Global Executive Solutions Group’s Post

** Sales Vs Technical & Operations ** In the unique readymix industry, there are three pillars to achieve sales targets which are the Technical team, Operations team and Sales team. The strong qualified sales team may bring 5 new customers every day, while the weak technical and operations teams cause the loss of 10 customers every day due to poor quality or supplying delay related problems. Accordingly, the wise management who target to sustain must ensure having the strong technical and operation teams and consider this in budget before setting sales targets. On the other hand, a fool management will focus only on sales orders while they are fragile from inside. They're gonna collapse sooner or later.

Happy New Year, wishing you the very best for 2024. As we resume normal business hours today, feel free to connect with your dedicated account manager for any immediate IT requirements...if you aren't an ITQuotes- Efficiency in IT Procurement customer and don't have an account manager yet, our sales team contacts are below. 👇 Additionally, if you have any IT projects in the pipeline for 2024, make sure to let us know so we can start looking into any possible issues with stock availability or any other potential bottlenecks that might impact your planning. Amy Fitzgerald Sarah Kennedy Amy Healy Emma Carroll Michely Beki Tony Barry Tammara Phelan Dee Munnelly Charlene Sweeney

Attention!!! If you're sales rep for a #dealer or #vendor - I'm going to be sharing with you #tips over the next couple of weeks, to help you sell more #equipment. While products being sold, range from #medical to #construction equipment, solar and #software, selling financing as part of the equipment sale stays the same. 1. Control all aspects of the sales process Many sales are lost when the sales rep does not initially offer financing and leaves it up to an outside 3rd party such as the customer's bank. In the event the bank turns down the customer, most of the time this customer will turn to the equipment company that originally quoted financing on their proposal and still obtain the equipment. If no financing was initially offered, this loss of control during the sales process is an open invitation for the customer to consider other proposals with other vendors or dealers. Always keep control of the sales process from start to finish! **Ask me for my template to make this job easier for you, and ensure every customer has financing.**

When I started out in sales, I wasn't great at forecasting when deals would close. It takes time and experience to learn what needs to happen on both the buyer and vendor teams to get a deal across the line. Most buyers are also making their first purchase and typically underestimate how long it will take for them to go through: - Evaluation - Selection - Funding approval - Deployment scoping - Data security assessment - Commercial and legal approval Walking your buyer through all the activities that typically need to happen is the best way to get an accurate view of how long each will take. Create a plan based on your buyer's target go-live date, share it with them, identify any gaps and revisit it regularly.

I was about to lose one of our biggest accounts. But before having a hard stop on the contract, I asked for 2 more months. Then I stopped and looked at the situation from the outside trying to find the biggest fish in the ocean. What did I do? I looked for a huge closing that I was sure would save the contract. That challenged me to find the biggest account in the market in less than 1 month. The result? We signed an enterprise deal covering 240% of our annual target. And guess what?! Now, with the current strategy we have another account ready to sign in January, that will cover 300% of our annual target. Our client is more than happy now and ready to expand to new markets. So here is my question: Can sales forgive any efficiency mistake?

sales is not just about transactions; it's about building relationships, solving problems, and creating value. Each interaction with a customer is an opportunity to make a difference, to inspire trust and to exceed expectations.

Basics of Sales – 8 – Part 2   Outstanding - The three mistakes – Part 2 The second mistake is that small outstanding amounts are ignored. Especially, if the dealer is in a remote location. The salesmen probably rationalize this behavior by a cost-benefit analysis. He feels his time can be better utilized in the regular and active accounts. This reflects an irresponsible mindset. The company’s money should be treated as our own and no stone should be left unturned in clearing such exposure.

Boost Your Sales Team's Performance with Contract Eagle! Ready to take your sales game to the next level? 💼 With Contract Eagle, you'll supercharge your customer relationships and sales strategy. Check out the benefits: 🌟 Don't miss any sales opportunities! 📅 Keep commitments effortlessly. 🤑 Secure pricing improvements. 📊 Plan resources better. 📂 Centralize customer contracts. 📎 Access key contract documents. 🔒 Rock-solid security. 🚀 Quick deployment. 💰 Excellent ROI. ✅ Meet governance requirements. Level up your sales game with Contract Eagle! 🦅 #SalesTeam #ContractEagle

There's no time like the present to take your sales to the next level. The surefire way to safeguard against financial challenges is by amassing a robust war chest without delay! In the realm of sales, each day offers new opportunities. Seize them, grow your sales, and secure your financial future. It's your chance to thrive!

Both volume-based and value-based growth metrics are important for a sales manager, but it's ideal to focus on value-based growth metrics. Here's why: Volume-based growth metrics (e.g., number of units sold): - Can be misleading, as they don't account for pricing or profit margins. - May encourage sales teams to focus on low-margin products or discounts. Value-based growth metrics (e.g., revenue growth, profit growth, or gross margin growth): - Provide a more accurate picture of the sales team's performance. - Encourage sales teams to focus on high-value products and services. - Align with the company's overall financial goals. Ideally, a sales manager should aim to achieve both volume and value-based growth, but with a greater emphasis on value-based metrics. This approach will ensure that the sales team is driving revenue and profit growth, while also expanding the customer base and market share.