In our time on this planet, most people encounter challenges, issues and problems. These come in many guises – hair loss, relationship issues, being overweight, work problems and pressures, health issues and, in the case of salespeople, coping with the pressures and problems of surviving and succeeding in sales.
Peter Gilbert 30 Aug 2007
As market forces increase the importance of sales effectiveness, the importance of consistently hiring genuine sales talent becomes more and more evident. Simply poaching sales talent from competitors, or even other industries, is frequently ineffective and certainly unsustainable.
Peter Gilbert 3 Jul 2007
Most businesses can identify with a simple operating rule of thumb: "20% of our salespeople bring in 80% of our sales." Yet this infamous rule actually describes a normal curve or random distribution of top, average and poor sales performers, and there are as many poor performers as strong performers. If the top salespeople of a sales force produce a substantial proportion of total sales, there is an immense opportunity for productivity increases.
Peter Gilbert 4 Sep 2006
If you cannot differentiate yourself by what you sell, and are unwilling to differentiate by how you sell, you will, by default, have to differentiate by how much you sell it for. Hence sale forces are seeking new and innovative ways of selling products that are increasingly commoditised.
Peter Gilbert 27 Jul 2006
What motivates the sales superstars or Rainmakers? With so many other ways to make a lot of money, why do they choose a calling in which rejection is a daily fact of life, even for the best?
Peter Gilbert 10 Apr 2006
In most organisations, emphasis is put on the interview rather than any other selection aspect, yet few people know how to conduct an interview to get the best information from the candidate. Here are key factors that experience has proven to be valuable.
Peter Gilbert 8 Mar 2006
I recently read an article that suggests that sales managers should take a look at the qualities that make their superstars excel, then train the average performers to those standards. This logic sounds eminently reasonable and appealing, but it is dangerously flawed and may lead managers to making seriously bad decisions.
Peter Gilbert 31 Jan 2006
The 2003 research by CSO Insight spanned 2 000 sales forces across Europe and North America and revealed the disturbing fact that 55% of salespeople fail to hit their quotas. Given the fact that 45% of the business training spend in the USA is directed at sales training, this raises serious question about whether sales training efforts are delivering any significant return on this investment.
Peter Gilbert 29 Jan 2006
Customers are not always right and they are certainly not always equally desirable. Certainly customers should be treated with dignity and respect, but your company should have a very clear idea of which customers they want and, more importantly, those they do not want.
Peter Gilbert 9 Jan 2006
The first of six employment selection principles is that describing a candidate's or employee's present skills, traits or characteristics isn't a very accurate predictor of future performance.
Peter Gilbert 5 Dec 2005
The success rate for closing major new proposals is typically less than 20% when several suppliers are asked to present. Companies often spend large sums in an effort to win business, but those whose bids failed seldom get any feedback as to why a competitor was a better fit. As a result, the chances of winning the next major opportunity stay roughly the same.
Peter Gilbert 22 Nov 2005
We are in the midst of a genuine revolution in the way IT sales are made. At the heart of this revolution is the issue of competing on value. In many cases, the differences between traditional sales approaches and value-based selling appear to be subtle, but in fact, they are profound, requiring changes in strategy, corporate culture and selling skills.
Peter Gilbert 1 Jan 1900