Sales organizations can sometimes undermine their greatest asset – the available time salespeople have to sell. Taken as a whole, this time should be considered the firm’s “sales capacity.” Unwittingly, many firms diminish sales capacity by loading salespeople with administrative activities, or by not differentiating high return selling activities from those that are low/no return. In this webcast, we review metrics and decision frameworks that help firms measure sales capacity, prioritize high-value selling activities, and optimize overall return on sales effort.
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