Global Executive Solutions Group on LinkedIn: #sales #manager #3pl #assetbased
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In search of a Regional Sales Manager for a growing, asset-based 3PL with a mission to forge long-term relationships with their customers by providing exceptional value, communication and performance. Please click on the link for more information. #sales#manager#3PL#assetbased
Click on the link for information: https://lnkd.in/gwWqN55T
** 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 HealyEmma CarrollMichely BekiTony BarryTammara PhelanDee MunnellyCharlene 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.**
Experienced professional with a robust background in sales operations, sales coordination, sales support, order management, Management Information System(MIS) and business consulting.
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.
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?
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.
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!
Time is, by far, the most important commodity that any salesperson has. Nearly every company's pipeline can be segmented into 1/3 wins, 1/3 losses, and 1/3 no decision. This is a great article on improving your sales effectiveness by reducing or eliminating the no-decision opportunities from your pipeline. Should they buy? Will they buy? Can they buy?
#saleseffectiveness#sales#smbhttps://lnkd.in/gTCSPkp6
The second and third bullets here bring about one of the biggest opportunities when it comes to new business generation specialization.
Who is responsible when a "not so good" deal is closed? For example, there isn't a direct fit with the product or the customer doesn't use it.
~ The AE? Is she supposed to qualify every prospect down to their ability to actually use the product? Or simply the need for the product?
~ The (X)DR? Do they need to cherry pick only the BEST leads
_________________________________________________________________________
~ Demand Gen (Warm)? Is he responsible to only MQL leads with intent?
~(X)DR Ops or Management (Cold)? Are they responsible for filtering out the garbage?
Possibly unpopular fact:
The responsibility should lie BELOW the line above. Why? You have given your new business team the top line revenue KPI. To require them to pause and evaluate the nuance of a lead that is progressing through process can only lead to hypervigilance that will kill good deals. Sure, a few bad ones will sneak through but they would have anyway. Sellers sell. Period. Your AEs and (X)DRs should be maniacs for their KPIs. In a properly specialized environment, they don't do any lead gen, either. They are just to busy processing.
Marketers/Management/Ops, on the other hand, should be SO good at defining the ICP that 90%+ of the leads they give to sales are actually in the ICP. The cushion allows for inaccuracy of source, people giving bad information, and a little wiggle room to possibly expand the ICP.
So, who's problem is it? It's MY problem as the leader assigning KPIs.
What say you?
SaaStr Annual 2024 is Sept 10-12 in SF Bay!! See You There!!
A great sales team can get a prospect to:
- Buy now vs. later (a big deal)
- Buy from you vs. a competitor more often (huge)
- Buy product that sort of meets their needs (good-ish)
- Buy product they won’t actually use (not as good)
A mediocre sales team can do none of this
Sales & Business Development Manager
1wFantastic role!