Are you at all surprised to learn that 64% of salespeople don’t close? Some of your peers in sales management are shocked into disbelief by the 64% statistic; others say the number probably is too low!
How do you feel about the term “closer”? I remember being called a closer when I was a rising star during my early years as a salesperson. But, I have never liked being referred to by that handle, and I never cared for what it implies.
Imagine that customer loyalty can be measured on a dial. The dial is moving in one direction or the other during every single interaction that one of your customers has with any of your employees. Over the course of the interaction, the customer is becoming either more or less loyal to your company.
Congratulations! Your sales force just made a sale. You’ve gained a new customer. Now, what happens when that customer begins to interact with the rest of your organization? What happens when the customer comes into contact with functions like technical support or customer service?
Every business leader wants a productive, efficient, and effective sales organization—one that consistently hits quota. So why do recent studies suggest that two-thirds of sales reps fail to hit quota? Why do 65% of B2B companies tell Aberdeen Research that their #1 challenge is sales productivity?
Everyone loves to talk about customer loyalty, but what does that mean, really? I argue that customers are not genuinely loyal to your company until they have stopped shopping among your competitors.
I have read volumes about how to develop more loyal customers. The most intelligent and honest experts on the subject will tell you that people do not feel real loyalty toward corporate entities in the abstract.
It seems as if every time I come up with a new, brainy idea, I find out that someone else already had the idea. Sometimes the originator turns out to be the leading authority on the topic.
I am frankly embarrassed to work in an industry whose products have a 90 percent failure rate. Yes, that is the approximate percentage of sales training programs that fail to produce meaningful, long-term gains in sales performance in the field.
Companies spend about $1 billion a year to deliver training to their salespeople. Ninety percent of that sales training fails to produce meaningful, long-term gains in performance.