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	<title>Sales Process Engineering</title>
	<link>http://www.salesprocessengineering.net</link>
	<description>The application of process-engineering principles (particularly TOC) to the sales process</description>
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		<title>The Machine &gt; Part 1 &gt; Chapter 1: After the revolution</title>
		<description><![CDATA[Four appointments a day, five days a week Jennifer retrieves her Blackberry from her purse and flicks it free of its protective case in one easy gesture. Moments later, she’s talking to David – her assistant back at head office. “Good meeting,” she answers, “you can go ahead and schedule the RDM. Yep, you can [...]]]></description>
		<link>http://www.salesprocessengineering.net/2010/08/18/the-machine-part-1-chapter-1-after-the-revolution/</link>
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		<title>The Machine &gt; Introduction</title>
		<description><![CDATA[The Titanic is Sinking All is not well in sales. The sales environment, in a typical organization (most every organization, in fact), is seriously dysfunctional. But rather than focusing on the obvious dysfunction, management is busy with incremental improvement initiatives: Sales training Sales force automation (technology of various types) Bolt-on lead-generation activities (outsourced telemarketing, for [...]]]></description>
		<link>http://www.salesprocessengineering.net/2010/08/05/the-machine-introduction/</link>
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		<title>The evil of time-and-material billing</title>
		<description><![CDATA[Okay, perhaps evil is a bit of an exaggeration, but whenever I encounter an environment where time is tracked and billed, I see tremendous inefficiencies and value-destruction. Let’s consider why. Imagine you have something to sell – a widget, say. Tell me, for how much should you sell it? The answer to that question is [...]]]></description>
		<link>http://www.salesprocessengineering.net/2010/07/16/the-evil-of-time-and-material-billing/</link>
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		<title>The death of AdVerb, a book in the works, some words on new media</title>
		<description><![CDATA[AdVerb is dead: long live ‘SPE Update’ After more than 12 years, we’ve retired AdVerb – the long-running Ballistix periodical. We’ve replaced AdVerb with SPE Update – an email update of new posts, as I publish them, on my blog. As you probably know, my blog has been in existence for some time now. But [...]]]></description>
		<link>http://www.salesprocessengineering.net/2010/06/25/the-death-of-adverb-a-book-in-the-works-some-words-on-new-media/</link>
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		<title>End-of-the-month syndrome and three fallacious assumptions</title>
		<description><![CDATA[Alejandro C&#233;spedes wrote to me the other day with the following question: Hi Justin Just wanted to ask if you&#8217;ve designed a way of managing the sales budget of a company.&#160; In other words, how to review if the salespeople are meeting the budget or not.&#160; Most companies are affected by the end-of-the-month syndrome, and [...]]]></description>
		<link>http://www.salesprocessengineering.net/2010/06/06/end-of-the-month-syndrome-and-three-fallacious-assumptions/</link>
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		<title>The Holy Grail of technical sales: how to disentangle salespeople from production</title>
		<description><![CDATA[Whenever we work in a technical-sales environment, this – bar none – is the most valuable idea we bring to the table. Here’s the most obvious symptom of the problem: When salespeople make a technical sale, they inevitably become entangled with production. Their involvement in production cannibalizes their (already limited) business-development capacity – leading to [...]]]></description>
		<link>http://www.salesprocessengineering.net/2010/05/09/the-holy-grail-of-technical-sales-how-to-disentangle-salespeople-from-production/</link>
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		<title>Why &#8216;plan&#8217; versus &#8216;don&#8217;t plan&#8217; is a false alternative</title>
		<description><![CDATA[Today, on Harvard Business Review Online, Peter Bregman argues: why not having a plan can be the best plan of all. Of course, this is just the latest salvo in a long-running battle between the traditionalists – for whom no plan is ever detailed enough – and the now generation – who see planning as [...]]]></description>
		<link>http://www.salesprocessengineering.net/2010/04/30/why-plan-versus-dont-plan-is-a-false-alternative/</link>
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		<title>Customer surveys: data, yes; intelligence, no</title>
		<description><![CDATA[Late last night I was in conference with a potential client in South Africa (I’m in Australia, right now). Towards the end of our conversation, he asked if I thought much market intelligence could be gleaned from customer surveys. I answered (almost instinctively), data, yes; but, intelligence, no. When pressured for a more coherent answer, [...]]]></description>
		<link>http://www.salesprocessengineering.net/2010/04/15/customer-surveys-data-yes-intelligence-no/</link>
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		<title>Conference call recording: listen now!</title>
		<description><![CDATA[If you didn&#8217;t get a chance to participate in last week&#8217;s conference call, you can listen to a recording of this call below. It&#8217;s an introduction to Sales Process Engineering (45-minute introduction to SPE, and 15 minutes of question time). This event was hosted by Constraints Management Group.&#160;It&#8217;s a preview of my two sessions at [...]]]></description>
		<link>http://www.salesprocessengineering.net/2010/04/12/conference-call-recording-listen-now/</link>
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		<title>Why better planning equals poorer execution</title>
		<description><![CDATA[Recently I posted a quick-and-dirty guide to process improvement. One particularly difficult question that I skipped over in that post was this one: When you are mapping your workflow, how do you determine the ideal level of granularity?&#160; In other words, how much detail is too much? Conventional wisdom is that: Planning and execution are [...]]]></description>
		<link>http://www.salesprocessengineering.net/2010/04/05/why-better-planning-equals-worse-execution/</link>
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