In my last post as a product manager, sales training did not top my list of favorite things to do. The problem wasn't the sales team, which was composed of bright, motivated people, with a genuine interest in what was coming next from the development team. Instead, the problem was with the format of sales training.
Who looks forward to three days of non-stop PowerPoint? Not me, and certainly not the audience. We had to come up with a better approach, particularly as the company expanded into new technology areas, such as records management and scanning. Therefore, we experimented with a few new ideas. Some worked, others didn't.
One of the moderately successful experiments started with the assertion, "Scanning isn't as complicated as people think it is. I bet that I could put a bag on my head, pretend to be the most stupid end user imaginable, and I could still understand scanning. Someone just needs to explain the basics in the most practical terms imaginable."
On November 7th, I facilitated Forrester’s second sales enablement roundtable – this time in Foster City,California.Joining us were sales and marketing executives from:Intel, NetApp, Borland, Informatica, Sun, Interwoven, Microchip, Renesas, Juniper Networks, Trend Micro, and Thoughtworks.
Overall, we had an extremely high energy session, even though I lost my voice the previous week.It’s hard to summarize a whole day of intense discussion into a blog post, but I’ll give it a try.
General George Patton’s unparalleled ability to execute in WWII sometimes gets overshadowed by his colorful (and stupid) public relations. Because of his quick strike abilities, the Axis leaders feared him more than any other Allied general.What made him truly unique, and someone still studied in military academies throughout the world today, was his formula for success.Patton had a voracious appetite for history and believed that humanity already had a master inventory of all of the strategies and tactics for winning a battle.
Join Brad Holmes and I for a look at what can be done to drive sales results in a down economy. Forrester views "Sales Enablement" as a cross-functional disipline requiring product, marketing, and sales teams to work together to optimize results.