# 8 65% of sales reps can’t find content to send to prospects
Communication between sales and marketing is so important—it’s a main component of sales enablement. Marketing templates and documents need to be easily accessible and customizable.
Salespeople I listen to salespeople who regularly show their resistance to ongoing communication with prospects and clients as “What am I going to say or send them? The marketing department manages email blasts….” In a time when retail showrooms need to generate 30% of their revenue through outreach actions (versus waiting for the door to swing or the phone to ring), this IS an area that can use assistance from the marketing department about how to construct communications that align with the company message, graphics and images that need to be consistent with the aesthetic and language of the company, follow up communication templates that support showroom promotions or services. And these actions need to be taught…they fall prey to being directed without training, and then are expected to be executed but don’t happen.
Sales Managers In short, what I mentioned about salespeople needs to be managed by their sales manager. BE the assistance they need in creation and execution. They really don’t know how to do this – they aren’t just being resistant or lazy. Help them be good at an area they weren’t originally hired to do.
Hi everyone…. This is my second in this series of posts. I am taking apart and talking about a data set that HubSpot published in 2018 on Sales Enablement Statistics. These are great bits of information for salespeople and sales managers to … Continue reading →
I once had a customer who was a bit of a maverick in his marketplace and in the industry. He has since passed away, but Chuck Forcey was a character. When he was in the military, he flew planes and was on an elite fighter team…and he brought his irreverent ways with him.
Fortunately, he had a commander who was tougher and more focused than Chuck was and while he respected and appreciated what Chuck brought to the team, he refused to let the team be defined by one of its members. To address a particularly aberrant behavior, the commander pulled Chuck aside and told him: “You are a valued member of this team…and you will have a place on this team as long as your contribution exceeds your aggravation…and not a moment longer.” I LOVE that measure of relationships … and don’t we all use something like that, even if it’s not as clearly stated? Think about it as you evaluate design project clients, hire new associates, work for rogue employers…and maybe closer to home, too.