Get a running start and be prepared to hit the ground running.
A sales leader with a team of 75 professionals was preparing to double his salesforce — and admitted his biggest fear: 'I'm worried that as we scale, we will lose effectiveness. I'm concerned that the systems and processes we have in place aren't mature enough to handle double-digit growth.'
This white paper identifies the three things world-class sales organizations do differently — and what you need to put in place before you scale, so you replicate what's working instead of what isn't.
Download Free White PaperWorld-class sales organizations identify and upskill B players, eliminate C players, and recruit only candidates who will outperform the current team. 74% of applicants assessed by Objective Management Group are average-to-weak — only 26% have what it takes to be A players.
Coaching by the sales manager has the single biggest impact on sales growth. Managers who devote at least 50% of their time to coaching have salespeople with a sales effectiveness score 28% higher than those who devote little-to-no time coaching.
Companies with a formal sales process have 18% higher revenue growth than those without one. When there is no formal process, forecasts are inaccurate, sales cycles are longer, and win rates decrease.
Before building world-class, make sure there are no existing obstacles — downward sales trends, insufficient pipeline, inaccurate forecasting, lengthening sales cycles, or decreasing margins. Identify the root cause first.
If salespeople regularly rationalize lost deals or missed quotas, you have a culture of excuse-making. World-class organizations demand that reps own their results, learn what went wrong, and not repeat the same mistakes.
Within your sales process, the methodology must be consultative. This allows reps to differentiate from competition, uncover compelling reasons to buy, and sell on value — not price.
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