Documents » sales coaching seminars.
Abstract: Contact center managers are expected to provide high levels of customer satisfaction while increasing revenues and controlling costs. How can you reconcile these seemingly opposing goals? One solution is to implement a performance management process using a technology-enabled closed-loop
coaching framework. Find out how they can result in a powerful return on investment for your company and improve agent productivity.
PubDate: 11/26/2008 12:34:00 PM
Abstract: Many companies find that traditional sales training methods have fallen short. The competitive levels of today's business environment demand new educational methods that can deliver advantage quickly and cost effectively. But how to cut through the clutter? Book learning, seminars, and lectures alone are too static! E-learning and web-based training are often irrelevant—or just plain boring. What to do?
Abstract: Microsoft's foray into the CRM arena has not been a bed of roses, despite its indisputably large marketing muscle and R&D investment, its strong channel, traditionally attractive pricing policies, and the aura and experience within the market segment. Microsoft CRM remains both a threat and an opportunity for the most nimble mid-market CRM vendors. Microsoft’s entry with CRM evangelism through an array of seminars nationwide has bolstered the market’s awareness of the need for CRM applications.
Abstract: Implementing Capability Maturity Model Integration (CMMI) at Maturity Level 5 enables an organization to optimize its performance. Learn about the critical success factors for CMMI High Maturity level appraisals; world-class practice for establishment and coaching of a local SEPG group; and the secrets of one organization’s rapid implementation of CMMI High Maturity practices.
Abstract: Companies can get the latest on supply chain management trends—from inventory management, forecasting, and sales and operations planning—at the annual APICS Conference and Expo’s seminars and presentations. A summary of the 2009 expo explains what you might have missed.
Abstract: Marketing and sales teams have long disputed who’s responsible for converting leads into sales opportunities. Marketing argues that it has generated leads and tosses them over to sales, while sales complains the leads aren’t qualified. Learn how to convert more leads into sales with five key strategies, starting with encouraging sales and marketing to work together. Better lead management means you can win more deals.
Abstract: Manufacturers and service companies are facing a blackhole in sales lead management: costing sales. By using a workflow for lead and opportunity management, that efficiently routing and tracking sales, sales efficiency will increase and produce a bigger pipeline, and more sales will be closed.
Abstract: The sales lead generation process for technology companies is very different from lead generation in other industries. Technology sector needs are more precise, and the target market is almost exclusively business-to-business (B2B), with the individuals often being decision makers high up the corporate ladder. Find out how to reach this difficult target, with prospecting methods and tips for making more complex sales.
Abstract: The Internet offers a wealth of information for buyers, who can window-shop from their desks. Power has shifted to buyers, who no longer need to rely on salespeople for information. But sales managers can use Sales 2.0 to tap into these new buying habits to instantly interact with prospects and provide personalized service. Find out how Sales 2.0 can help you instantly view and serve prospects entering your online store.
Abstract: To work through all the issues necessary to improve sales performance, executives have a number of options for leveraging people and knowledge. However, an area that shows significant potential for helping sales teams meet or exceed their goals is the effective alignment of sales process and technology. Executives looking to optimize performance should consider this approach to achieve their goals.
Abstract: Endress+Hauser (e+h), an international group of specialists for measurement devices and automated solutions for industrial process engineering, implemented both mySAP CRM mobile sales and e-selling capabilities to reinforce its market- and customer-focused orientation. As a result, it saw a stronger field sales force and increased sales through the Internet.
Abstract: Sales benchmarking is a diagnostic discipline that objectively identifies opportunities for sales-related performance improvement and enables best-practice solutions. This Sales Benchmarking Primer includes two important chapters from the best-selling book Making the Number—and provides a process-based framework for marketing and sales that can help your company survive and prosper in an unstable economy.
Abstract: Among all customer relationship management (CRM) user groups, the sales organization is often the most important—and challenging—to win over. With sales force automation (SFA) one of the primary drivers for a CRM initiative, and one of the primary measures of its success, user adoption among the sales force is crucial. Learn the principles you can use to select a CRM system that sales users feel was built just for them.
Abstract: Customer relationship management (CRM) solutions have changed. What was once used to help sales personnel maintain records of contacts, sales-related activities, and individual team progress has now become so much more. But since CRM is now intertwined with other sales management solutions, it has left businesses that have implemented it in a bit of a quandary when it comes to the global sales market. Find out why.
Abstract: The Surado CRM Sales module empowers sales teams by providing an intuitive system that presents a comprehensive single view of the customer across your entire organization. Combine this with a powerful knowledge base and automated business rules to create a consistent sales methodology throughout your entire team. With Surado CRM, your sales teams are enabled to manage the complete prospect to customer life cycle with efficiency and effectiveness.
Abstract: With the assistance of a Maximizer Business Partner, Senior Flexonics deployed Maximizer Enterprise to its global sales force to manage the distribution of leads and collaboration on complex sales opportunities. Today, it collectively manages over 2500 ongoing opportunities at a time, each with a sales cycle of three hours to five years, amongst four or more sales districts and over 300 different sales teams.
Abstract: The consequences of fleeting customer attention—as companies with complex sales cycles know only too well—include lengthening sales cycles, stalled opportunities, and quarters that bring unpleasant surprises. The easy answer is to spend more time with your customers. But a better answer is having more comprehensive visibility into the sales pipeline and a complete understanding of the end-to-end sales process. Learn more.
Abstract: Showing value has always been key to greater sales and higher prices. However, the bar has been raised. It’s often no longer enough to claim value—now the customer has to see, believe, and care about the value. Sales organizations must get their eyes back on the value ball, with five value-selling maturity levels that tie in to sales effectiveness. Learn how to improve your revenues while reducing sales effort and costs.
Abstract: Many organizations find it challenging to adopt sales force automation and customer relationship management solutions. Formal sales training and the related reinforcement tools can make the difference. We examine the key challenges and propose some solutions.