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The Center for Sales Strategy Blog

Improving Sales Performance - IMPACT Your Sales Process: Sales Structure

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To establish the foundation for sustainable business growth, a solid sales structure must be built layer by layer. People, resources, and processes must align and work together to produce the best results for your organization.

Is your current sales structure designed for the results you want?

In Episode 26, Mike Paterson, President / General Manager at Mid-West Family Illinois, discusses how sales leaders can make an IMPACT on their sales process through sales structure.

Tune in now to hear the Live broadcast or keep reading for a brief overview.

Topics: sales structure IMPACT

Improving Sales Performance - IMPACT Your Sales Process: IFM

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1-on-1 meetings play a large role on your team’s sales performance.

In this episode, Stephanie Downs, VP and Senior Consultant, discusses how sales leaders can make an IMPACT on their sales process with 1-on-1 meetings, or what we call the IFM. Plus, she covers the fundamentals of IFMs and how you can turn this dreaded weekly task into productive meeting.

Tune in now to hear the Live broadcast or keep reading for a brief overview.

Topics: sales process IMPACT Individual Focus Meeting

Improving Sales Performance — IMPACT Your People: Engagement

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Season 3 of the Improving Sales Performance Series is focused on helping sales leaders make an IMPACT on their sales performance through insight on 4 key areas: people, process, planning, and performance.

In this episode, Beth Sunshine, Partner and VP of Talent Services at The Center for Sales Strategy, discusses how sales leaders can make an IMPACT on their people and teams through employee engagement.

Tune in now to hear the Live broadcast or keep reading for a brief overview.

Topics: employee engagement IMPACT

Improving Sales Performance | IMPACT Sales Leadership System – Enhancing the User Experience

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Season 3 of the Improving Sales Performance Series is focused on helping sales leaders make an IMPACT on their sales performance through insight on 4 key areas: people, process, planning, and performance.

In this episode, Greg Giersch, Partner and VP of Client Experience at The Center for Sales Strategy gives viewers an overview and behind-the-scenes look at the creation of the IMPACT Sales Leadership System, digs into the user experience side of IMPACT to include what went into creating this system, the structure of the training, how long it took to build it, and more.

Tune in now to hear the Live broadcast or keep reading for a brief overview.

Topics: sales performance IMPACT

Improving Sales Performance - Making an IMPACT on Your Sales

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Kicking off the new season of the Improving Sales Performance series, John Henley, Managing Partner at The Center for Sales Strategy, gives viewers an overview and behind-the-scenes look at the creation of the IMPACT Sales Leadership System: why it was created, who it was created for, and how sales leaders can make an impact on their sales performance by focusing on 4 key areas.

Tune in now to hear the Live broadcast or keep reading for a brief overview.

Topics: sales performance IMPACT

How Much Time Do Your Salespeople Spend Selling?

How Much Time Do Your Salespeople Spend Selling

How much time do your salespeople spend selling?

It’s been our observation that it’s probably less than you think. Data suggests that it's as little as 30% of their time. And when you talk to salespeople all the time, as we do, they confirm that. 

So, to get a bead on just how much time your salespeople actually spend selling, you should start with a definition of selling.

Topics: sales process IMPACT

Sales Leaders Have Two Jobs Related to Sales Process

2 jobs

Only two jobs? Most sales managers will meet that headline with an eye-roll but stay with us.

Great sales leaders individualize their coaching while they manage a standardized sales process. The first job of a sales leader is relatively easy - the second takes more discipline. The two jobs sales managers have related to sales process are:

  • Install a process that everyone on your team uses
  • Keep the team focused on the process at all times
Topics: sales process IMPACT

Sales Calendar: 3 Reasons You Need One

Why you need a sales calendar

You mean well. You want to do it better this year. But, somehow every year, it gets away from you. 

We all have good intentions each year to do a better job planning, selling, and tracking all of the major sales opportunities for our organization. This is why you really need to start planning using a sales calendar.

Topics: IMPACT sales calendars

Why Good Salespeople Leave

Why Good Salespeople Leave

According to a DePaul University study, the average turnover cost per Account Executive (AE) is $97,690 when you add up recruiting costs, training costs, and lost sales. So, if you lose five AEs in one year - you’re close to losing nearly a half a million dollars. 

Couple that with the fact that in a Glassdoor survey, only 19% of AE’s have no immediate plans leave their companies, but 68% of AE’s plan to look for a job within the next year.  

Why do sales reps leave? And what can your sales organization do to stop your top sellers from leaving?

Topics: sales process sales structure IMPACT

The Lone-Wolf Sales Model is Making Your Life Tougher than It Needs to Be

Lone Wolf Sales Model

At The Center for Sales Strategy (CSS), we’re big believers in talent. And nothing confirms our trust in talent more than when we witness a direct connection between the talent level of a given salesperson and the success they achieve.

When highly talented, that success happens more quickly and it lasts over the long haul — and when talent is softer, success is modest at best. Same is true for highly talented sales staffs versus those less talented. 

But our confidence in the predictable relationship between strong sales talent and strong sales performance has confirmed something else — talent is rare and precious. Talented salespeople are worth their weight in gold not only because they produce prodigious returns on the investment employers make in them, but also because they’re so darn hard to find.

And a staff full of such salespeople? A sales manager should count themselves an unusually outstanding recruiter and manager if half the staff is highly talented. 

Topics: sales talent sales structure IMPACT