• Building an Insight-Led
  Sales and Marketing Strategy

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  When you teach customers something new about their business, you win.

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  The biggest drivers of B2B customer loyalty are suppliers who provide their customers with unique, valuable perspectives on the market. This is a concept that is gaining attention but few sales and marketing organizations know what to do differently as a result.

  Join us for a webinar on 14 September at 9:00 a.m. or 2:00 p.m. to learn how to adapt your sales and marketing strategy to inflect your year-end performance.

• Stop Trying to Delight Your Customers

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  Delighting customers doesn't build loyalty.
  Reducing customers' effort does.

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  How important is customer service to loyalty? Which customer service activities increase loyalty, and which don't? Can companies increase loyalty without raising their customer service operating costs?

  
  

  Read the Article  |  As featured in the Harvard Business Review

  Access the Tool  |  Diagnose your performance on loyalty

• Welcome.

  The Sales, Marketing and Communications Practice is the source of innovative ideas and answers to many of the immediate business problems for over 2800 of your peers worldwide. Whether you are working to overcome business challenges, improve your function's performance, or develop your staff, we help you make faster, better decisions, and execute them to a world class standard.

  Our programs serve both large and midsized organizations across and have programs that provide advisory and implementation support for sales force effectiveness, marketing training, and selling and marketing to small business.

• Managing the Sales Force in the Reset Economy

  Sales heads have focused their managers on being better executors (e.g., enforcing the sales process, pushing existing deals through the pipeline). But that focus is putting growth at risk. Why? Because changes in customer buying behaviors require “deep” listening from reps—and managers prepared to act on that learning—to grow accounts. And here, “executor” managers fall down.

  In contrast, the most progressive Sales heads are growing customer demand by building managers’ innovation skills. Learn More

  Contact us for more information and to inquire about how you can join us as we present this work at our Annual Executive Meeting Series.

• Influencing Stakeholders in a Networked Environment

  Facing an explosion of choice and volume of communication, most Communications heads are responding by pushing more messages through more channels. Despite this effort, few are capturing stakeholders’ attention—much less shaping their opinions. Why? Because communicators are responding to symptoms. The real change is in audience behavior—how people find, consume and share information.

  The best communicators recognize this and are skewing resources to find and tap into natural information flows, reaching audiences on their own terms. Learn More

  Contact us for more information and to inquire about how you can join us as we present this work at our Annual Executive Meeting Series.

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