Features This Issue
Susan is one of the best salespeople in her company. Late last year, she discovered her fourth quarter numbers were short and she needed to nail down one more sale in order to meet her quota and, more importantly, help the company achieve its financial
"Money," wrote Ralph Waldo Emerson, "is, in its effects and laws, as beautiful as roses." Sales leaders cant stop to smell the roses, though - they're too busy balancing priorities to make limited budgets cover a wide range of purposes and needs.
We've all seen the array of "new" sales methodologies and approaches in recent years - from uncovering hidden needs and adapting to the way modern customers buy, to assuming the role of a business partner, consultant or even teacher.
Struggling to differentiate themselves in today's crowded and hurried markets, many salespeople and account managers rely too much on products and pricing and too little on what matters most to their customers.
Constant change and uncertainty have exhausted buyers. The global economy has made every major purchasing decision seem like life or death. Customers today are trying to keep up with changing marketplace dynamics by innovating and taking their company from
Every company wants to grow sales, and using sales training to achieve that goal is certainly plausible. Unfortunately, whether the programs are developed internally or purchased from a supplier, most sales training initiatives fail to
When thinking about creating a new sales training program, there is almost an infinite number of considerations. Hot trends in adult learning models, teaching methods, delivery methods and multimedia can be confusing.
When asked to define "selling," buyers and sellers often use words like "convincing," "persuading" and "overcoming objections," and few companies recognize that people would rather buy than be sold to.
Training Industry Magazine
Best practices for developing effective training programs.