Justin Roff-Marsh, Author at Sales Process Engineering

In the two years it took to centralize sales and customer service, this Central American distributor of packaging machines grew sales at a compound rate of 18%

This is a must-watch interview for Industrial Distributors. In two short years, Emasal totally reengineered its entire front-of-house. Two years ago they had 6 regional offices, each with its own sales and customer service representatives. And, two years ago, salespeople were commissioned, semi-autonomous operators, doing a mix of field and telephone work. Today, Emasal has […]

June 2, 2022

The folly of the organization-wide, unified workflow

If your business is any more complex than a lemonade stand, it’s likely that you do not need (and should not have) a unified, organization-wide workflow. But what you should have are unified inboxes within each department.

February 26, 2022

Case Studies

F12.net Inc grows pipeline by 700% with only 20% of the sales headcount

Here is a fun and super interesting interview with Devon Gillard. Devon is the CMO of F12.net Inc, which is headquartered in Alberta Canada. F12.net Inc is a fast-growing, private-equity-backed, Managed Service Provider. In short, that means that F12 enables mid-sized organizations to outsource their core technology infrastructure (software and—notably—hardware). As you can see from the […]

January 25, 2022

Applying Sales Process Engineering, Slaying Sacred Cows

Your salespeople are NOT short of leads.

This article was first published on Thomasnet.com. You can read the original here. If you hear a crazy idea often enough, there’s a danger that you’ll come to passively accept it — particularly if it’s on the periphery of your primary interest area. Some of these ideas (think, astrology) are harmless enough. But there’s a danger […]

January 11, 2022

Applying Sales Process Engineering, Slaying Sacred Cows

Revenue Should Always Be the Responsibility of Operations, Never Sales

This article was first published on Thomasnet.com. You can read the original here. If you make revenue the responsibility of your sales department, you will handicap the growth of your organization. If you want your organization to grow, operations should be responsible for revenue and your sales department should focus exclusively on new business. Before […]

July 22, 2021

Measures and General Management, Slaying Sacred Cows

Why you DON’T want your remote team members to be busy

In order to be productive, we do NOT want members of a team to be busy, we want them to be responsive.

March 17, 2020

Case Studies

In three short months, Legion Logistics has gone from winning 2–3 new accounts a month to 2–3 a week!

Legion Logistics’ growth had stalled at about $27m in annual revenues. It took just three short months to fix that problem. Today, requests-for-quotations (RFQs) are up from 5 to 40 a week and new accounts are up from 2–3 a month to 2–3 a week. My interview with Lacy Starling covers a lot of ground […]

March 2, 2020

Managing Opportunities, Slaying Sacred Cows

The blind watchmaker and why sales tasks should not be automated

Management should NOT attempt to impose a fixed sequence of tasks upon salespeople. An attempt to do so will decrease salespeople’s productivity and damage the integrity of information ultimately extracted from CRM.

February 13, 2020

Case Studies

Height-safety supplier grows sales 150% in 2.5 years! “The business has grown and I’ve grown personally.”

Guy Pearce knew that he had to grow. He’d been in business for 20 years but for the last 15, Height Dynamics’ sales effort was pretty much limited to folks answering the phone! What’s worse was that Guy was working long hours, floundering, just to maintain the status quo. He admits he was a capable technician without a […]

July 25, 2019