Blog | Sales

Do product features really matter?

May 29, 2015

An on-going discussion in most software companies is the value of the next release of software. In some companies, these discussions often take on the dimensions of a holy war and can be quite disruptive and distracting. On one hand, a number of sales deals will be relying on the features planned for the next or future releases. On the other side of the argument will be implemented clients, who have just stabilized on a current release and are reluctant to incur the cost of migrating to the next release. In addition, the product strategy team will be focused on what competitors are doing and analyst are saying. Unfortunately in most of these discussions, there is a preponderance of opinion and rarely substantive data to support one view over the other.

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The Challenger Sale

September 29, 2013

I usually don’t do book reports as part my blog. That said, if you are selling complex, enterprise-class solutions in a B2B environment, you need to check out “The Challenger Sale: Taking Control of the Customer Conversation” . Developed based on research CEB , the Challenger Sale model seeks to quantifiably defines the success factors of the best sales reps and create a methodology to clone this success.

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What do your email habits say about you?

April 15, 2013

If you can't manage your Inbox, Can you really manage your company?

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Lessons from Great Sales Reps

August 21, 2012

Why do the best sales people think they are losing the deal until the day they win?

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Using labeling to productize; Then merchandise your services.

April 1, 2012

A few months ago,I wrote about a client who I helped to create a sales methodology to speed up their sales cycle by developing and selling front end services that substitute consulting revenue for free pilots. Their product was too complex for a simple download and free trial so they were being forced to offer free pilots which were extending the sales cycle and draining their cash. Instead, my client created a few packaged services each at a low fixed price. They limited the scope to reduce the cost and risk while allowing prospects to experience their solution and have a positive experience. Each progressive service built on the previous, to the point where their customer had the ROI evidence that the solution would pay back on both the subscription, implementation and change management costs of the investment.

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March 6, 2012

Why do so many companies make it so hard for their customers to buy? They try to be all things to all people and end up confusing the hell out of everyone as to what they are, what they do, why they are good at it and what is their value. Sound familiar? I have done this rant before (Why is selling my Product or Service so hard?), but I am finding that the same rant applies to people looking for their next job.

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