The recipe for explosive inside sales growth has been a best kept secret among the In your book, The Sales Acceleration Formula, you identified 5 traits of a are tasked with one of the most important roles in growing a business regardless Develop your hiring process for sales reps early on before your team scales up .
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- The sales secrets of high-growth companies
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- The sales secrets of high-growth companies | McKinsey
This is not a checklist or simple best practices of to dos but rather a sacred way of behaving as a Sales Boss. No other book on the market can compare to this approach that if followed yields positive respectful results only. This book will remain earmarked in your library of sales resources.
The sales secrets of high-growth companies
Looking forward to Jonathan Whistman's next publishing. Finally a sales management book that is simple. After 19 years of sales and sales management Jonathan has created a simple but so effective way of managing a sales team. Other sales books have, "follow these 19 steps", in one chapter and then, "follow these 25 steps" in other chapter. Jonathan makes is very clear of how to run a high function sales team with real world examples and samples of getting to become a sales boss!!
I have had the unique pleasure to work with Jon and have seen his wisdom firsthand. This book is a window into his thinking and work patterns - practical in instruction while also forcing you to confront your own actions and skills. I can only hope that more people read this book and use it not only for professional purposes, but also to create for themselves a new way of thinking - free of preconceptions. I found this book to have very practical step-by-step ideas that I can really use. I liked the actual examples provided and it gave me a new way of looking at my responsibilities as a sales leader.
Behavior, Outlook, Skills, and Stature every time I am considering how best to help my team. A must read for anyone in Sales or Sales Management. Jonathan lays out a solid method for hiring and motivating any sales team to be their best. See all 23 reviews. See all customer images.
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Most recent customer reviews. Published 1 year ago. Vine Customer Review of Free Product. But some fairly good advice.
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I've recommend the tool to several fellow solopreneurs as well, and they've all upgraded to the paid version of the service. I know, I know. I said I wouldn't make any social media suggestions. But if you're still thinking of LinkedIn as a social media platform, I can assure you it's exploded into so much more than that for small businesses and large enterprises alike. If you're an early stage company looking to build a narrative, point of view, or thought leadership around a specific topic, LinkedIn Pulse is a the best place to start.
In fact, our data show that LinkedIn Pulse is often more effective for launching product news or making a company announcement than a traditional press release. As your connections see company progress, thoughtful points of view, and ultimately an authoritative voice, they will begin to make referrals if and when you list job openings. What's more is that LinkedIn has launched a talent solutions service specifically dedicated to leveraging the platform to match employers with potential candidates.
The sales secrets of high-growth companies | McKinsey
For those who can't afford to retain expensive recruiters, but have a widespread network, LinkedIn is a boon. And it comes from integrating digital into a great omnichannel experience that spans marketing to post-purchase.
Only now is the promise of advanced analytics catching up to the hype. And when it comes to sales improvements through the extensive use of advanced analytics, the difference is even larger: The value of advanced analytics is wide ranging, but where sales leaders excel against their peers is in making better decisions, managing accounts, uncovering insights into sales and deal opportunities, and sales strategy.
In particular, they are shifting from analysis of historical data to being more predictive. They use sophisticated analytics to decide not only what the best opportunities are but also which ones will help minimize risk. In fact, in these areas three quarters of fast-growing companies believe themselves to be above average, while between 53 and 61 percent of slow-growing companies hold the same view.
But even among fast-growing companies, only just over half—53 percent—claim to be moderately or extremely effective in using analytics to make decisions. For slow-growing companies, it drops to a little over a third. This indicates that there remains significant untapped potential in sales analytics. A rigorous focus on sales-force training is a clear differentiator between the fast- and slow-growing companies we surveyed. Just under half the fast growers spend significant time and money on sales-force training, compared to 29 percent of slow growers.
Among fast growers, just over half believe their organization has the sales capabilities it will need in the future, while a third of the slow growers feel similarly equipped. As few as 18 percent of fast growers think they excel at pipeline management, and even in the most successful area—understanding specific customer needs—only 29 percent claimed to be outstanding.
What is notable from our research, however, is that fast growers are committed to improving sales talent and performance. The head of sales at a North American consumer-services company, for example, tried a new approach to improving sales performance after years of fruitless initiatives. Instead of focusing solely on what the sales force had to do, the program also devoted significant attention to building the talents and capabilities to enable them to do it, making a substantial investment in teaching skills and enforcing their use with specific goals.
A 25 percent improvement in rep productivity across all regions within 18 months. More impressive still, the gains stuck, and two years later performance was still improving. Two-thirds of fast-growing companies undertook a major performance improvement over the previous three years, and 84 percent considered it successful or very successful. Sales leaders at these organizations said the two most important factors that contributed to that success were management articulation of a clear and consistent vision and strategy, followed by leadership commitment.
Articulating the vision should be simple. Besides being simple, the aspiration was bold, specific, and easily measurable. No sales transformation will work without steadfast support from the very top. Only a committed leader can override internal politics, see the big picture, and focus on the best solution regardless of past practices.