Jennifer had her eye on the clock, trying to meet the company expectations. She was worried about her own bills. What she wanted to do was get them their product and move on.
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Salespeople have been trained to persuade, convince and even cajole buyers into making a purchase. However, I think a new paradigm should be looked at. Instead of trying to sell, focus on helping buyers to buy.
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While competency and skills are undoubtedly essential factors, ignoring DNA match entirely can lead to serious issues. Employees who do not fit in with the organizational culture may be less motivated, less engaged, and less likely to stay with the company long-term.
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Raise your hand if you’ve heard about the early-stage CEO/Founder who listed their #1 concern about reaching scale was boiled down to simply “getting my marketing and sales teams aligned”.
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The vast majority of products and services in B2B address a need that is already addressed. The customer is spending on a solution today, their current ‘habit.’ And the job of a salesperson is to change this habit. It requires the proverbial ‘better mousetrap’ or at least the appearance of a better mousetrap.
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“How is DEI addressed in your company?” That was the question I was asked by the leadership team of a DEI Consulting Firm when they were interviewing us for a possible engagement. I fumbled…
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There is Quiet Hiring, Quiet Quitting, and Quiet Firing. Or, as it used to be called, Providing Opportunities, Working 9-to-5, and Bad Leadership.
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When Founders, Owners, or CEOs comment that their Fractional Executive did not work out, when they complain equally about hiring and firing salespeople because they didn’t perform, or when the average tenure of their first full-time sales leader is somewhere between 12 and 18 months, it often goes back to not selecting the perfect match.
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Competition law knows to define a “relevant market.” It comprises all those products and/or services that are regarded as interchangeable or substitutable by the client by reason, among others, of the products' characteristics and their intended use.
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With more than 57 million Americans involved and $1.4 trillion+ changing hands annually, the gig economy reflects people’s desires for more flexible work opportunities and greater freedom as to how, when, and where work is performed.
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