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    sales process

    Why Do Sales Professionals “See Red” When You Say “Sales Process”?

    One of the challenges sales leaders face when trying to help a team improve their sales performance, is resistance to the phrase “sales process.” In fact, sometimes when you wave the words “sales process” in front of a sales professional, they become like a bull with a red cape waved in front of its face.

    by George Brontén • Editor's Pick

    A Brief History of Lean Methodology in Sales

    Among manufacturers, the concept of Lean is well established and practically universal in its application. Along with Six Sigma and Just In Time (JIT), these approaches have transformed the manufacturing world so profoundly that it’s no longer possible to compete in manufacturing without some version of these practices in place.

    by George Brontén

    How Much Does it Cost for Your Sales System to NOT be Sustainable?

    I often talk about the importance of developing a sales system that is consistent, scalable, and continually improved.

    But I haven’t really addressed the question of what happens when it’s NOT sustainable. The cost of not being sustainable is high, and, unfortunately, the vast majority of sales systems are not.

    by George Brontén

    How to Implement Checklists to Supercharge Your Sales Team’s Effectiveness

    You won’t even go to the grocery store without it, yet you expect your high performing sales teams to do their best work without this tool. What is it? A checklist, of course.

    by George Brontén

    15 Dos and Don'ts of a Profitable Sales Process

    Your sales process is a vital element of your success. A process that’s simple, sustainable, and scalable can make you the author of your own fate.

    by Mark Hunter

    How often do close dates move, and how does it impact your win rates?

    Recently, a partner contacted us to request a new feature in Membrain. He outlined a common problem on many sales teams - too many close dates being moved over and over again without progress and no good way to track or manage these changes.

    by George Brontén
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