The challenge as always is Growth.

Imagine as you will that your sales organization truly is the garden of earthly delights. What would that mean to you, and if you had to write it down, what would that actually look like? If you were replicate current success, you'd need to know why it was working.

To make the tough decisions you need to make, you're going to need Insights, Answers, Alternatives, Actions. Outcomes follow.

Imagine Sustainable Growth

Imagine as you will that your sales organization truly is the garden of earthly delights. How would you feel if bit by bit by bit is shrank and shrivelled? Not good.
Equally, how would you feel if it grew and thrived?
Smiles all around.

Neither success nor failure are permanent. You're going to need to adapt based on meaningful insights.

Relevant Insights

There are some critical questions.

  • What is our true current situation?
  • Why are we where we are?
  • How do we know for sure?
  • What are the Options & Alternatives?
  • What Actions should we take?
  • How much should we invest?
  • What Outcomes should we expect?

It doesn't take much to look at a performance chart or the P&L and see how you are doing from a revenue perspective. More difficult is to determine the root cause, verify the reporting, add the necessary context, and begin to think through the actions needed to course correct. The data might be in your CRM, yet few know how to do the revenue analysis needed to deliver the insights wanted.
We use the Science of Sales to help our clients succeed.

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Your company, or division(s) of your company are in any one of the four performance categories.Its the way it is.Take a good look at your sales organization. Rate it.

  • What label would you put on it?
  • Do you like what you see?
  • What's the plan to create something better or sustain what you have?

What to look for, and Where to find it…

Each performance category presents a similar problem in terms of what to change. For High Performers, what needs to be changed to stay on top, whereas for Under Performers, as with Erratic and UnProven, the changes are hidden. A common approach with Under Performers is to lay blame on the sales people, yet that rarely helps. UnProven's lack a foundation of information to work with, while Erratic Performers are impossible to predict. Predictive challenges create indecision for investors, strategy, and resource allocation. Friction results, speed of execution slows.

Worse, your CRM tells you nothing except where you've been. And even then in most cases it misses the necessary.

Success Prevention…

It is very difficult to get a group of people to agree on just about anything, so lets simplify. Lets eliminate some possible options right away.

If you wanted to make sure that sales revenue did not improve, acquisition targets we're missed, customer retention slipped, no new markets we're opened, and new products sat on the shelf, how would you go about it?

List 8 - 10 things you would do to make sure it failed.

Thinking it Through

Frequently there are many options to weigh in making a great decision. Marketing wants more campaign money, sales management wants more headcount, operations wants better software, and nobody can support their business case. In short, the numbers don't add up.

The Science of Sales is an approach that examines your prior 8 quarters of revenue, and 2 quarters of projected revenue stream to sort out what is going on. From there we diagnose the situation, prescribe playbooks appropriate for the task at hand, work with you to implement the change, delivering the outcomes you want and need.

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Value Segmentation

In an ideal world. complex things would not only appear simple, they would be.
We promote a segmentation model based on 4 discrete elements that when combined crate a distinct and unique category we call a value segment.

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