Within your organization, you may have noticed that top performers are meticulous planners. They understand that success doesn’t happen by chance and, as a result, they spend time at the beginning of the sales process preparing a well-thought-out strategy for “planning to win.” In our previous article, we explored the importance of understanding what matters most to your customer’s key stakeholders

Within your organization, you may have noticed that top performers are meticulous planners. They understand that success doesn’t happen by chance and, as a result, they spend time at the beginning of the sales process preparing a well-thought-out strategy for “planning to win.” In our previous article, we explored the importance of understanding what matters most to your customer’s key stakeholders, and the types of questions that can help you discover and align their objectives and challenges with your solutions and unique business value.

Over the last two decades, technology developers have utilized the agile methodology to work more effectively. As sales teams are stretched thin and face change initiatives and strategy shifts, using the sprints made popular by agile can help them focus on priorities that will drive results. At the heart of this is a cadence of structured, weekly meetings between the manager and the salesperson.

Many large, multinational companies fail to reach and profit from middle-market customers. Yet the opportunity is enormous: In the U.S. alone, middle-market companies purchase more than $6 trillion a year in goods and services. Sellers with a big middle-market customer base can grow along with their clientele. The fundamental problem is that many multinationals don’t have a full-fledged strategy for selling to midsize companies, as they usually do for sales to enterprise and small business clients.

As the pressure for sales teams to succeed increases, so too does the need for sales leaders to develop their sellers’ skills and potential. But there are a couple of problems preventing them from doing so. First, many sales leaders rely on an outdated sales leadership approach.

Essentially, sales onboarding is defined by activities like inducting, training, upskilling, and providing resources to new hires to perform well as fast as possible. A key metric sales managers can use to assess sales rep performance as a result of onboarding is the new sales rep’s time to first sale. The other critical measures of the exercise are achieving ideal sales behaviors and being able to especially engage with smart customers successfully.

Should you invest in coaching for your sales team or hire an external sales development rep (SDR) service? When it comes time to scale your sales team, there are two main options: invest in your current team or outsource to a sales development company. In this blog post, we’ll break down the pros and cons of each and how to choose the best option for your business.

Leading the transformation from a transactional business to selling broader solutions is a major challenge for most companies. Especially when you have a sales organization that is already very good at what they do. So how do you communicate and execute on your vision for the organization? It starts with a change in mindset –– a different mental model.