The Generational Mentality Map

By David Szen

The composition of generations in the workforce today is different than ever before. Each generation has unique traits that impact the way people think, communicate, and buy. It can be a tricky selling environment, especially if you do not understand and embrace these nuances.  

So, how can you equip your sales force to sell across generations? Here is your field-tested cheat sheet to help you better understand - and sell to - Millennials, Gen-Xers, and Boomers.

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5 Steps to Find Your Actual Cost of Sales Training - Part 2

By Michael Perla

Part 1 of this blog began with a statistic showing that U.S. firms spend just south of one trillion dollars on their sales forces. A portion of this spend is on sales training, which can be off-the-shelf content/training, custom training, or some combo thereof. We developed this two-part blog with the premise that your sales training is unlikely to hit its target if you don’t first define your desired outcomes (Step 1), your adoption strategy (Step 2), and your optimal modality mix (Step 3), all of which were addressed in 5 Steps to Find Your Actual Cost of Sales Training - Part 1. In Part 2, we explore the specific sales training investments (Steps 4 & 5), as well as a hypothetical example between off-the-shelf vs. custom approaches.

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The First 90 Days for a Sales Leader: A Guide to Success

By Hope Eyre

If you’re a Sales VP and you’ve been in the same role for more than 2 years – Congratulations, you’re above average (like a child from Lake Wobegon). You’ve already exceeded the average Sales VP shelf life of 18 months. Statistically, it’s just a matter of time before you change jobs.

Maybe you’re a veteran to the role, but you’ve taken on a far larger sales organization than you’ve ever led before. Maybe you’re a brand new Sales VP and are still shaping your leadership skills.

Maybe your company just reorganized, and you find yourself heading up an entirely different sales organization than the one you had previously – or even more daunting, you’ve been charged with building one out of whole cloth.

And maybe you’re hovering around that 18-month mark, and circumstances are making you wonder whether you should start looking.

So many of our long-term clients include sales leaders who’ve moved from one company to another (often more than once) that we decided to build a guide for achieving quick wins, avoiding pitfalls and setting a clear, long-term sales strategy within The First 90 Days.

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5 Steps to Find Your Actual Cost of Sales Training - Part 1

By Michael Perla

Annually, U.S. firms spend approximately $900 billion on their sales forces, which is greater than three times their total media ad spend and 20 times their spend on all digital marketing[i]. Based on various sources, there are between 4 and 5 million business-to-business (B2B) sales professionals in the U.S. and approximately $20B is spent on sales training alone, not including sales enablement technologies, tools, and aids.

As a firm that often develops customized sales training, we are frequently asked about the costs over and above our fees. As you can imagine, it’s not a simple answer, but this two-part article highlights the 5 steps you should take to define your cost of sales training and determine whether custom or off-the-shelf training is a better option for you.

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Top Performer DNA: Interview with Ed Calnan of Seismic Software

By Laura Sardilli

As part of our Top Performers in Sales series, we recently had the privilege of interviewing Ed Calnan, Founder and President of sales enablement solution provider Seismic.  Ed offers perspectives on high performance sales from two angles -- as a leader of a high growth SaaS company, and as an enabler of sales productivity and collaboration for Seismic customers.

When asked what differentiates the best people in sales, Ed cites three key traits: 1) The ability to understand and navigate organizations, 2) Proficiency in addressing business problems, and 3) Discipline to learn from wins and losses. Ed and his Seismic team are uniquely skilled at these pursuits as innovators in customer engagement, sales process, and Account Based Marketing.

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Your Buyer’s Age – It’s More Than Just a Number: Part 2

By Kelsey Peusch

In Part I of this blog series, we explored the case for change, highlighting how generational diversity impacts a seller’s ability to connect with buyers from generations different than their own. This blog investigates how recent market and demographic shifts, such as the internet and generational differences amongst buyers, have created new dynamics in today's B2B buying process.

What specifically are Baby Boomers, Gen X-ers, and Millennial buyers looking for and how does a seller adjust?

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When Losing is Winning: Leveraging Win Planning to improve your win rates

By Warren Shiver

“If you’re not first, you’re last” - Ricky Bobby, Talladega Nights

In most cases, sales is a zero-sum game: there is typically a winner and multiple losers. While there are situations where a deal is split among vendors/partners, when a company like Ingersoll Rand wins an order for a large building systems contract, it is usually at the expense of their competitors.

When is it acceptable to lose? EARLY. We work with many clients (and apply this to our own business, sometimes with mixed results), who are seeking to improve their win rate. One of the best approaches (aside from launching a new best-in-class proprietary mousetrap) is to strengthen your sales team’s ability to assess opportunities and constantly qualify in/out. Easy to say, harder to do, especially when there are not enough opportunities in the pipeline to meet monthly, quarterly, and annual goals. 

What are some approaches to improving win rate?

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Your Buyer's Age - It's More Than Just A Number (Part I)

By Kelsey Peusch

As Millennials start climbing the ranks, decision-making authority is shifting toward the workforce’s youngest generation.  In the meantime, Generation X-ers take personal risks to establish a foothold in middle and upper management, while Baby Boomers cling to a management style marked by bureaucratic decision making. This changing of the guard is to be expected, but understanding generational nuances of buyers will be critical to ensure that the influences of age do not leave sellers at a disadvantage.

In our recent blog post, Why Leaders Are Failing At Managing Their Generationally Diverse Sales Teams, we explored how generational differences influence what attracts a seller to a new job versus what drives them away from a current one. In this post, we begin exploring generational differences amongst buyers and particularly, what happens when sellers sell across generations.

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Top Performer DNA -- Knowing Your Sales Math

By David Szen

At Symmetrics Group, we regularly meet highly successful sales professionals and have developed a "Top Performer" series that highlights what the best and brightest people do to thrive in their respective fields. Our Top Performers book profiles 15 people with proven records of sales success in order to uncover “success DNA” that separates them from the pack. Not surprisingly, we found some common DNA – or success markers -- across these Top Performers, one of which is the knack for knowing their “sales math” inside-out, top-down, backwards, and forwards. 

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The Case for Sales Onboarding and How to Do It Right

By Beth McGraw

The business case for good employee onboarding is nowhere more glaring than in the sales organization. Companies spend more to hire talent in sales than in any other part of the organization and also experience some of the highest turnover rates (25% to 30% annually1). When a seller leaves, the departure can cost a company between $75K to $300K each year, before considering lost revenue.1 After hiring a replacement, it takes an additional three to six months for a sales rep to become productive.

Benefits of Good Onboarding

Experts agree that a well-executed onboarding program can reduce risk, accelerate the path to productivity, and reduce attrition. CEB research on sales onboarding tells us that engaged employees are 9 times less likely to leave, and effective onboarding programs have the potential to increase employee performance by 15%. Boston Consulting Group’s study, Realizing the Value of People Management, identified onboarding as the second most important capability (after recruiting) amongst 22 HR capabilities that impact revenue growth and profit margins.2

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