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Optimizing Part Of The Selling Function, Sub-Optimizing The Whole

Partners in Excellence

Where product lines are very diverse, with different and unrelated buyers within the account, this issue may not be important (But I’m still driven by my mantra, “It’s our God-given right to 100% share of customer and territory…”). Enter the realm of account management/territory.

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Are “Traditional” Selling Skills Even Relevant Anymore?

Partners in Excellence

This has a number of advantages, skill levels don’t need to be as high, we can leverage role specialization more effectively (creating sales assembly lines with customer widgets passing through each station), and we can effectively leverage all the traditional selling skills.

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Sales Organization Structures for Success: Models, Tips, and Best Practices

Highspot

How you organize your sales team will be determined by the regions you serve, the number of products and services you offer, the size of your sales team, and the size and industry of your customers. There are three main models for sales teams: the assembly line, the pod, and the island. The Assembly Line.

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Customers Aren’t Widgets

Partners in Excellence

However, we are repeatedly see descriptions of selling becoming more like that of a manufacturing line–input a prospect at the beginning of the process, move them step by step through our sales machine, and at the end we spit out a paying customer. The problem is, customers are not widgets. Each individual is different.