Umbrex is pleased to welcome Stepan Chrz. Before joining a data consultancy boutique as a Chief Commercial Officer, Stepan worked at McKinsey’s Prague office with a focus on strategy, transformations and B2B sales. He worked on 5 continents with clients spanning from light and heavy industry to telecoms and banks to online classifieds.
Stepan holds a doctoral degree in theoretical economics from Charles University and an MBA from Cambridge.
Outside work, Stepan is an outdoor enthusiast and a backpacker. During his travels, he tends to get himself into adventures that he later regrets. Sailing across the Atlantic ocean in an old 10m boat, running a 90km Vasalopet race without prior cross-country skiing experience, and crossing a rainforest on foot – these were all experiences that are fun only in hindsight. However, due to his selective memory he never seems to learn.
Geoff Wilson offers a practical process for increasing sales with no tricks or wizardry needed.
The sales function far too often treated like an impenetrable combination of personalities, voodoo, and tradition. It’s time for that to stop.
“I have a theory when it comes to sales. It goes something like this: Along the way in their executive development, a lot of really smart people develop a disdain for sales as a function. In some cases, they view sales as “dirty” or “basic.” They might view sales as risky . . . why would a smart person ever subject themselves to the risks of not making a sales quota.
As that prejudice against sales develops, this particular sort of executive tends to think of sales and the people and systems that enable sales as a sort of mystery. It’s a realm of knowledge that is best left to the salespeople, who take those risks and drive the relationships necessary for the business to thrive.
But they also leave a lot on the table.
Some of the most complete business strategies I have seen have also completely ignored the processes and tools that accelerate sales. Why? Because, as noted above, it’s a mystery. It’s rumored to be personality- or relationship-driven. The thinking goes that we can control our product. We can control our operations. We can control our cost structures and our hiring and our marketing messages. But we can’t “control” our salesforce.
This thought process is dangerous since there are process losses in sales just as there are in a manufacturing operation. The difference is that in a manufacturing operation if something is left by the wayside it gets calculated as a cost. It’s a known quantity.
Key points include
- What can and can’t be controlled
- Focus and efficiency
- Poor practices
Read the full article, Don’t Forget the Sales, on WilsonGrowthPartners.com.
Azim Nagree explains which methods of communication work best during a pandemic and why.
When companies ask me how to accelerate sales or improve retention, I tell them a story. I needed to purchase a sign for my wife’s French pastry shop. I spoke with the front desk clerk who said that it would be around $90. A few days later, I got the final quote from the sales person – $265. And with that, I was out. The sales person lost the deal. But to their credit, they called me (instead of emailing me again). Within 5 minutes, the misunderstanding was resolved and the deal was closed.
Pre-Corona, reps gravitated towards email and/or Slack and/or text. Post-Corona, video conferencing is all the rage. But the reality is that savvy sales people will use a combination of different channels to move a prospect through the funnel to close.
So when do you use the phone vs email?
The main points of this article are:
- Clarifying communication needs
- Identifying customer needs
- Confirming details
Read the full article, Use the phone to accelerate sales, on LinkedIn.
Umbrex is pleased to welcome Andre Martinelli. André has spent his career helping companies and people grow. Prior to starting his consulting practice, André was a Director, Go-to-Market for Vista Consulting Group (VCG), the operations arm of Vista Equity Partners. Before that, André was a Managing Director at Blue Ridge Partners, a management consulting firm exclusively focused on helping companies accelerate profitable revenue growth. In both roles, André worked with portfolio company CEOs and Chief Revenue Officers to develop go-to-market strategies, build sales organizations, and implement processes and tools to deliver consistent, profitable growth. He began his career at McKinsey, where he returned after business school.
He lives in Michigan with his wife and two young children, and enjoys attending University of Michigan football and basketball games and heading “Up North.” Andre is interested in B2B sales effectiveness and go-to-market strategy projects, particularly for PE-sponsored companies in the Midwest.