In 2007 Sonos, a manufacturer of luxury wireless-audio systems, struck a deal with Best Buy to sell its products at more than 600 retail locations across the United States. Sonos would be spotlighted in Best Buy stores with live, interactive, multizone demonstrations. In return Best Buy would gain access to the best-reviewed new audio systems in the world. The agreement was a victory for both companies.

New research from ValueSelling and Training Industry, Inc. has uncovered a glaring gap between the most impactful sales behaviors needed to engage with buyers virtually, and what sales leaders measure today. Surprisingly, winning sales behaviors are rarely measured. Yet without accurate measurement practices in place, companies are not effective in encouraging the right behaviors that lead to increased sales results, which means that money is left on the table.

While tactical customer service measures are typically managed by a single company department, strategic customer service innovations — that is, those that reflect what the customer is actually experiencing, not what you’re experiencing in your operations — necessarily involve the coordinated activities of multiple departments. Many leaders run into the issue of “organizational indifference,” where counterpart managers in other departments naturally focus on the measures top management has told them are most important, and for which they’re being held responsible.

Today’s B2B customers are very clear about what they want from suppliers: more channels, more convenience, and a more personalized experience. They want the right mix of in-person interactions, remote contact via phone or video, and e-commerce self-service across the purchasing journey. Adjusting to this new dynamic requires B2B organizations to shift from “traditional” and “inside” sales to “hybrid” in order to move with the customer.

Artificial intelligence has entered the sales arena. And it couldn’t have come at a better time.

The shift to remote and now hybrid workforces dramatically affected how sales managers train and coach their reps. Already facing time constraints, managers have reduced visibility into seller activity and struggle to personalize coaching.

Although sales training and sales coaching both aim to improve a sales team’s performance, each process follows a unique approach.

Sales training equips reps with the tools they need to get started, but sales coaching is what allows for an individual’s continued growth over time. To ensure success, it’s important to understand how these two pieces work together, and when each should be used in your organization.

Ask any salesperson about the biggest challenge they face along the customer journey, and they’ll probably say “sales objections.” Every seller has lost a prospect due to a concern expressed about pricing or a product’s ability to solve a specific problem.

The constant connectivity. The steadfast march of technology. The "know everything" environment. It's all changing the way you, me, and your customers perceive a company or brand. In some cases, our perception is influenced by word of mouth — recommendations from friends, online reviews, tweets, and Facebook rants. In other cases, it's our own experiences — both online and off — that shape the way we think about a brand.

Imagine that you’re a prospect working with two salespeople from competing companies at the same time: one uses hard sell tactics and the other uses soft selling techniques.

The first sends you an obviously canned email asking for a five-minute call, followed up with a demo, the demo with a pitch — and before you know it, they're asking for the close.

A simple take on prices is that they are an obstacle toward the purchase of a desired product or service. Companies, therefore, see a legitimate need to reduce “friction” in the transaction, which they accomplish by reaching into a seemingly bottomless bag of tricks, ranging from the subtle to the egregious.

Showing gratitude isn’t just a nice thing to do – it also makes an impact.

According to a study by Harvard, “expressing gratitude helps people feel positive emotions, relish good experiences, improve their health, deal with adversity, and build strong relationships.”

Being great at sales is, in part, being great at asking questions.

The reason – questions help you understand your buyer’s situation and, just as important, your buyer themselves. This helps you co-create a solution with them that provides value to both parties.

Do you feel like you’ve hit a wall in your success – either in your personal life or professional development? Like there’s nowhere else to go but down or sideways? Being stuck and not knowing what to do about it is one of worst feelings in life, no matter who you are and what you do. But the good news is there’s a way to get un-stuck, and it starts with you and your leadership ability!

What CEO has time to reflection? Few. And yet, I'm constantly urging those at the top to take a breather -- to meditate, think examine. In the words of researchers at MIT: "The process of reflection helps us to develop our understanding more deeply and to make our intuitive knowledge shareable with others."

What CEO has time to reflection? Few. And yet, I'm constantly urging those at the top to take a breather -- to meditate, think examine. In the words of researchers at MIT: "The process of reflection helps us to develop our understanding more deeply and to make our intuitive knowledge shareable with others."

On the surface, it’s easy to see products as the center of your sales strategy. After all, products and services are the things you sell. It’s natural to build a strategy around them. You want to highlight their best features, compare to the competition, and price to make a profit. However, as easy as this sounds, it’s just not realistic.

Think about the last time you received service that was exceptional. And by exceptional, I mean exceptionally good or exceptionally bad. How you were communicated with is often what shapes your impression — good or bad.

Anytime you're selling, you're trying to balance the price you're asking for with the amount of value you're providing your customer. If you want to get the highest price possible, for instance, your goal is to convince your customer of the amount of value they're getting in exchange.

The fact is, better customer experiences are better for business. Great CX means your customers are happier, feel taken care of, and are more loyal—all of which leads to more profits. It takes the right tools and data to fuel those experiences, and a lot of it is already at your fingertips.

During the early stages of the pandemic, many B2B companies considered remote interactions as a temporary patch, a way to stay in touch with customers while sales reps were confined to their home offices. Now, it’s becoming clear that omnichannel is here to stay, and many businesses aren’t prepared for this permanent change.