You can have a Facebook page, a Twitter account, and even a LinkedIn business profile, but there’s no point in running a social media campaign if it’s not designed to drive leads to your business. Learn more in the eBook.Download now!
While Amazon's Prime Day wasn't a bust financially, it certainly was a failure in the popular imagination. The company's made-up holiday was designed to boost sales during a typically flagging time of year and try to get people signed up for Amazon Prime accounts. It seems to have been a success in a business sense, with merchants reporting a boost in sales (the company isn't releasing exact numbers), but it received a pretty harsh drubbing on social media, as the complaints and issues around the event coalesced around the hashtag #PrimeDayFail.
Pay-for-performance provides a carrot and a stick. The Wells Fargo lawsuit illustrates just how dysfunctional sales behavior becomes when executives are misinformed or misguided on how to use the tools, and when corporate governance has fallen asleep at the controls, or chooses to look the other way. Two questions must continually be asked and answered: how will pay-for-performance programs work for achieving strategy, and how will employees and customers respond?
Running a business? Want to generate more revenues? Leads are exactly what you need. Only then you can pursue those to convert them into your customers. But how can you do that? Are you using LinkedIn for your business? It is undoubtedly one of the best professional networks available.
SaaS sales teams, these are the five definitive blogs from which to draw high-level, helpful SaaS sales content. They helped us achieve double-digit month-over-month revenue growth, and they can help you, too.
Recently I set out to collect compelling, action-able, and downright jaw-dropping stats about digital marketing. But instead of just dumping them all onto the screen and letting you sort through them like some disorganized yard sale, I tried to corral these facts. I connected them to big-picture takeaways that will hopefully reassure your digital marketing strategy, or provide a persuasive argument for changing course to achieve better results.
Business-to-Business thrives on the simple basic principle of buying and selling. With all the hoopla over the past few years regarding digital technologies and social media, it is easy to lose sight of this most basic principle, which has existed for centuries. The impact of digital and social technologies on the nature of buying and selling, however, cannot be understated. They have changed how businesses interact and engage in the acts of buying and selling.
Focusing on conversions is always easier said than done. There are so many to focus on, so how do you pick the ones that are really important for you. One approach I use is to bucket conversion in four types (and of course as the good consultant I am, I made a quadrant for you to show how). One is not better than the other, you need them all four in the end. Though at least this gives me an indication on what is working and where gaps might be.
How much content do we need to produce before we can just get started? What pieces do I have to create to make this work? And when will I start to see traction on all of this content? These are some of the most common questions I hear when speaking with folks about planning a demand generation-focused marketing approach that is anchored by content.
As a sales coach, trainer, and consultant, I hear a lot of well-intentioned advice about what it takes to sell to senior B2B buyers today. Some of it is great. Some of it is mediocre. And unfortunately, some of it is completely off the mark. Here are five things most buyers wish they could say to sellers – and ways you, as a seller, can stand out from the rest of the pack.
A webinar promotion popped into my social feed this past week asking the question, “Who owns social selling?” It went on to give the case for ‘sales’ and ‘marketing.’ Turns out that it’s neither … apparently it’s a partnership! Really? It takes a webinar to bottom that one out? But what about support, account management, professional services, finance? The list of departments that have a level of engagement with a prospect or customer is extensive. How do they fit into the ‘owning’ spectrum?