When I travel to visit a place like an olive oil farm, I want to be sold. Being sold is a mental state where I am 100 percent convinced that a product, idea, brand, business, method, or philosophy is right for me.
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“I hate paying salespeople big bucks. My product will be designed so well that it sells itself.” As a sales leader and an entrepreneur, this is the last thing I want to hear because no product sells itself! If you disagree, I challenge you to name one.
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None of these phrases are all that complicated. In fact, most of the phrases and the words that make them up are pretty small. And if you really need a reason to use them, consider that what goes around will come around. And negativity has never closed a sale.
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Half of those hired in from the outside turn out to be unsuccessful. That is a staggering statistic, and from a sales leadership perspective completely in line with other stats frequently quoted: a 2.5-year average tenure of a sales leader and only 1.5 years for the first VP of Sales a company hires.
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Healthy competition encourages us to work harder, push beyond perceived barriers, and strive to be our best. It motivates us, giving us a tangible target to set our sights on.
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* Just kidding, there is no such thing. The many, often conflicting goals a sales compensation plan is meant to achieve, in addition to the huge variety of products, services, and businesses, make it impossible to have one plan that is “the greatest.”
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Imagine you are the founder, owner, or CEO of a young, ambitious company. You have developed a great new product. You have taken it to some potential clients. And some of those clients were so impressed by the product that they purchased from you. You are now ready to go to market.
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Within a business, an individual sales opportunity can be evaluated against all other past and current opportunities, those lost and those won. These metrics allow us to estimate the close probability. Not as a guesstimate, but rather with statistical probability.
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The OECD defines a scaleup company as a company having an average annualized return of at least 20% in the past three years with at least ten employees at the beginning of the period.
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Now, why are there so many businesses that have a CFO, CTO, and COO, three internally focused functions, reporting to the CEO, but not a Chief Sales, Chief Commercial, or Chief Revenue Officer?
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