CHAPTER |3
Step 2: Establish the Foundation
Avoiding Scope Creep
Pete Hodges, regional sales manager for a computer parts distributor, expressed concern that his company’s sales process did not generate enough new customers and that the overall process took too long. When I spoke with Pete and his sales team, each defined the problem a little differently. Pete identified the problem as closing the sale, one district sales manager cited identifying the customer needs as the issue, and the sales representatives said that they did not have enough leads.
How do you decide whom to believe? Pete asked me to look at their sales process from beginning to end, but how would an outsider begin to determine where their sales process starts and ends? Because ...
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