Behaviour change is tricky. We need to work on culture. The language, skills and behaviours we seek to implement will need to be in tune with the environment in which we want to see the change in behaviour implemented.
Fujitsu tell us why IT excellence alone wasn’t enough to build on their success and that “adding value” required high order sales skills as well.
The reasons organisations consider a Key Account Management training implementation is because they see it as a way of increasing revenue, protecting against competitor activity and customer churn. But does it?
There is real evidence that investment in Coaching does improve performance results. However effective coaching requires time, proper investment, and specialist coaching skills. In a two part article Robin shares some of the difficulties and problems which can hinder effective coaching.
King, who is retiring from EY after 35 years with the firm, first came into contact with SPIN® as a training tool in the late 1980s and has been a keen advocate of the Huthwaite International approach ever since.
Too many companies waste too much of their training budgets. In this article Tony looks at why he thinks this is and how organisations can solve the problem in order to get the most out of their training budgets.
In the article, David covers some of the key factors and questions for us to think about.
For those charged with implementing change it can seem easy to say 'we need better training' as though a magic marker can be wielded like a magic wand and all will be well again. But is more training what we really need?
The approaches which have genuine merit tend to a certain rootedness. We may seem more sophisticated but certain truths hold good:
Most people operating in the commercial arena have had good, bad and indifferent experiences of company sales training and it can go wrong for a number of reasons.