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The article on p. 3 argues that a well-executed sales process engineering effort creates a powerful
cycle of improvement in sales productivity; typically an 8-12% annual increase in sales performance per rep results ﾖ and
that's the result of the process alone. It's above and beyond any additional revenue growth enhancements due to new products,
a generally strong economy or other external factors.
So why is there a gap when it comes to aligning the day-to-day activities of the critical revenue generators for the ...
The article on p. 3 argues that a well-executed sales process engineering effort creates a powerful
cycle of improvement in sales productivity; typically an 8-12% annual increase in sales performance per rep results ﾖ and
that's the result of the process alone. It's above and beyond any additional revenue growth enhancements due to new products,
a generally strong economy or other external factors.
So why is there a gap when it comes to aligning the day-to-day
activities of the critical revenue generators for the company with the goals of the company in times when agility and responsiveness
is an absolute necessity?
And why is there such pushback to make sales a process based on continuous improvement when
there is such a need to differentiate your company from what the competition is all about? These are easy questions to ask,
but much harder to quantify in terms of your value-added selling approach and how you measure your sales efficiency.
Has
your sales process kept pace with the changes you've made to streamline and make your value to customers more compelling?
How do you know for sure in your current metrics?
If you have not created metrics on your sales efforts that yield
information back to your management team about where you are today and some leading indicators other than lost customers,
lost dollars or new sales won, then you may want to consider how to tie your sales team more closely into the other process
metrics you've built into your organization.
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