Less than 20% of salesforce have, know and use best-methods & tools

Inconsistent process views, language, rules & standards -- free lancing

Low-med efficient/effective manager coaching -- stunting knowledge, skills, performance & results growth

Low-med efficient/effective involve ment of management, tech specialist, HQ personnel in prospect selling

Only little ongoing sharing/improving, and the occasional sales training event

Large opportunity effectiveness locked in unique approaches of top 20% -- average deal $size stagnating 

Chronically low 10-20% pipeline yield 

Pipelines not proactively managed, go through repeating bust & boom waves with unhealthy end-of-year drainings

Productivity gain is relatively small or none (revenue-per-person per cycle)

Widely varying new prospect quality and pipeline inflow each month

Low quality prospects being pursued by 80% of salesforce

Late cycle fall-out of poor fit/lost deals (increasing COS, wasted resources)

Deep discounts/giveaways/terms given to make quarterly quotas (more COS)

Poor forecast accuracy & predictability horizon

Department staffing, training, & re- sources out of sync with selling cycle needs and new customer flow (less efficiency & effectiveness, more COS)

Quarter-end hockey stick revenue bulges (flash-flooding revenue flow)

Overloaded/Underloaded sales support, tech services, implementation, customer support, Mfg, & admin staffs 

Employee burn-out, poor response, late delivery, eroding quality of work, more turnover, less attractive to new hires 

Inconsistent customer relationship quality, expectations, & lower satisfaction levels

Low % & weak customer references, word of mouth, retention (higher COS)

High: personnel turnover, % territory vacancy, and manager time spent in hiring & ramping (higher COS)

Pipeline capacity severely drained -- Sales and supporting departments neither fully ramped nor ready for new fiscal year's revenue target increases

Pipeline sales cycle length is static, or increasing (leaving room for fewer revenue production cycles per 

100% of salesforce know and use the best-practices & tools

Common team process view, language, rules & standards -- set by sales people

Clear common context for highly effective manager coaching to better improve knowledge, skill, & results

Clear common context for highly effective manager, tech specialists, HQ involvement in prospect selling

100% of salesforce regularly contribute to rapidly improve best-practices/tools

Improving competitiveness in larger opportunities -- steadily increasing average closed deal $size overall 

Pipeline yield (close rate) climbing 

Pipelines being proactively managed for 100%⁺ full ongoing with automated metrics feedback guiding performance

Building revenue productivity gains  (revenue-per-person per cycle)

New prospect pipeline inflow more consistent & higher quality

Low quality prospects remain in pre-pipe cultivation 

Poor fit/loser opportunities weeded out early in cycle (reducing COS)

Prospects see greater value (less discounting, terms, giveaways, COS)

Forecast consistency, accuracy, horizon increasing

All departments better staffed, trained, ready & able to support selling and handle new customer flow (more efficiency & effectiveness, less COS)

Higher % territory quota targets met each month (smooth flow)

Smooth workload for sales support, tech services, implementation, customer support, Mfg, & admin staffs

Greater employee satisfaction, on- schedule higher quality work done, less turnover, greater new hire attraction 

Consistently higher customer relationship quality, expectations & satisfaction levels

High % & strong customer references, word of mouth, retention (lower COS)

Sales turnover decreasing, low % terri- tory vacancy, less hiring & ramping, much more coaching time (lower COS)

Pipeline capacity is full -- Sales and all supporting departments are ramped & ready to begin producing the new fiscal year's revenue target increases

Pipeline sales cycle length is reducing (providing more revenue production cycles per FY)