Sales Podcast – Strategic Sales Performance Management Shane Gibson's Podcast – Social Selling – B2B Sales and Influence
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- Marketing
This sales podcast episode is focused on shifting our sales performance management from tactical to strategic. Although there are dozens of strategic shifts we can make, today we are focused on three key levers that can impact your personal and organizational sales performance.
Below you will find the video version of the podcast and an abridged version of the transcript. If you’re looking for a keynote sales speaker for your next sales conference you can contact us to book a quick discovery call.
Sales Podcast – Keynote Sales Speaker Shane Gibson on Strategic Sales Performance
[transcript begins]
Transcript:
I want to talk about strategic sales performance improvement today. Many of our sales performance improvements come down to tactics—slight shifts in interactions or key steps in our sales process. When I think of non-strategic sales performance improvement, I think of merely improving or increasing the numbers.
Instead of focusing on numbers, orders, or specific tactics, I want to delve into how we can impact performance improvement within our sales team, ourselves, or individual salespeople by emphasizing a shift in our strategic thinking. I’ve identified three levers that can alter the way we think or approach the marketplace and consistently impact our overall sales performance. While in many cases we’re thinking tactically, I want us to transition into strategy.
Strategy can also be influenced by tactics. For instance, if your organization aims to focus on larger accounts or more intricate, profitable deals, yet our salespeople still employ tactics suitable for the small to medium-sized industry, we won’t achieve our strategic result. This discrepancy shows how tactics can sometimes drive strategy. If we find ourselves able to close specific types of accounts due to the responsiveness of our marketing and sales processes, it might seem like that’s our ideal market. But often, it’s our tactics which target a specific segment.
So, when we strategically consider new targets or opportunities or evolve our external perspective on clientele and brand, it’s vital to ensure our sales tactics align with our sales strategy shift.
The three sales performance management levers I’ll focus on today are:
* Business acumen building: What does a robust business acumen building system look like? Building acumen in our sales team can be a pivotal strategic shift in our sales performance.
* A-Zone Pipeline Management: Those familiar with my seminars or podcasts know I discuss the A-zone or the 80-20 rule frequently. Here, I’ll delve deeper into how we can strategically approach our pipeline with an A-focused mindset and its effects on our sales productivity and performance.
* In-between meetings: One area to enhance our performance, pipeline, referrals, deal size, and renewals is by systematizing and emphasizing what I term “in-between meetings”. These are value-added interactions over time with key accounts outside of and amidst the essential steps in the sales process.
Building Business Acumen in Your Sales Team:
Discussing the first lever—acumen developing system—what is a system? A system encompasses a process, methodology, technology, and accountability. A reliable system has a clear process, robust methodology for each step, is technologically driven,
This sales podcast episode is focused on shifting our sales performance management from tactical to strategic. Although there are dozens of strategic shifts we can make, today we are focused on three key levers that can impact your personal and organizational sales performance.
Below you will find the video version of the podcast and an abridged version of the transcript. If you’re looking for a keynote sales speaker for your next sales conference you can contact us to book a quick discovery call.
Sales Podcast – Keynote Sales Speaker Shane Gibson on Strategic Sales Performance
[transcript begins]
Transcript:
I want to talk about strategic sales performance improvement today. Many of our sales performance improvements come down to tactics—slight shifts in interactions or key steps in our sales process. When I think of non-strategic sales performance improvement, I think of merely improving or increasing the numbers.
Instead of focusing on numbers, orders, or specific tactics, I want to delve into how we can impact performance improvement within our sales team, ourselves, or individual salespeople by emphasizing a shift in our strategic thinking. I’ve identified three levers that can alter the way we think or approach the marketplace and consistently impact our overall sales performance. While in many cases we’re thinking tactically, I want us to transition into strategy.
Strategy can also be influenced by tactics. For instance, if your organization aims to focus on larger accounts or more intricate, profitable deals, yet our salespeople still employ tactics suitable for the small to medium-sized industry, we won’t achieve our strategic result. This discrepancy shows how tactics can sometimes drive strategy. If we find ourselves able to close specific types of accounts due to the responsiveness of our marketing and sales processes, it might seem like that’s our ideal market. But often, it’s our tactics which target a specific segment.
So, when we strategically consider new targets or opportunities or evolve our external perspective on clientele and brand, it’s vital to ensure our sales tactics align with our sales strategy shift.
The three sales performance management levers I’ll focus on today are:
* Business acumen building: What does a robust business acumen building system look like? Building acumen in our sales team can be a pivotal strategic shift in our sales performance.
* A-Zone Pipeline Management: Those familiar with my seminars or podcasts know I discuss the A-zone or the 80-20 rule frequently. Here, I’ll delve deeper into how we can strategically approach our pipeline with an A-focused mindset and its effects on our sales productivity and performance.
* In-between meetings: One area to enhance our performance, pipeline, referrals, deal size, and renewals is by systematizing and emphasizing what I term “in-between meetings”. These are value-added interactions over time with key accounts outside of and amidst the essential steps in the sales process.
Building Business Acumen in Your Sales Team:
Discussing the first lever—acumen developing system—what is a system? A system encompasses a process, methodology, technology, and accountability. A reliable system has a clear process, robust methodology for each step, is technologically driven,