Category Archives: Talent management

Sales force turnover matters – An STC Classic

For companies facing high sales force turnover, how do you stem the tide? Better yet, how do you turn it around? Money is part of the answer. Compensation packages must be in line with the industry – but just “buying” sales reps with significantly richer compensations packages will likely result in losing them when a better offer comes along. Three additional initiatives that have a positive track record for addressing the sales turnover issue are: Non-financial rewards and recognition, Better coaching from front-line sales managers, Customized sales training. Continue reading

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Sales person to sales manager transition – A STC Classic

Sales people often are promoted into sales manager positions – primarily based on their sales success. While congratulations certainly are in order, success in these situations raises some unique challenges. This post provides best practices for making that transition. Continue reading

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Sales person to sales manager – making the transition

Sales people often are promoted into sales manager positions – primarily based on their sales success. While congratulations certainly are in order, success in these situations raises some unique challenges. This post shares three best practices. Continue reading

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Seven personality traits of top sales people?

There’s always been a lot of discussion, and differing opinions, about personality traits and sales rep success. Here are 7 traits reported in a USC study. Continue reading

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Engineering-driven companies and their sales challenge

Two lessons can be drawn for engineering driven companies. First, while historically a differentiator, a superior product alone no longer is sufficient, nor is being first to market. Some companies with engineering prowess, have trouble operating in fast-evolving industries with changing target audiences and growing competition. Second, when it’s acknowledged that gaining market share takes more than products alone – then marketing is usually embraced, albeit sometimes begrudgingly. However, marketing troubles aren’t unusual for companies which operate an institutional environment driven by engineers not used to dealing with ambiguity, like fuzzy customer preferences. The additional weak link – building a superior sales force – too often is ignored, and there is a price to pay. However, investing in the marketing message and training the sales force is critical for every company’s success – and even more so for engineering-driven ones, where marketing and sales are “outside their wheelhouse”.

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Posted in Engineering sales training, General Posts, IT sales training, Sales Best Practices, Sales Training Best Practices, Sales Training Design, Talent management | Tagged , , , , , ,

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