Writing about sales IN MEDIA

Remember when sales forecasting seemed relatively simple? You studied historical data, accounted for seasonality, applied standard growth coefficients – and there it was, your forecast for the next quarter or year. But what happens when the market turns upside down and familiar models stop working?

“Yes, I hear you, but our policy doesn’t provide for this type of cooperation…” the manager says with a rehearsed phrase, and the client who was trying to propose a non-standard solution immediately loses interest. This situation is familiar to many: a salesperson, constrained by script points, doesn’t know how to react to an unexpected turn in the conversation. On one hand, scripts create structure, without which negotiations turn into chaos. On the other, blindly following the scenario kills the live dialogue and leads to lost deals.

Have you ever noticed how different negotiations with a large corporation are from a regular sale? It’s no longer enough to simply present a product and quote a favorable price. In corporate deals, you face an entire decision-making system – multiple meetings, different departments, numerous approvals. A single call can turn into a three-month marathon with multiple stakeholders and unexpected turns. Meanwhile, the stakes in B2B sales are much higher – we’re talking about million-dollar contracts that can either save a company’s annual plan or completely ruin it.

In today’s world, B2B sales have become much more complex. While previously it was enough to convince one person – the decision-maker – to close a deal, everything has changed now. Today, the choice is made by an entire team of people with different interests, views, and objections.

Imagine a situation: you’re conducting important negotiations with a client, and they suddenly start dictating their terms, lowering the price, and demanding additional services. Sound familiar? In such moments, many salespeople panic and agree to unfavorable conditions just to avoid losing the deal. But what if confidence in negotiations comes not from the strength of arguments, but from knowing that you have an alternative?

The Harvard negotiation method has long been recognized as one of the most effective strategies for reaching agreements beneficial to both parties. Instead of the traditional “who can outargue whom” approach, it offers a completely different philosophy – finding solutions where all participants win. This systematic approach, developed as part of the Harvard Negotiation Project by scholars Roger Fisher, William Ury, and Bruce Patton, has revolutionized how we think about negotiations.

The transition from a regular sales representative to a department head is not just a promotion but a qualitative leap in responsibility and required skills. Even the most talented salesperson doesn’t automatically become a successful manager. This is why a comprehensive approach to sales manager training is critical for their effectiveness. Properly organized training will help the new manager adapt faster, develop necessary competencies, and build effective processes within the team. In this article, we’ll examine which training programs and courses will help a new sales manager become a true leader and guide their team to success.

Being promoted from an ordinary sales manager to a department head is not just a new line on your resume. It’s a complete transformation of your professional identity and relationships with former colleagues. Yesterday, you discussed work matters over lunch together; today, you’re responsible for their KPIs and conducting meetings. Unsurprisingly, such a transition often causes stress for both parties.

A Head of Sales (HOS) is the person whose daily management tasks in sales directly affect the company’s financial results. They’re not just a boss for managers. They control levers that can both accelerate revenue growth and trigger a negative spiral of declining sales.

If you’ve ever led a sales team, you know it’s a special world with its own rules. Sales management is not just another management function, but a separate profession requiring specific skills and approaches. Salespeople work under constant rejection, strict KPIs, and daily competition – creating a unique environment where standard management practices often fail.