Category Archives: Sales Performance Improvement
The use of verifiable outcomes can change the very nature of sales conversations between first line sales managers and their sales professionals. More than talking about a range of activities and lagging indicators of success, they can now focus on the few specific outcomes that are important in the sales process. Join Harry Dunklin, SVP of Richardson’s Sales Readiness Practice for his thought provoking video blog.
By David DiStefano, President and CEO of Richardson
Effective sales coaching has been shown to significantly improve sales performance, but there are limitations to even the world’s greatest coaching practices. You can’t be with every rep all the time, so what happens when something goes either unexpectedly wrong or remarkably right when you’re not there? Is that coaching moment lost forever?
If you’re extraordinarily prepared, you can float insights, ideas, articles, and concepts in front of your clients to provide an extra layer of value. Join Andrea Grodnitzky, SVP of Richardson, for a Richardson Video short where she discusses how being extraordinarily prepared can differentiate you from your competitors. Learn more about Richardson comprehensive sales training and performance support solutions at http://www.richardson.com
For as long as business has been conducted, most sales organizations have attempted to measure their progress and success – yet, they have done so by reviewing results on a retroactive basis rather than utilizing verifiable outcomes. Pipeline conversion, target achievement, and forecast accuracy are common measures. The issue is that these are outcomes that have already occurred. Imagine driving a car by looking through your rear-view mirror. Not a great way to get where you want to go.
New Whitepaper from Richardson: Using Verifiable Outcomes in the Sales Process to Change and Track Behavior.
The use of verifiable outcomes has become more widely adopted by companies engaged in complex sales. These measures provide visibility into the sales process, pipeline performance, and forecasting. The problem, however, is that most of these verifiable outcomes are lagging indicators of past performance, not leading indicators of future achievement. Richardson’s new whitepaper explores how to identify and use verifiable outcomes that are leading indicators of customer engagement.