Finding Margin Leaks in Sales Processes
How to Improve Sales Results by Diagnosing Problems in Your Sales Process
It’s important to realize that sales are the result of a process. And as with any process, the quality of the final product is determined by the raw materials. In this diagnostic, you’ll learn about:
- Why focusing on the process generates more significant improvements with far less conflict.
- How to identify leaks by comparing your current sales processes to “exemplar” processes.
- Four of the most common problems or margin leaks that people find when they really look.
- Two organizational and inter-personal dynamics you’ll want to watch out for along the way.
This diagnostic is just one of hundreds of educational resources you get access to as a SellingBrew Playbook subscriber.
More Subscriber-Only Resources From Our Library
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Earning Sales Ops a Seat At the Table
In this session, learn how leading teams have bridged the gap between just executing the plans that are handed down by others and actually having a hand in developing those plans in the first place.
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The Fundamentals of Effective Pricing for Sales Operations
Most Sales Ops teams are unable to contribute to pricing and discounting in a meaningful way because they lack pricing knowledge. In this on-demand webinar, we cover the fundamental pricing concepts that Sales Ops teams need to understand.
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Attracting and Capturing Better Leads
Isn't it frustrating when sales gets the blame for poor performance when the quality of leads is the real problem. In this on-demand webinar, learn about a number of strategies and tactics for maximizing the quantity, quality, and value of your sales leads.
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Seven Signs Your Sales Team Needs Better Guidance
How do you know whether or not the data-driven guidance you're providing to your sales team is as good as it could be...and as good as it really needs to be? In this diagnostic, learn about seven tell-tale signs that your guidance may not be up to par.
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Managing Risk in Sales Ops
How to Be More Proactive About Mitigating Real and Perceived GTM Risks
