* Sales ability to construct and negotiate on deals is getting better with a move towards book-of-business enterprise sales, but still remains inflexible compared to most other technology/enterprise sales roles. This limits a sales person's autonomy and personal development with things like deal and proposal construction.
* Whilst management maintains an 'informal' policy towards working remotely it is still seen across the sales department as inflexible and something that should be asked for on an infrequent basis. Traditional in-office culture of first-in, last-out will probably live on until there is a change in senior management. This has been a top reason for attrition over many years as other companies embrace this.
* Sales people must be prepared to put in significant time and effort to learn the full suite of Bloomberg solutions (which is vast) in order to be successful in hitting targets. Gone are the days (thankfully) of silo'd sales groups within the company, where core terminal sales sold/serviced the terminal only. Enterprise selling is a welcome change.
* Bloomberg's product range is vast - both on and off terminal. The ability for the company to move nimbly and pragmatically in response to an industry challenge such as regulation (e.g. Mifid II) has proven to be difficult with so many product verticals and groups behind each not talking/working in tandem. Can lead to often frustrating and fragmented engagements with clients looking for holistic solutions. This has been acknowledged at a high level and continues to be a focus.
* Senior management are often not the most dynamic in terms of employee (in my case sales force) engagement. Would love to see more engaging, higher energy motivational sales meetings / wraps / town halls. Can often be down-beat and lacking positive energy.
