Adam, yes, innovative sales resource allocation is a big “aha” for many companies who follow a traditional face to face sales strategy rather than experiment with phone and Web selling to see if customers are willing to engage and buy that way (and it’s been shown that many customers prefer the efficiency of doing business without seeing a sales rep).

To answer Chris’s question, the “aha” moment comes after companies apply science to sales, implement and measure their sales process and consistently follow metrics over time. Over time, they can begin to forecast revenue predictably, which gives them confidence and patience. When key sales cycle metrics are known, a lower than average number of qualified leads moving into the pipeline or a slower than average conversion from pipeline to forecast can signal an impending shortfall that may be addressed with changes in marketing strategy or programs, sales training, or budget adjustments.

That’s an interesting point about the hardest part being patient with the pace of buying. Results are, of course, measured monthly and quarterly, and there’s a constant imperative to accelerate. So, I’m curious. Among those companies you’ve seen that are able to make this shift, what’s the “aha” moment, and how do they look at performance and metrics in any way different from companies that are impatient?