Imagine this scenario. The year end is looming and your Chief Sales Officer is busily looking at the sales and pipeline numbers for the company’s key accounts. You need a strong quarter close to finish the year in a position to enable your growth plans for the following 12 months. The sales teams are flat or reacting to customer requests and qualifying new opportunities, meaning you have limited resources for new business development in order to close out the quarter.Where do you focus those teams for the most impact? Decisions like this often come down to gut reaction or mining an existing customer relationship. The quarter may close positively and meet the sales goals. Consider these two questions, though: is this a long term, repeatable, and sustainable business model? Was the sales opportunity chosen for critical pursuit really the one with the best return or did you miss a greater opportunity?To read this article in full, please click her
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