Data Can't Assess Itself. At Least Not Yet.

Frank Donny

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.

Sales Growth and Sustainment: Where’s Waldo?

Jim Hughes

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 Search of the Science of Sales

Jim Hughes

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).

Artificially Intelligent: Good Data. Poor Execution

Cal Sloan & David Bailard

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.

Your Southern Cross (CRUX): Finding profitable revenue growth.

Jim Hughes

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.