Exploring the Principles of Sales Process Excellence
A Discussion with Michael Webb About Applying Process Improvement Methods to B2B Sales
There's a massive difference between just "trying to improve" in a general sense and leveraging a rigorous, fact-based method for driving systemic improvement. While the former may yield fleeting results on occasion, the latter provides a framework for solving the right problems, in the right ways, to drive continuous improvements in efficiency, effectiveness, and results. In this expert interview, Michael Webb, the author of Sales Process Excellence, discusses how the time-tested principles, concepts, and tools of process improvement should be utilized in B2B sales environments.
This interview is just one of hundreds of educational resources you get access to as a SellingBrew Playbook subscriber.
More Subscriber-Only Resources From Our Library
-
Identifying Your Value Along Five Dimensions
You can't just hope prospects will pick-up on the compelling reasons to buy from you. In this guide, you'll learn the five dimensions of value that matter and over 50 potential value-drivers that can influence buying decisions.
View This Guide -
Using a Cost-Plus Mindset to Your Advantage
In this case study, learn how one consultant got (very) creative in order to solve a pricing problem in an highly dysfunctional organization.
View This Case Study -
Assessing Core Sales Skills in the Hiring Process
Relying on first-impressions, intuition, and gut-feel is just too risky when hiring salespeople today. This guide explores new options for infusing more objectivity and science into the process of finding good salespeople.
View This Guide -
Step-by-Step Competitive Analysis for Strategic Selling
How to use competitive analysis to identify actionable opportunities to gain strategic advantage, expose competitive gaps, provide differentiation beyond price, and reduce competitive pressures.
View This Tutorial
Come Join Our Next Webinar
Managing Risk in Sales Ops
How to Be More Proactive About Mitigating Real and Perceived GTM Risks
