Chapter 4: Performance and selling

Imagine this scenario for a moment. You have just finished a lengthy sales meeting with your boss. You have been left in no doubt that you have to hit the quarterly revenue target. He is under pressure and, therefore, so are you. In fact, you spent most of the meeting discussing the revenue number and the prospects and whether one prospect was 80 per cent likely to close this quarter or 70 per cent likely. The discussion was about the ranking and the likelihood of the deal closing. Sound familiar? This is a meeting about ‘results’.

It is often said that ‘sales is all about results’. In a real way this is true, of course. The only problem is, ...

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