The Center for Sales Strategy Blog

If you lead a sales team or if you’re in sales yourself, then you know that closing business is a key part of the job. Yes, there are also other very important parts of selling, such as:

• Conducting a quality discovery meeting
• Overcoming objections
• Keeping your promises

But, in the end, if you’re not closing sales — you’re not going to make it. As a general rule, when it comes to closing business, you might adopt this saying that we’ve been using for quite some time— "Slow down the proposal and speed up the sale."

Historically, the term sales collateral referred to one-sheets and brochures that often hung on a wall, and when the sales team met with a client or prospect, they would grab a one-sheet to help build their case—and it worked great! In the 21st Century, you need more.

If you have—or have ever had—a veteran salesperson on your staff, you know they bristle at training. The mere suggestion of it can set them off—and for good reasoning! 

Most of us were once salespeople, and we were good at it. And we too would sound off on why training wasn’t for us, why we wanted simply to be left alone to perform. Here's a list of reasons why sales veterans hate sales training, can you add to the list?

The world of sales has rapidly changed as new technology evolved and became more accessible to businesses and sales teams. Over the last decade, the major trends in sales have included ideas like inbound marketing, social selling, and implementing sales enablement tools.

From companies becoming more intentional about building a culture of engagement to sellers mastering the art of shared-screen conversations, predictions in sales trends for the next decade take a slightly different approach. Improving sales productivity and the overall sales process are still top priority — but there’s more! Here are our predictions for the next ten years in sales, sales management, and sales marketing trends.

Great sales managers truly want to grow and develop the salespeople that report directly to them. And, we’re not just talking about the new hires to the organization. We’re talking about all the salespeople they are responsible for.

At our Talent Focused Management workshop — a workshop that sales managers who are clients of The Center for Sales Strategy attend — we highlight a famous quote from Peter Drucker:

“It is the people who determine the performance capacity of the organization.”

The best investment a sales organization can make is to commit to grow and develop its people. The great news is that salespeople want to learn and develop. In fact, the 2019 Media Sales Report found that 95% of salespeople said that learning and development are important to them. One of the best ways to grow and develop your salespeople is through the effective use of feedback.

These days, there's a quick fix for everything. From a 21-day diet to a 3-step skin care plan and a 24-hour credit repair, it's our natural instinct as humans to look for quick solutions to our problems. We’re impatient by nature, and we want the kind of solution that turns everything around now.

While some of these quick fixes may work in the short-run, most are not sustainable and they leave you in worse shape than you were before. Ironically, the quick fix delayed the real solution.

In our world of quick fixes for everything, we also expect a quick fix to be applied to sales. However, the best sales performance solutions combine a jump-start plan to deliver immediate results together with a long-term plan to assure sustainability. And, the long-term plan must include three fundamentals.

Why is sales enablement important? Because buyers are more informed, and selling is more challenging than ever before. Our 2019 Media Sales Report found that some of the major challenges in sales today are that sales reps’ time is not actually spent selling and salespeople are simply not equipped with relevant materials.

Sales enablement is a strategy that aligns marketing, sales, and operations while lowering costs, increasing revenue, ensuring brand integrity, and ultimately closing more deals. Even the most talented sales reps can benefit from the right support, structure, and technology.

So, why did nearly 1 out of 4 sales managers feel that they don’t have the right sales collateral pieces to help their sellers in all stages of the sales process?

Highly-talented salespeople are more in-demand than ever. In fact, of the top ten emerging high-growth jobs listed by LinkedIn, five of them are some form of sales role. One significant result from our recently published 2019 Media Sales Report is that salespeople in these roles (and other sales positions) don’t want to be paid on 100% salary. 

Salespeople have repeatedly told us they want the opportunity to make as much as they can. Research supported this with over 57% of the salespeople saying that they prefer a salary plus commission structure with 30% to 40% of their total compensation coming from salary.

Rethinking the sales organization is a big topic in the media industry. Knowing how to compensate is just scratching the surface of what we uncovered in this year’s Media Sales Report. While compensation is one way to motivate salespeople and bring them to your organization, non-financial elements also play a significant role when it comes to hiring, coaching, and development.

If I had eight hours to chop down a tree, I’d spend six hours sharpening my axe.

-Abraham Lincoln

Abraham Lincoln's productivity secret was to work smarter rather than work harder by simply using sharper tools to get the job done more efficiently. Inefficient tools waste your time and energy, and simply knowing what to do is never enough. It’s the matter of actually doing it that makes all the difference.

Great leaders grow themselves and their organizations by deliberately managing the present, letting go of old beliefs and behaviors, and purposefully creating a future by adopting new practices.