Jonathan Farrington

Jonathan Farrington is the CEO of Top Sales World and the editor of Top Sales Magazine. TSW is a unique, international online community dedicated exclusively to the profession of sales, bringing together the industry’s best-known sales experts to provide information in the form of how-to-guides, articles, webinars, podcasts and so much more.

How To Create An Effective Business Development Strategy

By Jonathan Farrington / April 13, 2020

The “Business Development Strategy” is used to underpin your main business plan and, essentially, it sets out a standard approach for developing new opportunities – either from within existing accounts, or by proactively targeting brand new potential accounts and then working to close them.

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How to Achieve Sustained Sales Growth

By Jonathan Farrington / April 12, 2020

In his book, Fundamentals of Selling, Charles Futrell identifies careful use of selling time as perhaps the distinguishing characteristic of the successful salesperson.

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How High Is Your “Customer Turnover”?

By Jonathan Farrington / April 11, 2020

It’s interesting that we regularly read articles or comments about high levels of staff turnover, but it is very rare to discover any commentary about “customer turnover.” It is almost as if it’s a taboo subject; that there is shame or embarrassment attached to it… Why? I suppose it is an admission of failure.

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Leader, My Leader: Do You Inspire “Willing Action?”

By Jonathan Farrington / April 10, 2020

Leadership has been defined as “the ability to inspire willing action” Emphasis is placed on the “willing.” But to understand leadership, we need to delve a little deeper than that.

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Activity Based Planning Leads to More Consistent Results

By Jonathan Farrington / April 9, 2020

Although the debate has been raging since someone first sold something to someone else, it is my personal belief that selling is both an art and a science.

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Today, Selling is Neither an Art or a Science – It is Both

By Jonathan Farrington / April 2, 2020

The dichotomy facing sales leaders today is how they reconcile the fact that most corporations provide less upfront training for their sales staff than in years past yet attach increasing importance to staff development.

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You Cannot Manage What You Don’t Understand

By Jonathan Farrington / January 23, 2020

Even companies that enjoy the luxury of representing a line of clearly superior products realise that those products will not sell themselves. As a minimum, companies need a sales force comprised of skilled professionals who understand the application of the product range, have an in-depth knowledge of their customer base, market sector and, of course, the competition.

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