The Seven Habits of Highly Effective Sales Processes

There are quite a few pieces to the sales performance improvement puzzle – face-to-face selling skills, management style, coaching, account strategy, and so on. One piece that doesn’t get much attention is the sales process. The simplest definition of “sales process” is “a linked group of tasks that together create customer value.”

Some sales processes are more effective than others. In his book, Rethinking the Sales Force, Huthwaite founder Neil Rackham asks seven questions that can help you evaluate your organization’s sales process:


Does your sales process reflect your customers’ acquisition process?
If it doesn’t, it’s working against you.


Is your process self-correcting?
Good sales process learns from real-world feedback.


Does your process create value?
Good sales process adds value for the customers, for the sales organization, and for the salespeople themselves.


Does your process increase efficiency?
If your process has made your selling cycle longer, it’s time for a redesign.


Does your process allow mortals to succeed?
Nevermind the top performers – a good process should allow average salespeople to get better results.


Is your process scaleable?
The test is whether your sales process is a growth enabler or a growth inhibitor.


Are your milestones objectively measurable events?
Good process is based on events, not on activities.

Koka Sexton

Koka Sexton is a renowned expert in social selling. Some would say Koka Sexton is the reason social selling exists, he would say that social selling existed once buyers went online. A recognized expert in social selling that has produced revenue for B2B companies, Koka continues to make generating new business the focus of social media. Finding creative ways to plan, develop and execute content marketing campaigns that break through the noise and provide value to buyers in excess of what they expect.

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