We’ve become obsessed with marketing and sales data. A couple of years ago we called it big data. We now call it predictive data and that word is even getting old. So, we have come up with new words like machine learning and even AI is coming into play. This all sounds cool and it really is. I love technology, but technology can’t replace experience. At least not yet.
If you identify your sales efforts as underperforming, don’t despair. There are 3 key steps that have proven to lead a company to improved revenue performance.
In our continuing series on revenue performance, we outline the journey of an unproven performer, including steps to take to drive revenue with predictability. There are many reasons why you might be considered an unproven performer.
In our continuing series on revenue performance, we outline how to know if you have an erratically performing sales team and how to proactively improve your performance.
In our continuing series on Revenue Performance, we outline how to know you have a high performing sales team and how to stay there.
The objective of each Where's Waldo? book is simple enough: comb through the crowds of people to find Waldo. The objective of most corporations is to constantly out-perform revenue targets. Both completing a Waldo book and consistently out-performing revenue are many times exercises in patience and frustration, even for the most experienced professional.
In an interview with Bruce Cleveland, Jim discusses how the science of sales needs to be embedded in driving sustainable revenue growth and how companies can successfully traverse the Traction Gap—the crucial journey from initial product release (IPR) to minimum viable traction (MVT).
Artificial intelligence and machine learning have made great advances in the understanding of customer actions in retail markets, consumer products and services, and online transactions. With large numbers of discrete interactions and a structured buying process, predicting group behavior can be quite precise in guiding marketing, as well as sales planning and investments. Unfortunately, extrapolating these same techniques to the world of low-volume, high-value, complex enterprise sales is challenging.
Recently, we were discussing the true ‘Southern Cross’ for a client’s profitable sales growth. Although this client had a strong tactical sales execution plan and a robust long-term strategy, the executives admitted that they were missing a seamless connection between strategy and desired results/objectives.
We have all been there. We are asked, or we ask our team, to do something that we know is poorly thought out, has minimal benefit, but has lots management passion – welcome to CRM adoption.