WALTHAM, Mass., Aug. 29, 2017 /PRNewswire/ -- Brainshark, Inc., delivering SaaS-based sales enablement and readiness solutions, today welcomed Colleen Honan as chief sales officer. In this role, Honan will lead sales team initiatives worldwide, as Brainshark continues to help new customers on their paths to better sales training, coaching and overall effectiveness.

Over the course of her 20-plus-year career, Honan has specialized in selling software and services that support the B2B sales community. She was most recently vice president of worldwidesales at SiriusDecisions, where she led the firm's business development, customer support, sales enablement, sponsorship and worldwide sales teams.During her nearly three-year tenure, SiriusDecisions saw rapid revenue growth and expansion globally. Previously, Honan also served as senior vice president of global sales and service for Avention.

"Colleen comes to us with a wealth of executive leadership knowledge, having had experience in almost every facet of the sales world," said Brainshark CEO Greg Flynn."We're thrilled to have such an accomplished and talented sales professional join our team, as we continue to move Brainshark into an exciting new era of innovation and growth."

Brainshark continues to build on its position as a leading innovator in the sales enablement technology space. Over the past few months, Brainshark has released a host of new product enhancements, won multiple industry awards, and publicly launched its research and innovation incubator, Brainshark Labs. The company welcomed more than 25 new customers in the second quarter of 2017, as more organizations choose Brainshark to effectively prepare their teams to reach new levels of sales productivity and results.

"Brainshark has shown tremendous momentum in the rapidly growing sales enablement software market, as companies crave new ways to improve sales effectiveness and achieve growth objectives," said Honan. "As a former Brainshark customer myself, I know first-hand the value it provides to sales organizations. I'm excited to join this team of passionate professionals and help Brainshark continue to cement its position as a market leader."

About Brainshark, Inc.Brainshark sales readiness software equips businesses with the training, coaching and content authoring capabilities to achieve sales mastery and outsell the competition. With Brainshark, companies can: prepare sales teams with on-demand training that accelerates onboarding and keeps reps up-to-speed; validate readiness with sales coaching that ensures reps master your message; and empower sales organizations with rich, dynamic content that can be created quickly and accessed anywhere. Thousands of companies including more than half of the Fortune 100 rely on Brainshark to identify and close performance gaps, and get better results from their sales enablement initiatives. Learn more atwww.brainshark.com.

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Colleen Honan Appointed as Brainshark Chief Sales Officer | 08/29 ... - Markets Insider

ST. PAUL, Minn. Summit Brewing Co. has named Paul Jacobus its new Regional Sales Manager and Brandon Bland its new Metro Sales Team Manager. As members of Summits management team, Jacobus and Bland will be responsible for developing and implementing sales plans and training efforts to promote sales growth, territory strength, brand loyalty, customer satisfaction, and overall market share.

Jacobus, a 30-year industry veteran, started his career just down West 7th Street at the Schmidt Brewery in St. Paul, Minnesota. His resume highlights 12 years spent with G. Heileman and Stroh Brewing Company, 3 years with a Rochester, Minnesota, beer distributor, and 10 years with Mikes Hard Lemonade, where he was Regional Vice President of Sales. Jacobus also spent time at Miller Corp., and was recently National Sales Manager for Wild Ginger Brewing Co. out of Nashville, Tennessee.

After starting my career just down the street from Summit Brewing, its a pleasure to come full circle, Jacobus says. Ive long admired Mark [Stutrud, Founder and President of Summit Brewing Co.] and what this brand is about quality, pride, and real Minnesota values. Summit has been doing it better, longer, and people know it, but we cant take that history for granted. We have to make new history. Im excited to join Summit and hit the ground running.

Bland, a 16-year industry veteran, began his career with a Denver, Colorado-area Miller distributor. After working 9 years on the distributor side of the business, Bland moved to the supplier side and worked in sales management with Red Bull, Mikes Hard Lemonade Co., and, most recently, Oskar Blues Brewery.

Im passionate about coaching and developing teams, Bland says, and I take a lot of pride in my work. Mark [Stutrud] and the rest of the Summit team are proud of their legacy, and Im looking forward to contributing.

Summit Brewing Company

Founded in Saint Paul, Minnesota, in 1986, Summit Brewing Company has remained close to its roots, refreshing thirsty folks throughout the Upper Midwest and Great Lakes regions. Currently available in five states, Summit now produces seven year-round premium craft beers, seven occasionals, four seasonal brews, and the limited-release Unchained Series and Union Series. Since our inception, weve been a consistent pioneer in the craft beer movement. For everything Summit Brewing, visit summitbrewing.com.

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Summit Brewing Company Names 2 New Sales Managers - Brewbound.com

A vegetable seller in a rural Sri Lankan village

Sales is activity related to selling or the amount of goods or services sold in a given time period.

The seller or the provider of the goods or services completes a sale in response to an acquisition, appropriation,[1]requisition or a direct interaction with the buyer at the point of sale. There is a passing of title (property or ownership) of the item, and the settlement of a price, in which agreement is reached on a price for which transfer of ownership of the item will occur. The seller, not the purchaser generally executes the sale and it may be completed prior to the obligation of payment. In the case of indirect interaction, a person who sells goods or service on behalf of the owner is known as a salesman or saleswoman or salesperson, but this often refers to someone selling goods in a store/shop, in which case other terms are also common, including salesclerk, shop assistant, and retail clerk.

In common law countries, sales are governed generally by the common law and commercial codes. In the United States, the laws governing sales of goods are somewhat uniform to the extent that most jurisdictions have adopted Article 2 of the Uniform Commercial Code, albeit with some non-uniform variations.

A person or organization expressing an interest in acquiring the offered item of value is referred to as a potential buyer, prospective customer or prospect. Buying and selling are understood to be two sides of the same "coin" or transaction. Both seller and buyer engage in a process of negotiation to consummate the exchange of values. The exchange, or selling, process has implied rules and identifiable stages. It is implied that the selling process will proceed fairly and ethically so that the parties end up nearly equally rewarded. The stages of selling, and buying, involve getting acquainted, assessing each party's need for the other's item of value, and determining if the values to be exchanged are equivalent or nearly so, or, in buyer's terms, "worth the price". Sometimes, sellers have to use their own experiences when selling products with appropriate discounts.[2]

From a management viewpoint it is thought of as a part of marketing,[3] although the skills required are different. Sales often forms a separate grouping in a corporate structure, employing separate specialist operatives known as salespersons (singular: salesperson). Selling is considered by many to be a sort of persuading "art". Contrary to popular belief, the methodological approach of selling refers to a systematic process of repetitive and measurable milestones, by which a salesman relates his or her offering of a product or service in return enabling the buyer to achieve their goal in an economic way.[4] While the sales process refers to a systematic process of repetitive and measurable milestones, the definition of the selling is somewhat ambiguous due to the close nature of advertising, promotion, public relations, and direct marketing.

Selling is the profession-wide term, much like marketing defines a profession. Recently, attempts have been made to clearly understand who is in the sales profession, and who is not. There are many articles looking at marketing, advertising, promotions, and even public relations as ways to create a unique transaction.

Two common terms used to describe a salesperson are "Farmer" and "Hunter". The reality is that most professional sales people have a little of both. A hunter is often associated with aggressive personalities who use aggressive sales technique. In terms of sales methodology a hunter refers to a person whose focus is on bringing in and closing deals. This process is called "sales capturing". An example is a commodity sale such as a long distance sales person, shoe sales person and to a degree a car sales person. Their job is to find and convert buyers. A sales farmer is someone who creates sales demand by activities that directly influence and alter the buying process.

Many believe that the focus of selling is on the human agents involved in the exchange between buyer and seller. Effective selling also requires a systems approach, at minimum involving roles that sell, enable selling, and develop sales capabilities. Selling also involves salespeople who possess a specific set of sales skills and the knowledge required to facilitate the exchange of value between buyers and sellers that is unique from marketing, advertising, etc.

Within these three tenets, the following definition of professional selling is offered by the American Society for Training and Development (ASTD):

Team selling is one way to influence sales. Team selling is "a group of people representing the sales department and other functional areas in the firm, such as finance, production, and research and development". (Spiro) Team selling came about in the 1990s through total quality management (TQM). TQM occurs when companies work to improve their customer satisfaction by constantly improving all of their operations.

Marketing and sales differ greatly, but generally have the same goal. Selling is the final stage in marketing, which also includes pricing, promotion, place and product (the 4 P's). A marketing department in an organization has the goals of increasing the desirability and value to the customer and increasing the number and engagement of interactions between potential customers and the organization. Achieving this goal may involve the sales team using promotional techniques such as advertising, sales promotion, publicity, and public relations, creating new sales channels, or creating new products (new product development), among other things. It can also include bringing the potential customer to visit the organization's website(s) for more information, or to contact the organization for more information, or to interact with the organization via social media such as Twitter, Facebook and blogs. Social values also play a major role in consumer decision processes.

The field of sales process engineering views "sales" as the output of a larger system, not just as the output of one department. The larger system includes many functional areas within an organization. From this perspective, "sales" and "marketing" (among others, such as "customer service") label for a number of processes whose inputs and outputs supply one another to varying degrees. In this context, improving an "output" (such as sales) involves studying and improving the broader sales process, as in any system, since the component functional areas interact and are interdependent.[6]

Many large corporations structure their marketing departments so they are directly integrated with all lines of business.[7] They create multiple teams with a singular focus and the managers of these teams must coordinate efforts in order to drive profits and business success. For example, an "inbound" focused campaign seeks to drive more customers "through the door", giving the sales department a better chance of selling their product to the consumer. A good marketing program would address any potential downsides as well.

The sales department would aim to improve the interaction between the customer and the sales facility or mechanism (example, web site) or salesperson.As Sales is the forefront of any organization, this would always need to take place before any other business process may begin. Sales management would break down the selling process and then increase the effectiveness of the discrete processes as well as the interaction between processes. For example, in many out-bound sales environments, the typical process includes out-bound calling, the sales pitch, handling objections, opportunity identification, and the close. Each step of the process has sales-related issues, skills, and training needs, as well as marketing solutions to improve each discrete step, as well as the whole process. In many cases becoming a salesperson is a default career as not many people aspire to be a salesman but rather fall into the job due to circumstances. It can be highly rewarding as you receive remuneration in the form of a salary and also commission.

One further common complication of marketing involves the inability to measure results for a great deal of marketing initiatives. In essence, many marketing and advertising executives often lose sight of the objective of sales/revenue/profit, as they focus on establishing a creative/innovative program, without concern for the top or bottom lines a fundamental pitfall of marketing for marketing's sake.

Many companies find it challenging to get marketing and sales on the same page.[8] The two departments, although different in nature, handle very similar concepts and have to work together for sales to be successful. Building a good relationship between the two that encourages communication can be the key to success even in a down economy.

The idea that marketing can potentially eliminate the need for sales people depends entirely on context. For example, this may be possible in some B2C situations; however, for many B2B transactions (for example, those involving industrial organizations) this is mostly impossible.[citation needed] Another dimension is the value of the goods being sold. Fast-moving consumer-goods (FMCG) require no sales people at the point of sale to get them to jump off the supermarket shelf and into the customer's trolley. However, the purchase of large mining equipment worth millions of dollars will require a sales person to manage the sales process particularly in the face of competitors. Small and medium businesses selling such large ticket items to a geographically-disperse client base use manufacturers' representatives to provide these highly personal service while avoiding the large expense of a captive sales force.

Another area of discussion involves the need for alignment and integration between corporate sales and marketing functions. According to a report from the Chief Marketing Officer (CMO) Council, only 40 percent of companies have formal programs, systems or processes in place to align and integrate the two critical functions.

Traditionally, these two functions, as referenced above, have operated separately, left in siloed areas of tactical responsibility. Glen Petersen's book The Profit Maximization Paradox[9] sees the changes in the competitive landscape between the 1950s and the time of writing as so dramatic that the complexity of choice, price and opportunities for the customer forced this seemingly simple and integrated relationship between sales and marketing to change forever. Petersen goes on to highlight that salespeople spend approximately 40 percent of their time preparing customer-facing deliverables while leveraging less than 50 percent of the materials created by marketing, adding to perceptions that marketing is out of touch with the customer and that sales is resistant to messaging and strategy.

A sale can take place through:[10]

Agents in the sales process can represent either of two parties in the sales process; for example:

Since the advent of the telephone, a distinction has been made[13] between "inside sales" and "outside sales" although it is generally agreed that those terms have no hard-and-fast definition.[14] In the United States, the Fair Labor Standards Act defines outside sales representatives as "employees [who] sell their employer's products, services, or facilities to customers away from their employer's place(s) of business, in general, either at the customer's place of business or by selling door-to-door at the customer's home" while defining those who work "from the employer's location" as inside sales.[15] Inside sales generally involves attempting to close business primarily over the phone via telemarketing, while outside sales (or "field" sales) will usually involve initial phone work to book sales calls at the potential buyer's location to attempt to close the deal in person. Some companies have an inside sales department that works with outside representatives and book their appointments for them. Inside sales sometimes refers to upselling to existing customers.

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Sales - Wikipedia

Which Sales Performance Issues are Your Sales People Facing?

Receive a FREE Sales Capability Assessment for your team by contacting KONA today at info@KONA.com.au, or call 1300 611 288

If you need your sales people to consistently hit target, and be seen as an industry resource and strategic partner instead of a product flogging, price quoting, problem solver, KONA Groups Hearts and Minds sales training will develop your sales people to be able to:

KONA customise every Sales Training and Coaching program to our clients business and teams, and are facilitated by experienced professionals.

We do not run generic, off the shelf, by the manual sales training courses, delivered by theoretical trainers or academics

So if you need to increase your sales, profits and performance contact us today on 1300 611 288 or email Glenn@KONA.com.au

Contact KONA to discuss how Hearts and Minds selling will change your sales peoples results.

Call:1300 611 288 | SMS:0425 200 883 | Email:info@www.kona.com.au

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Sales Training & Coaching - KONA Group

With more than 350 factory-trained professionals on staff, Hofmann says it provides leading training and sales support for its customers. The recently renovated Hofmann training and manufacturing facility in Conway, Arkansas, provides state-of-the-art instructional classes to help shop owners and professional service technicians improve performance, productivity and most importantly, the bottom line.

Our center in Conway offers Hofmann customers a wide variety of training options to help them maximize the efficiencies of their equipment and valuable strategies to help them grow their businesses, said Ronald Racine, North American training manager. At Hofmann, we stay connected to our customers after they invest in our equipment to ensure they receive all the support and service they need to succeed in the marketplace.

As part of its long-standing commitment to the U.S. market, the Jack D. Michaels Training center in Conway, named after the former Snap-on CEO and president, provides Hofmann customers with training on automotive service equipment, customer service and vehicle repair strategies. Classes are available to direct sales agents and distributors, as well as end-users of Hofmann products. The contemporary facility includes modern classrooms, fully-equipped training garages and an engineering lab.

The Conway facility also houses all facets of equipment production, including product design, manufacturing, sales and distribution. The company has more than 200 employees in the Conway area.

Customers can learn more about Hofmann wheel service products by calling 800-251-4500 or visiting us.hofmann-equipment.com/en/.

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Renovated Hofmann Training Facility Provides State-Of-The-Art Learning Opportunities - AftermarketNews.com (AMN)

Imagine that youre sitting across the desk from a CEO of a Fortune 500 company. You are interviewing for a position to run all of marketing in a new division. And he asks you why they should hire you. What would you say?

Yep, that happened to me once. Heres what I said: I know how to sell. By the end of the conversation I had an offer.

All of us need to know how to sell in our careers and in our lives. This is true whether you are selling yourself, or pitching an idea or product. Buyers can be your soon-to-be boss, a colleague, the marketing team, a venture capitalist, or your kids.

This means you should hire marketers who can sell. Yet, its much more than that. Every employee within an organization has a responsibility to sell the companys products and services, its brand, and ideas too. This is true no matter the size of the company or the position of a given team member.

But, not everyone knows how to sell or likes to sell. Most people enjoy focusing most on what they love and do best and avoid tasks they dislike or do not have skills in -- like selling. Heres how to take the mystery out of selling.

Get non-salespeople who know the nuts and bolts involved. Whether its the founder, engineers, or marketers theres a really good chance they understand the significant stuff about why your products or services are necessary. Make sure that knowledge gets in front of your future customers! Force technicians* (maybe yourself) out of their comfort zone and get them use to selling their passion and skill for your company and its products.(*A "technician" is a person with tangible, hands-on skills, as named by Michael Gerber in his book, Why Most Businesses Dont Work and What to Do About It.)

Help non-salespeople learn to sell. Selling isnt only about getting a buyer to sign on the dotted line. Give your non-salespeople both the skills and appreciation for selling with training created just for them. Bring in someone who will teach basic sales principles and how to talk with a buyer when the situation calls for it. No dry and boring sales training allowed! Itll give an unexpectedly wonderful return on the training dollars you spend.

Instill a consultative selling and customer success mindset. This may be the easiest part of getting non-salespeople to sell. Technicians by nature like to explain their products and service; because they deeply understand these and also because theyre proud of how your offering helps buyers. But often, an excessive amount of nitty-gritty details are over-shared. All you have to do is channel that enthusiasm into a bit of a structured process. The key to this is helping your team understand exactly what your business sells and the outcome what the buyers can expect in terms of benefits and value. Then, on top of that, teach your team to think about customer success -- because one of the major result every customer wants is to attain something positive, maybe even his or her dream. Let your team know that ultimately their job is to help people get what they need and want. Thats how your staff will earn a buyers attention.

Baby steps are good with a heavy dose of mentoring. Have them jump on a few sales calls or do demos all day long at a tradeshow. Also, ask people in your organization to represent your business at networking events, including giving the dreaded 7-second elevator pitch. And without a lot of notice, tell them that youd like them to meet with the CEO or investors to explain a new project. Watch and listen and give positive feedback -- theyll get comfortable and start to have fun!

It's good for everyone in all areas of your business to know some sales techniques and understand the selling process. They will be more in-tune with what goes on during the sales cycle, plus be ready to jump in and help.

One persons actions can make a big impact.

Ron Stein is founder of More Customers Academy, helping business leaders build strategic messaging and positioning that cuts through the competitive noise to grow revenue. Ron has developed his own highly successful 5-step Stand Out & Sell More approach to winning new customers as a result of his twenty-five years of business development, marketing, and selling experiences. He works with a range of businesses, from startups to large corporations across industries including technology and healthcare, manufacturing, and financial services and banking. Ron conducts workshops, leads company meetings, offers keynote talks, and consults. He can be reached at 727-398-1855 or by email.

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Take the mystery out of selling - Florida Trend

X

Tracey McCormack - Founder & President

Tracey McCormack is a media and sales industry veteran with over 25 years of experience in traditional and modern media platforms. Her demonstrated expertise spans many facets of the industry including sales strategy, modern selling techniques, omni-channel marketing, cross-platform video, and social selling to name a few.

Traceys diverse media and sales background includes agency, station, and network experience across radio, local TV, national cable, cross-platform sales, Hispanic media, start-up networks, sales management, and executive leadership. She has a proven record of driving sales growth in previous positions held at at Harrington, Righter and Parsons, KNBC 4 Los Angeles, and the Univision owned and operated flagship station KMEX. As VP of Sales, Tracey played a pivotal role in launching the national cable channel Si TV (now known as FM) and then went on to serve as SVP of Licensing at Youtoo Technologies, owned in part by Mark Burnett. Tracey is certified by the IAB in Digital Media Sales.

Her commitment to the future of the media industry is exemplified by her more than 20 years as an adjunct professor at UCLA Extension. Following her recognition by the university with the Distinguished Instructor Award, UCLA Extension announced the formation of the Tracey McCormack Scholarship Fund as an endowment to provide scholarships to students interested in the areas of media and marketing. In Fall 2016, Tracey expanded her reach in educating the next generation of media sales leaders with new courses offered at the NYU School of Professional Studies.

For her work in media and dedication to training todays media professionals, Tracey has been recognized and honored with a Lifetime Achievement Award from Ad Relief; one of the industrys most highly esteemed charity organizations.

Tracey's Areas of Expertise:

Continued here:
McCormack Media Services | Modern Media Training

Sales Training World presents a new online sales guide featuring human behaviors and how salespeople can better understand the buyer to boost business success and improve relationships

Austin, TX (PRWEB) August 25, 2017

Attracting more businesses to one's products or services is actually simpler than it appears. It doesn't require hypnotizing or manipulating the sales targets into buying. All one has to do is give them what they want. With the right corporate sales training, one will be increasing sales in no time - all while maintaining a good business-to-business relationship.

The real key to improving corporate sales is, quite simply, an understanding of the human behavior. Fundamentally, all human beings have the same mental triggers that usually drive their actions. To fully understand and influence potential clients, one needs to know what those mental triggers are and how to effectively utilize them in a corporate sales message.

In this new online guide, sales expert Ryan Dohrn of Sales Training World outlines four typical psychological behaviors that may block one from closing an otherwise successful corporate sales deal, and explains how to alter sales tactics to appeal to humans' natural instincts, beliefs and desires.

In this piece, available online now, Dohrn covers the following behaviors:

He then explains how to understand and appeal to these behaviors to improve sales and business-to-business relationships.

In order to make it huge in corporate sales, one needs to have asales process and stick to it. Carefully analyzing the human behavior enables one to create a repeatable process can help one learn and grow with each client they come across. Thats the key to sales success.

This piece is published on salestrainingworld.com. Click here to read and learn more now!

About Ryan Dohrn:

Ryan Dohrn is an award winning corporate sales coach and offers corporate sales training to thousands of corporate sales executives each year. He is also an international motivational speaker and the author of the best-selling sales book, Selling Backwards. He has performed sales coaching for companies in 17 unique industry sectors, from media to tech to aviation, and is the owner and Publisher of SalesTrainingWorld.com an online portal for sales training success.

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Four Behaviors Stopping You From Being a Corporate Sales Closer ... - PR Web (press release)

A junkie can be defined as anyone suffering from an addiction. Ill be the first to admit, I exchanged one addiction for another. My drug addiction nearly cost me my life, but my addiction to knowledge -- which is power -- helped me save my life.

I was 25 years old when I went to drug rehab and finally made a commitment to have success as a salesman. I knewto become successful in sales I needed knowledge, so I invested $3,000 in a sales training program that gave me the knowledge I needed to start making more sales and 10X my annual income.

Related:8 Success Habits Learned Building a 7-Figure Business by Age 17

Selling is hard if you havent made a commitment to it, but the truth is anything is hard without a commitment. It doesnt matter what industry you are in, if you arent committed to it, you will suffer. Being committed means you write down your goals and train daily to be better at whatever you do.

Anytime I am having trouble getting what I want in my life, in my career, in money or in my relationships, I askWhat is it that I do notknow?It doesnt matter if its more quality time with my kids, more income, more freedom, security, confidence or whatever it is I want, the first thing I look for is to become clear about my desire and then look for what I don't know.

Don't give up on what you want, get the knowledge that you are missing.Make this your steadfastformula!If you really want something, butyou aren't getting it, then just know withtotal confidencethat it is merely something you do not know. Determinewhat that is and get the knowledge. This has worked for memany times in my life to get me what I want. If you don't commit to this formula you actually start creating dumb reasons for giving up on the things you deserve.

Related: No Matter How Much Experience You Have, There's Always Something New to Learn

When you knowsomething

1. You canpredictoutcomes successfully.

2. You willacquiretrue confidence.

3. Others willagreewith you because they see you are knowledgeable.

Add knowledge to desire,like you would wood to a fire,and sooner or lateryou will achieve your dreams. But know this: There is a shortage of people who fully understand how to sell others on their dreams. You need to sell others on your dream to help make it a reality.

Do you know how to sell? Come to 10XGrowthCon 2018 and let me help you double your sales, and even 10X your sales.

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To Succeed You Must Become a Knowledge Junkie - Entrepreneur

To realize the full potential of sales skills and talents begins with the mindset of each salesperson. Self-improvement experts, motivational speakers even those in executive leadership and management roles sing the virtues of a positive mindset.

Years ago one of my coaches, David Herdlinger, constructed a great and simple visual. He drew a quadrant and left top corner he wrote the word "Knowledge." In the top right corner of the quadrant he wrote the word "Attitude." The lower left corner had the word "Skill" and to its immediate right was the word "Habit." Herdlinger named this simple quadrant the "KASH Box."

Then he asked this question about failure in business, sales and even personal lives: Is failure the result of a lack of Knowledge or Skills or poor Attitudes and Habits?

How much training and development be it for sales, customer service, leadership or management is about acquiring new knowledge and skills? Yet if failure is due to poor attitudes and habits, why isn't there equal if not greater emphasis on developing great attitudes and habits? Aren't these attitudes and habits the foundation for success?

Mindset is the desire or lack of desire to put into action one's skills and talents. For some this mindset may be called "grit" for others we hear the phrase "positive mental attitude." Whatever we call mindset, the end result is the same that being forward progress even under adverse situations.

Many people have the necessary skills and talents to be successful. However sales and business success still eludes them. My husband, who is now a retired entrepreneur, captured the essence of the KASH Box mindset with this statement:

"It is not a question of do I know it, but rather of one 'Do I want to do it?" He then went on and said, "If I want to do it, I will acquire the necessary knowledge and skills."

So the question returns to you. Do you want "to do it" to:

Increase sales?

Increase commissions?

Increase repeat business (customer loyalty)?

(Fill in the blank)?

P.S. There are now four months remaining in 2017. If you are not satisfied with your business or sales results, maybe it is time to do a self-check in about your own mindset.

Leanne Hoagland-Smith is an author, speaker and executive coach. Her weekly column explores issues that impact the bottom line of firms with fewer than 100 employees. She can be reached at 219-508-2859.

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Column: Mindset embraces sales skills and talents - Chicago Tribune