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During my three decades in sales leadership roles at large enterprises, early-stage growth companies, and my management consulting practice, I have witnessed and corrected many bad sales practices. These practices, if not course-corrected, would lead to zero sales. When they numbered an even ten, they became Sherwin’s 10 Deadly Sins of Sales. Out of the office with senior executives, I would recount them to their great amusement.

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Consider Revenue Architecture When Selecting Your Tech Stack

Face it, buyers don’t care whether they are interacting with your marketing or your sales organization, they follow their buying process – often in an unstructured and unpredictable way. They self-sell on the web,  research with influencers, and engage 1:1 with salespeople.   An effective buyer experience across a dynamic buyer’s lifecycle requires that your revenue architecture is designed with a coordinated closed-loop process supported by an integrated technology stack.

We read a lot about Martech and SalesTech stacks. This is understandable because marketing and sales teams have traditionally pursued distinct missions with different needs. Yet if your marketing, sales, and service “front office”  needs to be more integrated to support dynamic buyer pathways, you might need to re-think your technology stack.  An integrated revenue process supported by integrated revenue technology helps deliver a single view of the customer and becomes more responsive and relevant as your buyers jig and jag along their dynamic buying processes.

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There is a continuum of different B2B business models – from luminary consultants to commodity products – and each model needs to have a distinct structure for marketing and sales.  Before we assess sales team readiness, we begin by ensuring that the right revenue architecture (the product and process of marketing and sales) is in place and aligned with the target business architecture.

For businesses with a complex, solution sale or consulting sale, there are sales effectiveness attributes that we look for. Below, we’ve outlined competencies, activities, and attributes for good selling. Sales executives, client managers and account reps that sell complex products, business solutions or consultative services should possess the following: