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For today’s sales ops leaders, selecting and managing sales technology has become a critical aspect of the job. With the right technology in place, each piece in sync with the rest of the stack, sales ops teams are better equipped than ever to pinpoint and remove sales friction, steering their sales peers toward sustainable success.
At a time when sales leaders are expected to improve sales productivity without increasing headcount and, generally, do more with less, investing in the right sales ops technology has become exceedingly important.
But when it comes to sales ops technology, how can we make sure we have the essentials covered without going overboard and giving ourselves too much to manage? And, how can sales ops leaders ensure their technology stack is as advanced as it needs to be, yet simple enough that it gets used regularly, with demonstrable results?
What to Consider When Building Your
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If you’d been around salespeople as recently as the 1990s, you might have heard a top rep brag, “Just give me a phone and a roll of quarters, and I can make money.” Thirty years ago, having a silver tongue and access to the right people was about all it took. Companies invested in field reps with the style and skill to sell ice to Eskimos. Their tech stack consisted of a phone, a Rolodex and a company credit card.
Today, that’s all changed. A skillful and tenacious rep still makes a significant difference. But the competitive edge rests with one’s tech stack and all the insight and control it can provide. If you’re slow to adopt new technology, your goal attainment could drop 12% year-over-year. If your tech stack is up-to-date, however, your ability to achieve goals could rise as much as 11%.
In many respects, the tech stack
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New Ford CEO Jim Farley’s plan for the automaker includes a heavy dose of software and services for its commercial vehicle business as well as new consumer experiences to drive loyalty.
Ford, which is in the middle of a turnaround of its core business, is trying to navigate a shift to electric vehicles, autonomous vehicles as well as an industry that is increasingly more about software. Farley takes over for Jim Hackett, who streamlined the automaker over the last three years.
Farley outlined a series of leadership changes and a plan that includes “expanding its commercial vehicle business with a suite of software services that drive loyalty and recurring revenue streams” and “unleashing technology and software in ways that set Ford apart from competitors.”
In addition, Ford is looking to develop connected vehicles and create new businesses from the Argo AI self-driving system.
Ford on Roadshow: Ford Bronco ordering
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A disruption in daily operations is the last thing a business needs today — running a company during the COVID-19 era is chaotic enough. Yet a recent study has found that information technology outages, downtime and unplanned work continue to cost enterprises both time and money.
This is one reason the cloud-based IT monitoring service PagerDuty Inc. has ridden a wave of enterprise interest in using new technologies to keep system downtime as low as possible. This week the company brings its ecosystem of customers and partners together, including chaos engineering platform Gremlin Inc., Sept. 21-24 for the PagerDuty Summit virtual event.
“A lot of people are asking, ‘What is chaos engineering? How can I use it, and will it help me reduce my incidents?’ Because there are a lot of new services that have been rolled out recently; for example, curbside pickup. That’s a whole new thing that