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Implementing a Formal
Selling Process and Performance Measures in a Sales Organization
(Case Study, 1998, TVI)
A case study of sales process management
implementation with reinforcing automation system support using
TVI's second generation design over 1996-97, bringing measured sales results productivity increases
per rep and steeper Pre-IPO Corporate revenue ramping during
rapid expansion. It appears in its entirety as a model illustration of
effective implementation in the book Operational Performance
Measurement—Increasing Total Productivity, by Will Kaydos
and published by St. Lucie press, 1998, available via Amazon.com.
Impacts on salesforce performance and results
over 6 months include:
 | 38% increase in revenue per person
productivity |
| 240% revenue production growth rate |
| 81% increase in forecast accuracy |
| 121% increase in close rate |
| 82% increase in pipeline %full |
| 18% decrease in sales cycle length
(providing a 22% increase in cycles per FY) |
| 35% increase in deal revenue size |
| 72% decrease in turnover |
| 33% decrease in ramp rate of new sales hires |
| Customer referenceability maintained at 99% |
(see page 16 for more details on these
improvement gains)
Meaningful, Measurable
Sales Success: A True Story
(Case Study, 1998, TVI)
The
Case Study of
the sales process sales force automation efforts at The Tennant
Company of Minneapolis1995-97. This case study is based on TVI's
actual work with The Tennant
Company over a two year period. Tennant was once again named
one of Fortune magazine's Top 100 Companies to Work For. This describes the trials, some helpful tips
and the rewards of staying the course on SFA when integrating
it with a process operating foundation.
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White Papers
[Case
Studies] [Clients]
[Articles]
Will
Real "Pipeline Management" Please Stand Up? (an
Executive
Overview, 1998, TVI)
With all the widespread grasping of original
terms, and their re-application to watered down renditions
turning out to be far-cries from the real thing, this paper
sets the record straight on what "Pipeline
Management" actually entails. It defines the benchmark to
see how well CRM vendor claims measure up, and which are just
illusions.
SFA,
OMS and Other Mysteries (Sales Process Engineering &
Automation Review, December '96 and March '97, TVI)
SPEAR is a quarterly publication of the Sales Automation
Association. This lengthy article (6700 words, plus graphics) appeared in two
parts in successive issues. The first part outlines TVI's levels of
relationship pyramid, related sales abilities, and discusses sales process.
The second part provides an overview of SFA with particular attention to the
importance of forecast accuracy and specifics of an advanced Opportunity
Management System.
OMS:
A Step Beyond & Before SFA
(White Paper, June
'94, TVI)
The subtitle of this paper is "A short history and brief
glimpse at the future of SFA." Longer than the original Culpepper
article (see Jan '94 below) and shorter than the SPEAR article above, this
paper discusses the importance of sales process and outlines TVI's format for
mapping the sales cycle(s) with clients.
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