You may be familiar with Arthur “Red” Motley’s quote, “Nothing happens until somebody sells something!”
Leaving aside the extent to which Motley’s perspective might or might not be true, effectively managing the sales process and maintaining a path of steady revenue growth are every-day objectives within organizations of all types and sizes. And while many external factors, such as variation in the economy or increased competition, can significantly impact results, the selling process — like all processes — can and must be studied and continually improved.
Interestingly, when we delve into that subject with organizational leaders we frequently find that they have not defined a “sales process” that focuses on the work. Instead, they refer to their CRM categories as the sales process.
We understand and appreciate the value of CRM systems and forecasting, but this type of measurement does not focus on the work. It is, therefore, not surprising that a common challenge facing so many organizations is how to grow revenue.
If sales growth is an issue for your organization, here are a few strategies you might consider from a past newsletter:
- Looking outward to test or confirm what customers deem most important
- Looking inward for opportunities to define and improve the sales process
- Looking forward to maintain an innovative edge, based on 3 key criteria
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