Sales executives with even moderately large, distributed sales forces rely on data to help them understand which activities and behaviors lead to the best outcomes. Yet much of the data…
Most people consider selling to be an art rather than a science: some people have it and some people don’t. But this leaves a lot of uncertainty in what is often a company’s most profitable department, and it makes managing a high-functioning sales force notoriously difficult.
The prevailing thinking is that the amount of time salespeople spend with customers is the most important determinant of how much they are able to sell. But recent research has uncovered an even more powerful leading indicator: the size and quality of a salesperson’s network inside their own company.
This article was published onHARVARD BUSINESS REVIEW