I used to suck at writing. I was expected to be a good writer, given my dad's profession. My dad is an English teacher and writer. (Yes, free editing is a perk. How do you think my writing sounds so darn good?) One would assume that my skills would be at least semi-proficient because I had always been around creative people and writers. Really good writers.
In the print industry, service providers frequently view marketing and sales as a medicine to be taken when something is wrong. (So, your business is down this quarter? Add some salespeople, do a little marketing and you'll feel better in the morning.) Yet the most successful companies recognize that proactive sales and marketing investments are vital to growing and driving business results.
Winning sales processes are not created by happenstance. They are the direct result of a solid commitment by company leadership to develop and support a sales culture that has common goals and practices. The following eight steps offer an easy-to-follow guide to help sales managers change the sales process and improve results.
The cover story of January's PS Magazine provides a road map for delivering the right customer experience.
"Complexity is your enemy. Any fool can make something complicated. It is hard to make something simple." – Richard Branson
I've been in the "real" workforce for 11 years (I turned 32 this past April). I took a sales job at a small print distributor after college. I had no sales training or experience. I've always wanted the flexibility that comes with owning my own business and thought that working for a small business would give me the hands-on experience needed to start my own company someday.
I quickly learned that our company's value proposition was weak and would not hold up against our competition. Our company did not have solid long-term strategies. How was our company going to help clients make more money? How would we differentiate ourselves from the thousands of other companies in the print industry?