The Perfect Pipeline: How To Measure and Manage a Productive Sales Pipeline

29 March 2012

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There are many different types of interactions that take place between sellers and managers, but there is one particular meeting that stands out as near-universal among business-to-business sales forces: the sales pipeline review meeting. During this discussion, the rep and manager go through individual opportunities in varying degrees of detail in order to: 1) Get the manager comfortably knowledgeable about the salesperson's pipeline, and 2) Provide an opportunity for the manager to coach the rep to higher performance. In many sales forces, these are the primary coaching venues between the manager and seller.

If there is a single, persistent theme that is woven into all of these pipeline meetings, it would be the firm belief by management that a bigger sales pipeline is a better sales pipeline. However, pumping more and more deals into a pipeline can actually work against the seller by filling the pipeline with junk. Junk that will bounce around for months on end, wasting the time of the seller and their organization.
This paper outlines a framework for approaching pipeline health that is both holistic and quantifiable, and focused on true pipeline health, rather than heft.

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