The Roadmap to Building a Successful Sales Engine

The objective is to transform your sales leadership, processes and management systems – and incrementally build an industry-leading sales organization. To achieve this level of success, you will work with an elite peer group of liked-minded, success-oriented business leaders as

Samurai Business Group Roadmap

The specific improvements that you can expect are:

  • Achieve a laser focus on the customer segments and your offer
  • Design a seamlessly integrated marketing and strategic sales plan that drives sales momentum
  • Relentlessly execute a disciplined sales process
  • Drive the  intensive activity and sales velocity to reach new heights of performance
  • Apply best practices for each step in the marketing and sales process (opportunity to cash)
  • Hire the right sales talent, develop their skills and motivate the performance
  • Compare your performance to a peer-based scorecard of best of breed benchmarks
  • Become a sales leaders with an ongoing commitment to sales excellence

Creating and implementing an effective sales culture and capability relies on a set of tried and true methods. You have to put all the following building blocks into place. It’s simple, but not easy. Missing one element will diminish your results greatly:

Here are the key elements:

    • Recruit and hire top talent in sales and sales leadership: Just like a top college football coach, you need blue chip talent to win. This covers both your sales force as well as the leader of your sales team.  Our coaching and recruiting work over the past year proves that you can attract this talent. If you currently have marginal talent, then set a goal to upgrade.


  • Become the “hands-on” leader of your sales team:  As the President / CEO, you are responsible and accountable for every opportunity that your business creates. Any sales failure is ultimately your own. So, you have a new job this year: sales leader. And you need to build your own competency first – mainly by becoming a coach, motivator and disciplinarian. Tools can’t replace leadership. Reporting, metrics, sales workflow, automation and CRM are good tools and enablers – but the human side is what matters most.


    • Build the emotional antennae of your team: People buy your services (not companies). And people make buying decisions emotionally and justify them rationally. In both your own selling and coaching of others, find the compelling reason (fear, pain, gain, personally relevant outcomes) that the decision-maker shares in your dialogues. Why is it urgent for this person to do business with you? What condition do they want to change in their business and job? Why? How is the current state hurting them and their people?
    • Sell like a business doctor: In the same vein, don’t ever pitch the features and benefits of your offer and believe it will close a deal for you (a slide or brief exhibit is enough). People don’t care about you; they care about themselves and their problems.  Your offer provides the logical justification to support the buying decision they made based on the interpersonal interactions they had with your team. So, make your offering clear and simple – don’t dwell on it.  Prove your expertise by the quality and depth of the diagnostic questions that you ask the decision-makers you are interviewing.


  • Focus on the first meeting as the make or break event with a prospective client: Build your sales model around the first meeting with a new prospective client. This is the seminal event that drives all results downstream (proposals and wins). The company that ultimately wins:
  • makes the right impression with the decision maker,
  • conducts a business dialogue 
  • finds compelling “pain points”
  • gets all the information required to win the business
  • finds ways to re-frame the buyer’s decision process in their favor
  • Track, measure and discuss ONLY the Key Performance Indicators. The key events that lead to a sale are the only metrics that are important.  The single metric that is truly predictive of new sales results is the number of net new real opportunities you are creating each week.  All the other metrics are mere derivatives of this number.
  • Master the motivation process: Leading a sales force is different than leading a service team. Sales is much more of an emotional roller coaster than service. And the mentality of a top producing sales force is different than a service team. Concentrate on building enthusiasm, discipline and mental toughness in your team.
  • Build a team that combines inside prospecting, outside sales and proactive client account management:  Consider building a team rather than interchangeable sales executives. Each of these three sales disciplines has different performance requirements. And the skills required to produce top results in each area are different.


Use a mix of prospecting methods and lead nurturing efforts:  To support your sales force, use a mix of activities on a sustained basis – have a regular cadence of calls, emails, networking, social networking, SEO, newsletters, white paper, referrals, web seminars. Keep hitting prospects with touches – and make sure the content supports your positioning as a trusted business advisor (rather than a desperate salesperson).

Contact us for the best way to work with us.

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