relevant to first-line sales managers. These emerging competencies emphasize new decision-making approaches, process orientation, fluency with technology, change leadership, and analytical acumen. In fast-moving organizations, these skills help leaders...
Sales management – especially in larger firms – requires making complicated resource allocation decisions. Changes in sales force deployment, sales jobs, assignments, quotas, and incentives can create a knot of complexity. Untangling this knot offers big rewards for sales organizations, in the form of increased productivity, broader distributions of salesperson success, and improvements in firm...
In the Book of Revelation, four horsemen (Death, Famine, War, and Conquest) open a can of world-ending whoop ass before the last judgment. Four forces are similarly positioned as harbingers of the sales force’s demise. They are automation, artificial intelligence, global pandemics, and disintermediation. Pundits would have us believe these forces will end the sales...