Sales & Business Development Are Processes. But Not the Ones Most Think.
Manufacturing, Operations, and Finance operate with process.
Many organizations don’t have a sales or business development process.
They have a tracking system.
CRM systems, defined stages, and the idea of a customer journey are treated as the process.
Most of this thinking is outward-facing, focused on how deals move through the funnel.
Successful sales and business development align organizational capability with real demand.
That means answering:
What does the customer actually need?
Can we deliver it effectively?
Should we pursue it?
That requires a process with real criteria.
Stages and funnels can be effective, when each step is defined by clear go/no-go criteria.
Without that discipline, sales and business development become reactive.
Opportunities are pursued that don’t fit.
Time, energy, and resources are spent on unqualified pursuits.
Operations gets surprised.
Engineering gets pulled in late.
Execution suffers.
Margins follow.
Because the customer doesn’t experience your CRM.
They experience how well your organization delivers.
The Real Question:
Is your process defining what moves forward, or just tracking what already has?
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