Tag Archives: craftsmanship

A South African colleague recently described to me the main difference he saw between B2B sales in South Africa vs. North America: the ‘politely impolite’ buyer in North America. In his view, buyers in North America won’t say no for … Continue reading

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Jill Konrath’s perspectives on selling with impact are always worth noting. In an on-line interview, a few years ago, she was asked: ‘what’s the one thing Reps need to do more of to be successful.’ Her answer: ‘think’. She had … Continue reading

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Research shows it takes 10,000 hours of practice done over roughly 10 years to achieve the pinnacle of performance: craftsmanship. However, research also shows it can take a lot less than that to learn the basics. Josh Kaufman, author of The … Continue reading

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In this latest interview, Joe Galvin, EVP, Miller Heiman Research Institute suggests top sales organizations will increasingly get to top performance by operating with a higher level of transparency. They’ll have a sharper, faster, read than others on how sales … Continue reading

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In B2B sales, conversations with buyers are the key to cash. A Rep’s productivity is often determined by the buyer value being created in sales conversations. Creating buyer value requires a deep understanding of a buyer’s situation. Effective listening improves … Continue reading

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One of the classic ‘silver bullets’ sales managers like to fire when the pressure’s on to produce more revenue? ‘Try Harder’. Put another way, as Nike would say: ‘Just Do It’. For a lucky few, it can work. For the … Continue reading

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Had a fascinating chat recently with the lead for a multi-billion dollar firm’s sales performance improvement initiatives. It’s their firm’s number one business growth strategy for 2013. His biggest challenge? Where to start. It’s tempting to offer up a recipe … Continue reading

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In a recent article, John Hagel of Deloitte’s Center for the Edge notes that the empowered employee is coming, it’s inevitable, and asks: is the world ready? As companies increasingly struggle to compete for leading talent, he sees savvy firms … Continue reading

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