Employees leaving the company can greatly affect a company's ability in generating good business leads. In this type of business, consistency is the key. Training new people to make up for the gap created by leaving old employees is not enough. For the sake of getting results done, like in getting your B2B leads, you have to keep your best employees.

So what's the easiest way to evaluate (and train and improve) your inside sales reps? Just ask Phil Emery. He'll tell you, "it's all on tape..."

I issued customers on my list a plastic buying card. It clearly stated on the back of the card that it was a buying card which entitled the named holder Preferred Credit Privileges. No one ever questioned that the plastic buying card was not a real credit card. I discovered when the customer is connected to your business they purchase more products and services more often.

Having and following a defined process allows a company to sometimes outwait and outwit the sales team's natural resistance to change and provides the environment where the new platform truly can transform the culture.

Who talks to your customers more than you do? Who knows what will most satisfy your customers? Who knows what will attract customers to your business? Your Staff!! How would you like to increase your sales 20% to 30%? EMPLOYEE SUGGESTIONS WILL MAKE YOU MONEY!

Today as you face a day of cold calling or prospecting, I hope that you, too, remember the crucial lesson I learned all those years ago. That no matter how discouraged you get when cold calling or prospecting, never give up - because the very next phone call you make can change your day, or your career.

There is obviously a lot that goes into building this kind of structure, but it's well worth the time and effort. In fact, according toCSOInsights.com, sales teams that have and follow a "Defined Sales Process" average more than 33% in production and revenue than sales teams that don't. 33% - now that's significant! Just ask yourself how muchthat would mean to you and your company's bottom line.

Salespeople often allow popular to win versus right. For example, it is time for an account review, a manager inserts himself into the process and informs the salesperson of what is going to be done in that meeting. The salesperson listens to the strategy and knows that it is not right for the account. However, the sales person says nothing to the manager.

Sales people invest their time on activities that drive their compensation. Plain and simple. The thought that sales people will actively and consistently perform activities that are not in their best financial interests is naive. What if the Management Behavioral Objective concept was applied to sales compensation? What if you created a Sales Behavioral Objective?

As a manager you need to know exactly what and how your reps are responding and dealing with their prospects and clients while the sale is going on. It isn't the activity around the sale that's important, but rather, it's the activity during the sale that matters.