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Achieving Success in Industrial Sales: Liberating Salespeople from Production Challenges

The Holy Grail of technical sales: how to disentangle salespeople from production Whenever we work in a technical-sales environment, this – bar none – is the most valuable idea we bring to the table. Here’s the most obvious symptom of the problem: When salespeople make a technical sale, they inevitably become entangled with production. Their“Achieving Success in Industrial Sales: Liberating Salespeople from Production Challenges”

Why CRM sucks!

Why your CRM has no hope of delivering the expected ROI and why you should probably keep it anyway. A Customer Relationship Management (CRM) application seemed like such a great idea, didn’t it? The rest of the organization had reaped such enormous rewards from automation, and the sales process was certainly in need of productivity“Why CRM sucks!”

A Better Way to Calculate Market (and Sales Team) Size for Improved Industrial Sales Force Productivity

Here’s a useful exercise. Calculate your market size.  But, instead of calculating total revenues or total unit sales, try calculating total face-to-face, business-development meetings (FTFBDM). Imagine you wish to determine the optimal size for your sales team. The normal approach is to start with one of the standard measures of market size (revenues or unit“A Better Way to Calculate Market (and Sales Team) Size for Improved Industrial Sales Force Productivity”

How to get the most out of Industrial Sales Manufacturer’s Reps (and distributors)

Unlike Australia, the United States is the land of the ‘Manufacturer’s Representative’. Most manufacturers rely on a network of independent representatives to provide distribution across this huge continent.  (Australia is a huge continent too, but only small areas of it are populated.) A typical manufacturer’s representative (Rep) is essentially a commissioned salesperson who promotes the“How to get the most out of Industrial Sales Manufacturer’s Reps (and distributors)”