LSA Global

MARCH 18, 2022

Want a Proven Way to Increase Revenue and Margin? Savvy sales managers and leaders invest heavily in growing current strategic accounts. Customer accounts that best fit you and your business create repeat purchases, provide referrals, and supply testimonials to help grow your top line.

Revenue 36

Revenue Sales Sales Accounts 36

LSA Global

FEBRUARY 19, 2024

Top 10 Key Sales Management Skills: Mastering the Art of Sales Leadership Sales leaders must routinely navigate high stakes internal and external relationships while meeting ever-increasing revenue targets and demands from their sales team. They coach their sales team through barriers and roadblocks.

Sales Management 28

Sales Management Sales Sales Manager 28

LSA Global

JUNE 17, 2024

Create the Right Sales Culture The next step is to ensure that your sales culture is healthy enough, accountable enough, and aligned enough with the sales strategy to help, and not hinder sales performance. Do not underestimate the impact of sales culture.

ROI 64

ROI Sales Sales Sales Management 64

AIHR

JULY 6, 2023

Employees are also aware of what is expected of them, facilitating accountability and performance tracking. Let’s take a look at how skills and responsibilities support each other within two very specific job roles—a software developer and a sales manager. Essentially, skills enable an individual to meet their responsibilities.

Sales 98

Sales Sales Software Sales Management 98

Alison Green

JULY 22, 2024

As a manager, you shouldn’t be meting out punishments — that’s not the job. You should be ensuring people are well trained, coaching them when you see it’s needed, and holding people accountable for doing their jobs well. If an otherwise good employee did what you did, “punishing” them would be inappropriate.

Sales 110

Sales Sales Sales Management Manager 110

Zenefits

FEBRUARY 7, 2023

In addition to salary and commissions, individual and sales team incentives may be offered as part of the total sales compensation plan. Sales reps can be enticed to open new accounts, manage a certain size book of business, or increase their sales volume.

Compensation 52

Compensation Sales Sales Retention 52

LSA Global

SEPTEMBER 23, 2022

Top Sales Leaders Drive Growth If you find a sales leader who Is not up to the challenge of accelerating revenue growth, you have not found a high performing sales leader. But you need more from a sales leader than simply a desire to grow the top line. They demonstrate how sales leaders drive growth.

Sales 36

Sales Sales Sales Management Revenue 36

LSA Global

JULY 15, 2024

Sales leaders know that an underperforming sales force misses opportunities, loses deals, and negatively impacts customer loyalty. The good news is that when a sales force puts the customer first , adds meaningful value, and builds trusted advisor relationships , they grow revenues, margins, deal sizes, and relationships.

Sales 56

Sales Sales Implementation Sales Management 56

LSA Global

MARCH 16, 2023

According to research by the University of Southern California Marshall School of Business, almost 70% of salespeople who exceeded their yearly quota graded their sales leader as excellent or above average. So, what is it that top sales leaders do better? Highly Focused on Results Top sales leaders keep their team focused on results.

Sales 36

Sales Sales Sales Management Metrics 36

Walk Me

JULY 19, 2022

Companies depend on the success of salespeople, which is why the public often views sales departments as one of the highest-stress environments within a company. When change leaders throw the uncertainty and discomfort of a drastic transformation strategy into this mix, it can seem like a sadistic act upon sales employees’ heads.

Change Management 52

Change Management Sales Sales Manager 52

LSA Global

JUNE 25, 2021

The key is to identify sales goals that matter to you, your boss, and your sales team that are also achievable with reasonable but sustained effort. Goal Setting Let’s assume that overall sales goals are set by your sales manager. The Bottom Line Do not take goals and accountabilities for granted.

Sales 36

Sales Sales Sales Management Accounts 36

LSA Global

JULY 16, 2021

Because often the biggest difference between the highest and lowest sales performers is not based solely on what they do and how they do it, but also to whom they were selling. Clarifying sales territories and forecasting their anticipated revenue give your sales reps meaningful and attainable sales targets to achieve.

Sales 36

Sales Sales Accounts Sales Management 36

LSA Global

OCTOBER 5, 2017

Sales Leadership Techniques To Tell if You Have Realistic Sales Targets. Sales strategy accounts for 31% of the difference between high and low performing sales teams. Setting realistic sales targets that drive higher performance is no easy task. Track Sales Rep Engagement and Turnover.

Sales 34

Sales Sales Revenue Sales Management 34

LSA Global

DECEMBER 21, 2022

In general, the roles represent two different, and often related, approaches to selling with each having an important part to play in sales growth. The roles differ mainly in how they go about generating revenue. What Makes a Good B2B Sales Hunter? Effective B2B sales hunters love going after and winning new business.

B2B 36

B2B Sales Sales Metrics 36

LSA Global

DECEMBER 6, 2022

Our organizational alignment research found that workplace culture accounts for 40% of the difference between high and low performing companies. For example, one recent client had the abstract cultural goal of increasing sales team collaboration to win bigger deals faster while playing to people’s strengths.

Organizational Change 36

Organizational Change Culture Change Sales Sales 36

LSA Global

JANUARY 19, 2021

Less than 20% of sales leaders rate their current sales training programs as highly effective. That is not the ROI sales leaders, sales reps, or sales trainers should expect or accept. Sales training should directly improve sales performance (e.g., revenue, margin, win-rate, cycle time, etc.)

Sales 36

Sales Sales ROI Revenue 36

LSA Global

MARCH 11, 2024

But measuring training adoption and impact levels to reinforce coaching and accountability for change can provide a major boost. Examples of desired Level 4 outcomes from training include: — Increased sales revenue, margin, win rate, portfolio mix, deal size, and cycle time. Achieved project cost, quality, and time targets.

Metrics 36

Metrics Sales Sales Retention 36

LSA Global

AUGUST 28, 2019

Sales training reinforcement. While most organizations invest in business sales training with good intentions to improve sales skills, grow profitable revenue, and improve customer loyalty, most are wasting their time and money. Train their sales managers in how to effectively manage and coach their reps.

Sales 28

Sales Sales Revenue Employee Engagement 28

Harvard Business Review

SEPTEMBER 11, 2015

Every salesperson knows the quality of their sales manager will have a profound impact on their own success. Sixty-nine percent of salespeople who exceeded their annual quota rated their sales manager as being excellent or above average. The best sales leaders are target and deadline driven.

Sales 15

Sales Sales Sales Management Revenue 15

Harvard Business Review

JANUARY 20, 2015

Twenty-two percent of survey participants included top-level sales leaders such as vice presidents of sales, 14% were front-line sales managers who manage salespeople, 17% were hybrid sales managers who sell directly to customers and manage other salespeople, and 47% were salespeople who carry their own quotas.

Sales 15

Sales Sales Revenue Sales Management 15

Harvard Business Review

MARCH 18, 2015

An anxious-submissive salesperson is forced into reactive behavior and his tendency is to operate under the direction of the customer, never being in control of the account. Sales management impact. Does a salesperson’s manager play a determining factor in achieving success? Inward Pessimism.

Sales Management 15

Sales Management Sales Sales Accounts 15

Harvard Business Review

APRIL 25, 2014

Many companies, however, measure sales efficiency in terms of sales cost versus revenue. That metric is misleading because it does not sufficiently reflect the margin differences between sales channels. However, they have about 30% more sales staff in support roles. They free up their salespeople for selling.

Sales 15

Sales Sales ROI Marketing 15

Harvard Business Review

JUNE 27, 2012

This is even more important in any kind of complex sale that requires a consultative approach. The dog-eat-dog sales management strategies of times past will not work in a down economy. Your Best Secret Weapon for Sales: Customer Support. In these cases, we do provide sales incentives, but not to individuals.

Sales 17

Sales Sales Revenue Sales Management 17

Harvard Business Review

JANUARY 8, 2014

It goes without saying that there is a significant amount of pressure on every sales force to deliver its number. Sales management plays a crucial role in reaching that objective, but can sales performance really be managed? I mean, tactically managed? We need more revenue,” would sound from the top. “No

Sales 10

Sales Sales Manager Sales Management 10

Harvard Business Review

DECEMBER 20, 2018

The EVP of sales liked the easy-access dashboard to report on metrics and the forecast. Sales management was less positive but acknowledged that it helped them monitor activity. And the sales team — well, they mostly hated it. Managers provide coaching to improve, not reporting to inspect.

Sales 15

Sales Sales Revenue Metrics 15

Harvard Business Review

JULY 10, 2012

One place they need to look is in their own sales organizations. In writing the book Sales Growth , we've found that CEOs who put sales management at the heart of their agenda have captured astonishing growth — outstripping their peers by 50 to 80 percent in terms of revenue and profitability.

Sales 17

Sales Sales Revenue Operations 17

Harvard Business Review

JUNE 16, 2015

In the case of a sales organization, money, time, and effort allocated to accounts A and B are resources not available for accounts C, D, and so on. The lesson is clear: How and where you allocate available sales resources is where the leverage resides for more profitable growth. Managers must manage this decision.

Sales 14

Sales Sales Strategic Planning KPI 14

Harvard Business Review

NOVEMBER 22, 2011

The brokers would sell life insurance to brokerage account customers, and the insurers would sell brokerage accounts to life insurance customers. They were held accountable for growing the top line of their own product line. This was the case for the cross-selling project in the bank.

Insurance 15

Insurance Banking Engineering Sales 15

Harvard Business Review

JULY 11, 2011

A distribution company pays its salespeople entirely though commissions on sales. Salespeople keep their accounts permanently after making a sale. Many tenured salespeople earn several hundred thousand dollars a year, mostly by selling to long-time customers who provide a continuous and stable source of revenue and income.

Sales 14

Sales Sales Metrics Compensation 14

Harvard Business Review

JUNE 22, 2018

As ongoing account management activities consumed more and more sales time, new customer acquisition slowed down–and the company’s revenue growth began slowing, too. The Pros and Cons of a Single Sales Role. It encourages customer focus and accountability. Customers like it.

Sales 14

Sales Sales Account Management Accounts 14

BCW Institute

MAY 2, 2022

I had great experiences, going around the world, many different cultures, got to do everything from sales to sales management to industry marketing, channel marketing, product marketing, product management, you know, dealing with multi-million-dollar budgets and big teams of people. That’s a big one.

Operations 52

Operations Cash Flow Nonprofit Manager 52

Harvard Business Review

APRIL 13, 2015

Sales managers have a difficult relationship with luck. As a consequence, many sales managers de-emphasize luck, instead stressing the importance of stable, measurable, and controllable factors such as motivation and specific behaviors. They love it when it’s helping their teams, but they know how unreliable it is.

Sales 15

Sales Sales Sales Management Advertising 15

Harvard Business Review

APRIL 5, 2012

If you spend much time around salespeople, it won't take long before you hear them griping about the issue that is the profession's biggest trouble spot: disagreement over the market potential of a group of accounts or a territory. A regional sales director says: "The Pittsburgh territory is vacant again. Sales force deployment.

Sales 10

Sales Sales Sales Management Accounts 10

Harvard Business Review

APRIL 8, 2015

They are listed below, each with an example: Profit maximization (long-term): A bank offers accounts to students at a special interest rate to attract a segment of customers whose incomes will later increase. The challenge for executives is, of course, to manage their conflicting goals, or so-called trade-offs.

Revenue 13

Revenue KPI Sales Sales 13

Harvard Business Review

SEPTEMBER 8, 2014

But far fewer understand and operationalize the core sales factors that materially affect each value creation lever. Most projects and investment initiatives in firms are driven by revenue-seeking activities with customers. But most sales compensation plans focus purely on volume incentives.

Sales 14

Sales Sales Accounts Payable Assets 14

Harvard Business Review

JANUARY 25, 2012

Tommy was a director and Jane was the Midlands regional sales manager for Egan & Sons, a supplier of doors and staircases to Westmid for 63 years. But he could not shake his newfound awareness of the amount of money Egan was losing with Westmid — the account's ratio of operating income to sales was a negative 28%.

Sales 15

Sales Sales Accounts Sales Management 15

Harvard Business Review

NOVEMBER 21, 2013

As an executive vice president for sales, I spent countless hours reviewing, examining, and analyzing the sales forecast for my company. I required the managers who reported to me to do the same. Conversations between sales leaders, sales managers, and sales staff frequently focus only on numbers: Did you make them?

Metrics 9

Metrics Sales Sales Sales Management 9