Articles
Salespeople get the kudos, earn the bonuses and get their names on the leader boards. The deals salespeople are credited with closing determine their career trajectories.
Behind the curtain is the salesperson’s sales ops team. Without this team, the salesperson’s path to success would be impossibly rocky.
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The threat of extinction has loomed over the salesperson for a long time.
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We now have vast quantities of sales-related data at our disposal. If you use automated systems for compensation management, quoting and configuration, territory and quota, marketing and any other sales or marketing task, all of the related intelligence is at your fingertips.
But having it is not enough.
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Every time a new generation of sales technology comes along, more salespeople disappear. From shore to shore, north to south, salespeople leave the profession in droves, eradicated by the ruthless efficiency of computers, software and increasingly smart machines.
OK, none of that is true.
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Boilerplate recitation of features and functions won't move today's B2B customers.
Those customers have invested a lot of time in research before meeting with a vendor — which means the vendor better have studied up as well.
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Hint: It's not technology
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What a difference a year makes.
For the last two years, I’ve surveyed sales and marketing professionals, asking them the same questions focussed on technology, process and people.
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2016 promises change for a select set of sales and marketing professionals due to the rapid arrival of the Internet of Things.
Device proliferation is taking place at a brisk pace — according to Gartner, 6.
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Humans have an innate need to classify things — including ourselves. We’ve devised shorthand phrases for grouping people chronologically stretching back nearly a century: the Greatest Generation, the Baby Boomers, Generation X, Generation Y, the Millennials.
The thinking goes that each generation has its own set of behaviors.
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When it comes to evaluating your sales and marketing processes, there are a handful of metrics that can sum up the entirety of your performance. These deal with either total top-line revenue or the profitability of new deals. And while they’re supremely important, they’re also somewhat opaque.
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I’m always amused when someone proclaims we’re now in “the Big Data Era.”
It suggests that somehow the amount of data has increased, as if the world is now operating in a different way.
In reality, all that has changed is our ability to record and, more importantly, analyze data.
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Have you ever seen your content manager at work? He or she is hunched over the keyboard, pounding out your latest great content piece, or on the phone cajoling a freelancer to get something turned in that’s overdue.
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The expression “penny wise and pound foolish” is perhaps a bit harsh, but mid-sized businesses are often the living embodiment of the idea.
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Nearly every company recognizes the value of content marketing, but getting from that recognition to a program that works, both internally and externally, is a tough process. It’s not just a matter of writing stuff — it’s a matter of writing stuff that leads to a sale.
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