I wanted to share a post by Kendra Lee, President of the KLA Group who just wrote a very interesting sales book titled The Sales Magnet: How to Get More… read more →
I first met Dawn Deeter-Schmelz on Twitter and spoke to her several days later. I was thrilled that a sales professor and director of the National Strategic Selling Institute at… read more →
In 2004 the Harvard Business Review, reported that Executive Coaching is a $1 billion industry. In certain countries as much as 88% of companies use coaching. A few years later,… read more →
Yes, you read it correctly, 85% – as Dave Stein highlighted in his recent post – Promoting Your Best Salesrep to Manager? Not So Fast…
I have said it often enough, but it worth repeating – the single most common mistake that organizations make is promoting their number one salesperson into the role of sales manager, thereby depriving themselves in a single stroke of their best producer and hamstringing their sales force with an ineffective manager.
The skills required for managing, mentoring and developing a sales team are totally different from those required for selling.
What if a call center worked just as well as hundreds of sales reps on the street? That’s the question raised by BNet Pharma after AstraZeneca disbanded almost all of its in-person sales force for the stomach drug Nexium and replaced it with telephone support.
Let’s face it. Hiring a new sales rep is less than a perfect art or science. And many sales people simply don’t work out or perform as expected. This is largely due to the fact that many sales managers make a variety of mistakes when hiring sales reps. Here are 15 of the most common mistakes sales managers make when hiring new sales reps.
