Rolling out a new sales process is tough work. For Sales Operations, it’s one of the most important projects you’re responsible for. The risk is high because the money and time invested is significant. You want to measure if it’s firing on all cylinders. It’s difficult to grow revenue faster than your industry’s growth rate and faster than your competitors. Leverage the How to Make Your Number in 2018 Workbook to access a revenue growth methodology to hit your number quarter after quarter, and year after year.


First, let’s get one key distinction on the table:A sales process is not a sales methodology. “Spin Selling” and “Solution Selling” are methodologies. A sales process is a set of well-defined stages that can be tracked. Sales professionals can apply a sales methodology to a process. A factory has measurable output in units produced. A sales process has measurable outputs as well – a pipeline and a forecast. A methodology does not.


For more on the distinction between process and methodology, read this post


Why Take the Risk?


Because of your investment, implementing a sales process carries risk.  Your objective is to reduce the risk while improving the reward.  The facts are there.  Our work across sales organizations proves the benefits.  Well implemented sales processes deliver the following results:


  • Reduce sales cycle length by 20%.  A cycle of three months would be reduced by 18 days.
  • Improve win rate by 24%.  A win rate of 25% would improve to 31%.
  • Increase average sale price (ASP) by 15%.  An ASP of $250k increases to $287k.


These all have a compounding effect. More closes at a larger ASP delivered faster. There are other significant rewards as well. Better forecasting, more new logo wins and reduced attrition to name a few. 


Now, you may be saying to yourself: “I took the risk because I already know the benefits.” Your next question may be “How do I reduce the risk of implementing a Sales Process?” Many posts have been written on sales process implementations. A great process that doesn’t get strong adoption is a waste.  


Further, successful sales process implementations have to be based on buyer behavior.  Conducting great research into how and why your buyer’s purchase is essential. A process aligned with the buyer will greatly reduce your risk.


The Signs of Success Are There – Measure Them


Here’s a summary of the key measures to use to gauge success:   


  • Process Utilization:  Are 90+% of your reps using the process?  If so, this shows the process is delivering value for the sales team.  The tools are useful and are helping them sell.
  • Deal Size:  Are average sales prices increasing?  This is a strong indication that your process is helping customers recognize needs.  The process is enabling you to sell on value, not price.
  • Forecast Accuracy:  Is your pipeline-based forecast within 10% of reality?  This is a great indicator that you are in step with the buyer.  In addition, solid forecasting is a sign of consistent use of the process.
  • Win Rates: Like deal size, win rates should improve in a measurable way.  Your process is helping you beat the competition.  Even if the competition is the status quo where the buyer takes no action.
  • Sales Cycle Length:  A good process will drive opportunities through the pipeline faster.  It illustrates you haven’t introduced friction and extra cycles into the process.


What if you measure these items and find that progress is not being made?  There are a few possibilities that you need to explore. 


  • A strong reinforcement plan is required, with much of that plan rests with your front-line managers and sales leadership.
  • Celebrate success.
  • Hold management accountable for process utilization metrics.
  • Conduct pipeline reviews.
  • Observe the sales team in action and watch them using your CRM.
  • Gather their feedback on how the process can be improved.


The process needs to align to the buyer. Buyers are not static and your sales process can’t be either. Your process needs to change with them. Just a couple of years will make a big difference. Update your buyer research. 


Have expectations gone up and left you wondering if you can make your number? Here is an interactive tool that will help you understand if you have a chance at success. Take the Revenue Growth Diagnostic test and rate yourself against SBI’s sales and marketing strategy to find out if:

  • Your revenue goal is realistic
  • You will earn your bonus
  • You will keep your job





Andy Hastings

Leverages expertise in operations, sales and marketing to implement new strategies that help clients make their number

Prior to SBI, Andy spent 8+ years at Constant Contact in a hyper growth SaaS environment. He brings significant expertise in direct sales, channel sales, marketing, operations and project management. Most notably, he delivered results on projects that included sales and marketing strategy, CRM design and implementation and sales productivity / enablement. Known as a problem solver who can quickly diagnose sales and marketing gaps, develop a strategy and lead cross functional teams during implementation resulting in organizations making their number.

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