Dabrock commented on the following stories on BizSugar
It's easy to figure that out based on your win rate. Anytime your win rate falls below 50%, you are losing more than you are winning. If you are selling in areas where there is a bad fit, your win rates will be very low. When you see that systemically in an organization, it's more likely an indicator of not selling in your sweet spot, more so than selling skill. If it is isolated to one individual, then it might be selling skills,"
Thanks for the comment. To be honest, I think it overcomplicates things a little. It's a great concept for large numbers, but let's look at the typical manager. Data shows spans of control for sales managers actually decreasing, currently somewhere around 7-9 direct reports. Even if it were double that, isn't it easier just to look at the people you have and figure out what you need to do with each one? Again, it's important to acknowledge, each person doesn't need the same amount of time, the approach with each person will be different."
Actually no. I think we try to fit too many things into the 80/20 rule. As managers we are responsible for maximizing the performance of everyone in the organization. It means we have to deal with everyone, but not necessarily investing the same time, resources, and certainly not doing the same thing. With poor performers, we must get their performance up or get them out. They are a drain on the organization and we aren't doing them any favors by not addressing the performance issues."
It’s a great point Warren. I know there are lots of different opinions and I know that “insight” is new, sexy, exciting. But I see no difference between insight selling and consultative selling. In both, we help our customers understand new opportunities to grow, serve their customers, improve their operations and more effectively achieve their goals. We can put a lot of different labels on it, we can apply different methodologies, but in the end there is little difference. Thanks for the great comment."