Structuring how selling happens.
WHAT A DEFINED PROCESS PROVIDES
Consistency Visibility of where deals stall A basis for improvement
WHAT TO DEFINE PER STAGE
What has happened What must happen to advance Who is responsible
WHAT QUALIFICATION ESTABLISHES
Whether an opportunity is worth pursuing.
WHAT TO ASSESS
Whether a need exists Whether budget exists Who decides What the timeline is
WHY QUALIFICATION MATTERS MOST
Time spent on opportunities that will not close is the largest waste in sales.
WHAT FORECASTING REQUIRES
Realistic probability by stage Discipline about dates Honesty about what is uncertain
WHAT MAKES FORECASTS WRONG
Optimism encoded as probability Deals left in stages they have left Dates that slip without being updated
WHAT TO REVIEW
Deals that have not moved.
WHY
Stalled deals are either dead or need intervention, and both require knowing.
WHAT WIN AND LOSS ANALYSIS PROVIDES
Understanding of why outcomes occurred.
WHAT TO RECORD ON EVERY CLOSED DEAL
The reason, from a defined set, plus detail.
WHAT PATTERNS REVEAL
Pricing problems, product gaps, or competitors winning consistently.
