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Sales most definitely have two sides, and this is also true of accountmanagement. This is also true of accountmanagement. If we didn’t need sales or accountmanagement skills, people would simply buy products or services—which they obviously don’t. They should plan for that existing account.
After years of assessing sales people in all types of industries involved in all kinds of B2B sales with the worlds #1 sales assessment (Objective Management Group Sales Evaluation) I believe I know that the makeup is for someone that can execute what Susan Scott calls ''Fierce Conversations''. Understand how a prospect will decide.
Certainly, if your team already consisted of the right combination of challenger, farmer, hunter, accountmanager, consultative seller, then you wouldn''t be reading this article or series. Understand how a prospect will decide. What needs to be considered is what makes the challenger a challenger?
Selling general managementconsulting services is very complex. We would typically have to jump on an airplane, visit a prospect, spending time bonding, looking at the organization, and framing an engagement. Each project or deal is very different. Customers are different. 15 years ago, 85% of our selling was face to face.
Direct sales reps get comped on the initial sale and hands the customer off to AccountManagement on day one. From there, we recommend talking to your customers and lost prospects to validate. DON’T pit your Direct Sales and AccountManagement/Customer Success teams against each other.
Outside salespeople will usually work from a home or virtual office space and typically serve both as a business development and accountmanagement role. These are not hammered in stone, so be sure to ask hiring managers for specific responsibilities and requirements. What do I mean by that? John Lengyel, Comcast Business.
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