Why Most Sales Strategies Fail Without Tactical Execution

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When I think of the word “insights” as it relates to our business (sales process), the name Anthony Iannarino comes to mind. Anthony sees things differently, before and after they happen in the marketplace. I have relied on him for business and personal topics for several years, and am pleased to call him a friend and colleague.

And thanks for this GREAT article below. Pictured here at The Kennedy Space Center Selling Power 3.0 Conference hosted by Gerhard Gschwandtner in December 2022. We watched a rocket land upright that day….unbelievable!

Article Below By Anthony Iannarino 

International Speaker, Sales Leader, Writer, Author

Strategy without tactics is like a blueprint with no builders—useless, no matter how brilliant it looks on paper.

Most of the time, leaders and managers are hyper-focused on strategy. That’s understandable. Strategy is the exciting part. It’s the big idea, the grand vision, the framework that’s going to guide the team toward a better future. But while strategy is important—crucial, even—it’s rarely enough to produce the outcomes we need in the real world.

To make this practical, let’s look at the idea through the lens of B2B sales. Sales leaders, sales managers, and frontline sellers often put their faith in the overarching strategy. They believe their sales approach—whether consultative, value-based, or insight-driven—is what’s going to produce results. And they’re half right.

My strategy, for example, is to be One-Up (see Elite Sales Strategies: A Guide to Being One-Up, Creating Value, and Becoming Truly Consultative). That means I show up as the expert in the conversation. I am the person with the authority, the insight, and the experience to create value for my clients—often in ways they didn’t expect.

But here’s the truth most people miss: even the best strategy dies on the vine without the right tactics. A strategy without tactical execution is impotent. It can’t do the heavy lifting. It can’t produce outcomes on its own. It’s nothing but an elegant theory.

Let me say it another way. A strategy without a supporting set of modern sales tactics is a failure waiting to happen.

Over time, through building sales methodologies and frameworks for hundreds of clients, I’ve identified the tactical levers that bring strategies to life. These tactics are not arbitrary. They’re designed to create value inside the sales conversation—where deals are won or lost. Below is a short list of effective B2B sales tactics that support any value-based or consultative strategy.

Modern B2B Sales Tactics That Make Strategy Work

Insight-Led Discovery – Don’t start by asking the same tired questions as your competitors. Begin discovery with insights about your client’s market, their industry shifts, or economic trends. This repositions you immediately and reframes how the client sees their challenges.

Problem Reframing – Most clients describe their symptoms, not their disease. One of your jobs is to help them see the root cause of their issues—often something deeper, more structural, and more strategic than they realized.

Gap Analysis – Use data to calculate the distance between where the client is now and where they want to be. Show them, in real terms, the ROI of making a change. This makes your solution a business decision, not just a purchase.

Strategic Questioning – Don’t just ask questions—craft questions that create clarity, uncover blind spots, and connect tactical pain to strategic risk. Your questions should do more than gather information; they should deliver value.

Pain Amplification – Not in a manipulative way—but in a real, ethical way. Clients often underestimate the cost of doing nothing. Help them explore the implications of inaction and align internal stakeholders around the urgency to change.

As a strategist, your job is not done until you’ve defined the tactics required to execute. If you’re a sales leader, a manager, or a consultant, you must also be a tactician. Otherwise, your strategy is nothing more than an aspiration.

The future belongs to those who can marry strategy with execution—who can connect ideas to actions that produce results. The tactics above are just a handful from a longer list I use with clients to drive real-world outcomes in enterprise sales environments.

If your sales strategy isn’t producing, don’t revise the strategy first. Look at your tactics. That’s where the gap almost always lives.

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How John Flannery Built a 20-Year Sales Training Success Story by Mastering Process

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By Gerhard Gschwandtner, Founder and CEO of Selling Power Magazine

There’s a particular look that some entrepreneurs wear like a tailored suit. A mix of modest confidence and deep-seated grit. John Flannery wore that look when I sat down with him—plus an actual tuxedo, in honor of his company’s 20th anniversary.

Two decades of building a business from scratch. That’s rarefied air in the sales training world, where trends change with every algorithm tweak and buzzwords have shorter half-lives than TikTok memes. But Flannery isn’t a trend chaser. He’s a process guy. A clarity guy. The kind of leader who spotted a systemic flaw in big companies—that the larger the organization, the more cracks you’ll find in the sales process —and built a business to fix it.

“I had a good business once,” Flannery tells me, reflecting on his early ventures in wireless tech. “But the partnership didn’t work out.” That’s the sort of line that sounds easy in hindsight but stings in real-time. What followed was a stint working for someone else—a career detour that, for many entrepreneurs, feels like purgatory. But purgatory, as it turns out, is a great place to study the system. And Flannery noticed something: sales processes in big organizations were bloated, fragmented, and increasingly ineffective.

Then came a spark. A trainer he was working with introduced him to a nimble model for sales development. That moment? That was Flannery’s founding motivation. He didn’t just launch a company—he declared a war on complexity. And he armed himself with simplicity, repeatability, and, most of all, a repeatable, adaptable, highly effective process.

Early success came wrapped in grit. “I was 14 months in, still prospecting,” he recalls. Then, like a plot twist in a feel-good movie, a referral introduced him to the president of a scientific distribution company. What started as a one-year contract for 400 employees bloomed into a six-year partnership impacting over 1,100 people.

“That was the anchor tenant,” Flannery says. You can hear the gratitude in his voice. But also the strategy. He knew how to land a whale and build a processing ship around it.

Then came the pandemic—the great disrupter of handshakes in hotel sales conference rooms. Twenty-one in-person workshops, vaporized in a week. On March 12, Flannery was flying back from Philadelphia. On March 13, the country shut down. The old model—face-to-face training—was dead. Online video technology took off.

It could have been a death knell. Instead, it was a pivot. Flannery adapted quickly, transforming 15 of those 21 sessions into virtual trainings. “We had to get good behind the lights,” he says. And fast.

Now, the next tidal wave looms: artificial intelligence. While some view it as a threat to human touch, Flannery sees opportunity in its algorithmic prowess. “Coaching is where AI will lift us the most,” he tells me. His team is working with developers to embed AI into sales coaching—using machine intelligence to tee up the right questions, identify risk signals early, and accelerate pipeline movement before a human coach ever steps in.

This isn’t about replacing the human touch. It’s about preparing it.

As Flannery gears up for the third decade in his business, he’s not chasing novelty. He’s chasing effectiveness. That’s the difference. And maybe the key lesson.

In the end, John Flannery isn’t just building a better sales process. He’s building something more enduring: trust through structure, clarity through chaos, and momentum through meaningful work.

If you’re wondering what it takes to last 20 years in sales training, don’t just study his methods. Study his mindset.

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A Fast Start to Life Sciences Development in 2025 

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Last week in San Francisco, John attended The BioTech Conference and multiple other sessions in and around the JP Morgan Healthcare conference.  

The California Life Sciences (CLS) association was a gracious and thorough host, inviting us into 3 marquis receptions to meet new prospects and interact with existing customers. Thank you Una Mary McCarthy Deering (pictured) for your superb coordination. 

 Several of the CLS Leadership team have been through our sales process programs at different points of their careers to include Mike Guerra, President (pictured), Kim Brocchini, Sam Assman, Joe Pelligrino and Sepeedeh Moin. 

The energy and excitement around the funding of startups, acquisitions of other companies by larger corporations and overall effort put into medical and scientific breakthroughs was palpable.  The work we do helps to balance the integration of new companies from acquisition with a focus on organic growth…. And to drive revenue! Lets GO  

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Uncovering Revenue Leaks: A Checklist for Sales Leaders

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Watch the video to learn more about what sales leaders need to find out where revenue leaks are and what they should be checking for.

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How to Prevent Deal Slippage: Focus on Value

In sales, “deal slippage” is a term that causes immediate concern. It refers to the delay or loss of a deal that was expected to close in a specific time frame. When deals slip, it disrupts forecasts, impacts revenue targets, and can reduce team morale. But why do deals slip, and how can sales professionals reduce the chances of this happening?

Why Deals Slip

Deals often slip due to a range of factors, including budget constraints, competing priorities, or decision-makers having insufficient information to justify the purchase. Additionally, if customers don’t see the unique value in what you’re offering, they’re less motivated to prioritize your solution over other options.

Preventing Deal Slippage by Emphasizing Value

One effective way to combat deal slippage is to ensure your customers clearly understand the value of your product or service. If customers are crystal clear on how your offering addresses their specific challenges, they’re more likely to prioritize your solution and move forward in the buying process.

Here are a few practical steps to keep customers focused on the value of your product:

  1. Quantify Benefits: Make it easy for customers to see the return on investment (ROI) your solution provides. Use real-world examples, testimonials, and case studies to show measurable outcomes.
  2. Address Pain Points: Frame your product or service as a direct answer to their needs. Customers are more likely to commit when they feel their unique challenges are understood and addressed.
  3. Provide Ongoing Value: Don’t wait until the end of the sales process to reinforce value. At every touchpoint, offer insights, data, and resources that help the customer see how your product fits into their long-term strategy.
  4. Educate Decision-Makers: Equip your champions within the organization to advocate for your product effectively. Provide them with clear, concise materials that they can share with other stakeholders.

By focusing on value and consistently reinforcing it, sales teams can strengthen customer commitment and keep deals moving forward. When customers see clear, tangible benefits, deal slippage becomes far less likely—resulting in more successful closes and stronger, long-term customer relationships.

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Tactical Execution of Commercial Strategy (TECS) in Sales

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In today’s competitive market, a well-defined commercial strategy is essential for achieving long-term success in sales. But what separates high-performing sales teams from those that struggle isn’t just the strategy itself—it’s how effectively that strategy is executed.

Tactical execution transforms a high-level commercial vision into real, measurable results.

Let’s explore the key elements of tactical execution in sales, and how businesses can align their teams to ensure every move propels them closer to their goals.

What Is TECS?

Tactical execution refers to the specific, actionable steps taken to bring a broader commercial strategy to life. While commercial strategy focuses on the long-term vision—such as market positioning, customer acquisition, and revenue goals—tactical execution is about the how. It’s the day-to-day Sales activities that ensure sales targets are met, pipelines are built, and relationships with customers are strengthened.

In essence, TECS translates your strategy into action. Without it, even the best commercial strategy will fall flat.

  1. Define Clear Objectives and Metrics

One of the first steps in tactical execution is ensuring every team member knows the specific objectives they are working toward. Sales leaders must communicate clear KPIs that align with strategic goals, such as:

  • The number of qualified leads generated.
  • Conversion rates at various stages of the sales funnel.
  • Average deal size or customer lifetime value.
  1. Use Customized Sales Tools for Conversations

Sales teams can no longer rely on instinct alone. The use of tools that are created for market specific applications for your product and services are essential. Forrester Research says only 26% of sellers know how to articulate the value their company provides. Don’t leave it to chance that the other 74% will get this right. Develop and adopt the use of tools in prep and Coaching calls.

  1. Align Cross-Functional Teams

Successful execution depends not just on sales but on a harmonious effort across marketing, customer success, and product teams. Cross-functional alignment ensures that everyone is rowing in the same direction.

Sales leaders must promote open communication between these departments to create a unified approach to achieving commercial goals. Regular interdepartmental meetings and collaboration tools, such as Slack or Microsoft Teams, can foster this alignment.

  1. Continuous Improvement and Adaptation

The business landscape is constantly evolving, and so too must sales tactics. TECS isn’t a one-time event; it’s an ongoing process of refinement. Adapting to changing market conditions or buyer preferences ensures that teams remain agile and ready to pivot when needed.

  1. Accountability

For tactical execution to succeed, every sales team member needs to be held accountable for their performance. Clear accountability fosters responsibility, but empowerment fuels innovation.

  1. Effective Sales Training and Coaching

Finally, none of the tactics will work without the proper skill set. Continuous sales training and coaching are critical for ensuring that your team has the expertise needed to execute the strategy.

Sales teams must be equipped with:

  • Conversation tools that allow them to present value effectively.
  • Negotiation skills to handle objections.
  • The ability to understand customer pain points and offer relevant solutions.

Conclusion

Tactical execution bridges a company’s commercial strategy and its success in the marketplace. By breaking down big-picture goals into clear, measurable actions and aligning sales efforts with other departments, businesses can effectively execute their strategy to drive revenue growth.

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How To Improve Your Q1 Revenue Results

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You spent a lot of time building, delivering and coaching your commercial strategy for this year. And soon you’ll find out the results. To meet and exceed on a regular basis requires some fundamental execution. Click above to learn more.

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Don’t Let Procrastination Kill Your Pipeline

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One of the hardest parts of sales is keeping the pipeline filled with qualified opportunities. Nurturing leads is something salespeople put off. Akin to delaying the home maintenance project you perceive as time-consuming or the medical check-up that makes you uneasy – procrastination is a creeper But avoiding necessary actions can make things harder over the long term.

 

We know the importance of sustaining the pipeline and nurturing leads so why do we drag our feet? I’ll explain some reasons why as well as tell you how to prevent procrastination from taking root.”

 

So, what’s hanging us up?

  • Time Constraints: Sales reps often face tight schedules and multiple priorities. Nurturing leads requires time and effort, which can lead to procrastination when other urgent tasks take precedence.
  • Lack of Resources: Limited resources, such as manpower or tools for automation, can make lead generation seem like a daunting task.
  • Focus on Immediate Wins: Low-hanging fruit. Some may prioritize pursuing new leads and immediate sales rather than investing time in nurturing existing leads, especially if they are focused on meeting short-term targets.
  • Unclear Strategy: Without a well-defined strategy, sales teams may struggle to prioritize and execute consistent actions, leading to procrastination.

Being mindful of your circumstances and some of the classic reasons why we procrastinate can help reduce its occurrence. Here are some other ways to bury the tendency and continuously fill (not kill) the pipeline.

 

  • Evaluate Current Customers: It is not uncommon for 60-70 % of new revenue to be generated from an existing customer base. These prospects are more likely to close in a timely, predictable fashion, and forecasting their revenue is typically more accurate.
  • Assess the Lead’s Value: Whether a lead is given to you or organically generated, the most qualified leads are those with a personal connection. We are interconnected like no other time in history – personally and professionally. A quick LinkedIn search can reveal if you know someone within the company you are targeting. A cold lead instantly turns warm with an introduction from a mutual acquaintance.
  • Weigh Progress with a Milestone: The velocity of water through a pipe depends on pressure. Likewise, it’s advantageous for salespeople to have some pressure – or triggers – to determine the pace of a deal from contact to close. This is especially true immediately following an initial customer conversation. Did the customer share any goals? If yes, spend more time pursuing that. A great forecasting tool is a Deal Map. This document identifies by date and responsibility a map of the deal. Buyer and seller agree to the terms and proposed timeline. When both parties are working off the same document, forecasting probability and close date are easy to determine.

 

Regularly evaluating and refining your approach will contribute to a more resilient and effective sales pipeline management strategy – leading to more confidence and less procrastination. As William Butler Yeats, one of the greatest poets of the 20th century, said, “Do not wait to strike till the iron is hot, but make it hot by striking.”

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Four Skills That Make a Good Sales Manager Great

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I am often asked by management teams to participate in their sales meeting. They look for me to provide feedback, as well as perspective, based on my customer experiences around revenue development. Many of these meetings incorporate team-building events – perhaps at a tropical location or golf resort – while others are more dialed down and focus on a theme such as setting the company’s vision. Whatever the atmosphere, I enjoy the opportunity to provide insight into customer needs, preferences and pain points while observing the company’s top performers.

Not long ago I reflected on what makes a good sales manager outstanding, after all, a terrific sales manager is central to the success of a sales team and the overall performance of a business. We know a manager’s primary role is to develop the sales rep and the sales rep’s main responsibility is to develop opportunities and win business.

But not everyone gets from A to B. Here are four skills that a sales manager must master to become great and keep the pipeline moving.

  1. Determine Objectives: I have seen managers who set objectives based on their personal experiences with no buy-in from their sales reps. Does this sound familiar? “All sales reps must call on five opportunities a week and make 20 cold calls a day.” While this method may work, a better approach is to establish objectives with your sales reps. For instance, “Here are the revenue objectives we are trying to meet this year. What do you think we need to do to achieve this objective?” Managers who can secure buy-in from their sales reps and set clear, well-defined objectives will foster amazing performance.
  2. Schedule Reviews to Share Agreed Upon Information:Once objectives are set and expectations are clear, what happens next? Letting your sales rep “wing it” is not the answer. It’s crucial to provide guidance and structure. If the objective is to win $500,000 of new business, you and your reps should discuss the types of customers they need to talk to. How many of each of those customers should they talk to to reach their goal? Are corporate systems in place where reps execute follow-up correspondences? Emphasize the importance of being proactive, addressing client needs and maintaining professionalism in all communications. Have reps share their customer touchpoints with you for accountability. Walking them through follow-up expectations and processes will create a framework for repeatable success.
  3. Evaluate and Coach: In my experience, you can learn a lot about a sales rep’s performance from a prospect’s reply to a follow-up correspondence. Are enough letters being sent to show an ample pipeline? Is the rep talking to the right people? Are customer goals clearly stated and can your service or product move the customer closer to those goals? Letters should tell all these things and more. After your evaluation, choose one or two skills to coach your reps on. Do more than that and your limited time together will feel jam-packed and your coaching will be overwhelming. Tackle one skill at a time to foster improvement. For example, try role-playing with a rep and listen to how he or she positions your company’s capabilities. Tackle another skill the next time you talk or meet and solicit feedback on how the skill is developing.

 

  1. Offer Feedback and Reinforce:Look for what your sales reps do well. You’ll need to continually reinforce the positive to maintain the foundation you are building on with your reps. If objectives have not yet been achieved, focus on what’s going right and how a particular skill helped to get them halfway there. Then, work together on skills that will get them the rest of the way.

American business magnate and philanthropist John D. Rockefeller said, “Good management consists in showing average people how to do the work of superior people.” By mastering these four skills managers will get superior people producing superior results.

If interested in developing these skills, reach out to learn more about our workshops and services.

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