I have noticed recently how businesses have become reliant on data to determine whether their business development efforts work or not - over-reliant maybe. The numbers, lead indicators or whatever the performance metric will tell you what is working on that campaign but what is there to tell you how well your 'brand' is performing overall in the minds of your potential or existing customers.
Well executed outreach will generate meetings and begin sales cycles but doesn't impact the sentiment rating (my words...not sure if they're the right words but bear with me) - what the brand means to the customer or the way it makes them feel.
It seems that data has become omnipotent in many marketing campaigns at the expense of creativity and experience.
It goes back to the notion that marketing isn't an expense but an investment - advertising and sales aren't marketing they are "channels" of marketing.
Other channels are available.
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I have noticed recently how businesses have become reliant on data to determine whether their business development efforts work or not - over-reliant maybe. The numbers, lead indicators or whatever the performance metric will tell you what is working on that campaign but what is there to tell you how well your 'brand' is performing overall in the minds of your potential or existing customers.
Well executed outreach will generate meetings and begin sales cycles but doesn't impact the sentiment rating (my words...not sure if they're the right words but bear with me) - what the brand means to the customer or the way it makes them feel.
It seems that data has become omnipotent in many marketing campaigns at the expense of creativity and experience.
It goes back to the notion that marketing isn't an expense but an investment - advertising and sales aren't marketing they are "channels" of marketing.
Other channels are available.
A strategy to effectively onboard an internal sales person to sales manager
The Shift Control Sales Podcast
30 minutes 32 seconds
5 months ago
A strategy to effectively onboard an internal sales person to sales manager
Following hot on the heals of the last podcast - can a great sales person become a great sales manager - I had some feedback from listeners who had shared some of their own experiences and so I thought I would record this episode to focus on some tangible stuff that can be implemented quickly or at least can influence your thinking as you begin to consider recruiting from within.
I have always followed the Rx3 model - recruit, retain for revenue - and so the importance of getting this appointment right is so obvious and yet people will still go for speed over quality, the path of least resistance.
A sales person is driven by closing and a sales manager by coaching. Individual player v a team enabler.
It's worth taking time to consider all of the options rather than appease a sales person who thinks they deserve a promotion.
The Shift Control Sales Podcast
I have noticed recently how businesses have become reliant on data to determine whether their business development efforts work or not - over-reliant maybe. The numbers, lead indicators or whatever the performance metric will tell you what is working on that campaign but what is there to tell you how well your 'brand' is performing overall in the minds of your potential or existing customers.
Well executed outreach will generate meetings and begin sales cycles but doesn't impact the sentiment rating (my words...not sure if they're the right words but bear with me) - what the brand means to the customer or the way it makes them feel.
It seems that data has become omnipotent in many marketing campaigns at the expense of creativity and experience.
It goes back to the notion that marketing isn't an expense but an investment - advertising and sales aren't marketing they are "channels" of marketing.
Other channels are available.
