We begin with this basic premise: Sales cannot be managed. Sales are the OUTPUT of a process. By the time revenue and the associated margins are generated, everything critical to the function of selling has already been done. Lead generation, prospecting, qualifying, presentations, and negotiations have occurred well before a sale hits a company's books.
This is undeniable truth.
Unfortunately, this is also true: A sales organization’s performance is typically judged by the output of sales revenue and margins. Their level of performance, therefore, is determined by something that can't be managed.
What is the root of the problem? Click here to find out.Sales Management position has opened up in your organization. You want to promote from within and you have a choice between two people:
» One is a Sales Rep who has been with you for three years and consistently performed at or above quota every year.
» The other is a Sales Rep with the same tenure who has never exceeded quota but has contributed enough not to get fired.
Who should get the job? The answer may surprise you.
Click play to get the answer and learn the driving reason why new sales managers fail.