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	<title>SalesPerformance.com &#187; Sales and marketing management</title>
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	<description>How to make your company's sales funnel flow faster through sales process improvement</description>
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		<title>What Is Operational Excellence in Sales and Marketing?</title>
		<link>http://www.salesperformance.com/what-is-operational-excellence-in-sales-and-marketing</link>
		<comments>http://www.salesperformance.com/what-is-operational-excellence-in-sales-and-marketing#comments</comments>
		<pubDate>Thu, 08 Jan 2009 03:07:32 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Sales and marketing management]]></category>
		<category><![CDATA[sales management]]></category>
		<category><![CDATA[Sales process]]></category>
		<category><![CDATA[sales process excellence]]></category>
		<category><![CDATA[sales process improvement]]></category>
		<category><![CDATA[Sales Process Management]]></category>

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		<description><![CDATA[by Michael J. Webb (with Robert Ferguson)    (pdf of this article)    A reader from Microsoft recently asked me an interesting question:    &#8220;What are the key parameters which define Operational Excellence in a sales and marketing organization?&#8221;    I like the question, because 
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		<title>How to establish a clear cause and effect relationship between promotional expenditure and sales</title>
		<link>http://www.salesperformance.com/establish-clear-cause-effect-relationship-between-promotional-expenditure-sales</link>
		<comments>http://www.salesperformance.com/establish-clear-cause-effect-relationship-between-promotional-expenditure-sales#comments</comments>
		<pubDate>Tue, 06 Jan 2009 19:00:33 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Articles]]></category>
		<category><![CDATA[Sales and marketing management]]></category>
		<category><![CDATA[lead generation]]></category>
		<category><![CDATA[marketing management]]></category>
		<category><![CDATA[marketing process]]></category>
		<category><![CDATA[sales and marketing management]]></category>

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		<description><![CDATA[By Justin Roff-Marsh    Over lunch, a CEO recently admitted to me that his financial controller was using his organisation&#8217;s profits to build quite a substantial commercial property portfolio.    When I asked if this was best use of his organisation&#8217;s free cashflow, he smiled, &#8220;How 
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		<title>Can Your Marketing and Selling Process Be Improved?</title>
		<link>http://www.salesperformance.com/can-your-marketing-and-selling-process-be-improved</link>
		<comments>http://www.salesperformance.com/can-your-marketing-and-selling-process-be-improved#comments</comments>
		<pubDate>Tue, 06 Jan 2009 18:21:31 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Sales and marketing management]]></category>
		<category><![CDATA[sales and marketing management]]></category>
		<category><![CDATA[Sales process]]></category>
		<category><![CDATA[systems thinking in sales]]></category>

		<guid isPermaLink="false">http://lisabeers.com/demo4/?p=162</guid>
		<description><![CDATA[Michael J. Webb, Sales Performance Consultants, Inc.    Originally published in Marketing Times Spring 2005    (pdf of this article)    Process improvement has revolutionized manufacturing over the past two decades, but is only now coming 
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		<title>What is Six Sigma&#8230;  and Why Should Marketing and Sales Managers Care?</title>
		<link>http://www.salesperformance.com/what-is-six-sigma-and-why-should-marketing-and-sales-managers-care</link>
		<comments>http://www.salesperformance.com/what-is-six-sigma-and-why-should-marketing-and-sales-managers-care#comments</comments>
		<pubDate>Mon, 05 Jan 2009 19:30:36 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Sales and marketing management]]></category>
		<category><![CDATA[sales and marketing management]]></category>
		<category><![CDATA[sales management]]></category>
		<category><![CDATA[sales process improvement]]></category>

		<guid isPermaLink="false">http://lisabeers.com/demo4/?p=156</guid>
		<description><![CDATA[Michael J. Webb, Sales Performance Consultants, Inc.  Origionally published in Marketing Times Summer 2005  Subsequently published in Marketing Watchdog Journal, August 2005    (pdf of this article)    Six Sigma is a funny name for a serious way of boosting marketing  and sales performance.  It&#8217;s already transformed [...]]]></description>
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		<title>Need to Improve Salespeople&#8217;s Behaviors? Don&#8217;t Bother with Sales Training or CRM Until You Face the Facts</title>
		<link>http://www.salesperformance.com/need-to-improve-salespeoples-behaviors-dont-bother-with-sales-training-or-crm-until-you-face-the-facts</link>
		<comments>http://www.salesperformance.com/need-to-improve-salespeoples-behaviors-dont-bother-with-sales-training-or-crm-until-you-face-the-facts#comments</comments>
		<pubDate>Mon, 05 Jan 2009 18:57:47 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Sales and marketing management]]></category>
		<category><![CDATA[changing selling behaviors]]></category>
		<category><![CDATA[CRM Software]]></category>
		<category><![CDATA[sales and marketing management]]></category>
		<category><![CDATA[Sales process]]></category>
		<category><![CDATA[sales process improvement]]></category>

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		<description><![CDATA[Why traditional fixes work so poorly in sales and marketing, and what you can do to improve results now. ]]></description>
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		<title>Three Proven Tactics to Get Salespeople&#8217;s Cooperation in Launching New Initiatives</title>
		<link>http://www.salesperformance.com/three-proven-tactics-to-get-salespeoples-cooperation-in-launching-new-initiatives</link>
		<comments>http://www.salesperformance.com/three-proven-tactics-to-get-salespeoples-cooperation-in-launching-new-initiatives#comments</comments>
		<pubDate>Mon, 05 Jan 2009 18:48:31 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Sales and marketing management]]></category>
		<category><![CDATA[sales and marketing management]]></category>
		<category><![CDATA[sales management effectiveness]]></category>
		<category><![CDATA[sales organizational change]]></category>

		<guid isPermaLink="false">http://lisabeers.com/demo4/?p=138</guid>
		<description><![CDATA[by Michael J. Webb    (pdf of this article)    One of the most common questions from executives trying to improve sales and marketing results is this:    &#8220;How can we get our salespeople&#8217;s cooperation in our new (blank) initiative?&#8221;    Whether you 
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		<title>Five Ways to Minimize Sales and Marketing Frustration, Waste, and Cost</title>
		<link>http://www.salesperformance.com/five-ways-to-minimize-sales-and-marketing-frustration-waste-and-cost</link>
		<comments>http://www.salesperformance.com/five-ways-to-minimize-sales-and-marketing-frustration-waste-and-cost#comments</comments>
		<pubDate>Mon, 05 Jan 2009 18:40:50 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Sales and marketing management]]></category>
		<category><![CDATA[customer relationship management]]></category>
		<category><![CDATA[sales and marketing management]]></category>
		<category><![CDATA[sales management effectiveness]]></category>

		<guid isPermaLink="false">http://lisabeers.com/demo4/?p=134</guid>
		<description><![CDATA[Starting with where your customers and salespeople really are, rather than where you wish they would be, always improves results.]]></description>
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		<slash:comments>0</slash:comments>
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		<title>Seven Ways to Permanently Improve Sales</title>
		<link>http://www.salesperformance.com/seven-ways-to-permanently-improve-sales</link>
		<comments>http://www.salesperformance.com/seven-ways-to-permanently-improve-sales#comments</comments>
		<pubDate>Mon, 05 Jan 2009 18:35:31 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Sales and marketing management]]></category>
		<category><![CDATA[Customer journey]]></category>
		<category><![CDATA[sales infrastructure]]></category>
		<category><![CDATA[sales measurement]]></category>
		<category><![CDATA[Sales process]]></category>
		<category><![CDATA[starving market]]></category>
		<category><![CDATA[systems perspective]]></category>

		<guid isPermaLink="false">http://lisabeers.com/demo4/?p=130</guid>
		<description><![CDATA[Stepping back to see the context of sales and marketing reveals often overlooked ways to get better results. ]]></description>
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		<title>Will This Year&#8217;s Sales Process Create the Results You Need Next Year?</title>
		<link>http://www.salesperformance.com/will-this-years-sales-process-create-the-results-you-need-next-year</link>
		<comments>http://www.salesperformance.com/will-this-years-sales-process-create-the-results-you-need-next-year#comments</comments>
		<pubDate>Tue, 02 Dec 2008 16:32:26 +0000</pubDate>
		<dc:creator>Michael</dc:creator>
				<category><![CDATA[Sales and marketing management]]></category>
		<category><![CDATA[continuous improvement]]></category>
		<category><![CDATA[kaizen]]></category>
		<category><![CDATA[sales and marketing management]]></category>
		<category><![CDATA[sales process improvement]]></category>
		<category><![CDATA[six sigma selling]]></category>

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		<description><![CDATA["The 'measurements' weren't telling anything about reality.
They were telling just the opposite ..."

What do you measure in the day-to-day operation of your sales process?

Most companies have only rudimentary measurements (if they measure anything at all). They count initial contacts (e.g., phone dials or cold calls), appointments or demonstrations, proposals, and closes.

Unfortunately, this information is almost useless. ...
]]></description>
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