Why traditional fixes work so poorly in sales and marketing, and what you can do to improve results now.
Problem-solving efforts begin at the definition of the problem. In sales and marketing organizations, this is slippery ground. That’s because in their culture the meanings of words like "problem" and "solution" are generally interchangeable (especially in American companies).
"The ‘measurements’ weren’t telling anything about reality.
They were telling just the opposite …"
What do you measure in the day-to-day operation of your sales process?
Most companies have only rudimentary measurements (if they measure anything at all). They count initial contacts (e.g., phone dials or cold calls), appointments or demonstrations, proposals, and closes.
Unfortunately, this information is almost useless. …
Atlanta, Ga, October 31, 2008 – B2B companies are searching for better ways to find more revenue with fewer resources. A corporation in Atlanta will announce a new way of reaching this objective: The Sales Kaizen Event, based on the Japanese philosophy of continuous improvement. Teleseminar to be held Wed November 5, 2008, 3:00 pm Eastern. […]
Michael Webb provides four prerequisites for getting changes to happen and performance to improve in a sales organization.
How to use measurement techniques to make the sales funnel flow faster.
Paul Harmon of BPTrends gives a glowing review of "Sales and Marketing the Six Sigma Way" (Kaplan, 2006) by Michael Webb and Tom Gorman.
Paul Harmon of BPTrends gives a glowing review of "Sales and Marketing the Six Sigma Way" (Kaplan, 2006) by Michael Webb and Tom Gorman.
An explanation of how applying the "project charter" process improvement technique to sales and marketing solves big problems and makes success easier.
The Internet is a crucial tool for automating sales processes that every B2B company should embrace.