The sales coaching program was very interactive encouraging discussions for raising different ideas. Discussing best practices (for selling and coaching) and how to apply them was very helpful.”
Goodlife Team Portraits July 2011
The strategy program has really tied lots of loose ends - I think I can do this better than I have been.
Michael McLaughlin
Tying examples to our business situations made the program a success.
Dhruv Bansal
The sales simulation was awesome! Thanks. Excellent class to really bring all our groups together and strategize on a strategic account.
Gives other sales programs a run for its money - best sales course I have ever taken (and there have been many).
person 12
The sales simulation was a great experience. Highly recommend. Took my sales knowledge to the next level. Will help me do my job better! Excellent opportunity to
Tanya Ochoa
Strategy insights – especially for my own accounts. The sales tools helped to visualize a sales strategy.

About us

Sales Momentum works with Fortune 1000 companies to improve sales productivity. Today being good is not good enough. Your sales force must not only be able to sell a competitive advantage; they must be a competitive advantage.

Our sales training programs are built for today’s hypercompetitive marketplace. They are based on the best practices emerging from our thirty plus years of work with the organizations that are getting it right.

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What's new

  • One size does not fit all in major account selling

    Join me as Andy Paul and I discuss the fundamentals of major account selling in today’s market. One size doesn’t fit all in major account selling – listen to a discussion of the fundamentals and why companies should in vet time, effort, and money on sales training. Click here to listen to the blog on Accelerate!

  • Changing Role of Orthopaedic Sales Reps

    ORTHOKNOW (March 2016) shares insights from six experts on how the orthopedic sales rep role is changing – including Richard Ruff. Changing-Role-Rep_ORTHOKNOW_March-2016

  • Sales excellence and the comfort zone freeze
    Sales reps and their comfort zones

    Sales reps and their comfort zones

    Sometimes great short-term sales success can be a bad predictive of future sales excellence.  Let’s look at why that might be and examine the consequences.

    There are a number of market and company-specific reasons why this dilemma tends to materialize at various times.  In most cases when these factors are the source of the problem, sales reps have very limited ability to manage and correct the problem.  However, there is an alternative source of the problem that is directly related to sales reps – and is one they can manage and correct.  It’s all about the “comfort zone freeze.”

    Some sales reps achieve success and avoid failure by sticking to “the tried and true.” They stay in their comfort zone. They don’t, for example, sell the innovative solution because it requires work to get smart about the particulars or because it is risky due to potential “hiccups” in implementation that can’t immediately be solved.

    Another permutation of the “comfort zone freeze” is the sales rep that assumes a cautious attitude simply because it’s safer from a financial perspective – “I’d rather have less of a commission on a sure thing vs. going for a big hit and losing it all.”

    What’s wrong with “tried and true” or a cautious attitude?” Isn’t there a lot to be said for the old axiom – “better safe than sorry?”  But Sales in 2016 is going to be about disruption – which has implications for staying within one’s comfort zone.  Let’s look at two specifics:

    • Markets. Today markets are going through transformational changes.  The healthcare and technology industries are
      The healthcare and technology industries are classic examples. Buyers are changing what they buy, how they buy and what they are willing to pay for it.  And in the future the dust is unlikely to settle and a new steady state is unlikely to emerge.  Instead the new constant is a constant state of change. In such market environments there is limited room for the “tried and true” or cautious attitudes. Doing the same old, same old is not going to carry the day.  If buyers change how they buy, sellers need to change how they sell.  
    • New Products.   Due to market demands and advances in manufacturing technologies, companies will likely double their rate of introducing new products in the next several years compared to their recent past.  New products require sales teams to adjust and adapt their selling skills. The more innovative the product the greater is the need for upgrading.  In some cases it will not be a matter of doing a better job doing what you are dong.  It will require a “horse of a different color.”  It will be about doing something different.

    What are the consequences?  Some will say there are none because this characterization of the future as world of constant change is a story heard many times before that has never produced the projected dire results.  Possible … but the suggested market disruptions look like the real deal.  So if they are, what are the likely consequences of staying within comfort zones?

    • Sales Rep. Sales reps that don’t test the limits, that don’t adapt to changes in the buying environment, that simply limit their aspirations to doing a better job doing what they are doing are likely to leave “money on the table” and limit their long-term performance skill development. They will survive but are unlikely to prosper because they are continuing to repeat the same sales behavior while the buying world around is changing.
    • Companies.  A new set of winners and losers tend to emerge.  Just because you are a market leader does guarantee you will remain at the head of the table.  Such times provide great opportunities for small and nimble companies to make significant competitive gains. The problem for many big companies is doing too little, too late.

    Today, buyers are changing the expectations they have about the people on the other side of the table. They want sales reps who are trusted advisors not product facilitators.  The rep or company that adopts the “let’s just stay the course” approach is likely to continuously erode their competitive advantage.  “Tried and true”and cautious attitude are likely to reemerge as “sorry and sad.”

    If you found this post helpful, you might want to join the conversation and subscribe to the Sales Training Connection.

    ©2016 Sales Momentum, LLC



  • FREE white paper – MedTech Sales

    medtech cover 1This FREE white paper highlights best practices for formulating and executing MedTech sales strategy in hospitals, hospital systems, ACOs, physician practices, and standalone centers to help MedTech companies drive revenue. Download your copy of Getting MedTech Sales Strategy Right now.

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In order to design sales training experiences that make a difference, Sales Momentum partners with other leading sales effectiveness companies.