From the NAW Blog

Each of your customers brings value to your business. Some already provide a considerably high value that your business relies on, while others have significant potential that you haven’t fully tapped. Then there are the customers who cost more to serve than they provide in value. The question is: Do you know which customer is which? And are you adjusting your approach accordingly?

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From the NAW Blog

At a recent conference, I noticed that many distributors viewed AI as a purely digital phenomenon and were split on how the technology affected salespeople; either AI did not apply to sales teams, or it was going to replace them entirely. AI does have a big impact on inside sales, but not in either of those ways. It does not replace sales reps, but instead supercharges them. I’ve watched AI-assisted sales reps outperform unsupported reps by a factor of ten, and in this article, I’ll explain how.

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From the NAW Blog

Many distributors are reporting that the Coronavirus crisis is leading to an increase in online ordering and virtual interactions with their customer service reps and inside salespeople. As this trend takes root, it may shift customer interactions away from a distributor’s field salespeople. As a result, salespeople may be defensive or uncomfortable. However, if customer behaviors are changing, there is a huge opportunity for your sales force around creating new value for customers.

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From the NAW Blog

Coronavirus has thoroughly disrupted the sales processes for distributors. Not only have customer demands changed, but the process of selling has also been transformed. Social distancing has forced an accelerated digitization upon distributors. Suddenly, businesses that relied heavily on personal interactions and skilled outside sales reps are unarmed. Meanwhile, inside sales, customer service and e-commerce have become key channels. In this post, I’ll explain how distributors can accelerate the digitization of their sales channels to meet the demands of this new market.

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From the NAW Blog

As distributors rush to put up e-commerce platforms that can sell anywhere and anytime without human interaction, they are reinventing their business as one that is digital, virtual and data-driven. But, like a retail mall decimated by online shopping, distributors have failed to reposition their most crucial core offering. Distributors are inherently local businesses staffed by humans. Distributors can’t win by being what they once were, but they will lose if they do not redefine the value of being local in our disrupted and increasingly digital world.

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From the NAW Blog

AI has automated the fundamental challenge of sales: “knowing your customer.” B2B and B2C sellers are increasing revenue by analyzing data and accurately predicting what customers will buy with AI. However, AI is only as good as the data that feeds it. In this article, I’ll explain how distributors can use intent data to supercharge sales and win the data race.

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From the NAW Blog:

AI knows us better than we know ourselves. Have you ever wondered how different services accurately predict what tv shows, or books, or songs you like? How retail sites find clothes or items that you want to buy even before you know they exist? It’s not magic. It’s just well-executed data analysis. Consumer data reveal preferences and predict likely future outcomes, and when it comes to making sales, there is nothing better than knowing what customers want to buy and putting it in front of them.

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From the NAW Blog:

Over the last many years, distributors have faced down one challenge after another including the emergence of big-box retailers, disintermediation by manufacturers, the financial crisis of 2008 and more. Distribution survived because of the strength of their customer relationships and an ongoing commitment to gain efficiencies by investing in business systems and information technology. Faced with new disruptive threats, this trend is continuing as distributors invest in e-commerce platforms and a wide range of digital tools.

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From the NAW blog:

Distributors must have a strategy for winning in the virtual world by offering differentiated online customer experiences. Today’s distributor webstores do not fit the bill. In most ways, they are imitations of the experience available to customers on virtual marketplaces. Distributors have been told that this is the goal through an oft-repeated mantra — customer expectations forged through consumer buying experiences will migrate to preferences for business buying practices. But why is this true? Is it right for all business customer purchase occasions?

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From Entrepreneur

Hook them, engage them and tell them what you want them to do. READ MORE

From Dave Kahle, Sales Resource Center

The biggest issue in the minds of your customers and prospects is not price, and it’s not value – it is risk. READ MORE

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From Tom Reilly

In the pre-technology days, salespeople relied on old-school methods to keep themselves and their territories organized. There were no cloud calendars, CRM, or sales force automation programs. There were no laptops, PDAs, or smart phones. No electronic alerts.

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From Tom Reilly

Mission-Men-Me

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From Tom Reilly

Imagine a steady flow of new business without peaks or valleys. Imagine the effect on your sales. Imagine the impact on your income.

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From Tom Reilly

Selling is more about solving and serving than providing products to prospects. There are three important questions that salespeople can ask to help customers. In Value-Added Selling, these are called Projective Questions.

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From Reilly Sales Training

During this time of year, we reflect on what really matters in life. We step back from the everyday hustle and bustle and focus on the importance of family, friends, and heavily discounted Black Friday deals.

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From Tom Reilly

"The two most important days in your life are the day you are born and the day you find out why." (Mark Twain)

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From Paul Reilly

In a recent Reilly Sales Training study, we asked salespeople about their personal purchasing behavior.

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From Tom Reilly

The brand of computer I prefer to use comes from Austin, Texas. The brand of motorcycle I prefer to ride comes from Milwaukee, Wisconsin. The brand of beer I prefer to drink comes from St. Louis, Missouri. Okay, with beer, if someone else is buying, I’ll drink their label.

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By Paul Reilly

Here’s a familiar scenario…

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