It’s funny then that, according to research by Lee Resource and IBM, 80% of companies surveyed claimed that they offer superior customer service, but only 8% of their customers agreed with them. Ouch!

80% of companies surveyed claimed that they offer superior customer service, but only 8% of their customers agreed with them. Ouch!

It is undisputed that negative customer experiences cost your bottom line. Have a look at these CX statistics:

For every customer complaint, there are 26 other customers who have remained silent. (source: Lee Resource Inc)

A dissatisfied consumer will tell between 9 and 15 people about their experience, while about 13% of dissatisfied customers tell more than 20 people. (source: Lee Resource Inc)

Attracting a new customer costs 5-times as much as keeping an existing one. (source: White House Office of Consumer Affairs, Washington, DC)

Happy customers who get their issue resolved tell about 4 to 6 people about their positive experience. (source: White House Office of Consumer Affairs, Washington, DC)

86% of consumers quit doing business with a company because of a bad customer experience. (source: Harris Interactive, Customer Experience Impact Report)

It’s no wonder then that customer-centricity and customer experience (CX) are hot topics in business right now. But just saying so is not enough. What about your business? Just how customer-centric is it?

Just how Customer-Centric is Your Business?

Before I go on I’d like to clear up a question I get asked a lot: What is the difference between customer-centricity and customer experience?

It’s simple, really.

Customer-Centricity creates positive Customer Experiences. In other words, for customers to perceive a business as being customer-focused it needs to be structured and managed like Jeff Bezos says, i.e. with the customer in mind. So, to be customer-centric, at every touch point in the organization you need to ask: “What does that look like from the customer’s point of view?” and then adjust your processes, KPIs and culture to do the right thing to create that positive customer experience.

So, how Customer-Centric is Your Business?

I propose that there are 10 Critical Customer Touch Points in the customer’s buying journey that can make or break your business.

These ten Touch Points are:

1. A Brand that Differentiates Your Business

I don’t mean that you have to be a household name or that your logo needs to be a certain color. The main thing is that you have a distinct brand that customers can recognize and identify you by. Most businesses should have this under control.

2. A well-defined Product and/or Service to Sell

How well can you articulate your product or service? How clearly can you explain to your prospects and customers the benefits of your product or service? Will your customers understand what it does for them, i.e. what’s in it for them? Or do you mostly talk about how it works?

3. A Unique Selling Proposition (USP) And A Killer Introduction That Engages Your Ideal Buyers And Makes Them Want To Know More About You

This is critical: It can’t be a motherhood statement such as “We really care for our customers.” It needs to be credible and you need to be able to back it up. What is your unique value proposition? I.e. can you clearly state what makes your business and its offerings unique and why a prospect should be interested in you? What makes you different from any other business out there?

And then, how do you convey that difference at the first point of contact with a new prospect? How can you intrigue and engage them right from your opening introduction? How do you get them to lean forward and say: “Tell me more.”?

4. A Clear Understanding Of Who Your Ideal Customers And Prospects Are

You would agree with me that there is little point in engaging with the wrong kind of prospects. You are better off dealing with the right kind instead, right? So, how clear are you on what your ideal customers look like?

5. The knowledge Of Where To Find Them

Once you know who your ideal Buyers are you need to know where they hang out. Do you know where to find your ideal prospects and customers?

6. The Understanding To Access And Engage Them Effectively

It’s not enough to know where to find your ideal Buyers. You need to know how to get to them and get them interested in your goods or services. How effective and scalable is your sales process? How well does it leverage your unique value proposition (see Point 3 above)?

7. The Know-How To Eliminate Your Competitors

Rarely will you be the only one in the race to a deal. Instead, you will most likely have to beat off any number of competitors. So, how do you fend them off and becomes your Buyer’s final and only choice?

8. The Skills To Create Effective Sales Proposals That Close Deals

In most B2B sales situations you are likely to be asked to submit a sales proposal to your Buyer. Do you get excited by the fact that the Buyer asked for a proposal and send it off to them asap? Or is there a better, smarter way? Further, how can you ensure that a) your proposal covers exactly what the Buyer needs, and b) that you have maximized your chances of your proposal being the last one standing, the one that gets accepted?

9. A Superior Pre, During and Post-Purchase Customer Experience

If you reflect on the customer experience statistics at the beginning of this article you will understand just how mission-critical your customers’ perceptions and experiences are to the success of your business at every step of the way. So, how successfully are you managing your Buyer’s interactions with your business?

10. The Ability To Keep Your Customers Loyal And To Win Their Repeat Business

Your customers’ experience does not end with a transaction. In fact, their post-sale experience is so critical that it will determine whether they will choose to come to do more business with you, or not. So, how do your prospects and customers perceive their interactions with your business at every touch point? Is their experience a pleasant one that will make them rave to their friends and colleagues about your business, or is it one that will more likely make them warn people off you?

There you have it. The 10 critical customer touch points that make or break your business.

The post 10 Touch Points That Make Or Break Sales appeared first on Head Of Sales.

Many sales organizations these days are struggling to achieve organic sales revenue and profit growth.

According to the TAS Group, 67 per cent of salespeople do not achieve their sales targets.

Thanks to the internet, buyers now have more information available to them than ever before. This easy access to knowledge is putting sales reps into a weak position, as it empowers buyers to take charge of the sales process. Buyers now carry out extensive online research before feel ready to contact a vendor. Thus, now the Buyers decide WHICH VENDOR they will contact, and WHEN they will do so. If your organization is not among the chosen ones your reps may never know that the buyer even existed. Yes, we are in the era of the buyers journey.

Now the Buyers decide WHICH VENDOR they will contact, and WHEN they will do so. If your organization is not among the chosen ones your reps may never know that the Buyer even existed.

As illustrated below, there are three distinct windows of opportunity in the buyers journey to influence the buyer towards our brand and our goods/services:

1. Opportunity To Create Desire

In the early stage of their buyers journey sellers have the opportunity to create desire in the buyers’ mind to consider our offerings, whether it be a new car, a new pair of shoes, or a complex IT system.

2. Opportunity To Influence The Buyer

Later, we have the opportunity to influence their decision-making and lure them away from competitors and towards our brand and offerings.

3. Too Late To Influence The Buyer

But, unfortunately, once they have made up their mind about what they want to buy and which vendor they want to buy it from, there is little opportunity left for vendors to change the buyers’ mind. They simply have come too far down the track towards making their buying decision to change tack now. Unless, that is, you have a very compelling argument or information that they had not considered (see the section on Challenger / Disruptive / Provocative Selling below).

Obviously, waiting to be contacted by a buyer is not a great sales strategy. We need something more pro-active, and we need to focus on the first two windows of opportunity that I mentioned above.

Obviously, waiting to be contacted by a Buyer is not a great sales strategy.

Over time, several options have become available to restock the sales and marketing arsenal that has been depleted by the buying journey and by the modern buyers. They can be used in any combination to help you reach your sales targets. Here are some of the more commonly used ones:

1. Cold Calling / Warm Calling
2. Content Marketing
3. Social Selling
4. Storytelling
5. Account Based Marketing (ABM)
6. Challenger / Disruptive / Provocative Selling

Let’s now look at the above options in more detail:

1. Cold Calling / Warm Calling

A lot of articles have been written about the pros and cons of cold calling. Tony J. Hughes, has written extensively on the subject, largely promoting cold calling as an effective sales technique. Personally, I am not a huge fan of calling somebody out of the blue, interrupting whatever they are doing and expecting them to drop everything to listen to your sales pitch. The only time this has half a chance of working is if you really have something significant up your sleeve that is of vital importance to them and to their business. If you have something like this then please feel free to go straight on to the section below on Challenger / Disruptive / Provocative Selling.

Otherwise, my recommendation is to stay away from cold calling. Instead, warm up your prospect with Content Marketing or Social Selling (both described below) before making direct contact. In this way, at least they know who you are and that you have something that is worthy of their time, or not.

2. Content Marketing

This strategy requires marketing to issue content that entices and compels buyers to our business. This content is usually published to the website and online generally, and complementary material is issued to the sales team. Content may comprise white papers, thought leadership articles, client success stories and lead generation campaigns. The key to success is that marketing continuously monitors the performance of its content and actively seeks feedback from the sales team about how prospects and customers react to it. Equally, sales reps must actively provide their front line intelligence to marketing so that the performance of marketing content can continuously be improved.

Success depends largely on a highly collaborative feedback loop between sales at the customer-facing front and marketing at the online front.

3. Social Selling

This is a specialist version of content marketing which is practiced by individual sales reps. The idea is that we want to attract buyers not only to our brand but also to individual reps who have built a reputation of being subject matter experts.

The way it works in many organisations is that marketing provides the right content to the sales force for them to promote their personal subject matter expertise on social media platforms such as LinkedIn, Facebook or Twitter. In other words, individual sales reps attract the buyer through their personal brand, as well as their employer’s brand.

Again, the success of this initiative largely depends on close collaboration between marketing and sales, if the content is to match the individual, and vice versa.

4. Storytelling

Storytelling is very powerful. Ever since humans were living in caves we sat around the campfire and told stories. Before the written word was invented stories were the way that we acquired information and learned new skills, such as how to hunt, gather and grow food. Even today, us humans remember stories much better than mere facts or figures.

When salespeople engage with a prospect or client they will have much deeper impact when they convey their information through a story. Storytelling also has the advantage that it doesn’t feel like selling. Just telling a story or an anecdote feels less intrusive to both the buyer and the rep. So, go ahead and tell the story of how a past client found themselves in a similar situation to your current prospect and how your solution helped them to overcome their challenges and to succeed.

Your marketing team should arm your sales force with stories to regale your prospects and customers.

5. Account Based Marketing (ABM)

ABM is nothing new, but modern sales and marketing technology has elevated it to the latest “must-have”. The reason is that it can be very powerful, if executed well. Imagine you want to win a new key account or retain a major client that is at risk of moving on to a competitor. Wouldn’t you want to give them the attention they need to help secure or retain their business ? So, you create a specialist team, let’s call them a “hit squad”, to identify the key stakeholders in your account, i.e. the decision makers, influencers and gate keepers, and you identify what makes each of them tick, their likes and dislikes, challenges and opportunities. Then you provide each of them individually, through whatever means necessary, with the information that they need to make an informed decision on why they should buy from your organization. This is so that when they all meet to decide which vendor to go with, they will discover that they all miraculously agree that they should go with your business.

This “hit squad” must consist of a multi-disciplinary team, comprised of marketing, sales, product management and communications experts. So, once again, close collaboration between marketing and sales is the key to success here, too.

6. Challenger / Disruptive / Provocative Selling

I have previously written about this type of selling and why it is not suitable for every rep. However, if your sales force has people with the stature to challenge your prospects’ or clients’ thinking then it can be very effective. The idea is that you disrupt their thinking with some new information that they either did not previously possess, or that they had not yet considered. Something that stops them in their tracks. The neat thing is that, because this particular insight was brought to them by you and only you, it gives you instant credibility over and above your competitors and turns you into a trusted adviser. It should be easy from there on to close the deal.

Conclusion

As you can see, there are a myriad of options to engage your prospects and clients, but waiting to be contacted by a Buyer is not a great sales strategy. And, given the myriad of alternatives, there is also no need for cold calling.

Regardless of which of the above sales techniques you choose to go with, much of your sales performance and success will depend on how well your marketing and sales teams work together to engage the Buyer and to differentiate your business from that of your competitors.

Ideally, your teams will collaborate across the entire 360 degrees, as illustrated here.

You are invited to talk to us about your business challenges and we’ll do our best to help, if we can. Go ahead, what have you got to lose ?

The post Six Sales Prospecting Methods, Including Cold Calling. appeared first on Head Of Sales.

Less than ten seconds is all the time executives now take before they decide whether a sales rep is worth spending their time with, or not.

Seasoned salespeople tell me that, ten years ago, they used to have 30 minutes, or even longer, to establish rapport with a new Prospect or Buyer. During the 2010s, this time shrank down to just a few minutes. The latest feedback is that this window of opportunity has now shrunk even further and is now down to less than ten seconds.

That’s all the time executives now take before they decide whether a new sales rep is worth spending their time with, or not. This anecdotal evidence is also backed up by research. In fact, the hardest part of the sales cycle now is no longer to close a deal, but to gain traction and engagement with a Prospect in the first place. Or, put another way: While it is easy to reach out to your ideal customers, it is now VERY difficult to draw them into a meaningful sales conversation.”

Further, Sirius Decisions tells us: “The greatest inhibitor to sales effectiveness is the seller’s inability to communicate a VALUE message.”

Add to this Forrester’s research findings, saying that “85 percent of sales interactions fail to meet the expectations of buyers” and you can see how the old linear method of introducing ourselves and our business first, before moving on to our products, services or solutions and related customer pain points, is well and truly passé.

Possessing an effective and professional business introduction that spells out clearly and succinctly the benefits that we bring to our buyers is now more essential than ever. If those benefits are also quantified then that’s even better.

So, why do many businesses and their salespeople turn off their prospects, right from the first contact?

Let me give you a concrete example:

The other day, I was asked by a senior executive in an international technology company to facilitate an introduction to a CMO whom I know personally.

I was happy to make the introduction and asked the executive to send me just a short paragraph with a synopsis on their business for me to make the introduction with. Let’s call them xyz IT Company to protect their true identity.

Here is an anonymized version of what I then received:

“xyz IT Company is a US-based technology company founded in 2013, we provide a cloud-based application, designed for enterprise businesses who are committed to B2B and B2C sales transformation, and interested in automating the preparation of bespoke presentations to increase productivity and drive revenue growth, along with reporting and analytics to surface the most effective presentations. 

xyz IT Company integrates deeply with CRM’s, BI tools and any data sources to fuse company data and approved content, delivering a high quality, interactive experience. These automatically generated presentations save a sales (or account management) teams significant preparation time; meaning they can spend longer with their customers and prospects doing what they do best: selling. The presentations themselves are developed as web pages at a slide level, so there’s unlimited flexibility in how content is designed and the way data is visualized.

 xyz IT Company currently works with organizations across a range of industry verticals and company sizes, clients such as (customer brands removed) and we’re also in the process of launching pilots with companies such as (brand names withheld).”

Did you understand it? Did you read even past the first paragraph?

I know the company well, but even I couldn’t make sense of their introduction. Now imagine what the poor CMO (whom I was meant to introduce) would have thought both of XYZ Company and of me, as the referrer.

I get it that it is human nature to want to talk about ourselves and our business and how important and great we and our products or services are.

For a quick exercise go to your website and take a good look at the ABOUT US page.

For a quick exercise go to your business website and take a good look at your ABOUT US page. If that web page is really all about you then get it changed. Get it changed to ABOUT WHAT WE DO FOR YOU. Only then will it be more likely to engage buyers.

Let’s see how it looks from the other side.

Just put yourself into your prospects’, clients’ and customers’ shoes and imagine this:

If I were in their position, would I want to hear all about you and your company, how long you have been around, how many employees you have, in how many countries you operate, what products you have and the logos of your customers?

Or, would I first and foremost want to hear what’s in it for me (WIIFM)?

I like to break the process of starting a new business conversation down into three parts:

1. Answering WIIFM
2. Answering HOW we do it
3. Answering where we have done it before

Let me elaborate:

1. Answering WIIFM

If we spell out the exact business benefits in qualitative and quantitative terms then a buyer can decide very quickly whether they are interested in finding out more, or not. After, all for a sales rep it is just as important to qualify a prospects OUT, as it is to qualify them IN. It saves a rep a lot of time NOT to pursue a prospect who is not interested.

2. Answering HOW we do it

Once we have established active interest in our buyer’s mind they will want more information. Information such as how we deliver the benefits, what they need to do from their end to be successful and how our product, service or solution may apply to their business.

3. Answering WHERE we have done it before

So, they know what’s in it for them and how we deliver the outcome. Now, our buyer will want to be assured that this result can also be delivered to their business and that they are not a lab rat or Guinea pig. They want proof that what we can deliver what we promise. So at this 3rd stage they want customer success stories and testimonials.

All the above, however, depends on gaining that buyer’s interest in the first six seconds. So, how is your business introduction doing?

The post I Have 10 Seconds To Make An Impression? appeared first on Head Of Sales.

What tactics for leveraging LinkedIn Sales Navigator do you need to know?

Blended prospecting techniques are nothing new but codification of these combinations in the context of the Sales Navigator platform is required.

Step 1: Take an account list of no greater than 50 accounts and add them on Sales Navigator.

Step 2: Save 5-7 prospects per account as leads in every account because you are going to monitor the content they share and where they are mentioned + interact with it.

Step 3: Build a robust Sales Navigator feed you’ll utilize in both web and mobile STREAM. It’s a custom feed.

Step 4: Here’s the kicker, sort by Lead Shares and start to comment on what they’re sharing in a thoughtful way. Remember you aren’t connected to these people so it’s wow factor for CXOs to have some total stranger commenting in a relevant way out of the clear blue! Contacts that share based on the 90, 9 and 1 internet theory of prosumption are massively valuable. Basically, only 1% write, 9% share, and the other 90% are really more voyeurs on the web (Wikipedia power law distribution). If someone is sharing, YOU MUST CALL THEM. So use a service like Lusha, Data.com, ZoomInfo, DiscoverOrg or RainKing to directly call them and comment on what they shared in Social to their LinkedIn feed as evidenced by Navigator.

Step 5: You need to set aside time to mine your common connection or “TeamLinks” per account. Your goal is to call common connections or colleagues that are connected into prospect companies. All common connections should be exploited. If you sell software to CMOs, still leverage a Teamlink to the HR department or Legal. All TeamLinks are golden. Navigator “Teamlinks,” for those just tuning in is the most powerful feature of advanced LinkedIn. In essence, it lets you see who in your own company is connected to anyone in the prospect organization.

Step 6: Set aside time to explore all your 1st and 2nd-degree referral sources into prospect bases. These are represented in the middle column on Navigator. I would click underneath the pane to expand and start to look for patterns that emerge in the common connections. Here it will reveal competitive salespeople in other vendor companies or nodes on the network. Nodes are thought leaders in your industry so omnipresent, that their mere connection to your prospects, is heat seeking to indicate they’re the right decision maker. Call up sellers in affiliated vendors that are harmonious to what you sell and co-host networking events with them to overlap your networks. The cardinal rule of referral selling on LinkedIn is NOT to do it digitally. When you identify the connection in common, call that connection point and offer to ghostwrite a message they can pass along to make the warm introduction. MAKE IT FRICTIONLESS.

B2B buyers are 5x more likely to engage when the outreach is through a mutual connection. – LinkedIn Research

Step 7: Watch the daily email digest from Navigator that hits your smartphone email inbox for job changes. When you are going after a calling list, start to call down the Navigator Newsfeed referencing the lead news mentions, job changes, lead recommendations and other triggers like funding, or innovation projects. Use the live Navigator real-time feed as the bedrock for your TRIPLES. You’ll remember the basis of COMBO selling is a call, email and vmail (video or voicemail) back to back to back, preferably under 2 minutes. Jab jab, hook!

Step 8: Don’t exceed 50 target accounts and up to 7 contacts per. This means you should only ever be monitoring 300 objects which is double the Dunbar number of 150. The neocortex can only hold 150 connections. LinkedIn Sales Navigator actually gets unwieldy and you start to miss information if you follow too many people or accounts. Even if you change your STREAM sorting to “recent” versus “most important,” it’s cumbersome. 50 Key Target Accounts per quarter max, 5-7 leads per prospect, at least 1 C-Level per account. Remember you can easily purge out accounts and leads if you track too many. Work clean, keep it organized and tight.

A hodgepodge of Tricks and Tips:

• Nobody ever calls Presidents, CEOs or Board Members. You should call VCs who back the companies if going after earlier stage ventures. Where do you get the phone number? Many times, by just linking in (try to write a customized LinkedIn request), they’re phone number will already be freely shared on profile in the Contact area.
• Exhaust all of your InMails every month no matter what, even a disinterested response gives you a credit back which yields over 30 in total. Huge secret: You can hit reply to any InMail an unlimited amount of times. So that 30 becomes 60 and 90 very fast. Quality InMail follow-up is key.
• I talk to CXOs, they get 1 InMail in every 100 emails. They get 1 phone call / VM in 500-1,000 emails. STOP, REREAD THAT! What does this tell you? It’s not even the quality of a cold call, voicemail or InMail: IT’S DOING IT AT ALL that makes the lion share difference. This 10X action alone completely stands out in the all digital social selling cacophony. Pretty much everyone I add now (and I’ve tested this) immediately spams me back selling products or services. Social selling fail! No value is being added. The vast majority of all sellers are lazily ONLY emailing and adding without a custom invite, only to immediately spam back (once.) No follow up. The golden secret of all sales Cardone will tell you is: F/UP, F/UP, F/UP!

The relevancy paradox is the idea that adding value and changing up the message every time will yield a better result than never varying. It looks needy. Over-researching can cripple an outreach campaign. Don’t overthink it with analysis paralysis, set the appointment.

But for this to work, you’ve gotta have a relevant target that’s as similar as possible to existing prospects or leverages a direct competitor’s solution. They’ve bought before, they get it. Some percentage will be dissatisfied and buy again. Be there when the buying phase begins. Educate in the education phase but move fast and identify prospects who have entered ‘buying phase.’

• Work anniversaries and birthdays are pretty spammy. Congratulating people incessantly on a new role, funding or a school in common is wildly overplayed. The best messaging is that you provide X value (quantified is best aka hard dollars) for Y similar company. It’s really that simple, cut and dried. The Cialdini concept of social proof is the most powerful. If you talk to the CMO of Pepsi about something you’re doing for Coke, you’re getting a callback. It’s fiercely competitive to innovate at the top.
• I’ve tested every type of messaging under the sun. Repetition is the key. Sending a very similar message from the top of the food chain down the ranks and then only slightly varying it, even not at all as you TRIPLE every 72 hours will get your emails circulated. Some call this the art of confusion. You are shaking the trees and low hanging fruit will fall off. Mike Scher had some wild research results looking at 1.4 million calls that I’m paraphrasing here. Check out his work at FrontLine Selling!

Jeb Blount is one of my personal heroes and his book completely changed my life and career. And that’s even after 30 years selling in the field and running entire technology companies for Australia New Zealand. He also stirred the pot tremendously with the below quote which spawned 1,300 likes and 180,000 views on a LinkedIn update I published as at this writing!

“I closed a $2.5 Million deal after leaving the exact same voice mail for a C-Level Exec every morning for 52 consecutive days. He finally called me back and said, ‘You’re not going to stop are you?’ I responded, ‘not until you meet with me.’ The meeting opened a dialogue that, six months later, resulted in my company replacing his incumbent vendor. Persistence is the fuel of winners.” – Jeb Blount

Do you agree? Litigious roaches scurried out of the woodwork and hissed. Bottom line: Drop everything and buy this book: Fanatical Prospecting.

• There’s a higher propensity for folks active in Social to be open to a TRIPLE and convert because of one. Navigator is a great way to help you prioritize your book of business based on Trigger Events – who’s alive and kicking. What’s the number 1 trigger event? Job changes. Thank you Craig Elias and Tibor Shanto (authors of Shift!). In the first 90 days, the average CXO will deploy 1M dollars in OpEx capital for new business expenditures to shake up the status quo and make their mark. There’s a new Sherrif in town!
• I’d be remiss not to mention the mid-funnel practice of MULTI-Threading. Remember there are 6.8 stakeholders in every buying committee now in a complex sale according to CEB, so if you’re single-threaded you’re “deaded!” Ok, it rhymes. But take the time mid-stream, once you’ve opened the oppt, to get connectivity with your contact’s boss, lateral VPs and Operational folks (the victims of the problem), aka the Users of the solution – is priceless to mobilize consensus. This is going to increase close rates and accelerate deals. You should be adding everyone you ever meet, shake hands with at a networking event, etc. Start to harvest as many accurate email addresses, cell phone numbers and build your LinkedIn profile to 5,000 ASAP (much higher likelihood of hitting quota!)

What strategies for advanced Sales Navigator did I miss? How do you utilize LinkedIn Sales Navigator in combinatorial ways with other prospecting channels to land meetings with impossible to reach prospects, accelerate your deals, and exceed quota? Very curious…

The post Sales Navigator Techniques To Know appeared first on Head Of Sales.

It’s closer to 15% that actually achieve quota. So they enjoy saying they “crush it.” It’s the exception, not the rule.

2. Managers can sell. Sellers can manage. 

Actually, the skill sets are typically mutually exclusive. Eagle reps seldom ever become effective leaders of men and women.

3. The phone is dead. 

It’s actually more critical than ever to social selling to combine the phone at every stage of the funnel. Call reluctance is a pandemic. LinkedIn provided an easy button, unintentionally.

4. Personalising your digital outreach works better. 

Ironically, the more you show a prospect you are studying them personally vs. their business, the more you violate the principle of “non-hunger.” It’s like dating, hitting on attractive people doesn’t advance you – it repels.

5. Technology is where the money is. 

It’s actually one of the most speculative industries per VC, Marc Andreessen. There are many more profitable sectors than the entire tech industry. Will it’s day come in our lifetimes? It remains to be seen.

6. When companies raise a ton of money, they’re doing well. 

Actually, it’s usually because they’re burning through cash at an alarming rate ($2M+ per month) and are simply trying to keep the lights on – often diluting themselves. It’s also a big sign they haven’t figured-out product / market fit and are treading water to find a hockey stick in the dark.

7. A company hires sellers because it’s doing well and expanding. 

It’s typically actually because revenue is down, sales staff churn is up, the culture is “Lord of the Flies”, bad management has eroded moral, the CEO has stepped in to destroy the sales strategy through micro-management, or the worst offender: they need a miracle from field sellers – aka guys or gals in suits – to save the company from mortal peril.

8. If you call 100 people, you’ll connect with many. 

Truthfully, it’s about 2 or 3 in 100. This is why you have to do combinations in short bursts of SHORT! voicemails, SMS, emails and social touches to stand out. You dramatically lift the odds of success when you get their mobile phone number… Lusha is a brilliant tool for anyone in sales and there are plugins for LinkedIn and Google.

9. Just get referrals. 

Yes, a referral – aka warm introduction – is the highest probability path to revenue. Newsflash, modern sales organizations are doing Account Based Marketing (ABM) approaches. The majority hunt in NAMED territories so if you don’t breakthrough, you’re dead… cut from the roster.

10. Account Executives shouldn’t do SDR hunting and SDRs shouldn’t do closing. 

Building the ultimate sales machine worked for a brief time in the early 2000’s before every tech company started to do this and it drove CXOs crazy with the lack of continuity from meeting setter to closing salesperson. They won’t bother with being put through the sausage grinder. Do your due diligence on the list, value proposition and Ideal Prospect Profile, and fire away yourself. At the end of the day… and from the beginning of the call… you gotta be able to carry the right conversation. The senior sales person is best equipped to carry the value narrative to the decision-maker and this has gotta happen right from the get-go!

11. Sales automation is a thing. 

It’s primitive folks, it’s not Watson beating Kasparov. If you’re automating your email drip campaigns, you’re going to hit the SPAM folder or asked to be removed. You can’t predict who will buy with algorithms, there is certainly no current technology on Earth that will replace good old fashioned blood, sweat and tiers since 1952… well maybe.

12. Only add who you know on LinkedIn. 

I’ve been getting into furious debates over this one. Read Reid Hoffman’s first book. The power of your LinkedIn network is like a Richter scale. It’s geometrically more powerful at 5,000 than 2,500 connections, not twice as powerful. It’s extremely powerful to cultivate the “Strength of Weak Ties.” Don’t get siloed with who you know, network trade shows, online groups and always be connected around shared interests. Trust me – go do the research.

13. Texting and Facebook render sellers a social pariah. 

Simply not true, you should be exploiting cell phones – texting them directly and connecting with prospects on Facebook and chatting to them whenever possible. Try it!

14. Extroverts win in sales. 

Just because you’re a ‘people person’ doesn’t mean you’ll be great in sales. The bottom of the leader board is filled with ‘professional visitors’ and fluffy narcissists never make it in the board room. Knowledge is power and this is why skeptical, Challenger sales engineers that go into quota carrying new business actually can “crush it.” As the complexity increases, engineers of value are far more effective than warriors of persuasion.

15. LinkedIn is about a personal brand. 

Around 2012. Any serious seller should be on LinkedIn Sales Navigator. Period. End of story. You should be tracking your best prospects and interacting with their content through blended approaches.

16. The greatest trigger event is a funding round. 

Not true, Craig Elis and Tibor Shanto proved the strongest trigger is the job change. In essence, it unlocks about $1M in spending by the average F1000 CIO in the first 90 days – shaking-up the status quo is the mission. You’ve got 4 leads every time one position changes. Look for internal promotions and lateral moves too. Again, LinkedIn is your source of leads!

17. It takes as much effort to close a 6 figure deal as a 7. 

It actually takes more with tire kicker tiny deals trying to POC and do pilots. These folks are incorrigible, you’ll never win. Cut bait and only focus on household names and dream clients you’ll be proud to win.

18. Buyers are 57% through the buying process. 

That’s just lazy-think. Interruption is magical. You’ve got to create desire and uncover latent brain. It’s a great stat for selling a book but Mike Weinberg fully debunked this one.

19. Sellers are making over a million dollars a year. 

Yes under 1% globally do. You could probably find a unicorn if you chased enough rainbows and lost your mind.

20. If you’re missing your quota, it’s 100% your fault. 

Truthfully, many companies have broken cultures, bad management, and products that would never sell in any market. Don’t beat yourself up about it. Do what Lee Bartlett does and vet the companies you work for very hard. Talk to their current and former reps, even interview their current and former clients. Are they a necessity or a “nice to have.”

21. You can multitask. 

You can’t, get off LinkedIn right now and go lock yourself in a room to make 30 calls, vmails, text and emails. Neuroscience 1, You 0. Yes, you! Why are you still reading this…

The post 21 Sales Myths Busted appeared first on Head Of Sales.

Finding new opportunities and creating them are two different outcomes. Those who struggle to create enough new opportunities often believe that they need to find opportunities when they need to create them, something that requires a different approach.

Finding Opportunities

The idea that one is trying to “find opportunities” starts with the belief that your prospects are already unhappy and that they are open to changing their solutions and their existing partners to improve their results. The belief that your prospective clients are already compelled to change drives your approach.

The primary idea here is to ask questions that will elicit the client’s existing “dissatisfaction.” The question that best describes this approach is the question, “What’s keeping you up at night?” This question is an attempt to fish for some “gap” you can use to start a conversation about your solution. The approach requires that you get your prospect to acknowledge some areas where they need better results.

There are still industries where this approach is valuable. There are also occasions when your contacts are well aware of their problems and are looking for someone to help them improve their results. You should not believe that because more powerful approaches sometimes replace this traditional approach, it isn’t valuable. You need different approaches for different scenarios, and this approach is still available to you when it enables the right sales conversation.

This traditional approach to discovery is about eliciting the client’s existing pain points, or hot buttons, or dissatisfaction. Here, you are trying to find new opportunities.

Creating Opportunities

What do you do when your dream client doesn’t believe they are dissatisfied? How do you find an opportunity when your prospective client doesn’t think they have any reason to explore change and that speaking with a salesperson is a waste of their time? What do you do when your contact doesn’t believe there is a gap?

The world we now find ourselves in is very different from ten years ago, let alone the forty years that have passed since some of the processes and methodologies we use to sell effectively were observed and documented. Evolution tends to transcend what exists while including what is still useful, which is true about b2b sales approaches. When change is more difficult and more disruptive, when it requires more time and consensus, and when the risks are greater, you will not be likely to find opportunities. Instead, you must create them.

The realities of business now require access to a different approach, one that allows you to have a conversation about change. It opens up the possibility of exploring change and creating an opportunity. You do this by helping your clients understand why they might need to change, by showing them the future implications of their status quo and illuminating their future potential. Asking the client what they believe their existing partner might do better falls flat when the change is going to require time and energy and consensus and risk. Your contacts aren’t likely looking for disruption in their business without an upside worth the effort of change.

To create new opportunities, you have to provide your clients with a higher resolution lens through which to see their business, assisting them in making decisions about the future of their business. Without the ability to show your clients why they should be compelled to change, you lack an approach that serves your client—and one that would allow you to create a new opportunity.

How to Stop Falling Behind

One of the reasons you fall behind in creating new opportunities is that you have fallen behind by not updating your sales methodologies, processes, and approach.

The new role of sales is built on creating compelling, differentiated value throughout the sales conversation, which serves the client and causes them to prefer the person who helps them understand their world, the decisions they need to make, and how best to make those decisions. The new role of sales is to provide insight and a higher resolution lens that provides a new vision of their business, potential, and future.

The ideas here are necessary for creating opportunities. When your approach to new opportunities starts with the idea that your clients are already aware of their problems and all they need to do is get them to admit their “pain,” you will limit the number and quality of your opportunities. When you use an approach that allows you to shape your client’s thinking and their view of their challenges in light of all the internal and external factors they haven’t considered, you open the possibility of creating opportunities, improving your results. This is the only way to succeed in sales.

Not Mutually Exclusive

If you aspire to be a trusted advisor, you will need the advice to accompany the trust. One of the ways to create the trust that your advice is sound is by demonstrating why you are offering the advice and how you came to that conclusion.

You don’t have to choose between the traditional approach and a modern approach. You do have to recognize when one approach might be better than the other and how to execute the approach that most benefits your client.

The post Why You Need Create Opportunities and Not Just Find Them appeared first on Head Of Sales.

Some would look at the lists and use external factors to explain why less than fifty percent of salespeople fail to achieve their targets. They would be wrong to believe that things like buyers giving salespeople less time, or needing consensus, cause their poor results.

Salespeople and sales organisations struggle because they haven’t changed their sales approach to address the new realities and challenges of selling effectively. It’s not external; it’s internal.

The Limits of Your Perception

The fundamentals of selling are durable, and they don’t change very much over time. Things like prospecting, closing, negotiation, good questioning techniques, and differentiating yourself and your offering will always be part of selling. Over time, these things evolve, even if you do not recognise the evolution and even if you choose not to respond.

Recently, a sales leader told me about a person on his team who walked into a customer’s office and opened his catalogue to show the prospective client their new offerings. The salesperson is an order-taker in a world that belongs to value creators, something his sales leader knows to be true. You might not be using an approach that is as outdated as this one, but there are other areas where you need to update your traditional methods.

Prospecting Problems

Now, one of the most challenging outcomes in sales is gaining the first meeting. It’s always been difficult, but over time, their companies ask more of them, and they are less willing to meet with salespeople whom, they suspect, will waste their time. Much of the response to this trend has been the exact opposite of what is useful, believing that technology will improve results. This approach is the same as yelling at someone who doesn’t understand what you are saying, thinking that relentlessly repeating yourself but louder, is the key to changing their mind.

To improve your prospecting results, you need to change your approach by improving your value proposition for the meeting, offering your contacts a meeting that they will benefit from even if they never work with you. You make prospecting much more difficult without an approach that allows you to create value in the first call, one that provides your contact with a higher resolution lens through which to see their business and decision.

It’s an “old school” to use the phone, but it is still the best way to attend a meeting. It’s a “new school” to have an unassailable value proposition that improves your effectiveness on the phone.

Too Many Stakeholders

Another difficult challenge is avoiding the “no decision” that follows when the contacts and stakeholders in a company struggle to agree to move forward. Certain words project that a salesperson has a limited perception of the problem, like suggesting that the single contact they have been working with will be the sole decision-maker. The story concludes with a phone call from the contact, informing the salesperson that the decision-makers have decided to go in another direction.

There is every reason to believe that you are missing stakeholders, that you are going to have to work to acquire them, and that some will be opposed to the change you are helping to create. It’s also likely true that your primary contact will fear losing control of things once people express their opinions and needs.

It’s an “old school” to acquire a stakeholder in leadership who will support your initiative, which will always be helpful. It’s a “new school” approach to develop an approach to identifying the stakeholders necessary to a deal, the buying committee, and understand how to approach consensus building.

Being of Value

One of the mistakes we sometimes make in sales is loading up the sales force with so much product knowledge and technical information that their competency around pitching the product exceeds their ability to sell effectively. At some large sales kickoff meetings where I have spoken, the sales force might be required to attend five sessions on the product without a single workshop on sales skills. The emphasis on the solution can cause you to believe the solution is the value you offer.

For a salesperson to serve their clients, they have to know more about where their client’s company and their company come together. The client will always know more about their business than the salesperson, but the salesperson should still know more about the decision they are helping the client make. When you help people decide every day, and those same people make the decision infrequently, you must be the expert.

The solution is not the value you create in the sales conversation you are having with your clients. Your insights, experience, approach, and ability to provide new potential and new opportunities make up the value you provide; this is also what creates a preference to buy from you. Your solution is how you execute the advice you provide to your clients, which is an important distinction.

Selling is going to continue to evolve—maybe more than other areas of business. If you are not actively working on getting better, you are getting worse. Don’t let the limits of your perception be the limits of your results.

The post Get Better At Selling, Or You Will Get Worse appeared first on Head Of Sales.

Building a great sales team and culture is not an easy task. For starters, everyone is selling themselves when they go into a job interview and salespeople are no exception. And with terms like “tenacious”, “a way with people”, “a drive to exceed goals” as standard buzzwords in sales recruitment ads, you’re likely to be interviewing similar candidates. So how do you identify the good from the great?

Everyone is time-poor, but sales managers and leaders cannot afford to skimp on hiring great talent when it comes to sales. That’s why we put together 50 Pro Sales Tips for 2020, an ebook full of valuable advice from sales culture to self-improvement and working with others, to lead generation and negotiation skills. Because it’s time to look past the buzzwords and down into what skills are really behind the best sales reps. And the very best way to understand that is from the experience and expertise of other sales professionals.

Use these insights as you develop your job description, hire and coach the reps on your team.

Know your customer inside out

All good sales reps know their product, but the best ones know their customer even better. They put themselves in the shoes of their target market to build trust and ongoing loyalty.

According to Aaron Tobone, Chief Information Officer at Provider Assist, a good sales rep understands the importance of timing and context to build a customer relationship.

“Be proactive in understanding what is happening in your customer’s business so you can have contextual conversations and provide valuable advice. This is how you build continued trust,” says Aaron.

Building on the facts

Just like you can’t build a home with weak foundations, you shouldn’t build a relationship with flimsy data.

A lot of sales reps will talk about opportunities and forecasting deals without a lot of hard facts to support them. The best salespeople, however, start with the facts and develop a strategy from there.

“When selling, customers want to see results you have achieved for relevant businesses. Always start with the facts, make sure you backup your stories with hard data,” says Nick Hultink, Sales Director, Commercial at Salesforce.

These reps usually input lots of data into a CRM like Sales Cloud, they don’t just look narrowly within the data, either, but try to find patterns across multiple accounts.

Not confined to silos

With 78% of customers expecting consistent interactions across departments, a good sales rep will break down silos between teams. They will also take the time to initiate a constructive discussion about lead scoring and qualification to improve the entire sales process. After all these, teams are working towards the same goal.

“If your marketing and sales teams are not aligned it can impact your ability to find prospects and convert them into customers. If you have a marketing team that is feeding leads from campaigns to your sales team, you have ‘warm’ leads ready to be nurtured,” says Josh Harding, Head of Client Sales, Criterion Conferences.

This kind of cross-functional thinking applies to other areas of the business too. Sales reps that see the benefits of communicating with marketing, service and even finance teams, to find mutually beneficial outcomes are the sales reps you want to invest in.

Technologically literate

Salespeople like to move at pace, so most don’t want to be bogged down by unoptimised spreadsheets and administration. When interviewing your next sales rep, get a sense of the tools and technologies they use to get a deeper understanding of their customer.

A sales rep that embraces and understands the benefits of artificial intelligence technologies is an empowered sales rep. AI can streamline work and help reps make smarter decisions, particularly around customer behaviour predictions.

Can work on the fly

Recent events have shown the positives of staff being able to work from anywhere. And while sales reps may be virtual sellers for now, when they return to face-to-face selling you want a sales rep who can optimise their time when they’re out and about.

There are an abundance of apps available for sales teams to turn their phones into an indispensable sales tool. Good use of business apps can help reps act with urgency to whatever their customers and employers need.

Look for someone who loves learning

“A rut is a coffin with both ends kicked out”, says Marcus Cauchi Fism, Channel/Enterprise Sales Expert at Sandler Training UK.

Great salespeople will take the lead on their professional development by looking for insights from anyone. Be that from their managers, peers, and even their customers.

“What worked 10 years ago might not be what works today. Read, watch, listen every day. Study sales like any other profession to stay current,” says Marcus.

On top of learning, a good sales rep will constantly evaluate themselves to ensure they’re improving and moving forward. There should be a sense of fulfilment from learning something new just as there is from crushing a sales quota.

While not every sales rep you hire will have all the skills listed, recognising their ability to build these skills is what will set a good sales rep and an eventual great sales rep apart in an interview. And they’re the sales rep you should aim to hire for your team.

Find more ways to build the best sales team with our 50 Pro Sales Tips for 2020 ebook.

Read more from Salesforce:

It’s time for sales leaders to rethink how they lead

Introducing the 50 Pro Sales Tips for 2020 eBook

The post Six Traits Of Great Sales Reps appeared first on Head Of Sales.

The best salespeople make it seem like an art form. Today, more than ever, it’s an art that flourishes with a disciplined approach, when backed by science and engaged with by a team empowered by the best digital and cultural tools.

Great works include a comprehensive CRM, a refined sales funnel, aligned departments, diverse teams, great culture and a strategic approach to AI-powered tools. And the artist’s handbook? Our new ebook of 50 pro sales tips from the best in the business across Australia and New Zealand.

Death of a salesman? Not so fast.

Customers can now buy whatever they want, whenever they want, from whatever device they prefer. What’s more, thanks to the internet, they can do their own research into a product or service or just check social media to see what’s being said.

Many feared the internet would see the end of the need for salespeople. What could they possibly say or do if customers were already as informed as them?

Instead, successful sales teams have discovered that rather than being shut down by the digital revolution, it’s given them a million new colours to paint with.

For example, AI-powered tools allow sales reps to offload time-consuming, manual tasks and focus on what they’re really good at – being trusted, insightful advisors to their customers. AI is transforming the way sales teams identify, nurture and convert leads and is bringing predictive power to play so that sales reps can anticipate customer needs.

And Cloud-based CRM is now a priority for high performing businesses who want the power to make sales anytime, any place with up-to-date data that is fully integrated into their other platforms.

Are you ready for the sales renaissance?

The digital revolution has driven a renaissance in the way sales are conducted. There’s never been a more exciting time to be building sales strategies and developing the teams to execute them.

The 50 Pro Sales Tips for 2020 ebook brings together unmissable insights from the best in their fields to give you a head start on the new decade’s challenges and opportunities. Balancing guidance on how to get the most out of new technologies with advice on how to nurture high-performance mindsets and successful cultures, the eBook gives you the tools you need to become a master of the art of sales in 2020.

Here’s a preview of what you can look forward to.

Five insights from the ebook

Tip #04 on building a great sales culture

In this one, CXC’s Corporate Solutions Director, Paul Chiswick, says their high performing sales team are involved every step of the way in developing and optimising client solutions. Rather than separating the sales team from that process, they’ve become integral to creating the customised models and tailored solutions they know their client needs. Expanding your picture of what your sales team is capable of might be the best move you make in 2020.

Tip #13 on lead prioritisation and growth

Sally Fallow, General Manager at Para Mobility, encourages you to match the passion of your sales team with the insight of your data. All the data in the world is no good if it can’t support the particular needs of each client. Using AI-powered tools to strategically mine your data is just one way data can boost sales revenue. Think lead prioritisation, forecasting and personalisation.

Tip #27 on social selling

Daniel Jurczyszyn, National Sales Director at Destined, cautions businesses to be authentic, or else. Customers won’t stand for inconsistency or perceived hypocrisy from a brand. By showing you believe in your brand and owning mistakes when they happen, you’ll be rewarded with customer loyalty online and off.

Tip #37 on negotiation

If you want to connect with your audience then you need to have empathy, says Kathy Rhodes, Chief Alchemist at the Thought Alchemist. Instead of communicating your value and making it about your brand, understand what your audience needs to hear and communicate that. A great sales pitch is one that offers understanding and solutions.

Tip #47 on building customer relationships

Phil Cleary, Senior Director of Sales Enablement here at Salesforce reminds us that we must know our customer better than they know themselves. Just when you think you’ve got all your personas down pat, drill deeper. With AI-powered tools, sales teams can further refine the customer journey and access personas they didn’t know existed. Step into your customers’ shoes: it’s one piece of sales advice that’s never gone out of fashion.

And what’s my sales tip for 2020? Find out by downloading your copy of the 50 Pro Sales Tips ebook and make 2020 your best sales year yet.

The post Introducing the 50 Pro Sales Tips for 2020 eBook appeared first on Head Of Sales.

The following list of mistakes includes the root cause, providing you with the beliefs that encourage the error. Here are nine enormous mistakes salespeople make and their root causes.

Leading with Your Company: There are two reasons we teach salespeople to open a sales call by talking about their company. The first, and perhaps the original purpose, is that people think it establishes credibility. If the salesperson isn’t credible, the company’s credibility should be a strong enough substitute to convince the prospect to buy. The second reason is that marketers believe the company story is compelling and that prospects care. While these approaches may have worked in the past, you must establish your credibility by demonstrating your subject matter expertise, your business acumen, and your situational knowledge.

Allowing Your Client to Determine the Process: When your client has total control of the process, the result is a Request for Proposal, a process that isn’t likely to serve you well. It may also prevent your prospective client from making the right decision, often based on a one-hour presentation. Because you sell what you sell, you should have a better understanding of the conversations and commitments your dream clients need to make a good decision. In many cases (maybe most), you increase your chances of winning and your client’s making the right decision when you sell the process before selling your solution.

Speaking Poorly of Your Competition: Some people believe you should never mention your competition. More, however, wait to address their competition only when their contact tells them that their price is higher than the competition. At this point, the salesperson tries to differentiate themselves by describing all the ways their competitor is terrible. The result of this conversation inverts the outcome, causing the client to believe the salesperson throwing their competitor under the bus is terrible, as evidenced by their defensiveness. When you don’t know how to defend the investment you are asking your client to make, you might believe it is easier to tear down your competitor, in which case, you are wrong. There is nothing inherently wrong with speaking about your competitors, as long as you say nice things about them as a way to differentiate yourself early in the sales conversation.

Going Faster Than Your Client: You don’t want to take longer than you have to win a deal, and you don’t want your client to have to wait longer than is necessary to produce better results and reap the benefits of your solution. However, going faster than your dream client can cause you to become disconnected, with you far ahead of them in the process. You may know all you need to know to provide them with the right solution, but your prospective client may need more conversations to move forward. When this is true, you bring the process to a halt. The desire to go fast cause things to go slow. If you want to go fast, you go slow enough that your prospect can keep up with you.

Choosing a Poor Prospecting Medium: All the mediums available to you have value, even if that value is contextual. Meaningful conversations are best held in person. Email works for following up meetings. For all the wonders of the information age and the ubiquity of computers, we have borrowed ideas from computers that don’t translate well to human interactions. Ideas like multi-tasking pretend human attention works like a chip. It doesn’t. The notion that efficiency is more important than effectiveness is to believe that the ease of effort outweighs the outcome. If there is no outcome, you are inefficient. The reason some salespeople use email for prospecting is that they believe it is efficient, while others believe it allows them to avoid conflict. The best medium for prospecting is still the phone, even if you use all the others as part of a campaign.

Emailing Pricing and Proposals: Your client asked you to send them a proposal and pricing, something you believe to be a keen interest in buying what you sell. So you submitted it to them weeks ago, and now, radio silence. Because you didn’t believe it was worth the time or effort to meet with the client to review your proposal and resolve their concerns, they flipped the pricing component, and decide to hold off. You disconnected the value of the solution from the investment by not presenting the outcomes. You know your prospect didn’t read your proposal, and you allowed them to say no without having to speak to you. Because you wanted to make it easy for you and your client, you ended up losing the deal—or causing a stall. The right answer is not to take yourself out of the deal.

Avoiding Difficult Conversations: Interminable. The difficult conversations you may have to engage in as you pursue and serve your dream clients are as many as there are stars in the sky. Asking your clients to change can be an awkward conversation, just as telling them the problem they have requires them to make internal changes can be, meaning it’s not you or their past partners. Discussions about the investment also offer a potential place for conflict or a complicated dialogue. You avoid these conversations when you believe they will cause you to lose a deal, but what makes you a trusted advisor is your willingness to engage in the challenging, messy, and complicated conversations necessary to better results.

Single-Threaded: Maybe you work on deals where there is only a single contact. If this is true, it is unlikely you work in business-to-business sales, and it is certain you are not engaged in a complex sale. In larger, complex deals, there is almost no chance that you are going to win without consensus. When you are working with a single stakeholder, you may believe you shouldn’t ask to bring other people on their team, especially an executive sponsor, assuming you will offend them and lose the deal. How you lose is by not gaining consensus.

Treating a Complex Deal as Transactional: If what you sell is transactional in nature, you should transact. What makes a sale complex is that it requires a decision your client doesn’t often have to make while also being significant or strategic in nature. When you treat the client’s decision as if it should be easy or avoid addressing the significance, your approach doesn’t match your prospective client’s needs. The approach makes it impossibly difficult for your client to move forward when they need information, insight, and help to ensure the decision is sound. Because the solution makes sense to you and you know it will work doesn’t mean these things are true for your client.

Avoid these mistakes by understanding the root causes. You are always better addressing things that are difficult and giving your chance to win than avoiding them and losing.

The post 9 Enormous Mistakes Salespeople Make and Their Causes appeared first on Head Of Sales.