In the past 5 years, Quick Start Strategies has analyzed the performance of over 1,400 companies to uncover the story-behind-the-story as to why companies consistently fail to meet their desired sales objectives.
Selling is like running a business. Every successful business does a great job of accounting via P/L and balance sheets what are their inflows (revenue) and outflows (expenses). The principals live the axiom ‘time is money.’ For sellers, their accounting system is the CRM platform.
Just ignore it and ask your sales reps and supporting team members to do additional work in Excel to make the numbers right. Read that sentence again and then think to yourself if that sounds crazy. Well, it’s what many companies chose to do.
In the ongoing Quick Start Strategies Sales Performance Study, 79% of companies say that over 70% of their sales reps actively use their CRM system to track, trace, and manage opportunities. However, only 24% of these companies’ state that their executives have a high level of trust in their CRM data.
Behind every sales team is a sales operations person doing what is necessary to keep them efficient, effective and successful. Sales operations is Robin to Batman. The unsung hero.
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.
You’ve most likely seen the movie Field of Dreams. The concept of the movie plays out in the deployment of most sales processes.
Everyone wants data that will help them make better business decisions – big data, small data, any data. That puts pressure on sales and marketing executives to become data wizards and utilize analytics to deliver results.
I read an article the other day about why many sales reps do not use CRM systems. The most common reason cited was that the sales process did not match the buyer’s process. This is a reason, but it’s one of many. In my own experience helping hundreds of sales operations leaders, the top 5 reasons I find - are:
Have you ever tried to win an argument or a debate with just an opinion? It’s very hard to do. Solid facts and analyses win debates, not opinions.
So you want to transform your company. You have identified a new product, services to support and deliver, and a launch date. You have all the demand generation plans and materials set and you are ready to pull the trigger