SBI Growth
JULY 13, 2013
Assessed his sales leadership team and realized he needed to upgrade 3 of his sales directors. Dave worked for Paul from 2002-2008. He wanted his direct reports (Sales Directors) to see how it was done. Injected himself in all deals north of $5M. Dave ran point on all big deals in his previous roles. How could this happen to him?
PartnerTap
FEBRUARY 17, 2021
Nimble, strategic business decisions are only possible when key processes are clearly defined, and senior leadership is actively engaged in Alliance activities. When senior leadership has insight into the inner workings of the partnership, swift decision making is more practical. 5 (Autumn 2002). [2] 1] Banford, Jim.
Account Manager Tips
JULY 22, 2022
Which means the findings are more than just opinion. You can take these to the bank (or at least to your boss). This study is called How Good Are Managers at Evaluating Sales Problems?
Red Star Kim
MAY 11, 2023
Towards the end of the post is a review of a classic brands book “ Brand Leadership” By David A Aaker and Erich Joachimsthaler which I published some time ago. So Davis, Dunn & Aaker proposed the brand touchpoint wheel in their 2002 book – pre-purchase experience, purchase experience and post-purchase experience.
Red Star Kim
JUNE 20, 2022
I qualified as a coach in 2002, having had the great privilege of the late Eric Parsloe (who wrote many books on coaching) as my supervisor. She ran management development and leadership programmes at the BBC before founding a leading coaching consultancy. So here is a book review of Coaching skills: A handbook by Jenny Rogers.
Hubspot Sales
DECEMBER 14, 2018
If you associate craft chocolate with long beards, serious stares, and masculine aesthetics, you aren't alone -- especially if you were part of the chocolate industry in 2002, like Jean Thompson was. The answer was simple: previous leadership hadn't understood how to merchandise to women. "I
AchieveIt
MAY 31, 2024
One example is when Hewlett Packard (HP) merged with Compaq in 2002. Perhaps the trickiest part of all of this for leadership is that you may not know if there is cultural misalignment until after the merger or acquisition is complete. The leadership team needs to truly listen to all parties and stakeholders involved.
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