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Revenue Disruption: Game-Changing Sales and Marketing Strategies to Accelerate Growth by Phil Fernandez

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Always Be Prioritizing

Sales can be a frustratingly herky-jerky operation in many companies. Buyers come and go; they cancel and reschedule meetings, and make new and unusual demands. They manage to keep even the best sales reps on their toes, oscillating between feast and famine every day of their jobs. So in order to achieve any sort of reasonable productivity, let alone exceed their quotas, sales reps must always be working on more deals than they can reasonably expect to close. Sales managers call this “pipeline coverage,” a situation where sales teams often work on 4 to 10 times as many deals as they’ll actually close in that particular month or quarter. The same factors come into play in a sales development team, whose members should always be talking with the greatest number of leads they can efficiently manage.

So, in what has become a recurring theme across the entire revenue cycle, sales personnel not only need to “always be closing” and “always be helping,” but also need to “always be prioritizing.” To put it more bluntly, sales professionals achieve maximum efficiency when they can cherry-pick among opportunities and allocate their time to the very best.

I realize that this sounds like heresy to some sales leaders. The problem of the prima donna sales rep—who only cherry picks and doesn’t dig in and do the hard work—is legendary. However, this turns upside down when sales take place in the context of a comprehensive Revenue Performance Management process. The entire ...

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