A Sales Guy Consulting Blog

The feedback has been fantastic on our recent 8 Part Series on Account Governance or account management. 

Therefore, to make it easy to get to all 8 posts, I figured I put them all on one page. This way if you're like me, you won't have to click so much. 

I had fun doing the series and hope it helps you get more out of your existing customers. Also, be sure to download all the helpful templates. They make all the difference in execution. 

Enjoy!

Account Governance — Part 1

Introduction to account governance and why it matters

Account Governance — Vision

The importance of establishing and account vision and how to create one that works.

Account Governance — Account Plans

How to build the perfect account plan

Account Governance — Relationships

Learn how to build account relationships that actualy turn into new business, not just more lunches. 

Account Governance — Cadence

How to build a pro-active account cadence that keeps you ahead of the competition and connected to the account. 

Account Governance — Strategy

Learn to build an account strategy that increases revenue, creates more opportunity and grows the account.

Account Governance — Reporting

Learn how to use reporting to know if the account is healthy, how to increase revenue and manage resources. 

Account Governance — Tools 

Identify what tools are at your disposal and which you should use to better manage your accounts. 

We just launched our new eBook: How to Hire "A" players. 

Making your number or "winning" in sales starts with getting the best people. Like a sports team, the best sales team has the best sales people on the field. 

Too often I hear sales leaders lament over their inability to pick the right sales people. They complain that sales people are too good at selling themselves. Confused and frustrated the sales leader ultimately makes a bad hire. This is NOT an uncommon challenge for many sales organizations, but one that needs to be avoided. 

Hiring great sales talent is a skill of the best sales leaders. Developing the skill and a repetable hiring process increases the chances of making your number and increasing sales. 

The How to Hire "A" players will help you build a process to ensure you are hiring "A" players. 

If you suffer from the following, this eBook is for you: 

You are faced with a limited budget, new or established products, a sales team that varies in strength and experience, competitors that are trying to kick your ass and a board and CEO that are demanding more and more revenue. As the head of sales (CSO, EVP, SVP, VP) you have to create a sales strategy that will deliver under ever more trying circumstances. 

To successfully do this, you need a specific, well laidout, plan of attack. Unfortunately, what I've found is most sales organizations don't have a strategy, they have goals. 

I recently met with the Chair and the CEO of a web based company. During our conversation, they shared their sales strategy. Their key strategy, get new logo's and net new business and move away from reliance on existing accounts. Great objective or goal, but this is NOT a strategy. 

Saying you are going to win the war by storming the hill is not a strategy. Saying your going to win the war by storming the hill with infantry on the flanks, calvary up the middle, archers for support and cutting the enemies supply line from the rear, is a strategy.  

Sales strategy is the "HOW" your organization is going to deliver the revenue and "get new logo's."  A solid sales strategy is multi-layered and capitalizes on market, product, team or other types of opportunities. 

A sales strategy must start from the demand side of the equation. It has to answer;

1. Does my strategy capitalize and align with my buyers investment strategies? 
2. Does it create demand or respond to latent demand? 
3. Does it take into consideration how my customers buy?
4. Does it leverage an internal strength and/or unique company advantage?
5. Is it capitalizing on an undentified market or industry trend or shift.