Growth Dynamics provides proven sales performance solutions that help you select, develop and retain an effective sales organization that fits your company and customers.

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Growth Dynamics – Sales Leadership Web Event Series

Not since the Great Depression has one event impacted today’s sales organizations more or with such aggression than the COVID-19 pandemic. Customers have altered their visitation and sales call policies, in-person trade shows and industry events have been eliminated, and technology usage has sky-rocketed. Sales teams have had to manage BOTH home-office and no-customer-visitation in one hit… while staying engaged and focused to support customers and business development in a virtual / digital selling environment.

To help sales leadership in manufacturing, distribution, and service industries weather the pandemic and strategize for the future, Growth Dynamics has been providing research and information in a series of weekly web events. These events have had significant participation from executive and sales leadership seeking ideas and solutions for redefining the roles of field and inside sales, optimizing the current team’s performance, and transforming the direction of their sales organizations to navigate the rapidly changing marketplace. 

If you would like to be included on future events, please email support@gdicorp.com or give us a call at 877-434-2677.

Watch the 2020 Growth Dynamics Video


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Top Sales Performers Want the Right Tools

Using CRM is an integral part of your day-to-day business especially if your CRM is connected with your ERP. While you still may struggle with some users to adopt the process, we find Top Sales Performers want to be armed with tools that works and a process that's efficient.

Today, the “role” of sales is changing. Customers are shifting how they buy, limiting on-site sales meetings and changing what they expect from the sales organization. Ty Swain, CEO of Growth Dynamics, a global sales team analysis and selection company, noted, “As we evolve through this Pandemic, customers will change what they expect from your sales team… they will seek increased “digital” access to your people, products, services, and pricing. Your sales team will need to be armed with tools like CRM to manage prospects, support customer activity, or simply track accounts.” 

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Leading Through Challenging Times - Helping Your Sales Team Stay Focused

Leading Through Challenging Times - Helping Your Sales Team Stay Focused

It's everywhere... seems we can't get away from the news and challenges the COVID-19 virus has created... but you CAN lead your sales organization through it!

Sales Team Realities –With companies limiting access to their facilities, many long-standing sales teams may use this as an excuse to retreat… when this is the MOST important time to reach-out and stay connected with customers.

We know many sales teams believe to sell they must have face-to-face meetings… and many struggle to use other ways to optimize their sales efforts to stay in touch, support accounts and be relevant during times like this. 

To make this happen...sales leaders will need to direct the sales team differently.

Being Proactive as a Leader – This is the ideal time to get your sales team moving in a new direction that “transforms” how they think, focus, and adapt in this constantly evolving environment. Set expectations for utilizing the technology they may generally shy away from and get them working in a new way. 

Help your team stay focused on outreach to potential and existing customers by getting creative with online meetings, video conferences, videos, virtual tours and product demonstrations, etc. to stay connected (ie: Zoom, MS Teams, etc.). Optimize marketing resources to support the sales team's efforts to reach out with LinkedIn requests and "warm" email or phone introductions.

Remember…it is human nature to lose focus, stall, and stop selling during a crisis. By stepping up your leadership efforts, your sales team and sales pipeline will be in a stronger position once normalcy returns.

Want to learn more? Click here to contact a GDI representative to receive additional information to support your sales leadership efforts. 

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Aligning Your Sales Team for Success in 2020

Aligning Your Sales Team for Success in 2020

Sales Team Alignment for 2020

Economists are predicting the flattening of the economy through the middle of 2020. In response, leadership teams in proactive manufacturing companies have already been realigning their sales and redefining their go-to-market strategy to compete and grow in a challenging marketplace.

Those most impacted by these changes are the sales team members in the field.  What should they be doing differently and how do they need to adapt to engage and sell to customers today? More importantly, as the sales leader, how do you know what the team needs and how to help?

Based on their perception, Sales leadership usually has good intentions of helping the sales team perform at their best.  However, they may not be armed with the data and metrics to know what the role requires for top performance today and in the future, how the existing team FITS, what gaps need addressed with targeted training, and how to effectively coach, mentor, and support individual team members.

A Recommendation from GDI…

Stepping into 2020, is the optimum time to engage the sales team and gather their insights on their role, challenges they face, how they focus their efforts, as well as where they have individual strengths and skill gaps.  Armed with validated data and defined metrics of top performance, sales leadership will then know how and where to focus their efforts to effectively and successfully lead the sales organization through an ever-changing marketplace.

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4 Step Strategy for Attracting & Selecting The “Right” Top Performers in Sales

4 Step Strategy for Attracting & Selecting 
The “Right” Top Performers in Sales

So often companies generalize the hiring of sales people, when the role is highly complex... and not general at all!

So often company leadership generalize the role of sales – attempting to hire another “sales guy” – when there is no such thing.  We find most the time... leadership doesn’t know or understand the complexities of a sales role... and really has no clue how to recruit and hire the “right” people.

It’s not their fault... a lot has changed.

Today, sales organizations are under extreme challenges... and the role of sales is increasingly more and more complex. Why... because technology advances and customer buying habits have shifted. As some products or services have become more of a commodity, the need to meet with a sales person to place an order isn’t needed... now we do this on-line.  However, for companies in high-tech manufacturing or industries where a “solution” is required, the role of a sales professional has become less of a “seller” and more of a problem-solver, expert “engineer” and value-added resource.   

This is why hiring any “sales guy” does not work. These sales roles require professionals who FIT the role, have the experience required and who can adapt. So how does leadership recruit, hire and develop the “right” professional VS a candidate whose best performance was the interview?

Here is what you should be doing to improve your sales selection success:

1.       It starts with one basic premise... define top performance in the role for today and the future.  Think about what your customers want and expect, what changes are coming, what is required of the sales professional, what are the performance metrics, and what skills, behaviors, attributes, motivation and experience are needed for top performance.

 2.       Build a targeted recruitment campaign that markets the role on the right employment sites (not all are created equal). Use targeted industry words based on the key skills and performance metrics defined in the top performance standard that align with candidate resumes, experience or credentials to attract top candidates to the job ad.

3.       Establish a recruitment and interview methodology that mimics or “mirrors” the role requirements, requiring candidates to respond, react or be proactive in the interview process in the same way they would need to perform in the role.  Follow a staged interview process specifically created to guide human resources and hiring managers through the steps to effectively qualify candidates (in or out) who meet the role criteria.

4.       Utilize a pre-selection assessment tool to validate a person’s FIT to the defined top performance standard and review the results with a “sales-centric” pre-selection assessment partner to help you “see” the candidate to support effective hiring decisions. 

Want to learn more? Click here to contact a GDI representative to receive additional information to support your sales leadership efforts. 


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Attracting, Selecting, and Retaining Top Sales Performers

Attracting, Selecting, and Retaining Top Sales Performers

A 2018 sales leadership study by Growth Dynamics revealed that 58% of companies were experiencing unique challenges with new business development, technology advances and long-standing sales teams... although 82% had one BIG common challenge... finding and keeping the right sales talent. In the March 2019 Industrial Distribution article, “Cutting Tools: From Auto to Oil to Aerospace, Disruption Lies Ahead,” by Contributing Editor, Mike Botta, he reviews challenges and disruption in the cutting tool industry. Not surprisingly, this includes, “Finding and Retaining Talent.” While every industry is facing similar challenges in attracting and retaining top talent in key production, engineering, operations, or leadership roles, having a top performing sales organization is most crucial for company growth and success.

With the disruptions occurring in the marketplace today, leadership of top performing companies recognize their competitive advantage lies in the strength of their sales organization...success is not optional; revenue must occur. Therefore, no longer can a company risk future business, profitability, or customer retention on a bad hire. So what is the solution?

 Solution for Success

The solution is to provide your leadership team and hiring managers with a targeted comprehensive methodology and process to attract, interview, qualify, select, develop, and retain the right sales professionals.  Attracting, selecting and retaining the right sales force is different from any other role in your company. When you consider that the sales professional will be representing your company in the marketplace, interacting with your customers AND will be responsible for driving revenue into your company, it is critical that the job ad effectively markets the role so you can attract and screen qualified sales candidates that FIT.

This is accomplished by helping your sales leadership team, not human resources, define the “picture” of top performance in the role (or roles) of sales for your company. The resulting picture (what GDI calls a sales benchmark) should clearly detail the experience, attributes, skills, motivation, and FIT required for top sales performance. Armed with this picture, or sales team benchmark, your leadership team can effectively attract, interview, and select the “right” candidates who fit the role criteria.

 Sales Force Performance and Retention

And…the same information can be used to lead, coach, and develop your existing sales team, helping them adapt to the complexities of selling today. Successful top performers will expect strong leadership that can help eliminate obstacles, will want to be held accountable and challenged to succeed, and will want to be armed with the tools, training, and support to develop new business and new customers for growth and success. Equally important, they seek compensation and rewards that fit the role expectations and performance accountability.

Given the complexities of the roles of sales in diverse selling environments today, defining the role of sales and establishing the metrics of top performance at your company is crucial to attracting and building a top performing sales organization. By building the right sales force, leadership can focus on advancing and retaining top performers to optimize sales efforts — resulting in increased revenue and customer retention.

Click here to read the full Industrial Distribution  article.



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Leading Your Sales Organization in 2019

Leading Your Sales Organization in 2019

First quarter is over…what are you doing differently in 2019?

So far in 2019, GDI customers are utilizing sales leadership solutions that include:

  • assessment tools
  • recruitment and interview methodologies
  • top performance benchmarks
  • team analysis and “voice” of the sales organization programs

These solutions allow them to successfully recruit, select, and develop sales leaders and sales team members who FIT, as well as, to transform the performance of their existing sales organizations.

Like your company, our customers are providing more complex, highly technical, engineered products and solutions…making their customer conversations more complex. As a result, how they engage, sell, service, and support their customers is constantly shifting.  This requires a sales organization that fits and adapts to the role (or roles) of sales at their company.

This trend will continue throughout 2019 and beyond. Now more than ever, it is critical to have processes and tools that are aligned with your company, culture, and customers to assure you build a top performing sales organization that can navigate a competitive, ever-changing marketplace.


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Sales Leadership & Human Resources - Hiring Top Performers in Sales

Today, Human Resource Departments are under attack to be highly strategic in recruiting, selecting, retaining and developing top performing sales professionals.  This is in addition to their responsibilities for overall company hiring and retention, as well as the administration, dissemination, and education of operational information and company benefits programs. 

However, as the role of sales has increased in complexity, so has the complexity of attracting and hiring sales professionals who can be successful at your company.  Changes in customer expectations, buying decisions, e-commerce, and technological advances have changed the role of sales for today and the future. And often-times, even sales leadership is unsure how to define the role and what is required for top performance.  Consequently, sales leaders are unsure how to guide human resources to effectively recruit the “right” sales professionals, so they can spend their time interviewing better qualified candidates. 

Adding to the challenges sales leaders face is the pressure to just hire someone, “a warm body,” which outweighs taking the time to establish a strategic recruitment, interviewing and hiring process.  While there is no silver bullet, following are 4 things you can do to more effectively recruit, interview, and select the right top performers who fit the role of sales at your company. 

  1. Start with defining the standard or metrics of TOP Performance in sales for your company. This is a company-specific, accurate “picture” of top performance in sales that defines the skills, behaviors, attributes, motivation and experience required for top performance.
  2. Utilize specific information from the benchmark about the role and requirements to create a targeted, compelling job advertisement to market the role and attract the “right” sales professionals. 
  3. Develop a strategic interview process that links role-specific, measurable questions to guide hiring managers to ask targeted questions and listen to the responses in order to hire only the best sales talent. Having a consistent, defined process will alleviate the tendency for hiring managers to be unprepared or be swayed by a candidate’s friendliness, industry experience, book of business, etc.
  4. Utilize a pre-selection assessment tool to validate a person’s FIT to the established benchmark or top performance standard for the role. The most effective selection assessment tool is one that is BOTH a pre-selection and a post-hire developmental tool to help a manager select, lead, manage and develop a new employee.  This provides the employee and manager with information to define strengths and areas of challenges to support performance, and retention after the hire. 

Top performing organizations integrate human resources with sales leadership to facilitate recruitment, selection, development and retention of the “right” sales team members.

Commit to hiring the best…Effective employee selection is no longer a human resources issue… it is a strategic leadership challenge that impacts the bottom-line.  Poor hires impact a company’s sales, profitability, shareholder value, and customer retention.  As companies today struggle to compete in an ever-changing and competitive marketplace, knowing you have a team of people who exhibit the rights skills, characteristics and abilities is crucial for success.

At Growth Dynamics, our research has proven that sales professionals who “fit” the role, “fit” your company, and “fit” the customer, will stay longer, be more effective and offer a sustained competitive advantage to your company and your customers.  


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The Changing Sales Dynamic - How the sales role has evolved for distributors and suppliers

Much has changed in the 20 years since Growth Dynamics began researching the unique complexity of the sales arena. Everything from technology, to how customers communicate, what they expect and how they run their businesses has had a major impact on how the sales force must perform to succeed in both supplier and distributor companies. In the past, the role of a distributor and supplier was fairly specific. Suppliers utilized distributors to sell and develop business for their products in a specific market area or industry. Distributors counted on the supplier or manufacturer to provide technical support, training and product availability. All fairly simple right? Well, not today.

What Has Changed for Suppliers and Distributors?

The functions of distributors and suppliers have evolved sharply as a result of the 2007- 2009 economic downturn. Those that survived this economically challenging time came out of the other end leaner and more strategically focused in order to differentiate themselves in the marketplace. Suppliers started looking carefully at the fit and capability of their distributors, how best to optimize their distribution channel and how to align their sales force to meet customers’ changing needs and expectations. And distributors started looking carefully at their supplier partners and asking, “How do our product lines support our target customers, can our sales team sell these products and does it add to our profitability? Or, are we just carrying a product line because we always have?” Hard questions leading to hard decisions. Making sound, strategic decisions became a requirement to survive the “new” economy as both suppliers and distributors focused on the growth of their businesses, their ability to meet customer requirements and profitability. This is when sales becomes more complex for your organization. 

The Industry Today – Suppliers, Distributors and the Customer

As we look back over the past seven years, never in the history of sales has technology, customers and the marketplace changed so drastically so fast. Today’s customers are increasingly focused on operational improvements to drive profitability, requiring more than service or a product to support their needs. Advancements in technology and manufacturing processes have heightened customers’ needs for solutions that fit their specific requirements, making the role of the sales professional (both distributor and supplier) more difficult. As customers have become more sophisticated, knowledgeable and demanding, sales professionals must be better at discerning the buying process and the value proposition the customer seeks. For success in developing new business and growing customer accounts, many top performing distributors and suppliers are joining forces so both can win in the marketplace. A distributor may agree to carry a supplier’s line as a Tier 1 offering, committing to specific revenue or sales growth. A supplier may agree to support the distributor as a primary regional partner and not provide product access to competitive distributors in their area. They partner together to develop plans that support customer expectations and requirements and meet their mutual business growth goals. Company leadership of both organizations is directing this shift in partnership agreements to create a more accountable and effective relationship at the sales level, driving the sales teams to work together to achieve mutual success at the customer level. This type of partnership often establishes transparency in the sales process and increases the effectiveness of partnered selling. Successful sales teams can now count on each other to develop or target new business and work together to secure new accounts. So whether you are a supplier or a distributor sales organization, understanding the nuances of the other’s environment and sales expectations will establish the pathway for a strong partnership. Following is a summary of the role of sales at a supplier and distributor.

The Role of Sales at the Supplier

Sales professionals with supplier organizations must manage multi-state territories consisting of end-user customers and distributor channel partners. The role is twofold, requiring the ability, knowledge and expertise to engage and develop business with end-user decision makers, such as engineers and production managers, as well as the ability to develop strong relationships with distributor sales teams as a solution-oriented resource. Not only must the supplier sales professional provide product training and technical support to the distributor, they must also be able to provide effective sales support through partnered customer visits and by bringing the sales team qualified leads for new business opportunities.

The Role of Sales at the Distributor

Sales professionals with distributor organizations will manage a local or regional territory to service, support and grow existing customer accounts and develop new business. The role requires knowledge of a diverse range of supplier products, solutions and applications. While some distributors focus on moving products, others seek to be a solution provider to meet customer needs and specifications. As product lines become more complex, the sale becomes more difficult. The distributor sales professional must be able to effectively engage and utilize supplier resources to support sales success and customer retention and growth.

Distributor Sales Professional vs Supplier Sales Professional

While many times the role of a sales professional is generalized as similar, the fact is, it is very different in a supplier organization versus a distributor organization. The table above summarizes major differences. Sales professionals in both organizations must work to understand each other’s business and share ideas, product innovations, applications and selling approaches to effectively meet customer demands, specifications and requirements. Collaborating on how each can contribute and support the sales process deepens the supplier/distributor relationship and creates trust and a true partnership.

Leadership Solutions to Support Effective Partnerships

In today’s challenging, competitive marketplace, it is imperative for the leadership of suppliers and distributors to establish value-added, partnered relationships that support the sales team, create differentiation in the marketplace and mutually benefit company growth goals, performance and profitability, allowing both organizations to succeed. Growth Dynamics’ research validates that company leadership in successful supplier and distributor organizations are gathering business intelligence that enables them to develop targeted strategies that advance the partnered efforts of their sales teams to develop and retain customers. With suppliers placing greater importance on optimizing the distribution sales channel, successful leaders are utilizing tools to gain the voice of their end-user customers and their distributor channel partners to better understand their needs. Leadership is then able to arm the sales team with targeted knowledge and information on how to effectively meet customer expectations as well as how to best work with the distributor partner. Likewise, successful distributors are utilizing tools to gain the voice of their customers and then arming the sales team with customer intelligence on what products, services and support they seek. The distributor sales professional can then partner with the supplier sales professional to provide a solution that will meet the customer’s requirements and expectations.

Future Success

The future can be summarized in one specific term: complexity. As technology continues to advance, manufacturing continues to increase in complexity and so does sales. The sale for both the distributor and supplier will be in the solution. As supplier and distributor organizations look to the future, the ones that work together to provide the best possible solution that supports the customer will win. 


 You can view the original article at http://www.industrialsupplymagazine.com/pages/Print-edition---SeptOct17_Swain.php?sthash.CEbdy2c3.mjjo 

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Improving ramp-up times is a top goal for sales leaders.

Improving ramp-up times is a top goal for sales leaders.

According to a recent 2016 Sales Enablement Survey, one of the top goals of sales leadership today is to decrease new salesperson ramp-up time to full productivity by implementing methods and processes that eliminate wasted time and assure the proper leadership engagement early on to support training and development.

Many of today’s sales managers bring on a new sales professional and then become too busy or get sidelined with other priorities... dropping the ball on the new hire’s on-boarding, orientation, and training. Overlooking the opportunity to decrease the “ramp-up” time of the new sales professional is a massive miss... does this happen to your organization?

At GDI, our research shows there are 3 critical steps to assure the best on-boarding process. These are:

1. Accurately define the sales role so the “right” people are hired and developed for the position.

2. Structure the on-boarding program to target the most important metrics that allow for early sales performance and success.

3. Require sales leadership involvement to monitor, coach, and lead the on-boarding plan and process.

As today’s sales arena becomes more competitive and complex, the “right” sales professional wants to get up-to-speed quickly to perform for the company and for their own benefit. If a company can define Top Performance sales and also develop an effective, process-oriented on-boarding and orientation program, a sales professional can be performing in the role within 60-90 days. Even in the most complex roles where high-tech equipment or solutions are required, arming a sales professional with the metrics for success, product/service support & training, internal experts and resources, and providing them with the tools and leadership to get started are advantages that should not be delayed.

In addition, require their direct manager to spend time focused on their development, support and engagement needed to move ahead. Once a solid foundation is in place, the “right” top performers will do what they do best…get out and start making introductions, learning and moving toward new business development with confidence and success.

As a side, as leadership of high performing companies are defining top performance standards, the technology, tools, and solutions to attract, select, and hire better sales professionals who FIT will decrease this ramp-up time. At GDI, we are seeing that many VP’s of Sales, Presidents, and CEOs are modifying the sales recruitment process to be more sales-leadership centric to recruit the right people who bring the skills, characteristics, motivators, and attributes needed to FIT the role.

Having Top Performance defined with a targeted process to hire the right people is #1. Having an effective on-boarding model that supports the position promotes on-going success, optimizes leadership efforts and will assure retention of your most valued asset... the sales professional.

How does your company hire Top Performers? How do they on-board and lead the team? Please leave a comment with how you are decreasing your ramp up times and what changes you have noticed.

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Using technology for transformation

In my last article, I touched on the tremendous value of utilizing your CRM data to give your customers a “voice” in order to gain insights on how they like to buy, the interaction they have with your front-line sales professionals, and even why they choose your brand over the competition. Of course, this is just the tip of the valuable data that our clients have received with our ClientMAX solution.

I would like to shift gears and focus that same technology on your sales organization. Today, the role of a field sales professional has become more complex. They must navigate technology, changing customer expectations, and even generations of buyers and decision-makers that all view the value of what they offer differently. Most sales professionals have worked hard over the years to sharpen their skills, experience, and industry expertise to evolve and be successful in a role that brings great risk, competition and difficulty. 

In the last 6 months alone, I have spoken with dozens of industry leading CEOs, VPs of Sales, and other senior leadership. The trend I am witnessing is apparent throughout the manufacturing, packaging, material handling, and even the software industry. Today’s sales professionals are responsible for large territories, a complex buying environment and have more pressure to develop new business than ever before. Many of these teams that I have been in contact with have been in their role for many years, have a wealth of knowledge and are often trapped in old habits that limit their “focus” and the time needed to generate new business. Often they will spend too much time with existing customers where there is limited growth opportunity and “not have the time” for new business development. This is, of course, a double-edged sword... “Focus on my current accounts or develop NEW customers” – BOTH actually.   

To help a sales team “see” or realize what they are doing and transform how they look at their role, top leaders are now utilizing technology to engage them in a process designed to gain their “voice,” understand how they look at their role, assess where they focus their time, and compare how they “see” their role to what the role requires. 

A quick example of Company ABC: Based on my rapport with the President of Company ABC, I was able to uncover that the team (1 new VP of Sales and 40+ field sales professionals) was struggling with new business development and the new VP of Sales wanted to better understand how he could help the team transform their efforts, increase sales, and gain valuable insights on how to coach, develop, or lead each team member. Our SalesMAX Sales Force Intelligence Survey bridged this gap, arming him with measurable data, suggestions, and recommendations to optimize team performance.  

More importantly, this program gave the sales team a “voice” to help the VP of Sales understand their needs, concerns, and how to best support their efforts... a strategic solution to transform sales team performance. You can see how this solution has been able to support other companies here.


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Get real value from CRM data!

One of the most talked about topics with our customers today is CRM (Customer Relationship Management) software that houses their customers’ data.  I have a background in CRM implementation and now at Growth Dynamics I am seeing the results from the view of the sales organization. The biggest challenge today’s leaders face is getting all the great data our sales team collects from customers into the CRM... not to mention getting the sales team (or even marketing) to use it for more than an expensive data storage program. 

 Most importantly, we are consistently engaged with the C-level and Vice President of Sales in large sales organizations where many, if not all, of the leadership is unsure today of the following same things: why their customers buy, what their customers are seeking in the future, and how they can retain or grow their customers’ accounts? Why is this important, because EVERY company we work with is changing how they operate, how they go to market and how they buy... changing the landscape and complexity of sales worldwide. Although you won’t hear this from the sales team, many struggle to define what their customers want and expect as they are so focused on retaining their business or managing through layers of decision makers who flow across 4 generations... all making decisions differently.

 Our company recently completed a comprehensive customer intelligence survey for a global tool cutting manufacturer we will call Company X. Their leadership in the US and Germany wanted to understand the needs of their distributor channel partners versus their end user customers. In addition, they (like so many of our customers) were struggling with a long-standing, highly technical, engineering-driven sales team that needed this information to optimize their sales efforts with their customer accounts. The company wanted to know: What is their customers’ perception of the company products, services or solutions? Do their customers understand the breadth of their line of tools and are they aware of their advanced solutions?  Do they see them as a Tier 1 supplier and if not, how could they achieve that status? This company needed a process that would provide customers with a “voice,” educate them on company products VS what they buy, and then re-engage the sales team to mine, develop and grow their business. 

 The mistake... so often companies reach out to customers with satisfaction surveys and they fail to do the one thing that is the most valuable…engage their customers, get their voice and ask questions... the customer will tell you everything you need to know about how to retain or support their account. Why? Because today’s customer have no more time than we do... the last thing they want to do is find a new vendor or supplier... negotiate pricing, start a new relationship. They simply want your company to be the best you can be for them. Engaging customers to gain their “voice”, feedback, suggestions and recommendations... then feeding that input back to the sales team arms you with information to help the sales team perform, arms you with information to drive customer needs, and allows you to hold a sales team accountable for what customers want and expect... driving sales growth which is the reason we are here!



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