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Sales Tips: 6 Best Practices to Apply to Your Win Loss Program

Posted by CustomerCentric Selling® on Jan 24, 2018 12:00:00 PM

Sales Tips: 6 Strategic Best Practices to Apply to Your Win Loss Program

By Connie Schlosberg, Primary Intelligence

Win Loss TipsWin loss programs are important at all levels of the organization because they help explain why buyers choose specific solutions and why they do not choose others. Win loss takes us beyond market research and competitive intelligence.

Win loss analysis is more than just gathering, analyzing, and interpreting information about a market. It’s more than just sizing a market and understanding the growth rate, competitors, and buying segments. Win loss research is a sales, product, and marketing enablement tool focused on improving sales, improving the product/service, and improving a company’s market presence as a result of listening to customers.

Here are six strategic recommendations you can apply to your win loss analysis. 

Six Win Loss Strategic Recommendations

1. Get Sales and C-level leadership support: Getting Sales buy-in for Win Loss is critical.

C-level support is also important and can make or break your win loss program. Once senior executives see the value of the win loss information the company is getting, however, they are usually quick to provide their full endorsement. We often see C-level executives taking their win loss programs from one company to another, as they learn to rely on win loss findings.

2. View Win Loss as a learning tool.

It’s important to put forth the right message about the win loss program, stressing that win loss feedback will be used as a learning mechanism, helping the entire organization improve. This communication is especially important to ensure sales teams are fully on-board with the program, especially since buyer feedback that is most critical tends to focus on sales behavior.

Goals3. Define program goals.

At the outset of the win loss program, it’s important to ensure there is organizational clarity about the goals for win loss analysis. Is the program in place to improve sales effectiveness? Better understand buyer behavior? Improve product features and functionality? Will the program be used strategically, tactically, or both? Make sure you have clarity on these issues because this will drive the questions you ask and the results you receive. Also make sure you have clarity around processes you’ll put in place, such as how customers will be contacted, how the information will be communicated back to internal constituents, and how deep structural changes will be made within the organization.

4. Share information broadly.

At Primary Intelligence, we feel strongly that wide distribution of win loss information is a best practice. Organizations that share buyer feedback from win loss interviews have better outcomes than those that limit the findings to a small group of executives or managers. Individuals in different parts of the organization can see the impact of their actions—even if they’re not interacting with the customer directly. Linkages can also be made between different geographic regions in terms of market conditions and competitive responses to specific offers or product initiatives. Companies that close off access to win loss information don’t get the benefits of win loss programs that organizations that share information widely experience.

5. Look at individual interviews and deal reports.

It’s important to look at individual interviews or deal reports, as well as program information in aggregate. A lot can be learned from specific buyer feedback reports, while over-arching trends can be seen from consolidated information. It’s important to do both. Now, the types of information you share may be different depending on the person or audience’s needs. For example, you may share individual deal report information with the sales team responsible for specific opportunities or product management, pricing, and support representatives when buyer feedback highlighted issues relevant to their domains. In contrast, executive summaries may be shared with C-level executives.

6. Conduct debrief/discovery sessions.

Debrief and discovery sessions are incredibly helpful to engage in because they allow key players to hear details of won and lost opportunities and strategize on next steps, both internally within their organizations and as they relate to the market, including competitive threats. While individual stakeholders can read reports and digest the information individually, discussing key wins and losses with other company executives helps to promote greater synergy and helps to “connect the dots.” We’ve seen debriefing and discovery sessions work very effectively for our clients.

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Sales Tips: 2 Overlooked Issues with Milestones

Posted by CustomerCentric Selling® on Jan 21, 2018 7:23:05 PM

Sales Tips: 2 Overlooked Issues with Milestones

By John Holland, Chief Content Officer, CustomerCentric Selling® - The Sales Training Company

Overstating PipelinesMost organizations have spent the time needed to define pipeline milestones. Sophisticated companies have defined multiple sets of milestones that reflect the different types of transactions that sellers must execute.

Two (2) things stand out in my mind that many companies haven’t addressed:

  1. Milestone achievements are based upon seller opinions. I hope you would agree that when grading opportunities, sellers that are less than YTD against quota will be much less stringent than those at or above quota. When forecasting, sellers with thin pipelines are far more interested in overstating where they are on opportunities than they are in attempting to predict what revenue will close.

If some milestones could be graded based upon buyer actions, then senior management could have more confidence in the pipeline.

  1. Companies hire salespeople with a wide variety of experience and skills. The challenge is there is no attempt to map and teach sellers the skills to achieve each milestone. Sellers want to succeed. When they fall short of achieving their numbers, the problems are either: 
  • Won’t - which is an attitude problem that managers must help them overcome.
  • Can’t - in that they don’t have the requisite skills.

For virtually all other positions, employers try to find new hires that have or can be taught the requisite skills to be successful. It’s a shame the same thing can’t be done when recruiting to fill sales positions.

👉 Absent a tactical sales process, sales is a sink or swim proposition.

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Sales Tips: 2 Factors That Determine the Length of Buying Cycles

Posted by Jill Perez on Jan 19, 2018 11:59:47 AM

Sales Tips: 2 Factors That Determine the Length of Buying Cycles

By John Holland, Chief Content Officer, CustomerCentric Selling® - The Sales Training Company

Many sales organizations rightfully focus on their pipelines. In my experience, transactions that are likely to close happen relatively quickly while those that drag along seem to fall under their own weight and ultimately wind up in “no decisions.”

Buying Cycles Fast or SlowThere are two factors that go a long way toward determining the length of sales/buying cycles:

  1. The point of entry. I find A Players often start at or near decision maker levels. The good news is these buyers will quickly determine if it makes sense to get subordinates involved in evaluating offerings. If not, it’s likely to be one call and done. As we say, bad news early is actually good news.

Better to lose quickly than slowly.

As you can imagine, doing bottom-up sales will mean:

-talking to levels of buyers that can say no but can’t say yes
-long sales cycles
-low win rates

  1. How much potential value can be established. Sellers are generally in a rush to complete sales cycles. If and when strong business cases are built, buyers have a sense of urgency. In such cases rather than needed to be pulled, they push to get to a buying decisions because they realize every day that goes buy there is potential value not being realized.

It Works
I have a client that has been able to shorten their average sales cycle from 4 to 3 months. While that may not seem significant, a closer look shows that it allows sellers to complete 4 sales cycles per year rather than 3. This is the equivalent of having 16-month selling years and it means that A, B or C player sellers should close 33% more revenue in a year.

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Sales Tips: 5 Habits for Being a Better Sales Professional

Posted by Jill Perez on Jan 17, 2018 1:07:46 PM

Sales Tips: 5 Habits for Being a Better Sales Professional

By Connie Schlosberg, Primary Intelligence

5 Habits for Better Sales

The key to winning more deals always comes down to understanding your prospects’ business needs. Putting these five habits into play in your daily work as a sales professional will not only help you align with your prospects’ needs, but be in position to solve those needs.

1. Research your buyers’ business processes

When you have an understanding of your buyer’s processes, you can present your solution as an enhancement to their process. This is time to show your expertise and shine the light on your solution.

Research how they win business over their competitors. What yardstick do they use to measure success in their industry? Your ultimate goal is providing them with the solution that improves their way of doing business.

2. Be an industry specialist

If you know your buyer’s industry and their buying process, you can engage in more meaningful conversations and show that you understand their business needs.
Having specific knowledge of their industry gives you a competitive advantage. You will be able to speak to the pain points of your buyer’s industry and gain their trust.

3. Be a problem solver

Buyers aren’t looking for sales reps; they’re looking for advisers. How can you step into the role of most valuable player? How can you demonstrate that your solution should be an integral part of their connection to their customers? Your buyers need to see that you add value to their equation. Give them a fresh perspective. Demonstrate value. Show that your product or service will help them solve their problems.

4. Think like a fisherman

The most significant component to fishing is the fish. Studying where, when, and what they eat all add up to the success of catching the fish.

You need to get past the mechanics of selling and focus on the buyer. It is really all about them. What do they want? Why not ask them directly?

Go beyond the RFP and actually talk to your buyers. Ask for an onsite visit. You can learn a lot by watching your buyer in action. What lure appetizes your buyer?

5. Walk a mile in their shoes

One common denominator between the military and their contractors is the contractors are often former military themselves.

It makes sense that buyers will gravitate to people who know their business inside and out because they’ve “been there, done that.” If you have not walked in their shoes, it makes sense for you to talk to someone who has. Who do you know who may have a close relationship with this buyer? What insight can they share?

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Sales Tips: Stop Measuring Customer Satisfaction

Posted by Jill Perez on Jan 10, 2018 3:35:34 PM

Sales Tips: Stop Measuring Customer Satisfaction

By Connie Schlosberg, Primary Intelligence

We recently worked with a company trying to fix their high customer attrition rate with annual customer satisfaction surveys. Their survey project was successful. Fixing the attrition rate was not.

Customer SatisfactionBut why?

The company measured satisfaction, and the numbers said customers were not satisfied. To raise the numbers, the company formulated and implemented action plans. Sounds like a solid plan, right? The problem:

The company was measuring how their customers felt, but not why they felt that way.

They knew perception of their services was low, but couldn’t figure out why. Measuring satisfaction provides no predictive analytics that score the likelihood of renewal. 

The account teams were earnest in their actions to attempt to solve the issues, but the actions were misguided because the surveys failed to ask the customer: What are we doing wrong or right? The team was assuming root causes based only on customer satisfaction numbers and their own best guesses about what, exactly, was causing those numbers.

Measuring Satisfaction is Not Enough

“Satisfaction” (including NPS) tells you if they like you. It gives you a thumbs up or thumbs down.

It doesn’t, in our opinion, accurately tell you what it’s like to be your customer (the customer journey). It also doesn’t necessarily help you retain customers because it leaves a host of questions unanswered. What will the customer care about when considering a renewal? What will drive their perception of value and ROI? A score can’t tell you either.

Customer experience analysis is ultimately about renewals.To really retain those renewal dollars, you need to do it differently.

Now, let’s be clear:

If you are not measuring your customer’s satisfaction, stop reading this post and do it now. It’s that important.

We are not really advocating doing away with customer satisfaction numbers. Instead we are advocating changing what is measured and how.

Start Measuring the Journey

The Buyer's Journey

Instead, start measuring and analyzing the customer’s experience. Customer experience analysis is different from customer satisfaction because it helps you walk the same path as your customer. At Primary intelligence, we’ve found a three-pronged approach works best.

  1. Feedback – Figure out what the customer thinks and why. I’d recommend conducting interviews using both quantitative (scale, ranking, binary, etc.) and qualitative (open-ended) questions. Create a formal discussion guide to create consistency and a focused discussion, but don’t be shy about going off script to probe for details. Figure out what will be driving a renewal decision and the overall perception of value.
  2. Discovery – Although the customer has filled in the gaps on what they are feeling and why, your account team needs to round out the view. Ask everyone involved with the account to review the interview feedback and then schedule a debrief session. Focus the session on what the team is doing – good or bad – to drive those perceptions and what will likely drive a renewal decision. (Get more tips on debrief sessions in this webinar.)
  3. Act – As you end the debrief and move into planning mode, identify specific actions the team can take to resolve concerns and emphasize value. Also don’t neglect identifying growth opportunities and how you’ll act on those. Ultimately determine what you want the customer to say during the next feedback session.

The When Matters Too

And while you’re at it, adjust when you measure. Reaching out to all customers at the same time each year doesn’t do your account teams any favors. They need feedback throughout the customer’s journey, so map the feedback timeline to that journey. No time is more important than 3 to 6 months prior to a renewal event. Give the team enough time to shore up weaknesses and plant seeds for growth opportunities.

Remember: Your customers are future buyers. Stop just asking if they’re satisfied. Instead use customer experience analysis to predict the likelihood of renewal.

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Sales Tips: 3 Keys to Diagnosing the Current Situation

Posted by Jill Perez on Jan 9, 2018 11:13:34 AM

Sales Tips: 3 Keys to Diagnosing a Buyer's Current Situation

By John Holland, Chief Content Officer, CustomerCentric Selling® - The Sales Training Company

Sales Tips for Diagnosing Buyer's Current SituationIt seems everyone is in a hurry these days unless they’re retired. When people ask for one word that describes how superior vs. mediocre people sell I give a one-word answer: Patience. By that I mean they know you must first understand a buyer’s needs before having any product discussions.

Key #1: One of the ways to slow sellers down is to have them realize there is no selling to be done until a buyer shares a business goal (or a problem) they’re willing to spend money to achieve. If sellers entered every call with a menu of potential goals for each title, I believe there would be a significant improvement in the outcomes. 

Key #2: A very unfortunate thing can occur after executives share goals. Some salespeople believe it gives them permission to launch into product pitches because buyers have expressed interest. Once again, patience is required.

A Players realize buyers they call on don’t fully understand why they can’t achieve their desired outcomes.

Discussing Current Situation with BuyersIf buyers knew, they’d fix things rather than take time to talk with salespeople! 

A top-performing seller will ask a series of diagnostic questions to help buyers realize what may be “broken” in their current approach (without a seller’s offering). I refer to selling as a “hurt and rescue” exercise. When a buyer and seller are in agreement as to what areas are preventing desired outcomes to be achieved, wonderful things happen. It means the seller has established credibility and competence and that the buyer is more ready for the “rescue.”

Key #3: At this point, based upon how buyers answered diagnostic questions sellers should only discuss capabilities relevant to achieving the desired goal. This ultimately allows sellers to empower buyers rather than sell them. The question becomes: If you had the capabilities we discussed, could you (achieve your goal?)

The seller that does the best diagnosis is most likely to win the business.

Remember: People buy from sellers that are sincere, competent and empower them.

INFOGRAPHIC: 3 keys to diagnose buyer's current situation

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Sales Tips: A 2018 Resolution for Sellers

Posted by Jill Perez on Jan 2, 2018 2:29:02 PM

Sales Tips: A Resolution for 2018 and Beyond

By John Holland, Chief Content Officer, CustomerCentric Selling® - The Sales Training Company

2018 is here, a time for making resolutions that you may or may not keep. I’d like to suggest trying what may be a different approach to finding new opportunities.

The best leading indicator of future performance is the quality and quantity of opportunities in a seller’s pipeline. 

charts-calculator.pngStarting 2018, the condition of each seller’s pipeline reflects how they finished the year. If it was a sprint to end 2017 there’s work to do. Regardless of where you stand I’d like to offer an approach that can allow you to shorten sales cycles and increase win rates moving forward.

Most sales organizations have an increasing reliance on inbound leads. If you’re selling complex or expensive offerings, these leads are likely to:

  • Provide entry points below Key Player levels
  • Put you in contact with people interested in products that don’t have budget
  • Have you contact people concurrently evaluating several vendors in a given space
  • Have you contact people unaware of business results that can be impacted
  • Yield a high percentage of “no decisions” and low close rates
  • Represent quantity more than quality

It takes courage and initiative but there is a way to start opportunities with Key Players that enables sellers to establish themselves as “Column A” from the start with buyers who can find budgets for new initiatives. Key Players don’t have time to visit websites and evaluate vendors. For that reason many are unaware of value and payback offerings can provide. 

key-player-senior-executives-meeting.pngThese buyers have latent needs, not for offerings (an erroneous assumption many sellers make), but rather for achieving desired business outcomes. I recently used an approach Michael Higgins (Selling at the C-Level) provided. He suggested this:

👉 Review a prospect’s annual report to learn the company’s objectives and challenges and select a specific title and outcome that an offering could help them achieve.

Here’s my experience using this approach:

  • I researched a Fortune 500 company and sent a one-page letter via snail mail to their Chairman.
  • Four days later I called.
  • After being heavily screened I was told the admin was busy and I should call that afternoon.
  • 45 minutes later I got a phone call from a senior vice president that had been asked (or told?) to contact me.
  • A buying cycle began with a Key Player.

Superior salespeople sell outcomes rather than offerings. 

These sellers pique senior executive interest by leading with relevant business goals or issues.

Leading with offerings puts sellers out of alignment with Key Player buyers who don’t have the time nor interest to learn about products.

I hope 2018 will be prosperous for you and that you may try this new approach to generate new opportunities. 

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Sales Tips: How Staying on Top of the News Can Help You Close Sales

Posted by Jill Perez on Dec 28, 2017 12:37:32 PM

Sales Tips: How Staying on Top of the News Can Help You Close Sales

By Drew Steigerwald, Co-Founder of 1440 daily news digest

Creative Commons photo: Source

“Hey, did you hear that Elon Musk built the world’s largest battery in under 100 days on a bet?”

No, it has nothing to do with what I’m selling you. But staying on top of the news not only keeps you informed of industry trends but makes you seem savvy and smart – a person you’d want to do business with.

The problem is that you – like me – probably feel deluged with constant news and information, and don’t have time to stay on top of what’s happening. That’s okay – there are solutions for that. But here’s why staying in the know across many topics, not just your own industry, can make you a better salesperson.

Staying on Top of News Helps Close More Sales1. Keeping up with the news helps breaks the ice and humanizes you

Salespeople can get caught up in the repetitive nature of their role. Aggressive sales tactics that salespeople might use to reach their quotas can give the industry a bad reputation for caring more about the sale than the customer. Staying abreast of current events and using them as ice breakers can help you soften your sales technique.

Whether you make sales in person, over the phone or via email, start the conversation by talking about something interesting you heard in the news. By not going straight into your sales pitch, your potential customers will sense that you care more about building a relationship rather than talking money. You will also come off as interesting and cultured, which will reflect well on your company and product.

In general it is best to stay away from incendiary news topics like politics.

By chatting about current events before diving into your sales pitch, you will build a rapport with your customers, which will help you close the sale.

Rather than searching a dozen online publications to catch up on all of the day’s top stories, you can get an overview of all of the day’s need-to-know news with an email newsletter like 1440 or news aggregator like Google News.

2. Staying local helps you know when to change your approach

It is very easy to get caught in a bubble during the workweek. You are focused on your week’s goals and may not be paying attention to what’s going on outside of the office. However, keeping up with the news in your customer’s region is tied to reaching your sales goals.

If you are based in New York City but your accounts are in the Midwest or China, it is professionally more important for you to follow the news in Chicago or Shanghai than New York. Staying abreast of current events in your potential customer’s region will help you anticipate and further sales decisions.

If you live in New York but pay attention to Chicago news to know what’s going on with your Midwest customers, you will learn of events that don’t become national news but that will affect your sales. If you typically conduct sales in person but see that a snowstorm will affect the Midwest, you can accommodate your potential customers by suggesting a video conference instead of an in-person meeting to avoid the back-and-forth of rescheduling due to bad weather.

If you hear that China is facing an economic depression, you may anticipate your prospect’s troubles by offering a discount or relieving them of an onboarding fee to help you close the sale.

Keeping up with your customer region’s local news will impress prospects and help you close the sale.

You can stay up on local news from your customers’ regions by searching their local newspapers’ online editions, visiting Patch.com for hyperlocal reporting, or using the local edition of an industry-specific site like Curbed or Eater.

3. Industry trends help you improve your sales technique

Outside of keeping up with general news, keeping up with industry trends will help you close sales by inspiring you to always be innovating. Sales and marketing blogs like CustomerCentric Selling®'s will help keep your sales skills sharp so that you, the salesperson, can reach and surpass your sales goals.

By learning what filler words to avoid during your sales pitch or why you should plan your sales call, you will learn new skills, sharpen weaknesses and become a better salesperson.

4. Keeping up with the competition helps the product sell itself

On a more macro level, staying on top of industry news will help you keep an eye out on what your company’s competition is doing. Whether you are the Chief Sales Executive of your company or a Junior Sales Associate, you will make yourself a valuable employee by letting your employer know what competitors are doing and how your company can keep up.

By suggesting features that competitors are introducing, you will help keep your product the most innovative in the industry. When the competition isn’t competitive, the product will sell itself and you will close more sales.

To find the latest news in your industry, join your company’s industry association. To keep an eye out on the giants of your industry, follow these top business publications.

Author Bio: Drew Steigerwald is the Co-Founder of 1440, a daily email news digest that empowers professionals by curating, explaining and serving the day’s top news stories and more on a silver platter.

1440’s social media accounts:


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Sales Tips: 6 Strategies to Get Buyers to Talk to You

Posted by Jill Perez on Dec 27, 2017 12:00:00 PM

Sales Tips: 6 Strategies to Get Buyers to Talk to You

By Connie Schlosberg, Primary Intelligence

Are you having a hard time getting buyers to talk to you?

How many times have you tried to find out how your most recent sales opportunity went and got no response? Or attempted to talk to a customer to see how it is going only to hear crickets? Frustrating, isn’t it?

After completing well over 20,000 interviews with busy buyers, we’ve learned a thing or two on how to get them to talk to us. We also know:

Getting feedback from buyers is the best way to improve your win rates.

And talking to your current customers to see what benefits they’re receiving from your solution is a highly effective plan to retain them. By going straight to the source, you discover what is and isn’t working for you and most importantly, why.

Here’s an infographic sharing our top 6 strategies to get the conversation started.

Top-6-Strategies-to-Get-Buyers-to-Talk-to-You

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Sales Tips: 4 Foolproof Ways to Increase Sales Productivity

Posted by Jill Perez on Dec 19, 2017 10:33:25 AM

Sales Tips: 4 Foolproof Ways to Increase Sales Productivity

By Sam Holzman, Content Marketing Specialist at ZoomInfo

Stressed SalespersonWith quotas and long term goals constantly at the forefront of our minds, sales professionals are under constant pressure to perform. With this in mind, it’s no wonder 65% of B2B companies say sales productivity is the biggest challenge they face on a daily basis.

Many organizations increase sales hiring as the only means to reach the goals they have set for themselves. Yet, many hesitate to make changes to their actual sales strategies. To truly boost sales productivity for the long haul, managers must examine every part of their sales process.

If you struggle to increase sales productivity, keep reading. We’ve compiled the top four ways you can increase your sales productivity today.

1. Provide ongoing sales training.

Sales training is an expensive process, both financially and in terms of the time it takes. However, an extensive sales training program is integral to your sales productivity in the long run.

Studies show that 84% of all sales training content is forgotten after 90 days. To remedy this problem, place an added focus on sales coaching and ongoing training:

Sales Training WorkshopsBy investing a small amount of each month on ongoing sales coaching, managers can ensure that their sales reps are always learning and absorbing best practices – and that will have a lasting impact on productivity.

To learn more about the many merits of sales training, check out these articles:

2. Invest in technology to automate non-selling tasks.

Did you know the average sales rep spends only one-third of their day talking to prospects? It’s true: the majority of a salesperson’s day is spent on administrative tasks like reading and writing emails, attending meetings, scheduling calls and conducting research. With so many tasks to juggle, it’s no wonder so many companies struggle with sales productivity.

Not only do administrative tasks cut down on selling time, but they actually damage your overall performance. Multitasking is often considered a desirable trait in sales reps, but research shows that juggling tasks can actually hurt the quality of your work.

The solution – automate these tedious tasks. By crafting the perfect sales technology stack, businesses can cut down on the busywork and ensure that more time is spent selling.

3. Prioritize sales and marketing alignment.

One of the biggest inhibitors of sales productivity is a lack of alignment between sales and marketing departments. And unfortunately, studies show that only 8% of companies have tight sales and marketing alignment.

Sales and Marketing Working TogetherSales reps waste valuable time when they aren’t on the same page as their marketing counterparts. To start, both departments should establish an agreed upon definition of a qualified lead.  This is because, 61% of marketers send their leads directly to the sales department, but only 27% of those leads are qualified. Not only does this waste time, but it strains the relationship between the two departments and leads to further roadblocks.

Your sales and marketing departments must operate using the same goals and data. By doing so, you will see massive improvements to both your sales productivity and overall business performance:

For a deeper look at sales and marketing alignment, check out the following articles:

4. Don’t be afraid to take a break.

That’s right – one of the most overlooked ways to increase productivity is to step away from your desk once in a while.

76% of all people report the top two causes of stress in the US are job pressure and money. Because sales is often commission-based and money-driven, stress and pressure run rampant in this profession.

While taking a break may seem counterintuitive, psychological studies say that taking breaks throughout the day dramatically improves your mental performance. Rather than thinking of a break as a waste of time, think of it as a necessary step to keep yourself at peak performance.

Final Thoughts

Given the high-pressure nature of the industry, productivity will always be a top concern for sales professionals. Looking for a single, quick solution will rarely make a long-term impact on your team’s productivity. Instead, take a step back and look at every aspect of your sales process, from big picture strategies to day-to-day practices.

Sales productivity must be top of mind at all times and, therefore, integrated into your daily sales processes. Consider talking with your team members to determine their biggest inhibitors and motivators. Then, test new strategies and tactics.

Contact CustomerCentric Selling® today, to learn more about sales productivity.

Contributed by Sam Holzman, Content Marketing Specialist at ZoomInfo. ZoomInfo offers the most accurate and actionable B2B sales intelligence to help organizations accelerate growth and profitability. The continuously updated database enables sales and marketing teams to execute more effective marketing campaigns and improve lead generation efforts. Visit zoominfo.com for more information. 

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