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	  		<link>http://www.esresearch.com</link>
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	  		<language>en-us</language>
	  		<copyright>Copyright 2012 ES Research Group, Inc.</copyright>
	  		<pubDate>Thu, 02 Feb 2012 11:51:03 -0600</pubDate>
	  		<lastBuildDate>Thu, 02 Feb 2012 11:51:03 -0600</lastBuildDate>
	  		<atom:link href="http://www.esresearch.com/e/rss_feeds/es_research_group.xml" rel="self" type="application/rss+xml" />			<item>
			  <title>Strategic Account Management, Part II - SAM Training Versus Sales Training</title>
			  <link>http://www.esresearch.com/e/home/document.php?dA=ESR_Strategic_Account_Management_2</link>
			  <description>
			  <![CDATA[
				Summary: Strategic account management (SAM) training is fundamentally different from sales training. Sales managers who are interested in training their sales forces for strategic account management should be ready to take a highly consultative approach toward planning, executing, and measuring the SAM initiative.
Before launching a SAM training initiative, you must first examine, define, and if necessary, modify your value proposition to customers to be the most accurate and deliverable.
There are very few &ldquo;out-of-the-box&rdquo; SAM training approaches, and the approach offered by many traditional sales trainers often fails to offer the flexibility and range of approaches demanded by an effective SAM program.
For SAM training, ESR recommends an outside provider with a strong business consulting capability. The pool of training providers with deep SAM experience is relatively small.
Strategic Account Management, Part II &ndash; SAM Training vs. Sales Trainig highlights the top line approaches of three leading providers in SAM training; all are experienced with understanding requirements, designing, building, delivering, reinforcing, and measuring training programming and methodology to help with the successful execution of a complex training program. They can also offer an understanding of why your company may want SAM training and what is to be accomplished for your business through SAM.
The training providers covered in this report include Performance Methods International (PMI), Mercuri International, and Revenue Storm Corp. Performance Methods, Inc., Revenue Storm, and Mercuri International.
This document is 4 pages and has a security watermark on each page of the downloadable PDF.

			  ]]>
			  </description> <pubDate>Wed, 22 Jun 2011 00:00:00 -0500</pubDate>
			  <guid>http://www.esresearch.com/e/home/document.php?dA=ESR_Strategic_Account_Management_2</guid>
			  </item>			<item>
			  <title>Strategic Account Management, Part I - Opportunity and Challenge</title>
			  <link>http://www.esresearch.com/e/home/document.php?dA=ESR_Strategic_Account_Management_1</link>
			  <description>
			  <![CDATA[
				Summary: For many companies, strategic account management offers a clear pathway to sustainable growth and competitiveness through enhanced engagement with key customers.
Most companies reach a stage of development when effective sales practices have brought the company to a threshold in revenue, growth rate, and customer base. Executives begin to ask, &ldquo;How do we take our company to the next level?&rdquo; and &ldquo;What strategic moves will bring about revenue sustainability and higher margins into the future?&rdquo;
Strategic account management is the coordinated practice of identifying select strategic customers, gaining a deep understanding of their business needs, and then orienting your company&rsquo;s functions, operations, and even structure to serve the customers&rsquo; end goals. In latter stages the knowledge and intelligence gained through that process can be used to improve strategic decision making. The company becomes more competitive. Pathways for sustainable future growth begin to emerge.
SAM occurs outside of the normal sales cycle and has many variations and degrees of sophistication. Sales forces taking the first steps into consultative selling, increased customer intimacy, analysis of customer needs, building trust, and the coordination of various functions (marketing, product development, finance, or service delivery, for example) to serve customer needs are moving toward SAM. For the SAM approach to be most effective, management up to and including the CEO and Board of Directors must acknowledge the initiative and support the changes that will occur.
When implemented as a corporate-wide initiative, SAM can help your company adapt more effectively to changing conditions and become more competitive, sustainable, and profitable in the long term.
Mentioned in this ESR/Brief are: Performance Methods, Inc. and Revenue Storm.
This document is 6 pages and has a security watermark on each page of the downloadable PDF.

			  ]]>
			  </description> <pubDate>Tue, 26 Apr 2011 00:00:00 -0500</pubDate>
			  <guid>http://www.esresearch.com/e/home/document.php?dA=ESR_Strategic_Account_Management_1</guid>
			  </item>			<item>
			  <title>Martyn Lewis and Dave Stein Discuss Virtual Sales Training</title>
			  <link>http://www.esresearch.com/e/home/document.php?dA=Martyn_Lewis_1</link>
			  <description>
			  <![CDATA[
				Summary: 3g Selling CEO and Founder, Martyn Lewis, Joins Dave Stein for a Discussion About Virtual Sales Training.

			  ]]>
			  </description> <pubDate>Tue, 22 Mar 2011 00:00:00 -0500</pubDate>
			  <guid>http://www.esresearch.com/e/home/document.php?dA=Martyn_Lewis_1</guid>
			  </item>			<item>
			  <title>Strategic Negotiation for Salespeople and Account Managers --  Avoiding the Price Trap</title>
			  <link>http://www.esresearch.com/e/home/document.php?dA=ESR_Strategic_Negotiation_1</link>
			  <description>
			  <![CDATA[
				Summary: The processes of buying, selling, and negotiating have undergone significant changes over time. As a result, the practice of strategic negotiation has become a primary activity for B2B salespeople and account managers.
Salespeople and their organizations can no longer afford to view negotiation as a singular event that occurs at the end of the sales process. Strategic Negotiation for Salespeople and Account Managers: Avoiding the Price Trap outlines the benefits of treating negotiation as a systematic, organizational process that occurs at almost every stage of interaction with a customer.
Mentioned in this ESR/Brief are: Huthwaite, Bay Group International, and Think! Inc.
This document is 10 pages and has a security watermark on each page of the downloadable PDF.
&nbsp;

			  ]]>
			  </description> <pubDate>Tue, 22 Mar 2011 00:00:00 -0500</pubDate>
			  <guid>http://www.esresearch.com/e/home/document.php?dA=ESR_Strategic_Negotiation_1</guid>
			  </item>			<item>
			  <title>Four Leading Success Indicators</title>
			  <link>http://www.esresearch.com/e/home/document.php?dA=Leading_Success_Indicators_1</link>
			  <description>
			  <![CDATA[
				Summary: Making a change to your sales force business practices through a performance improvement program does not automatically guarantee a successful outcome. Planning any performance improvement intervention, such as a training program, means you must first define your requirements. In defining those requirements, you need to identify your goals, your baseline metrics, and some key leading indicators.

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			  </description> <pubDate>Tue, 22 Feb 2011 00:00:00 -0600</pubDate>
			  <guid>http://www.esresearch.com/e/home/document.php?dA=Leading_Success_Indicators_1</guid>
			  </item>			<item>
			  <title>Culture Trumps Bottom Up or Top Down Change</title>
			  <link>http://www.esresearch.com/e/home/document.php?dA=ESR_Culture_1</link>
			  <description>
			  <![CDATA[
				Summary: Leadership does not drive change; people do. Your organization&rsquo;s ability to change and its strategy for moving forward are dictated by operational units and employees, not your leadership. Culture dictates the required speed, focused intensity, and force you will need to succeed. Embedding change is what matters; groups accomplish this by owning their own futures.

			  ]]>
			  </description> <pubDate>Tue, 22 Feb 2011 00:00:00 -0600</pubDate>
			  <guid>http://www.esresearch.com/e/home/document.php?dA=ESR_Culture_1</guid>
			  </item>			<item>
			  <title>Hiring: A Core Process You Must Perfect</title>
			  <link>http://www.esresearch.com/e/home/document.php?dA=ESR_Hiring_2</link>
			  <description>
			  <![CDATA[
				Summary: Some sales leaders have told us that the Pareto Principle works fine for them: 20% of the sales team brings in 80% of their revenue. ESR believes they are missing out&mdash;on maximum margins, competitive advantage and the other benefits derived from having a unified sales team that consistently delivers, even as buying environments change.
ESR&rsquo;s ongoing research reveals that investing in sales processes, training, attractive compensation plans, technology, marketing support, and strong products and services to sell will not do much for you unless you are building on a solid foundation comprised of a team of highly qualified and skilled sales professionals.
We estimate that, depending on the industry, somewhere between 20% and 33% of salespeople do not have the capabilities to be successful at their jobs. Mis-hiring is therefore an epidemic.

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			  </description> <pubDate>Mon, 21 Feb 2011 00:00:00 -0600</pubDate>
			  <guid>http://www.esresearch.com/e/home/document.php?dA=ESR_Hiring_2</guid>
			  </item>			<item>
			  <title>Psychometric Testing in the Sales Hiring Process – Guidelines for Implementation</title>
			  <link>http://www.esresearch.com/e/home/document.php?dA=ESR_Psychometric_Testing_1</link>
			  <description>
			  <![CDATA[
				Summary: Too often sales executives find that newly hired sales professionals do not possess the particular traits needed for the jobs they were hired to do. ES Research Group estimates that this happens 25-33 percent of the time. In all cases, those salespeople endured or even thrived throughout a rigorous interview process, and in most, they underwent specific skills training after they began at their jobs.
If underperforming salespeople went through interviews and completed specific job training and yet still lack traits need to achieve results, where is the gap?
ES Research Group believes one missing link is to test the candidate using a scientifically rigorous psychometric instrument that is directly connected to the candidate&rsquo;s specific job profile.
Mentioned in this Brief are The Complex Sale, Inc., Miller Heiman, Revenue Storm Corporation, The Brooks Group, Kurlan and Associates, The Richardson Company, and PI Worldwide.

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			  </description> <pubDate>Mon, 21 Feb 2011 00:00:00 -0600</pubDate>
			  <guid>http://www.esresearch.com/e/home/document.php?dA=ESR_Psychometric_Testing_1</guid>
			  </item>			<item>
			  <title>PR Newswire SVP Bob Seiler Joins Dave Stein for a Discussion About PRN, Miller Heiman, and Challenges for Sales Leaders</title>
			  <link>http://www.esresearch.com/e/home/document.php?dA=Bob_Seiler_1</link>
			  <description>
			  <![CDATA[
				Summary: PR&nbsp;Newswire SVP Bob Seiler joins Dave Stein for a discussion about PRN,  their sales performance improvement initiative with Miller Heiman, and  challenges for sales leaders.
&nbsp;

			  ]]>
			  </description> <pubDate>Fri, 04 Feb 2011 00:00:00 -0600</pubDate>
			  <guid>http://www.esresearch.com/e/home/document.php?dA=Bob_Seiler_1</guid>
			  </item>			<item>
			  <title>Dave Stein and Mike Bosworth Talk About  an Untapped Capability in B2B sales.</title>
			  <link>http://www.esresearch.com/e/home/document.php?dA=Mike_Bosworth_1</link>
			  <description>
			  <![CDATA[
				Summary: Dave Stein and sales training industry legend, Mike Bosworth, talk about storytelling as an untapped capability in B2B sales.
&nbsp;

			  ]]>
			  </description> <pubDate>Mon, 04 Oct 2010 00:00:00 -0500</pubDate>
			  <guid>http://www.esresearch.com/e/home/document.php?dA=Mike_Bosworth_1</guid>
			  </item>			<item>
			  <title>The TAS Group's Dealmaker 7</title>
			  <link>http://www.esresearch.com/e/home/document.php?dA=The_TAS_Group_DM7</link>
			  <description>
			  <![CDATA[
				Summary: The TAS Group is a different sales performance improvement company.  With the solid foundation of a world-class selling methodology, The TAS Group has invested heavily during the past five years on the ongoing development of sales process automation software.  That investment has paid off, keeping TTG in the lead for sales organizations seeking to leverage technology to its fullest.&nbsp;
This document is four pages long and discusses The TAS Group's two new products: Pulse and Coach Me.&nbsp;

			  ]]>
			  </description> <pubDate>Tue, 15 Jun 2010 00:00:00 -0500</pubDate>
			  <guid>http://www.esresearch.com/e/home/document.php?dA=The_TAS_Group_DM7</guid>
			  </item>			<item>
			  <title>Richardson's Technology-Enabled Selling and Learning Offering</title>
			  <link>http://www.esresearch.com/e/home/document.php?dA=Richardson_SCP_1</link>
			  <description>
			  <![CDATA[
				Summary: Richardson isn&rsquo;t the only sales training vendor to use the White Springs technology platform to support learning and selling for the sales rep. The difference is, they&rsquo;ve taken it considerably further than most.&nbsp; Mentioned in this brief are Miller Heiman and The TAS Group.

			  ]]>
			  </description> <pubDate>Tue, 15 Dec 2009 00:00:00 -0600</pubDate>
			  <guid>http://www.esresearch.com/e/home/document.php?dA=Richardson_SCP_1</guid>
			  </item>			<item>
			  <title>Three Sales Thought Leaders from SPI</title>
			  <link>http://www.esresearch.com/e/home/document.php?dA=spi_1</link>
			  <description>
			  <![CDATA[
				Summary: Dave Stein, Keith Eades, Robert Kear and Tim Sullivan of Sales Performance International discuss, among other things, customer buying patterns, Sales 2.0, 12 critical selling competencies, and the Solution Selling approach.
&nbsp;

			  ]]>
			  </description> <pubDate>Tue, 15 Sep 2009 00:00:00 -0500</pubDate>
			  <guid>http://www.esresearch.com/e/home/document.php?dA=spi_1</guid>
			  </item>			<item>
			  <title>Mike Rohan (President) and Bob James (Executive Instructor) of Executive Conversation</title>
			  <link>http://www.esresearch.com/e/home/document.php?dA=rohan_james_1</link>
			  <description>
			  <![CDATA[
				Summary: Dave Stein, Mike Rohan and Bob James of&nbsp;Executive Conversation&nbsp;discuss, among other things, gaining and maintaining access to the executive suite.
Worth its weight in gold is Bob's description of how he, a former C-level executive, looks at sales people, ROIs and business acumen.

			  ]]>
			  </description> <pubDate>Tue, 01 Sep 2009 00:00:00 -0500</pubDate>
			  <guid>http://www.esresearch.com/e/home/document.php?dA=rohan_james_1</guid>
			  </item>			<item>
			  <title>Miller Heiman Sales Access Manager</title>
			  <link>http://www.esresearch.com/e/home/document.php?dA=Miller_Heiman_Sales_Access_Manager_1</link>
			  <description>
			  <![CDATA[
				Summary: The sales effectiveness companies that offer technology-enabled learning and selling tools are moving in the right direction for their clients. Miller Heiman is one of those companies.&nbsp; Mentioned in this ESR/Brief are Revenue Storm, Richardson, Holden, Huthwaite, SPI, The Complex Sale, and The TAS Group.
The PDF of this report is 3 pages in length.&nbsp;
The downloaded PDF is security protected with your email address as a watermark.

			  ]]>
			  </description> <pubDate>Wed, 24 Jun 2009 00:00:00 -0500</pubDate>
			  <guid>http://www.esresearch.com/e/home/document.php?dA=Miller_Heiman_Sales_Access_Manager_1</guid>
			  </item>			<item>
			  <title>Kadient --  A Helping Hand in Sales Process</title>
			  <link>http://www.esresearch.com/e/home/document.php?dA=Kadient_1</link>
			  <description>
			  <![CDATA[
				Summary: Kadient is a technology company focused on sales enablement. Where all but five or six training companies leave off Kadient picks up, with technologies that make adapting to process easier.
Although Kadient can help many companies with the deployment of process, it isn't for everyone.
The PDF of this report is 3 pages in length.&nbsp;
The downloaded PDF is security protected with your email address as a watermark.

			  ]]>
			  </description> <pubDate>Tue, 19 May 2009 00:00:00 -0500</pubDate>
			  <guid>http://www.esresearch.com/e/home/document.php?dA=Kadient_1</guid>
			  </item>			<item>
			  <title>Survey Results: Do The New Social Media Enable B2B Selling?</title>
			  <link>http://www.esresearch.com/e/home/document.php?dA=Social_Media_Survey_1</link>
			  <description>
			  <![CDATA[
				Summary: With assistance from The TAS Group, ESR surveyed nearly 400 users of the following technologies to determine the effects that these new technologies in helping them win B2B sales opportunities:

    Jigsaw
    LinkedIn
    Twitter
    Plaxo
    Facebook
    Hoover's or OneSource.

&nbsp;
This report is 11 pages and includes seven color graphs.&nbsp;
The downloaded PDF is security protected with your email address as a watermark.

			  ]]>
			  </description> <pubDate>Sun, 05 Apr 2009 00:00:00 -0500</pubDate>
			  <guid>http://www.esresearch.com/e/home/document.php?dA=Social_Media_Survey_1</guid>
			  </item>			<item>
			  <title>The Next Generation of Sales Training</title>
			  <link>http://www.esresearch.com/e/home/document.php?dA=Next_Generation_of_Sales_Training_1</link>
			  <description>
			  <![CDATA[
				Summary: We know that sales training will dramatically change during the next four years. By 2013, the typical sales training model used today will not exist. We are quickly moving to an age of customized remote training, live online workshops and only occasional on-site visits.
Mentioned in this document: The TAS Group, Richardson, The Brooks Group, and Miller Heiman

			  ]]>
			  </description> <pubDate>Wed, 18 Mar 2009 00:00:00 -0500</pubDate>
			  <guid>http://www.esresearch.com/e/home/document.php?dA=Next_Generation_of_Sales_Training_1</guid>
			  </item>			<item>
			  <title>Former ASTD Director and Dave Stein Take a Deep Dive into  Several Sales Training Topics</title>
			  <link>http://www.esresearch.com/e/home/document.php?dA=brian_lambert_1</link>
			  <description>
			  <![CDATA[
				Summary: Dave Stein and Brian Lambert, former Director of Sales Training Drivers at ASTD, discuss the science of selling, the evolution of sales training, world-class sales organizations, buyer/seller relationships, sales process, technology, competencies, complex technology deals, measurement, turnover among sales reps and the question of whether sales people are born versus made.

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			  </description> <pubDate>Wed, 25 Feb 2009 00:00:00 -0600</pubDate>
			  <guid>http://www.esresearch.com/e/home/document.php?dA=brian_lambert_1</guid>
			  </item>			<item>
			  <title>Selling in a Down Economy: Part 1</title>
			  <link>http://www.esresearch.com/e/home/document.php?dA=Selling_in_a_Down_Economy_1</link>
			  <description>
			  <![CDATA[
				Summary: The experts agree that we&rsquo;re in what is likely to be a prolonged recession. The impact is that sales are harder to make, and you will be pressured for budget cuts. It's time to think wisely about how to manage in this economic climate.
In this ESR/Insight we ask questions and provide some answers on retaining (and hiring) the right people, selling to the right target market and customer, messages, and cost-effective training.

			  ]]>
			  </description> <pubDate>Wed, 17 Dec 2008 00:00:00 -0600</pubDate>
			  <guid>http://www.esresearch.com/e/home/document.php?dA=Selling_in_a_Down_Economy_1</guid>
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