The Center for Sales Strategy Blog

This article was originally published on Sales & Marketing Management.

Sales leaders are responsible for more than closing deals. Teams depend on them to see the big picture, measure current strategies, and evaluate new opportunities. Sales diagnostics help leaders see their operations from all sides so they can identify bottlenecks and keep revenue climbing.

For most sales reps, the benefits of employing automation tools are manifest. Who wouldn’t want to hand over humdrum tasks to digital systems so they could spend more time on activities that are fulfilling. Studies have shown sales professionals typically spend only 11% of their time actively selling, which is doubtless something many workers in the profession would like to change.

However, many of these same salespeople live in fear that reliance on automation will damage their ability to build deep and meaningful relationships with their clients.

It makes sense because often times we associate the word “automated” with the impersonal. Although it may sound counterintuitive, many of the processes facilitated by sales automation software actually make it easier for sales reps to dedicate additional resources to enhancing client relationships.

There are two poisonous mistakes that will kill a presentation: using jargon and using stock phrases.

Making either of these mistakes will drastically reduce the chance of getting a second meeting with a prospect.

Let's start with HOW NOT to start a presentation and finish with the HOW TO of communicating an engaging proposal.

If you think cold emailing is dead, you're wrong.

59% of B2B companies say email is the most effective channel for generating revenue. It's one of the most cost-effective forms of outreach that there is.

At the same time, you need to realize that you're not the only one sending emails. HBR reports that on average, professionals have more than 200 emails in their inbox and receive 120 new ones each day but respond to only 25% of them.

If you want to get a response to your emails, you'll need to employ the magic of etiquette, one of the best ways to create a human connection with the reader.

In this post, we talk about a few common mistakes people make writing cold emails, and some advice on how to improve these areas.

Customers aren't going to want to do business with a company that doesn't offer a great buying experience.

No matter the type of business you run, you need to treat your clients right if you want them to remain in business with you and spread the word about your good reputation.

Below are a few ways that you can improve the way your company interacts with prospects and clients.

You know the feeling of an ah-ha moment…

When you're talking about something you passionately believe in and then—BAM—you can practically see the light bulb go off for the other person.

It's a highlight for anyone who passionately loves what they do.

A bucket list is an ultimate list of things you would love to have happen, or be able to do, at least once in your lifetime.

While many of us use bucket lists for personal achievements, we couldn't help but wonder what's the ultimate bucket list for a sales manager look like? Improving sales performance in your organization is critical. But how will you get there?

We invited several of our team members to help compile this list, which is certainly not a complete list, so we invite you to add to it in the comment box below.

As an effective sales professional, you can’t just close the book on clients after they’ve signed the deal, even if the bulk of the work then shifts to other departments.

How your team executes the post-sale experience has important implications for the company as a whole, as well as your relationship with the customer.

What occurs during this phase can result in the customer being even more satisfied than before (including with their experience during the sales process), or it can derail what was otherwise a well-executed marketing and sales strategy.

Have you ever thought about how the 10,000 foot view from an airplane is often more interesting and illuminating than the proverbial 30,000 foot view?

This is true when looking at a sales organization as well. The 30,000-ft. view that you tend to take with something like a SWOT analysis or other strategic exercises is good, but the 10,000-ft. view might be more appropriate

We use a process called the Sales Diagnostic to take the 10,000 foot view.

"The end depends on the beginning (and everything in between)."

Yes, we have heard this a thousand times, but no truer words have been said when it comes to developing proposals.

I had an epiphany pretty early in my sales career. I had been on a sales call to a restaurant, and they asked for a proposal. I rushed back to my desk so excited with the opportunity to get to present, only to stare at my computer for what seemed like an eternity. Crafting that proposal took a lot longer than it should have.

Later, when looking back, I realized it was because I didn’t have enough information. I had missed the mark on a number of things. Here's a little advice on how not to make the same mistake.