Dave Kurlan
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Is Fred a Top Salesperson or a Horrible Imposter?
- July 2, 2024
- Posted by: Dave Kurlan
- Category: Understanding the Sales Force
Fred’s sales manager sees both sides. He told me that Fred is an imposter and the OMG evaluation perfectly described his sales capabilities. So yes, Fred is both a top salesperson and a horrible imposter.
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How to Prepare for the Big Sales Presentation
- June 24, 2024
- Posted by: Dave Kurlan
- Category: Understanding the Sales Force
The goal of the big presentation, as with the debate, is to differentiate, but that requires knowing your competition’s strengths and weaknesses and being able to point out those where you are superior. Assuming that your price will be higher, you must represent its value and it must be that value that stands out above and beyond everything else. How can you be the value?
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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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10 Reasons Why You Can’t Outsell an Incumbent
- June 7, 2024
- Posted by: Dave Kurlan
- Category: Understanding the Sales Force
When the strategy is correct, the messaging can be perfected.
When the strategy and messaging are correct, the sales process can be optimized.
When the sales process is optimized, the sales tactics will work.
Stop winging it. Stop struggling. Stop losing.
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Time for Closing Arguments
- May 29, 2024
- Posted by: Dave Kurlan
- Category: Understanding the Sales Force
When salespeople master the abilities to meet and build relationships with decision makers, use a consultative approach to uncover their compelling reasons to buy, sell their personal value to differentiate and throughly qualify, win rates will go from too low to hello!
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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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Pump it Up for Sales Performance
- May 14, 2024
- Posted by: Dave Kurlan
- Category: Understanding the Sales Force
A client has a small sales team in the northeastern US. Last week the CEO reconnected with the sales team to check if everyone was selling properly. They weren’t. The team had lost a few customers because a high pressure competitor was stealing their accounts. He initially thought there was a problem with the connections between the sales team and its customers but it was actually a gap in the sales team’s selling skills. The sales team was rusty, having rested on their laurels for years, and the lack of initiative to replace clients they had lost was glaring.
Of course the drama with the sales team could have been avoided and the CEO could have replaced and upgraded the team from the start if he had done these five things:
asked us to evaluate the sales team
checked the pipeline to make sure opportunities were being added
considered the degree to which they underperformed last year
remembered that he had to intervene on a daily basis last year to keep the team motivated
recalled that the team was getting old -
Onboarding and 11 Reasons Why Salespeople are Failing
- May 8, 2024
- Posted by: Dave Kurlan
- Category: Understanding the Sales Force
When it comes to sales onboarding, nearly half were not onboarded in their first sales job and 23% more received no sales training relative to how the company’s products/services should be sold. If you were one of those new salespeople, it will come as no surprise but for the rest, and especially those of us who invested in our careers, became students of selling or like me, entered the field of sales development, it’s malpractice practiced at scale by millions of companies. They believe that salespeople should just know what they’re supposed to do and figure it out. How hard can it be? Ha!
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Winning and Retaining Business When There is Competition
- April 30, 2024
- Posted by: Dave Kurlan
- Category: Understanding the Sales Force
We were away for most of April, watching our son play his senior year of college baseball. When we left Massachusetts, the calendar said early April, the grass and gardens were still dormant and the weather felt like mid-January with some games played in 25-degree wind chills!
When we returned home three weeks later, we looked outside and saw life! Flowers were in bloom, the Bradford Pears and Crab Apple trees had blossoms, and the green grass had already been mowed a couple of times. Although we weren’t there, nature did its thing without us.
Pivot to sales.
It doesn’t matter whether salespeople are in account management or account executive roles. The sales equivalent of nature at work occurs at both target accounts and existing accounts. When salespeople aren’t physically present or on the phone with decision makers at the account, it is likely that one of their competitors is physically present or on the phone competing for the business or trying to take their business away. Just because a salesperson doesn’t see or hear about it, doesn’t mean it isn’t happening.
What can you do?
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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.