A continuación, te explicamos cómo puedes descubrir las razones subyacentes de los fracasos en las ventas.

Uncovering the underlying reasons behind sales failures involves a thorough analysis of your sales process. + Start by gathering feedback from your sales team and customers to identify common obstacles + Analyze sales data to spot trends and patterns + Look into factors such as market conditions, competition, and product positioning + Conducting regular reviews and staying open to feedback will help you pinpoint issues and develop strategies to address them, ultimately improving your sales performance. If you have any additional thoughts or contributions, please reply to this comment. I always appreciate and look forward to hearing more from you. Thank you!

Data has been the cornerstone of my career, and I firmly believe that pragmatic analysis and data-based decisions are the most accurate predictors of success. Establishing clear metrics and KPIs, consistently tracking them, and maintaining open communication with stakeholders are crucial. It's important to share clear messages and have immediate action plans ready. Whether through regular reports or ad hoc analysis, Business Intelligence teams play a critical role in understanding the business so they spot inconsistencies quickly, raise the alarm, and ensure the insights lead to actionable changes.

The first step in uncovering the reasons behind sales failures is to gather data and analyze it. This includes looking at sales reports, customer feedback, and market trends. By examining this data, you can identify patterns and pinpoint specific areas where your sales may be lacking. For example, if you notice a decrease in sales in a particular product or service, you can investigate further to determine the possible cause.

Top reasons are: 1. Your product was not as fit as your competitors 2. You were not connected well enough to the decision maker 3. You did not make enough concessions to win the deal That's it - now you need to find out which one out of the 3 your lost deal falls into Don't look into the data, just ask the client - each one of them - and do a post-mortem debrief

You can always use your data to tell a story. Is it performance related for exisiting clients? Make sure you have a client success team that checks in throughout the campaign so that you don't have to wait until the campaign has ended to find out that something isn't working. Is it a closing ratio? Find out how many deals your AEs typically average a quarter and understand how they're following up with their clients. I make sure to book campaign performance and renewal calls prior to a campaign ending to make sure we're primed for renewal. My manager will join on calls if support is needed or to expand on a bigger pitch such as integrating new tech to help understand attribution.

In the game of sales, understanding your playing field is critical. Actively seeking feedback from customers and team members is a key strategy that separates high performers from the rest. "If you want to compete in B2B sales today... you have a competitive disadvantage without feedback." Insights from those on the front lines and our clients illuminate obstacles and opportunities alike, enabling us to refine tactics and strategies continuously. Let’s harness this collective intelligence to streamline our approach and secure those crucial decision-maker meetings. Together, we can transform sales performance.

Coletar feedback dos clientes é a melhor estratégia para descobrir o que está acontecendo. Tentar imaginar porque estão ocorrendo as falhas não funciona, porque ninguém melhor que os clientes para relatar quais são as falhas que eles estaão percebendo.

Feedback is a goldmine for insights. To truly understand what's driving your sales outcomes, actively seek input from both customers and your sales team. Customers can pinpoint what's working and what's not, giving you a clear view of product/service effectiveness. Meanwhile, your sales reps, who are on the front lines, can highlight obstacles and opportunities you might miss. This two-way communication bridges the gap that data alone can't cover, providing a comprehensive understanding of the challenges and opportunities ahead.

Understanding the human dimension of sales failures necessitates gathering feedback from various sources. Soliciting input from the sales team offers their perspective on challenges encountered. Regular surveys and interviews provide detailed insights. Customer feedback is equally crucial. Engaging with customers who haven't converted helps understand their reasons for non-purchase. Post-interaction surveys, social listening, and customer reviews are valuable tools for collecting this data. Feedback from other departments (marketing, customer service) adds context. For example, marketing-generated leads that aren't high-quality can inform marketing strategy refinement.

La información de los clientes y del personal de primera línea tiene una importancia especialmente relevante, ya que nos va a dar conocimiento de ciertos aspectos, sensaciones, tendencias, experiencias etc, que no están en los datos. La información cualitativa también es muy relevante. Por ejemplo, si el proceso de compras es muy farragoso, los datos nos darán las tasas de abandono, pero la explicación a la misma.

Reviewing and refining our sales processes ensures we don't just play the game, we set up to win it. "If you want to compete in B2B sales today... you have a competitive disadvantage without a streamlined process." A well-defined and consistently executed strategy minimizes confusion and maximizes effectiveness—from lead generation to closing the deal. Let's ensure our teams are trained to execute flawlessly, reducing risks and enhancing our chances to reach decision-makers effectively. Together, we turn opportunities into victories.

Like most other business disciplines, sales failures require a root cause analysis. Some places to look: - Get feedback from the team and then the individual members. - Step through each stage of the pipeline and see if prospects are spending an unusually long time in any of them. - If possible, talk with customers who did not buy to find out why. - Make sure your sales training program is consistent and effective. - Review KPIs to make sure they reflect what is really needed to move the needle. - Don't forget the product, either. Is it what customers want? Is it priced correctly? You should have some insights after this analysis.

To win in B2B sales, refining our sales processes is crucial. Without a streamlined approach, you’re at a competitive disadvantage. A clear, well-executed strategy reduces confusion and boosts effectiveness, from generating leads to closing deals. Let’s ensure our teams are trained for flawless execution to enhance our chances of success. Together, we can turn opportunities into victories.

Examining sales processes is essential for uncovering inefficiencies and roadblocks that impede performance. Mapping the entire sales process, from lead generation to deal closure, helps identify bottlenecks or stages where leads are lost. Evaluating alignment with best practices and a customer-centric approach is crucial. Assessing the effectiveness and up-to-dateness of sales tools and technologies is equally important. An underutilized or non-functional CRM system, for instance, can hinder sales team productivity. Examining handoff points between teams (marketing to sales, sales to customer service) ensures seamless transitions.

Conduct a post mortem after a sale or in my case a digital campaign to understand the following: - what went well - what didn't - what we should keep in terms of process and what to discard - what we can improve for next time It's a good process to keep things healthy for your team and your clients.

It's important to keep an eye on every step in the sales process. Track each stage, from first contact to closing the deal, and see where potential customers are dropping off. Use CRM tools to collect data and look for patterns, like poor follow-up or bad communication. Regularly review this information with your team to spot problems and areas to improve. By closely watching each step, you can find the root causes of failures and make the needed changes to boost your sales.

This is a big one! Know what your competitors are doing and get inspired to make changes. You don't have to copy what your competitors are doing but it's good to see if they have an edge over you. You can then pivot your sales strategy, your product offering. Sometimes it's just a tiny tweak such as the tooling you're using that can make a big impact. Competition can be internal as well. You may have two skilled sellers but one is struggling with renewals. An example of this was for sales process such as follow ups. We use Chorus to record our calls and we noticed that the AE doing extremely well promised a follow up and would summarize their meetings with their client right away. This record included goals for reference.

Hay determinados sectores en los que seguir a la competencia es crucial, una acción de marketing, un lanzamiento o un cambio de precios, te pueden hundir las ventas. En la gestión de canales es especialmente relevante, ya que en muchas ocasiones puede sustituir tu producto en el mismo. Conocer la forma de proceder del competidor, los recursos con los que cuenta, cómo aplica sus políticas y monitorizar sus movimientos es muy interesante.

In order to properly scout your competition there are a few techniques I've used over my career. You need to put on the shoes of a customer of theirs and walk through their sales journey. Spend time on their website going through their product pages, interacting with their chatbot, ask questions to their customer service dept, and in some cases I've even purchased their products to get the full experience. Sign up for their newsletter with your personal email address, and become their customer.

Monitoring competitors helps marketing teams stay informed about industry trends, adapt strategies, and identify competitive advantages, ensuring a proactive approach in the market. keeping an eye on your competitors' activities, you can learn from their wins and losses, develop foolproof strategies, better position your products and differentiate your brand. For example, you might anticipate a new product launch or business merger before it actually happens.

Evaluating and bolstering our team's training is not just an option—it's essential. "If you want to compete in B2B sales today... you have a competitive disadvantage without ongoing development." Ensuring our sales force is equipped with the latest techniques and knowledge helps us engage effectively and close deals. Remember, strategy sets you up for the game, but it's the continuous improvement in tactics that clinches the win.

La capacitación de los equipos de ventas es clave, deben de conocer bien nuestro producto y el de la competencia, saber mostrarlo en término de beneficios, de forma que hagan que los propios clientes los descubran e inicien la compra. La formación en técnicas de venta, digitalización, manejo de herramientas etc es vital también hoy.

Investing in sales training is an investment in your team's future success. It equips them with the knowledge, skills, and tools they need to excel in their roles. Effective sales training can transform average performers into top performers, boost morale and motivation, and ultimately drive sales and revenue growt

One key approach is to reflect on the goals and expectations set for your sales team. Start by critically evaluating whether the targets are realistic and attainable. Goals that are too high can lead to burnout and decreased morale, while those that are too low may fail to motivate and challenge the team. Striking a balance is crucial; set ambitious yet achievable goals that push your team to excel while providing the support they need to succeed.

Who is setting the goals for your sales team? You the sales manager or the sales exec? As an exercise, ask your sales team to set their own goals for the quarter. Give them guidelines that include more than just numbers but also personal and professional ones like how many new ket decisions makers they add to their newsletter, or taking an online course on optimizing CRM and other tools. Then you do the same for each one and at the end of the exercise compare and analyze them against your own. Follow this with one-on-one meetings with each rep to finalize collaborative goals.

Communication with the team as well as making certain you take the time to roll up your sleeves and get in there with them. To know what can be achieved one must know what is truly possible. Teams can sometimes be reluctant to let their leader down so they may say yes to a time line when it really is not realistic. I think we all agree it is important to set up for success not failure. Being a leader that the team trusts will help them to be honest with what is realistic and attainable.

As the saying goes, the problem is rarely the problem, the response to the problem is usually the problem. This is true in part due to the real source of the issue often going unidentified. Identifying root causes of issues is crucial to truly solving problems, otherwise you end up spending time and energy solving the symptoms rather than the issue itself. In my experience, most problems can be solved at the root by asking the right people the right questions. You may not like what you hear, but be brave enough to find out from those closest to the problem and listen to what they have to say.

A. Check the product quality first When I was with one of the MNC, product quality of providing iodine tube was not good B. Check market demands: for one of the new launches(retail push brands) 10+3 scheme was available at stockist level, same product at higher cost without any scheme was launched, IT Failed..! Rest all major points are covered above

Muito se fala em treinamento, feedback, processo, concorrência e pouco se fala no que está por trás de tudo isso. Nossos resultados são a soma das nossas ações, mas ações executadas com insegurança, medo, ansiedade, dificilmente terão os resultados esperados. Pouco se fala de inteligência emocional para vendedores, quando o resultado não vem. Ninguém performa abaixo da capacidade de propósito. Por que esse vendedor não está conseguindo entregar o resultado? Tenho certeza que ele gostaria e inlcusive pode estar precisando de mais dinheiro. O que tem impedido ele? Conversas francas e relacionamento profundo com os liderados vão te aproximar das verdadeiras causas. Talvez os líderes sejam parte do problema.