Sales organizations cultivate two A-Player salesperson profiles.  Which profile describes you?


Career Sales Pro.  Year in and year out, you are amongst the 10% who blaze the trail. Perhaps you could manage salespeople, but you love what you do. 


Sales strategy matters to you, because good strategy makes you money.  Whereas bad strategy is like paying extra taxes. 


Future Sales Leaders.  Reps like you will eventually captain the Sales ship—whether next year or next decade. 


Sales strategy matters to you for two reasons:


 1.  Emulating excellence beats learning to avoid mediocrity.

2.  Leaders driving good strategy earn 35% more and build 45% more equity. 


Check out SBI’s Annual Research


Key Finding:  Only 22% of sales organizations have the right sales strategy.


Here’s a partial sampling of what the other 78% routinely get wrong. 


Quota Setting:  Does the process seem subjective and biased?  To avoid perception of bias, does management just tack on a percentage growth?  Either way, welcome to the 78% club. 


Compensation:  Do you have to go into management to make as much money as your boss?  Guess what side of the divide you’re on.  


Territory Design:  Ever get stuck with a dog of a territory?  You found a way to make quota, didn’t you?  But you also watched a B- or C-Player stumble their way to President’s club in a plum territory. Still stings, doesn’t it?


Prospecting:  Trying to hire reps for their “Rolodex” is as outmoded as the rolodex itself.  Traditional prospecting doesn’t work.  Few of the 78% organizations have mastered social prospecting.  Many still prefer to hope it’s a fad. 


Sales Process:  Many organizations have no sales process at all.  A forecast framework in a CRM system isn’t a sales process.  In firms that don’t have a sales process, much relies on “then a miracle happens.” 


Sales Enablement:  Guess where you’ll find program du jour?  Which type of organization produces blizzards of “content”?  When I say “sales disablement,” do you laugh but also grimace?  Isn’t the idea supposed to be helping sellers navigate hurdles and close business?   


Internal Processes:  The 78% companies proudly cut “expensive” admin resources.  They judge it wiser to have reps do that work.  Quite often:


  • Their technology systems are antiquated or poorly integrated.
  • Credit checks and price approvals delay deals.
  • Modifying product configuration can stall an order.
  • Contracts take an eternity to get through legal.  


Poor processes make it hard for buyers to do business with these suppliers.


Forecast/Pipeline Management:  Every week you endure the team forecast call.  Reps wave their arms, make excuses and tell fluffy stories.  Each layer of management applies “judgment.”  Darts anyone?  How much more selling time must go up in smoke before this stops?     


So, are you curious what world-class sales strategy looks like?  Would it help to know how your organization stacks up?


Then send this link to your Chief Sales Officer.  They can register here to receive the research report and arrange for a free 90-minute strategy session.   Or contact me, and I’ll send the report personally with your compliments. 


I know you know the secret:  Improved sales strategy really pays—YOU.


Kevin Avery

Challenges clients to design and implement innovative practices.

Prior to SBI, Kevin held leadership positions in sales, marketing, business and channel development in the high tech industry, concentrating in the Contact Center and Collaboration software.

Kevin was an A-Player salesperson who transitioned successfully into leadership. At Cisco Systems, his Enterprise Area sales team drove double-digit growth, with annual bookings exceeding $120MM. As Strategy leader for Cisco’s Contact Center and Collaboration specialist sales groups, he devised, designed and coached a competitive displacement sales program that netted over $125MM bookings with a 90% win rate and zero no-decisions. Kevin’s experience prior to Cisco at Spanlink – a packaged and custom software company and reseller-integrator – began at near-startup stage. Leading the sales team out of the company’s IPO, he grew revenues by 50%, then closed an OEM agreement with a $70M+ lifetime value. When the 2001 tech bubble burst, resulting in dissolving a $130M acquisition, he was instrumental in refitting and relaunching the company.


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