I believe sales-centric and customer-centric orientations are inherently the same. In today’s transparent and competitive markets, you simply cannot sell successfully without putting the customer front and center.
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A scaleup business faces cash flow issues, a founder wearing too many hats, and an inability to afford full-time senior sales leadership. If any of this sound familiar, your company is likely at a critical juncture when bringing in an Fractional Sales Leader could be the perfect solution.
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Fractional Sales Leaders play a pivotal role in sales training and enhancing the salesmanship of existing teams. They excel in delivering effective sales training, ensuring businesses achieve their revenue targets while empowering their sales teams.
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A sales team without a leader is like a ship without a captain or a sports team without a coach. When a business loses, or never had, a Fractional Chief Revenue Officer, there’s a clear void that must be filled.
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Stepping into the shoes of an interim or Fractional Sales Manager requires more than just a stellar resume. It’s a role that demands versatility, adaptability, and a high tolerance for ambiguity.
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Navigating the nuances of communication can sometimes resemble a puzzle, especially when prospects offer the ambiguous directive: "Reach out again in about 6 months." It's a phrase that's both promising and enigmatic, often leaving individuals pondering its true significance in the context of professional relationships and opportunities.
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The phrase "easier said than done" is a timeless adage that resonates deeply across various aspects of life. From fitness resolutions to learning a new language, the gap between our aspirations and reality is often wide and, at times, insurmountable.
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Do you remember when you last bought something even though you did not like the salesperson? For me, the few times I remember, are always associated with anger, frustration, and feeling trapped and without choice. And every time the purchase is followed by buyer’s remorse, not because of the product, but because I really should have walked out to make a statement.
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It's more common than not that clients don't always know what they want or need, or cannot clearly articulate those needs. This reality means there are unique dynamics in "mind reading" or reading the "tea leaves" with B2B clients in these situations.
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It is a tug-of-war between remote, hybrid, and traditional in-person models. This seismic shift has not only altered the dynamics of how buyers and sellers interact. It has also prompted a rapid evolution in the expectations and methodologies of sales leaders, and what factors business owners might consider when hiring.
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