A career in sales can be equal parts exhilarating, rewarding, stressful, and lonely. And no one understands this better than salespeople themselves. That’s why Quotable surveyed 280 reps, managers, and leaders to find out about their average workday
Join Quotable on a fascinating look back at sales through the centuries. You’ll learn about historic events and how they impacted the sales landscape, plus the key sales figures who have shaped how we sell. You will also get a glimpse of where sales is headed in the coming decades.
In 2008 and 2009, with the market downturn, everyone’s sales job became exponentially tougher. Our president at the time warned us we would need to work twice as hard just to make our quota. I didn’t listen.
As history tells us, the more you know about the person you’re selling to and the more you’re able to tailor your offer to his or her circumstances, the higher likelihood of sales success. This is not rocket science.
"How’s the tenderloin?” I asked the waiter. He then proceeded to describe the maple syrup reduction and parsnip mash the accompanied the dish. Four of the six people in our party immediately changed their order.
Too many salespeople suffer from having to discount the price to close the sale. We can talk all we want about the need to create value for the customer, but if the salesperson still decides to cut the price, then clearly something is not right.
I recently worked with a group of young salespeople, most just out of college. One participant asked, “What are some of the things that you’ve seen in working with top sales producers? What do they have in common?”
I want to express my views on our current sales-enablement tools and technology. I have been using technology in some form or another for my entire 15-year career, and I have never felt its objective was to help me sell.
A few years ago, I met a CEO who shared his company’s unique approach to performance reviews. When managers sit down with employees, they only ask two questions: Did you get your job done? Did you do it right? I think this concept translates beautifully to sales.
According to a study by Bank of America, robots are likely to be performing 45% of manufacturing tasks by 2025. Meanwhile, Oxford University predicts that nearly half of all U.S. jobs will be at high risk of being lost to computers.
In today’s world, we have literally seconds to get people’s attention, which is why the first few words that come out of our mouths on a call, or the subject and first lines in an email, can make all the difference.
Of all the skills I’ve had to develop in my sales career — prospecting, qualifying, pitching, building executive relationships, negotiating, and closing — the pitch is one of my favorite parts of the sales cycle.
Even in today’s digital age of profitable, effective marketing, the methods and assumptions we stick with for selling to our leads are a throwback to the era when disco and bell-bottom pants seemed like good ideas.
Guy Kawasaki is the first to admit “the best way to recruit, evangelize, market, and sell is to have a great product. Because selling, marketing, and evangelizing a great product is easy." There is, however, a catch.
If you're a sales leader, you have likely experienced the challenges associated with building a high-performance sales team. Arguably, the most important and most difficult part in this process is recruiting what I call “top performers.”
It takes a special kind of person to succeed as a front- line sales leader. I was in that role for three years and found it to be both the hardest and most rewarding thing that I’ve ever done, outside of having children.
I joined Salesforce in 1999 as the second sales hire. I was looking for a change. It was the dot-com days, and after time at a large software company, I wanted to do something unique, challenging, and fun. I’d also seen a lot of situations where customers were not getting the value they were promised.
When I started in sales, my boss told me, "Your job is to get to know your customer and build a relationship. Nothing is more important than building a relationship.” The second most important thing was to make sure that the customer always won when we played golf.
“Customer obsession” is a popular — and often misunderstood — catchphrase in enterprise circles lately. While many companies have no problem focusing on and satisfying their customers’ needs, they’re still missing out on significant opportunities to build deeper relationships.
The Red Sox's VP of Sales and Service on how she introduced formal sales training to her team, the importance of a service mindset, and the key to managing a myriad moving parts at one of the sport’s busiest venues.
In most sales organizations, there is incredible pressure to deliver. I’ve been in sales for over 20 years and know this firsthand. Management is under tremendous stress to hit numbers. Salespeople are hired because they’re closers.
As a sales leader, nothing bothers me more than receiving feedback from a member of our team that he or she is unclear about “what management wants.” It’s also an indicator that the teammate isn’t receiving the context around what we’re trying to accomplish.
You don’t sell to just a few decision-makers anymore. There are more competitors than ever, muddying your unique selling proposition. Yesterday’s simple deal has morphed into a labyrinth of sales challenges you need to defeat to win the game.
Sales coaching is an interesting topic, if for no other reason than that everyone thinks it’s a great idea. Sales leaders expect their managers to do it, sales managers like to do it, and salespeople want to receive it.
“My top performers? Oh, I just leave them alone and let them sell. Don’t mess with a good thing, right?” I can’t begin to tell you how often I’ve heard this said by sales VPs and other C-level leaders.
Think about a recent deal review that you had with an account executive on your team. Any chance you asked them to “tell you” about an opportunity or deal and then started to tune out after about five minutes?
Mike Derezin leads the global sales organization within LinkedIn’s Sales Solutions business unit. He joined us to chat about how he’s built his team, the latest in social selling, and the part predictive analytics will play.
The majority of companies make it the focus of their salespeople and marketing department to get leads and open doors. I believe when sales management is involved as well, the value of the doors opened will increase
The resume looked good, the interview went well, and the pre-hire assessment showed this dog can hunt. It doesn’t take too long before you see signs that this so-called sales rock star is anything but.
Mobile is everywhere today. And now something that’s not so obvious: In many corporations, thinking hasn’t caught up with how much mobile has changed the way we work, sell, and collaborate with others.
In my experience, sales operations can play a couple of key roles within the sales organization. First, it's the group that brings science to sales and knows how to apply it most effectively in the organization to improve performance. That’s to be expected.
Have you ever felt that maybe, just maybe, your sales kickoff wasn’t as effective as it should have been? That when all those salespeople leave the venue and get on their flights home, they don’t remember much of what was presented?
Zillow’s Tony Small is the general manager for the real estate marketplace’s Premier Agent Business. During a recent chat, he shared how he’s used data science to increase sales and productivity dramatically.
Every sales organization should have one metric that’s considered the most important measure. It sounds obvious, but it’s always surprising to me how companies become distracted with so many other details.
Most organizations still believe in the perfect sales and marketing delineation: This is where marketing generates leads for sales, sales development reps then qualify these leads to create opportunities.