Search Results
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Stop the Dysfunction in the Sales Function
- June 17, 2024
- Posted by: Dave Kurlan
- Category: Understanding the Sales Force
For some reason, a plurality of executives think way too highly of their company’s sales capabilities and believe they will figure it out themselves. Egos and hurt feelings take priority over best practices, right people in the right seats, sales competencies and sales processes.
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Using Baseball to Select and Hire Salespeople
- May 20, 2024
- Posted by: Dave Kurlan
- Category: Understanding the Sales Force
This article has a set of three distinct analogies comparing baseball to sales so if you don’t want to hear about the baseball side of the analogy, you’ll probably want to exit the article. If you stay, you’ll be asking yourself, “Why didn’t I think of that?”
Analogy #1 – Filling Seats
Let’s start with what a sales team would call a termination. It doesn’t matter whether it is voluntary or involuntary, when it occurs, the salesperson must be replaced.
In baseball, whether a player is injured, traded, released, or leaves via free agency, he must be replaced. There are three options:
If the team chooses to replace him organically, they call up a major league-ready player from their top minor league (AAA) team and voila – he is replaced.
If they trade for a replacement, they determine who they want and what it will take in both major league and minor league talent to acquire him. They might negotiate over the specific players and when they agree, a deal gets done and they have their replacement.
If they elect to sign a free agent, it usually comes down to money and if the player and team can agree to the terms, they have what is usually an expensive replacement.Let’s discuss the preparation, work and diligence the organization would have done prior to promoting a minor leaguer to the majors. They scouted him in high school and/or college. They oversaw his development in Rookie League ball, then through low and high Single A ball, then Double A, and finally Triple A. The player has typically been in their system from as little as two years to as much as eight years. They have extensive first-hand knowledge of the player’s work ethic, defensive capabilities and liabilities, offensive capabilities and liabilities, mental toughness, and have projected how he will perform in the major leagues. It’s not significantly different with players they might trade for, or free agents they might sign, because their scouts have seen those players and their team has played against those players.
Compare having to replace a baseball player to what happens when you must replace a salesperson. You don’t have anyone to “call up” or promote and there are two options:
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Use Sales Scorecards Because People are Fickle
- April 24, 2024
- Posted by: Dave Kurlan
- Category: Understanding the Sales Force
A properly constructed sales scorecard objectively scores an opportunity and accurately predicts whether or not you will win the business. Not to be confused with a marketing scorecard which scores a lead based on how closely it comes to your target customer, a sales scorecard assigns weighted points based on whether the buying conditions are consistent with those that typically result in a win.
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Exposing the DIY Sales Organization
- April 22, 2024
- Posted by: Dave Kurlan
- Category: Understanding the Sales Force
When it comes to the ten best practices for sales organizations, most CEOs, CROs, CSOs, and Sales Managers lack the expertise in much the same way I lack the expertise to professionally construct landscaping, built-in cabinetry, and even Smoothies. We can do those things, but the DIY work product pales in comparison to a professional’s work product.
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Baseball, The Toad and Coaching Unresponsive Salespeople
- April 11, 2024
- Posted by: Dave Kurlan
- Category: Understanding the Sales Force
Coaching salespeople is challenging. When they aren’t responsive to coaching it’s not only more difficult, it is downright frustrating. When you’re attempting to coach unresponsive salespeople to use the phone to directly talk with a decision maker, there isn’t much upside. Whether you’ve made this coaching attempt one time or one hundred times, the outcome will be the same, so the question we should be asking is, should this salesperson still be working for you?
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250 Best Articles on Sales and Sales Leadership by Category
- April 4, 2024
- Posted by: Dave Kurlan
- Category: Understanding the Sales Force
These are the top 10 articles in 25 categories on sales, sales leadership, sales assessments, sales performance, sales excellence, sales process and more.
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10 Unfavorable Selling Conditions That Prevent Sales Success
- March 25, 2024
- Posted by: Dave Kurlan
- Category: Understanding the Sales Force
When you encounter unfavorable selling conditions, refuse to accept them. This isn’t about moving forward with a couple of favorable conditions, it’s about NOT moving forward unless the conditions become more favorable. Whether or not you wish to admit it, the truth is that when the conditions don’t favor you, the business isn’t coming to you.
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Homicide Detective Makes Best Case for Sales Process
- March 21, 2024
- Posted by: Dave Kurlan
- Category: Understanding the Sales Force
The author admits that until he conducted his “cold-case investigation” of the New Testament, he was an atheist who always followed the evidence to find the truth. Similarly, a lot of prospects are also non-believers – not necessarily in Jesus – in your product or service. As I read and learned about the author’s methods for uncovering truth, or proof, I felt that salespeople could learn a lot about proof of concept, presenting facts, backing up claims, return on investment, and offering credible testimonials. That’s not nearly the analogy I’m going to make.
Wallace shared a story in the Forward about the time he was shot by a criminal who was on parole, and was not allowed to have a firearm. Up until the moment of the shooting, Wallace believed that a bullet-proof vest would stop a bullet. In the moment of the shooting, he believed in the bullet proof vest. At that moment his belief changed from “belief that” to “belief in.” That was the analogy he wished to apply to the gospels. He wondered if he could find the evidence to replace faith (belief that the miracles occurred) with proof (belief in both Jesus and the miracles).
That also happens to be my analogy from the book. Most salespeople believe that a sales process can help them succeed while the very best salespeople believe in their sales process.
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Opportunity Blindness – What’s in Your Sales Pipeline?
- February 28, 2024
- Posted by: Dave Kurlan
- Category: Understanding the Sales Force
Some observations:
The data represents the forecast and funnel for 7 sales teams.
The gaps (A & G) are backwards and should say 72% (A) and 41% (G).
The quarterly forecast (C) is 58% short of the quarterly target (D).
The current closable opportunities (B) are 77% short of the forecast (C) and 90% short of the quarterly target (D).
Add columns G and H and together, all of those columns represent pathetic, old news.The question that should be asked is, “What can we do about this?”
We should be able to answer that question by looking at column F but that’s not possible. Can you see why?
Outside of telling us that there isn’t enough in the funnel, the data in column F doesn’t answer the question that must always be asked: Is the pipeline viable?
We know the assigned value of the pipeline but we don’t know the answers to these additional ten important factors:
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How to Identify Candidates Who Will Succeed in Your Sales Roles
- February 9, 2024
- Posted by: Dave Kurlan
- Category: Understanding the Sales Force
Suppose you have a project or task that you don’t particularly enjoy doing, but despite your lackluster feeling, must complete it. Do you seek out the most efficient way to complete the project or task, or default to the most inefficient way to complete it?
Let’s take recruiting, selecting and hiring salespeople. For HR, that’s part of their job. Despite how important new salespeople are to the future of a company, Sales Leadership attempts to get recruiting over with as quickly as possible, often prioritizing speed to hire over cost to hire, talent and capabilities. Why? They aren’t using the most efficient process and tools to hire the best salespeople.
I’m hiring a salesperson for a client and using my time-tested process which we also train clients to use (so that WE DON’T have to recruit!). My experience shows that 10% of the candidates will be viable but, of more importance, how do we know which 10% to focus on? The stats for the first week were: