What is the most expensive decision you can make as a frontline sales manager? Hands down, it's deciding who you'll bring onto your team as your next sales hire. Let's take the time to figure out what the cost per hire could look like.
How often do your well-intentioned sales coaching efforts result in direct pushback or a bit of passive resistance?
Previously, we discussed why “linearity” doesn’t work when managing enterprise sales opportunities. Selling to the enterprise involves fewer high dollar value opportunities as compared to SMB sales. So traditional daily or weekly SMB sales activity metrics such as “How many calls did you make today?” are less useful when managing an enterprise team. The quality of each sales interaction your Account Executives have is much more important than the quantity at the enterprise level. But measuring and managing quality is challenging; it’s not something you can meaningfully track on a sales dashboard. Quality is something you have to observe and coach. Here are three critical qualitative factors to help you provide high-impact sales coaching to your AE's and improve their win rates with enterprise accounts.
Many senior sales leaders are enamored with “linearity”- the concept that the sales process can be broken into monthly, weekly, and even daily activities.
Many companies are wrestling with the question about what their future work environment looks like as they emerge from COVID-19 restrictions. Preferences are mixed, but many employees want to keep working from home at least part of the time.
Many sales organizations have become overly reliant on their top sales performers to achieve their goals. While it is convenient to say that we “hit our number” at the end of the quarter, the fact that a few top performers carried the team presents numerous challenges.