How to Make Intangible Value Tangible
The article argues that every intangible benefit can be expressed in concrete financial terms. By probing why a buyer wants "less stress" or "peace of mind," sellers can link those feelings to measurable outcomes such as reduced turnover, lower recruiting costs, or avoided downtime. Quantifying these impacts turns abstract desires into dollar‑value ROI, making the value proposition clearer. The approach shortens sales cycles and wins broader executive buy‑in.
Land & Expand: Why Most Fail
The article dissects the popular "land and expand" sales model, noting that while it promises quick wins with small initial deals, most teams stumble when trying to grow those accounts. Failures stem from poor handoffs, lack of systematic account planning,...
Even Top Performers Need Coaching
Sales leaders often claim that veteran reps don’t need coaching, but the article argues that even top performers can improve by 10‑15% when guided. It likens sales teams to sports squads, where coaches refine tactics and amplify strengths rather than...
Expanding Access, Without Risk
Sales coach emphasizes expanding stakeholder involvement without undermining the primary buyer. He advises avoiding the term “decision‑maker” and instead framing additional contacts as value‑adding participants. Sample scripts suggest naming the CFO or other executives to gain access. The approach aims...
The Bare Minimum Sales Coaching
The article argues that consistent, minimal sales coaching—three hours per rep each month across team meetings, one‑on‑ones, and ride‑alongs—significantly boosts performance, delivering over 100 % improvement. It outlines three coaching formats and stresses that every salesperson, regardless of current level, should...
How to Speak to Executives
Colleen Francis warns salespeople that a common coaching mistake is speaking the wrong language to executives. Executives care about results, ROI, and peer benchmarks, not feature‑by‑feature explanations. By swapping technical details for quantified customer outcomes—such as a 12% revenue lift...
Test Your Deal with These 3 Questions
The article warns that relying on a single contact in B2B sales creates hidden risk and outlines a three‑question framework to evaluate deal health. It stresses counting engaged stakeholders, ensuring value is quantified and agreed upon, and comparing qualification time...
One Contact Won’t Cut It
Relying on a single contact in B2B sales creates blind spots and exposes reps to turnover, vacation, or hidden objections. Enterprise deals typically involve eight to eleven decision‑makers, making a one‑person approach risky. The article advises sellers to aim for...
Suffering From Premature Proposals?
The article warns that sending proposals too early erodes revenue. Research shows the optimal point is after 75 % of a typical 100‑day sales cycle, when pre‑proposal activities are complete. Rushing to pricing without deep qualification leads to missed decision‑maker insight...
Is This Missing From Your Value Prop?
Effective selling extends beyond closing a deal; it demands structured change‑management to embed the promised value. The article outlines a four‑stage framework—pre‑sales, implementation, post‑sale, and resistance handling—to guide reps in managing customer transitions. By proactively identifying red flags, providing on‑site...
No More CRM Excuses
The article urges sales organizations to reframe their CRM from a tedious admin task to a strategic planning tool. By treating the system as a "secondary brain," reps can capture complex account information, track stakeholder interactions, and collaborate with managers...
A Full vs Effective Pipeline
The article warns that a full sales pipeline is misleading because only about 28‑29% of opportunities actually close. Most sellers conflate volume with effectiveness, overlooking that roughly 70% of deals never convert. Effective pipelines require rigorous qualification—access to stakeholders, clear...