sales knowledge management

I think we all acknowledge that traditional training – typically a day or two scattered around the year on almost random, standalone topics – does not yield results. Yet common ground is hard to find on any precise nature of a preferable on-going model. My personal approach is to deploy a recording

Imagine this scenario. You meet someone involved in sales management. Their current gripe does indeed appear to render them unusually grumpy. They instituted a kind of wiki. The idea was that the sales people in the field would create and add to the collective knowledge of the team by sharing

I experienced the disarming event of being ‘flamed’ the other day. As I felt sure that the flamer could perhaps modify their stance upon a moment’s reflection, I sent a courteous and considered response. The episode prompted me to look up their website, and I found a tasty morsel

I recently read a frustratingly impenetrable article [http://www.strategy-business.com/press/article/08407?gko=31376] which had piqued my interest through its broken promise to provide insight from the doyen of knowledge management, Ikujiro Nonaka. Every single salesteam I encounter struggles with how to unlock the nous of their

From the blog of a London Business School strategy prof, I happened across an explanation of how people become seen as beacons of killer info [http://freekvermeulen.blogspot.com/2009/01/information-overload-and-how-to-deal.html] .  When I deliver solutions aimed at spreading best-practice throughout each nook and cranny of a salesteam, the

Here’s a tale from a successful small software house.  They’ve around 200 customers, and operate on three continents.  When making first appointments on the phone, conducting them in person, and responding after by mail, they like to use quotes their customers give them, saying how wonderful they are.