Let me first state a few aspects of my opinion about sales forecasts:
They are the only rational basis for setting the priority of items on your ToDo list
They are therefore indispensably essential
They must be updated continuously; by every sales rep, manager and executive
If you whine about submitting your forecast and/or tell me it’s not possible [...]
The best of the sales managers and executives I’ve had the pleasure to work with tend to demand very few things. They expect a lot in terms of results, but are generally reluctant to lay out a long list of specific requirements. The single most common demand of the top-notch sales leader? [...]
This is the seventh post in a series about selling with Finance, the Universal Language of Business.
Part 1: Do you speak the universal language of business?
Part 2: Selling With A “Net Cash Flow” Approach
Part 3: Cumulative Cash Flow + Payback = Committed Customer
Part 4: ROI – For Pete’s Sake, Know What It Means!
Part 5: The [...]
Dave Brock started the mudslinging at a useless forecasting metric, then Anthony Iannarino piled on. These two guys are right on the money – again – and I can’t help but throw another log on the fire.
A common assumption by sales leaders… Allow me to re-phrase: A common dumb assumption by sales leaders is that [...]
Sales is notorious for being the most expensive yet least accountable department in just about any organization. It’s quite interesting to watch what happens when a sales manager increases rep accountability with a monthly territory review process.
Monthly territory reviews, one rep at a time, have always been a key fixture in our Sales Process Engineering [...]
