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General Manager's Most Important Questions

What General Managers Ask About Sales Process Excellence - #3 How to Relieve My Pain?

by Michael Webb | Comments (0)
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gm3General Managers have asked us asked us a lot of questions about Lean process excellence over the years. 

We’re counting down the top five questions, and providing the answers. Last week we answered question #4 How Do We Sustain Sales And Marketing Improvements?

This week, we deal with the next most popular question:

#3: How Can Lean Process Excellence [Solve My Specific Pain]?

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What General Managers Ask About Sales Process Excellence - #1 How Does It Work?

by Michael Webb | Comments (0)
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1General Managers have asked us asked us a lot of questions about Lean process excellence over the years. 

We’re counting down the top five questions, and providing the answers. Last week we answered question #2 How Do I Get Support And Buy-In To Apply The Lean Process Approach in Sales?

This week, we deal with the most popular question:

#1 How Does Lean Process Thinking Work In Sales And Marketing?

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What General Managers Ask About Sales Process Excellence - #2 How to Get Buy-In?

by Michael Webb | Comments (0)
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2General Managers have us asked us a lot of questions about Lean process excellence over the years. 

We’re counting down the top five questions, and providing the answers. Last week we answered question #3 How Can Lean Process Excellence [Solve My Specific Pain]?

This week, we deal with the next most popular question:

#2 How Do I Get Support And Buy-In To Apply The Lean Process Approach in Sales? 

...

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What General Managers Ask About Sales Process Excellence - #4 How to Sustain Improvement?

by Michael Webb | Comments (0)
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lp-5General Managers have asked us asked us a lot of questions about Lean process excellence over the years. 

We’re counting down the top five questions, and providing the answers. Last week we answered question #5 Where And How Do We Start Lean Process Excellence?

This week, we deal with the next most popular question:

Question #4: How Do We Sustain Sales And Marketing Improvements?

...

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What General Managers Ask About Sales Process Excellence: #5 How to Start?

by Michael Webb | Comments (0)
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gm-5General Mangers have asked us asked us a lot of questions about sales and marketing over the years. 

We’re counting down the top five questions, and providing the answers.

Most of them are really curious about how lean applies to sales and marketing. The fifth most important question they asked is:   

Question #5: Where And How Do We Start Lean Process Excellence?

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Selling Power TV Interview: Does Your Sales Process Create Value?

by Terran Webb | Comments (0)
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Gerhard Gschwandtner interviews Michael Webb on Selling Power TV: 

Quote for  General Managers:

“A process approach is a method of finding out what does the customer want, how do we figure out a way of keeping our own company from not giving it to them, and then making that a path that is easier to follow, both for the customer and for the salespeople. …”

"Once you have that idea, then the process is the salesperson’s best friend …”

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Do We Have the Bandwidth to Implement Process?

by Michael Webb | Comments (0)
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John Wooden claps his hands in encouragement of his players in a practice session

A founder and CEO of a global transportation services company asked this very interesting question:

• Do we have the bandwidth to implement
process while the selling wheel must keep
turning?

Every company faces conflicts with time and resources when beginning to implement process excellence. Their people tend to perceive process as extra work they are being asked to do in addition to their “regular” work:

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Why are improvements difficult to create in sales and marketing

by Michael Webb | * Comments (4)
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A reader asked: 

  • Why do improvements seem so difficult to create in sales and marketing?
Leadership listening and acting

Leadership listening and acting

This is a good observation and a good question. The VAST majority of attempts to improve in sales and marketing don't improve anything in the end. Scratch the surface of most consulting interventions, and you will see this.

Yes, there may be a new kind of sales training, or a new kind of CRM system, or whatever. Yet, in what way did productivity improve? Does the organization even measure productivity? Do they know how to measure productivity? Can they measure value to the customer? Can they measure anything, besides end results (orders, revenue)? Maybe the managers can rank order the effectiveness of their salespeople. So, what are they doing to make sales easier, to improve productivity of the team as a whole?  ...

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How Do You Sustain The Lean Process Initiative Long Term

by Michael Webb | * Comments (4)
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A reader asked, 

  • How do I sustain the Lean process initiative in the long term?
Leadership listening and acting

Leadership listening and acting

This is sometimes referred to as "step-after-next thinking," and it is one of the most important things you can do. "Once I make such and such change, how will I sustain it? How will I improve it?" This is especially interesting for sales and marketing.

First, lets assume you are able to create measurable improvements in sales and marketing. This is challenging enough in most companies, but doable. To learn simple things you can do to make improving easier, read "Why Are Improvements Difficult To Create In Sales And Marketing?". 

Now, lets use the "5 Whys" approach. Why is it hard to sustain improvement in sales and marketing? 

Take a moment, and think about your answer. ...

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How To Take Time Needed For Lean Strategies When You Have Few Resources And So Little Time

by Michael Webb | Comments (0)
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A reader asked: 

  • How can we take the time needed to identify, plan, and execute Lean strategies when we have so few resources (no one has any time)?
Time marches on!

Time marches on!

We often hear this question when we start working with clients. Leaders ask it in our early discussions. Then workers involved in improvement work also ask it.

Believe it or not, feeling this way is a sort of prerequisite for success.

First, without pain around your current condition, you and your team might not have the motivation to create an improvement. So, pain and pressure of some kind are a necessary ingredient. ...

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