Jonathan Farrington
Jonathan Farrington is the CEO of Top Sales World and the editor of Top Sales Magazine. TSW is a unique, international online community dedicated exclusively to the profession of sales, bringing together the industry’s best-known sales experts to provide information in the form of how-to-guides, articles, webinars, podcasts and so much more.
https://topsalesworld.com
The “Business Development Strategy” is used to underpin your main business plan and, essentially, it sets out a standard approach for developing new opportunities – either from within existing accounts, or by proactively targeting brand new potential accounts and then working to close them.
Read MoreIn his book, Fundamentals of Selling, Charles Futrell identifies careful use of selling time as perhaps the distinguishing characteristic of the successful salesperson.
Read MoreIt’s interesting that we regularly read articles or comments about high levels of staff turnover, but it is very rare to discover any commentary about “customer turnover.” It is almost as if it’s a taboo subject; that there is shame or embarrassment attached to it… Why? I suppose it is an admission of failure.
Read MoreLeadership has been defined as “the ability to inspire willing action” Emphasis is placed on the “willing.” But to understand leadership, we need to delve a little deeper than that.
Read MoreAlthough the debate has been raging since someone first sold something to someone else, it is my personal belief that selling is both an art and a science.
Read MoreMajor Account management is not comprised of a single act, but a series of actions which link together to produce a powerful, professional and profitable outcome.
Read MoreTo increase the revenue and margins of an order by selling products and services at a higher price – up-selling – or by selling additional products and services – cross-selling, we must be able to prove to the customer that there is something in it for them. We must show them increased added – value.
Read MoreThe dichotomy facing sales leaders today is how they reconcile the fact that most corporations provide less upfront training for their sales staff than in years past yet attach increasing importance to staff development.
Read MoreEven companies that enjoy the luxury of representing a line of clearly superior products realise that those products will not sell themselves. As a minimum, companies need a sales force comprised of skilled professionals who understand the application of the product range, have an in-depth knowledge of their customer base, market sector and, of course, the competition.
Read MoreBecoming a strategic and consultative Sales Superstar requires significant changes to your “world view” – how you think about yourself, and how you think about your relationships with key stakeholders. You are faced with new ways of thinking, many of which directly challenge what you have been taught and believe.
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