This blog focuses on the fourth part of the Sales Management Process, the quarterly business review[QBR].  These meetings are held at the beginning of each quarter and in lieu of the monthly sales strategy meeting discussed in the last blog.  These meetings are an integral part of the sales management cadence described by this blog series..  The QBR meetings are individual presentations by the sales rep.  Each rep is given 30 to 60 minutes to review their performance for the previous quarter and their game plan for the new quarter.  The previous quarter review should include a few opportunity postmortems of both close-won and close-lost opportunities.  The QBR meetings are usually done within the first two weeks of the new quarter and set the stage for hitting the current quarter goals.  ...

This blog focuses on the third part of the Sales Management Process, the monthly strategy review.  These meetings are held on a monthly basis, usually twice a quarter, at the beginning of the months when the quarterly business review[QBR] is not being held.  This is a team call with the sales manager and his/her sales team, plus sales support and marketing.  While it may not be feasible to invite marketing to all the one on one’s and sales forecast calls, they should attend the monthly sales meetings and the QBRs.  This will help align marketing and sales. ...

This blog focuses on the second part of the Sales Management Process, the sales forecast calls.  The last three blogs focused on Sales Coaching and One-on-Ones, the first part of four parts that make up the Sales Management Process.     A Word of Caution Both One-on-Ones and Forecast Calls are weekly meetings, but don’t make your One-on-Ones the forecast call.  One-on-One time is for the sales rep.  This is the sales rep’s  sales development time.  It is your time to help them become  A-players.  The Sales Forecast Call is all  ...

This is a continuation of the previous two blogs on sales rep coaching.  This blog focuses on reviewing the sales rep’s overall performance during a one-on-one.  In a series of weekly one-on-one meetings this topic typically comes up once every four weeks.   ...

This is a continuation of the previous blog on sales rep coaching.  The prior blog reviewed how sales rep coaching fits within the sales management process and outlined best practices related to “call coaching”, one aspect of sales rep coaching.  This blog focuses another aspect of sales rep coaching --  sales pipeline reviews and detail opportunity reviews.  The next blog will focus on the third aspect of sales rep coaching, sales rep performance one-on-ones.   ...

Sales rep coaching and sales manager/sales rep one-on-ones are the catalyst for sales optimization and sales growth. They are also the tool for increasing the sales rep proficiency and converting C and B quality sales reps to B and A players.  Some supporting research from CSO Insights reveals a correlation between quota attainment and coaching.  The study found the better the sales manager coaching the higher quota attainment.   ...

The next four blog posts will focus on the sales management process.  This is the overarching sales processes between sales leadership and sales managers, sales managers and sales reps and sales operations with sales leadership, sales management and sales reps.  These processes align the different sales groups towards the same goals. This is the fourth category of blog series Best Practices for B2B Sales Pipeline and Forecast Management based on the original blog post for this best practice series started on January 21st. ...

or a sales team, complacency is the enemy of improvement and growth.   Top sales teams continuously improve to achieve better standards, no matter what level of success they have reached in the past.  The blog “Best Practices for B2B Sales - Sales Pipeline Data & Process Improvement, focused on using analytics as a basis to identify bottlenecks in the sales process and create a process for continual improvement.  That is one way.  Doing a sales postmortem is another.  It provides an operational perspective on how to enhance the sales process. ...

The most important step in any sales process is the NEXT step.   It is a hurdle that must be cleared to give you the right to move to the “NEXT, NEXT” step.  The next step is not granted, but earned by successful completion of the current step.  The next step has to be set up with the buyer as you finish out the current step.  ...

Guided selling is the process of prescribing optimal sales execution steps to the sales reps to enforce a consistent and efficient sales process. The tasks and process are based on sales patterns of past close-won, and close-lost opportunities. Dynamic guided selling is the automated collection of prospect interactions and seller activities with the application of artificial intelligence and pattern matching to prescribe optimal buyer role based sales execution steps  and coaching ...

This blog may be a little controversial.  Many blogs and white papers talk about account management as a sales function.  Sales reps target accounts to sell to.  They then flush out sales opportunities within the account and work on closing those opportunities.  At TopOPPS we take a broader approach to account management.  We believe account management starts with marketing.  It includes both marketing and sales. ...

This next couple of blog posts will focus on Sales Opportunity Management.  This is the third category of blog series Best Practices for B2B Sales Pipeline and Forecast Management based on the original blog post for this best practice series started on January 21st. ...

This blog provides more details into the final two of the six tactical best practices outlined in the blog “Best Practices for B2B Sales - Sales Pipeline”.  It focuses on: Monitor the sales pipeline from different perspectives depending on the users role (sales rep, sales management, sales opperations, sales leadership) Focus on closing the best leads, nurturing the new leads and “close loss” opportunities as soon as possible Monitor the pipeline from different perspectives  The sales pipeline is the beating heart of the sales process and the revenue engine. ...

This blog provides more details into the next two of the six tactical best practices outlined in the blog “Best Practices for B2B Sales - Sales Pipeline”.  It focuses on: Proactive follow up on opportunities in the sales pipeline Proactive delivery of the right sales content and insights to members of the buying team and guidance to the sales team It may feel like these two best practices could be consolidated into one called proactive selling. Both could be handled via alerting and prompting solutions or optimized with a process we call “Alerts Requiring Action”.    However, there are subtle differences between the two that make a big impact on sales.  ...

This blog reviews best practices related to two of the six tactical best practices outlined in the previous blog “Best Practices for B2B Sales - Sales Pipeline”.  It focuses on: The ability to easily update the sales pipeline on a regular basis Sales process review and improvement An accurate sales forecast requires an accurate, timely and always up-to-data sales pipeline.  This data includes up-to-date: sales activity and buyer/seller interactions; buying team members and roles; opportunity descriptors and attributes; and company descriptors and attributes, in the CRM.  It also includes integrated reporting from the CRM to produce the sales pipeline, porting CRM information to Excel is not an option. ...

In my original blog in this series “Best Practices for B-2-B Sales,  I outlined five categories of best practices: The previous five blogs in this series, reviewed the best practices related to data.  The next three categories, Sales Process, Opportunity Management and Pipeline Analytics all are driven off of the sales pipeline. This blog introduces 6 different best practices related to the sales pipeline.  These best practices cut across all  three areas. ...

Jim Eberlin is founder of TopOPPS.  Jim posted this blog on Linkedin.  It was just a few weeks ago that I was preaching that in order to stay on top of things to give my team and customers what they needed, solve problems and make sure things don't fall through the cracks - I had to be in person.  Obviously that has changed - like it or not. ...

The typical situation we found many of our sales prospects in when they were considering our solution is: Sales reps don’t timely update their sales force automation platform Sales reps don’t have sufficient, timely and accurate information about their sales opportunities Sales Managers don’t have the data they needed to accurately forecast sales for the quarter or coach their direct reports on specific opportunities The end-of-quarter is a mad scramble and there is no visibility into the deals to focus on Forecast accuracy suffered ...