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The Hero Within
Barry Trailer of CSO Insights explains how you can become your own hero by not worrying about the last sale or even the next ...
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How to Connect with the C-level Executive
Tim Askew, CEO of Corporate Rain International, offers advice on selling to top-level executives. Among his tips: keep it simple, focus on how you ...
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Virtual Trade Shows
Russ Rothstein, CEO of Sales Spider, explains how virtual trade shows can help companies grow sales and extend their reach, while saving time and ...
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How to Manage Customer Experience
Steve Daines, vice president at RightNow, explains how the CRM provider strives to deliver superior, ongoing customer service to its clients, even after implementation.
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Sales Performance Management Strategies
Laura Roach, leader of sales performance strategies at Xactly, explains why she's so passionate about SPM Center of Excellence -- an online community that ...
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High-Performance Telesales for Enterprise Technology
Mari Anne Vanella-Wright, founder and CEO of the Vanella Group and author of 42 Rules of Cold Calling Executives," explains her method for netting ...
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The Formula for Executive-Level Cold Calling
Mari Anne Vanella-Wright, author of "42 Rules of Cold Calling Executives," offers some tips on how to get better results doing business over the ...
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The Instant Answer Guide to Business Writing
Deborah Dumaine, CEO of Better Communications, discusses the aspects of a winning PowerPoint presentation. She says presenters need to strike a balance between data ...
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Enhancing Your Personal Brand: You Are What You Write
Deborah Dumaine, CEO of Better Communications and author of Write to the Top: Writing for Corporate Success, discusses how writing can make or break ...
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Adapting to the World of Selling
Massood Zarrabian, CEO of Outstart, says the Internet has taken away much opportunity for salespeople to set themselves apart. Information that used to be ...
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How To Grow Sales Talent
Tough times mean looking internally to grow your sales team. Nancy Martini, president and CEO of PI Worldwide, suggests tailoring the coaching and motivation ...
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Be Smart at the Start
How do you fill your sales funnel with high-quality leads, especially during a recession? Paul Staelin, co-founder of Birst, advises analyzing your own data ...
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Finding Better Lead Information on the Web
Michael Souza, VP of sales at Zoom Info, explains how the company gathers and organizes information from business websites to make it easy to ...
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Secrets to Sales Innovation
David DiStefano, CEO of Richardson, explains that the best way to get salespeople to be innovative is to simply empower them to do so. ...
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How to Sell Value
Julie Thomas, CEO of ValueVision Associates and author of Value Selling, explains what it means to sell on value, not price. Thomas says salespeople ...
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Execution in Selling
Brett Wallace, the director of new business at Forrester Research, outlines the keys to success in sales: keeping a tight daily schedule, eliminating distractions, ...
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What is Sales 2.0?
Brett Wallace, the sales leader of new business at Forrester Research, says "Sales 2.0" is about leveraging technology to improve the sales process. He ...
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Sales Mastery
Mastering sales is a lifelong learning process, according to Barry Trailer of CSO Insights. In order to get to the mastery stage, you need ...
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Five Secrets of Making a Sale
Deborah Dumaine, CEO of Better Communications and author of Write to the Top: Writing for Corporate Success, shares her writing strategies for making a ...
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Responding to the Digital Customer
Dave Elkington, CEO of InsideSales.com, says the Internet has changed the role of salespeople from prospectors to educators, and they have hours -- not ...
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The Instant Answer Guide to Business Writing
Deborah Dumaine, CEO of Better Communications, discusses the aspects of a winning PowerPoint presentation. She says presenters need to strike a balance between data and the sales message.
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How to Manage Customer Experience
Steve Daines, vice president at RightNow, explains how the CRM provider strives to deliver superior, ongoing customer service to its clients, even after implementation.
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Write a Great Elevator Speech
Your dream client is standing next to you in the elevator. How can you use the next few minutes to sell him your idea or company? Ira Koretsky, CEO of Business Storytellers, has written "elevator speeches" for Charles Schwab and Warner Bros. Here he shows you how to craft a killer 30-second sales pitch.
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Sales Performance Management Strategies
Laura Roach, leader of sales performance strategies at Xactly, explains why she's so passionate about SPM Center of Excellence -- an online community that offers a forum for sharing best practices and research.
-
Enhancing Your Personal Brand: You Are What You Write
Deborah Dumaine, CEO of Better Communications and author of Write to the Top: Writing for Corporate Success, discusses how writing can make or break a sale.
-
The Formula for Executive-Level Cold Calling
Mari Anne Vanella-Wright, author of "42 Rules of Cold Calling Executives," offers some tips on how to get better results doing business over the phone. She explains why it's smart to use a script and how to troubleshoot your calling.
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How to Connect with the C-level Executive
Tim Askew, CEO of Corporate Rain International, offers advice on selling to top-level executives. Among his tips: keep it simple, focus on how you can save them money, and sell a meeting, not a service.
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Making a Persuasive Sales Presentation
Terri Sjodin, principal of Sjodin Communications and author of "The New Sales Speak," shows how to avoid the top mistakes salespeople make during presentations.
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How to Sell Value
Julie Thomas, CEO of ValueVision Associates and author of Value Selling, explains what it means to sell on value, not price. Thomas says salespeople need to understand what each customer considers a "good value" so they can play back their solution in that context.
-
Virtual Trade Shows
Russ Rothstein, CEO of Sales Spider, explains how virtual trade shows can help companies grow sales and extend their reach, while saving time and money.
-
How To Grow Sales Talent
Tough times mean looking internally to grow your sales team. Nancy Martini, president and CEO of PI Worldwide, suggests tailoring the coaching and motivation to each members way of learning.
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Why the Sales Funnel is Outdated
Mark Sellers, author of "The Funnel Principle," explains how the traditional sales funnel is flawed and should be replaced by what he calls the "BuyCycle Funnel."
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Five Secrets of Making a Sale
Deborah Dumaine, CEO of Better Communications and author of Write to the Top: Writing for Corporate Success, shares her writing strategies for making a sale when no one is buying.
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Successful CRM Implementation
Michelle McMahon, VP of sales operations for Procuri, shares the secrets of a solid CRM implementation.
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Be Smart at the Start
How do you fill your sales funnel with high-quality leads, especially during a recession? Paul Staelin, co-founder of Birst, advises analyzing your own data and taking a close look at average sales cycles, deal sizes and close rates.
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The Hero Within
Barry Trailer of CSO Insights explains how you can become your own hero by not worrying about the last sale or even the next sale. He says, instead focus on the current opportunity and improving your sales mastery.
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Integrating Sales With Marketing
Joan Kratz, senior vice president of marketing at Premiere Global, discusses how to manage people and technology to align sales and marketing teams with the goal of improving the overall sales process.
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Sales Mastery
Mastering sales is a lifelong learning process, according to Barry Trailer of CSO Insights. In order to get to the mastery stage, you need a coach and lots of practice.
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Taking the Chill out of Cold Calls
Keith Rosen, author of "The Complete Idiots Guide to Closing a Sale," shows how permission-based prospecting can increase your chances of moving a cold call forward to the next step.
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Secrets to Sales Innovation
David DiStefano, CEO of Richardson, explains that the best way to get salespeople to be innovative is to simply empower them to do so. By asking all employees for ideas and allowing them to take risks, you can create an atmosphere than encourages outside-the-box thinking.
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1
joe.kurtzke@...
Yes it is outdated
With years of experience in selling, sales management and sales training I can certainly agree with some of the points that Mark makes, however one important ingredient is missing.
Would anyone, as a business owner or shareholder, want to see a salesperson generate $100,000 a month in revenue or $50,000 in revenue? The answer might seem obvious if the question is taken on the surface, but the correct answer depends upon the results. If I have a salesperson who brings in $100,000 a month in revenue, exceeds all of the traditional metrics of X calls to yield Y appointments with Z sales, then I may think I have a superstar on my hands. If, on the other hand, I have a salesperson who generates $50,000 a month in revenue with a third or double the traditional metrics would he/she be a better or worse salesperson? The answer lies in the profitability of the sale. I would much rather have a salesperson bringing in $50,000 a month in revenue at a 30% gross margin than a salesperson bringing in $100,000 a month in revenue at a 10% gross margin.
I have coached salespeople to take ownership of the sale. This means they must be realistic, they must know when to walk away from business that is not profitable or that does not meet gross margin standards if all else is equal. The Miller-Heiman approach, both relative to Strategic Selling and Conceptual Selling, provides a very solid basis to evaluate the sale at varying points in the process. You also cannot ignore the value of a little less margin if there is a tradeoff in terms of longevity of a client, solid and verifiable referrals, high profile nature of the client and many other factors. This can be addressed by accounting for a variance from gross margin by attributing a value to the variance and then evaluating the total picture of revenue, metrics, productivity and gross margin as well as future business be it in terms of future repeat business from the current valued client or from a potentially equal future client that comes as a direct result of the referral.
But Mark is absolutely on the right track that the traditional sales model needs to be tweaked at the very least. -
2
chris_blackman@...
RE: Why the Sales Funnel is Outdated
The sales funnel was always a dud concept. A far better analogy is the Leaky Funnel proposed by Hugh MacFarlane of www.mathmarketing.com, which aligns the buyer's and the seller's journey with an implementable process model.
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3
badstuff
RE: Why the Sales Funnel is Outdated
I think you have it wrong. The activities take place during the (consultative) sales process and the planning takes place with the so-called funnel or variants of it. The funnel is about ?ratios? ? the consultative process about doing the right stuff at the right time with the customer.
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4
Mike Maisel
It's the chicken or the egg...
I watched all 3 videos to see if I just wasn't getting this, or misunderstanding, but I don't think so. At every example of Buy Cycle Funnel stage, somthing prompts or causes the buyer to take that action, make that commitment, or speak those words. So, what could that be? It's the salesperson, asking questions, gaining intel, building his/her knowledge base about the account, among other things, then MUTUALLY closing for next logical step along the way.
Every action has an equal and opposite reaction, this is an immutable law of physics, and I believe it applies here, too. Deals don't close for no reason, they close because the salesperson led the buyer to the conclusion that it was his/her solution that provided the greatest value, as it met the needs. Waiting for the buyer to move themselves to the next logical step? I wouldn't want to forecast THAT! -
5
komiks
RE: Why the Sales Funnel is Outdated
I don't think so....
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6
bonniebrannigan
RE: Why the Sales Funnel is Outdated
mark's point is not that you WAIT until the customer moves to further commitment. Rather, he suggests you track and measure your bank of opportunities based on the commitments the customer has made in the buying process. Traditional funnels track salesperson activity - send samples, submit proposal - and value the bank of opportunities on these activities. Mark's model flips this dynamic and helps the salesperson take assertive action to accelerate the opportunities to the next commitments. It is an active, not reactive process.



































