Learning and Development is a significant investment for many companies and, in the current economic climate, justifying this expense is becoming increasingly difficult. In the recent L&D annual survey by the Chartered Institute of Personnel Development (CIPD), it was highlighted that many organizations are struggling to evaluate the impact ..
Do you often wonder:How do some companies excel in sales? What drives their success regardless of sector, size or economic conditions? Do their stories offer insights that can help replicate their success?
Is Sales Excellence a function of strategy, process, structure or people? One of these? Some of these? All of these? Or..
In this white paper, based on 1.559 interviews with Sales Managers, CEO:s and other people responsible for sales, we compare High Performing companies with Low Performing companies and what they do differently. Read more about what you need to do to become successful
By Mogens Danielsen, MI Research Institute
Sales Transformation is based on the fact that sales organizations are facing more educated and autonomous customers today. Mercuri International has developed a deeply transformative six-step process to help sales organisations take the necessary quantum leap forward and reinvent the way they work.
By Serge Bret
Sales transformation is a six-step process developed by Mercuri International. The need for a significant shift in sales practices are based upon the changes in buying behavior, primarily brought by market conditions and new technology. Here are some of the key drivers behind the need for sales transformation.
By Serge Bret
Many companies have made a decision to sell their products or services without their own selling team. They have instead decided to use other formats to reach out to the market.
This Mercuri white paper explores the challenges and opportunities with selling through third parties.
By Ajda Cuderman
Sales people today are confronted with dramatically new and different sales situations. Customers and prospects are becoming increasingly independent of the sales person. Sales must adapt to a much more autonomous customer who has other expectations on sales people than customers used to have.
Manage the activity that delivers the result
“Objectives are not fate; they are direction. They are not commands; they are commitments. They do not determine the future; they are means to mobilise the resources and energies of the business for the making of the future.
CSO Insight’s Sales Performance Optimization Survey 2013 shows that the two main objectives or concerns for sales executives are to capture new accounts and to increase sales effectiveness.
This Mercuri white paper explores the challenges connected to these objectives and what you need to do to overcome them.
This Mercuri white paper looks at the challenging subject of working with top managers.
There is no question that successful relationship leaders need to be able to develop relations with senior people in their customers. So what difference does it make if you have strong relationships with top management?
By Richard Higham
How to do it
Much has been written about behaviour when selling to top managers. Some of it is useful. Here is my distillation of what works based on reading, observing others sell and personal experience. Most of these are not absolute rules but useful guidelines. There will always be exceptions.
By Richard Higham
Mercuri International’s latest global research study zooms in on Procurement AND reveals why new customer acquisition is so difficult. Another key finding is that the focus of purchasing is shifting from a unilateral pressure on prices to a comprehensive added value function.
Read more in this white paper.
Why stressed salespeople sell less and don’t even feel that they are stressed.
The pressure to sell is always high. Market share, earnings or even careers are at stake. This can often lead to negative stress. But, contrary to the myth that a good sales person is a good actor, the effects cannot be hidden.
Companies often face internal conflicts when it comes to the expectations on Key Account Management and on Key Account Managers. One issue is how to balance long term investment in customer care with the need for meeting quarterly objectives? This paper explores this question further.
By Uffe Tollet
Become a global service provider
Top accounts have an increasingly international dimension. Governance and structures are changing. Just five years ago, if a supplier wanted to sell services to one of the world’s top five banks, they would either service the client via a series of local contacts or work centrally with the head offi..
Is it possible to achieve more with less? Successful teams are always expected to achieve ever-greater results. Perhaps the reason is that management itself is misguided, reaching out for the usual clichés of “work harder,” while the pressure falls on top performers to squeeze a little more from their clients.
How healthy is the management of your Key Accounts? We conducted a global KAM Health Check and asked managers around the world how well they manage their Key Accounts. In this paper you will get insights to benchmark against your own situation.
By Martin van Setten
What makes the sales rep efficient,effective and worthwhile?
Like in sales, jobs and job descriptions are changing over time. With the changes in the economy, in the financial models and the customer‟s expectations, the sales techniques have evolved, and with that so have the skill set we link to the sales ..
A professional sales process requires a delicate approach to sales control. This makes it easier for companies to plan a secure future. The success of such sales controls mainly depends on the way they are introduced. The future success of a sales rep depends on the quality of the early sales funnel phases.
Many organizations today want to improve the success rate in converting large opportunities into orders. Opportunities are where big volumes or margin are at stake, or when there is a strategic client or product involved. In the current market situation, key opportunities must be managed properly.
9 out of 10 sales managers find it increasingly important to differentiate sales approaches and processes to different customer segments.Mercuri International recently conducted a global study among sales managers and sales directors with regarding the situation of the sales reps.
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