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Grow Revenue With Customer Success in 2018 Priority:

We analyzed over 1,000 responses by CEOs and Heads of Sales to SBI’s new Revenue Growth Diagnostic. When asked which aspect of the sales strategy was most important to your company’s success, here were their top four categories:

Sell Slower

I was working with a manufacturer of medical instruments that use lasers to measure blood flow. The products cost upwards of $50,000 and are sold primarily to medical research facilities.

With a niche product like this, the pool of potential customers is small, so you have to make the most of every opportunity. Unfortunately, the closing percentages for this company were low. That’s why they’d brought us in.

We looked at the sales process. Typically, it would start with an e-mail from a prospect, asking a question about price, availability or some product feature.

Social media can elevate your reward events

We all have it. Thanks to social media platforms and modern communication, the feeling of missing out on a good time has become more prevalent and contagious, as our friends, family and colleagues continue to share every thrilling (and not-so-thrilling) moment of their lives.

When we’re standing on top of a volcano on our next vacation or enjoying a company dinner against the backdrop of the Eiffel Tower, we too, will post our fun and excitement for our followers to see. Snapchat. Instagram. Facebook. Twitter. Don’t look now, but you’re a social butterfly. Whether home or away, we’re all attached to our devices and we’re all obsessed with capturing the perfect moment in time.

5 questions to new sales heights

You have sales goals to reach. You need your salespeople to reach their goals to get you there. But if you’re like most sales leaders, 40 to 70 percent of your people will fall short of their quota. You have to get the sales reps to change their behaviors. You must get them in line to produce results.

But, there’s a simple and universal fact working against you. It is impossible to force another person to do anything. You can encourage them to do things. You can compensate them for specific activities. You can threaten their job if they don’t do what you want. But in the end, people must choose to do what you are asking.

When the CMO Is the CEO Successor

Never has the CMO role been in such a position of influence and authority of a company. Most organizations are willing to invest in Marketing and in desperate need of a capable leader, however with the average tenure of a CMO falling by more than 20% in the last 5 years, it’s obvious the traditional CMO will not survive.

In 2005 nearly 50% of Fortune 500 companies had a Chief Operating Officer (COO). In 2015 less than 35% had a COO. Why does this matter to you?

Top Grading Your Sales Talent Should Be a Quarterly Exercise

If you are like most HR leaders, you rely on annual reviews to assess Sales team performance. In the ever-evolving talent landscape, yearly reviews are not frequent enough. Are you still reviewing sales rep talent and performance on an annual basis? Stop what you are doing and read this article.

How Often Should Sales Talent Be Assessed? The Answer: Quarterly 

Talent should be assessed every quarter to ensure A-players are developed and C-players are removed quickly. Nothing is more toxic to revenue growth than a complacent sales team. To keep sales people motivated excellent performance should be recognized and rewarded often.

How Can the Discipline of Pricing Drive Improvement for Business Services?

Pricing discipline is critical to sustainable, profitable growth and needs to be managed in a consistent manner.

Business service firms can make significant gains if they have pricing discipline, unfortunately most do not.  In fact, 30% of companies reduce pricing by 10-24%.  This variance in pricing leads to poor sales behaviors, customers who expect discounts and most importantly lower profits.

Pricing discipline is critical to sustainable, profitable growth and needs to be managed in a consistent manner.  Discipline should not lax as the month ends, quarters close and fiscal year comes to an end.

How Can the Discipline of Pricing Drive Improvement for Business Services Firms?

Business service firms can make significant gains if they have pricing discipline, unfortunately most do not.  In fact, 30% of companies reduce pricing by 10-24%.  This variance in pricing leads to poor sales behaviors, customers who expect discounts and most importantly lower profits.

Pricing discipline is critical to sustainable, profitable growth and needs to be managed in a consistent manner.  Discipline should not lax as the month ends, quarters close and fiscal year comes to an end.

Is Your Product Leader a Grief Creator or Grief Reliever When It Comes to Annual Planning?

The best Product Leaders are grief relievers. They are on top of the three steps talked about in this article, and they execute the necessary activities to get ready for the annual planning process.

Q3 marks the beginning of the annual planning process. Organizations are starting to compile all the data, documentation and reports to prepare for this effort. Things are really starting to get busy.

A major input to the annual planning process is the Product strategy. Having this input in time gives marketing and sales enough time to prepare, and to learn how to bring new products to market. Without it, an organization starts the year behind the eight ball.

Sales Team Coordination – the Missing Link in Implementing a Customer Experience Framework

A coordinated sales team is absolutely critical to implementing a superior customer experience framework for the following three reasons:

  1. Superior Customer Experience is proven to drive more revenue
  2. Setting up a Structure of Farmer Account Manager with an Inside Customer Success Manager is a one-two punch for Superior Customer Experience.
  3. Look to Emerging Best Practices to stay ahead of your Peers.

How Top CMOs Quantify Marketing Investment with Revenue Attribution

The buyer’s journey does not follow a linear course. Without revenue attribution, you are exposed—unable to allocate time, money, and resources to the marketing efforts that produce top-line results. If you can’t quantify the collective impact of marketing touch-points, you are left guessing. And that eventually gets you fired, when you guess wrong.

Revenue attribution is a tough issue to scope out. But it’s well worth the effort. Forrester research analyst Tina Moffett states, “B2B companies are seeing an average of 15 to 18 percent lift in revenue as a result of implementing a closed-loop attribution system and then optimizing marketing programs based on the more sophisticated analysis.” The size of the prize, a 15 to 18 percent lift, makes revenue attribution worth pursuing. That’s a game changer. 

2018 Priority: Grow Revenue With Customer Success

We analyzed over 1,000 responses by CEOs and Heads of Sales to SBI’s new Revenue Growth Diagnostic. When asked which aspect of the sales strategy was most important to your company’s success, here were their top four categories:

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