The hard truth about B2B Sales is that, for all intents and purposes, we in the profession have historically been taught only half of the execution required of us. Hint: It’s not the half that the buy-side (read: prospects and customers) cares about. 

Last year might be in the rear view mirror, but we’re not finished addressing the challenges 2020 brought our way. Let's look at three sure-fire ways to boost the productivity of your sales teams and show you how to supercharge your approach, so reps are consistently winning bigger deals and growing revenue.

Customer intelligence is imperative for companies looking to build pipeline and close deals, primarily because it can provide critical insight into what prospects need and when they’re more likely to buy. But did you know that the technology you use to collect customer intelligence is just as important as the information you discover? 

As companies begin leveraging in-depth customer intelligence to win more (and bigger) deals, it’s crucial that they apply that knowledge during the deal review. Start by asking—and answering—these six important questions in every deal review.

If solution selling hinges on demonstrating value to customers through specific business cases, why did we relegate the job of creating those expert narratives to just a few people? And why did we put this critical part of the selling approach at the end of the sales cycle?

In our new white paper, “Next-Level Selling: How Technology is Elevating Enterprise Sales,” we outline the ways in which properly leveraged data science technology can help an organization achieve meaningful customer insight, massive new efficiencies, and substantially more wins.

Until very recently, the idea of generating authoritative, personalized, value-based insights for every customer or prospect—and then leveraging those insights across the entire go-to-market team—would have seemed an impossible ambition for any enterprise. However, advances in AI, cloud, and data science are rapidly pushing back the boundaries of the possible.

At Databook, we talk a lot about how our solutions enable account managers and reps to easily create in-depth customer points of view. But what if you’re not sure why you need to do that? Customers buy products—is there really anything more you need to know? Most definitely.

At Databook, we talk a lot about how our solutions enable account managers and reps to easily create in-depth customer points of view. But what if you’re not sure why you need to do that? Customers buy products—is there really anything more you need to know? Most definitely.

In my role at Databook, I regularly have the opportunity to identify ways to improve the sales and go-to-market strategies of the leading enterprise sales companies. And while some are well crafted and already executing well, there are three common challenges I see most often.

Sales prospecting is one of the most difficult things account executives have to do. No wonder there are so many misconceptions about how to get it right.

Sales reps take heed: One of the greatest predictors of your potential underperformance is the feeling that there isn’t enough time in the day.

How Elite Sellers Engage Executives to Exceed Quotas Every Year. Presented by Jim Christen, COO, Databook

Two weeks ago, your world likely looked very different than it does today. Your business was different. Your pipeline was different. You were probably feeling much more secure. Is it possible to

The far-reaching impacts of COVID-19 have us facing many unprecedented circumstances, but one thing we have successfully endured in years past is the bear market.

Today marks a big day for Databook as we are thrilled to announce that we’ve raised $5m in seed funding from a group of investors. The round was led by Josh Stein

This is the second of four posts looking at how the ‘edges’ that investors develop to trade successfully can be a useful source of inspiration for sales technology that helps enterprise sales

From carrier pigeons to ticker-tape machines to machine learning, investors always look for their informational edge. Enterprise Sales is no different.

Enterprise Sales is like Poker and Investing. You’re working with limited visibility, and to win, you require an edge that’s informational, analytical, or behavioral.

As we build Databook, we often find inspiration from outside the world of enterprise sales. One recent example came as I was reading Black Edge, a gripping account by Sheelah Kolhatkar of

Enterprise selling is similar to skyscraper construction. Architects, Engineers and Designers plan; Project Managers, Contractors and Sub-Contractors build; and Managers and Tenants use.

Lack of insight during discovery throttles enterprise customer value—for your customer and for you. Get ahead of your buyer to help them understand their true problem and their best solution.

The enterprise customer journey is often misunderstood, and the effect on enterprise sales can be massive. Any opacity regarding this process undermines the success of every rep in your organization. In this

The customer journey begins with with an executive initiative that results in a business problem. The buy-cycle begins when a decision maker empowers a buyer to find a solution. The sales cycle

Enterprise selling or complex selling requires that you understand the customer problem, use knowledge to help guide the customer’s discovery, and leverage earned trust to develop commitment and relationships.

Today we’re launching a new blog series called Databook Exec Insights, where we interview executives involved in buying or selling complex products, solutions and services. We’re pleased to welcome a friend of

There is no anonymity in the shoe department. Within a minute of walking in at least three people will offer you help. A good shoe sales rep doesn’t know whether you intend

A data-driven approach to account prioritization can help you use your time effectively to hit – and exceed – your quota. In enterprise sales a crucial – and often underrated – skill