The next stage is to take the major revenue categories from stage 2 and configure a specific selling process for each.

Some people wonder whether the concept of process can be applied to selling. Picture a situation in which the buyer predetermines the conditions under which sellers will be excluded or the project abandoned. How successful will the seller be if he has no predetermined selling process, no standards for participation? Who has control and how reliable is his assessment of the situation and his revenue prediction?

A selling process, or some would prefer 'framework', helps managers to pre-set performance expectations and optimise the use of resources. Once expectations are set performance can be assessed, compared, and then improved through coaching and skill development.

For example would a $100 sale warrant an on-site visit 200 miles away or should it be handled via the web? For a $10M sale should on-site visits be expected? And if so how many? How much pre sales resource should be allocated and when?

The classic answer to these questions is 'it depends'. And of course it does, situations alter cases. But unless there is a clear idea of what is reasonable in the typical case each opportunity will need to be dealt with on an ad-hoc basis consuming selling and management time.

These illustrate the need for synergy and understanding between those setting targets and those executing the sale, before the selling begins. In other words a selling process.