The ONE Thing That Guarantee Sales Results 25 June 2014

The ONE Thing that Guarantee Sales Results
Contents
Introduction .......................................................................................................... 3
Activity, Activity, Activity ...................................................................................... 5
Follow-through Principles. .................................................................................. 6
The Right Activities ............................................................................................... 9
PACER Sales Process ......................................................................................... 10
Critical Performance Benchmark Checklist ....................................................... 11
Putting the Right Activities into a System ........................................................... 13
Sales Activity Management System (SAMS) ...................................................... 14
Sales Activity Management Matrix (SAMM). ................................................. 15
Sales Activity Ratio Analysis. .......................................................................... 16
Connection, Skills, Knowledge and Tools are Dead Without Work .................... 18
Character traits and Personality traits. ............................................................. 19
Lasting Change, Lasting Activities ....................................................................... 22
My First Set of Activities ..................................................................................... 25
Acknowledgements ............................................................................................. 29
References ........................................................................................................... 30
www.asiansalesguru.com Page 2
Introduction
In 1903, Thomas Edison was interviewed to share about his work ethics and the
philosophy that drives him. What he shared was profoundly simple and it led to
the quote that we came to be familiar with
Genius is one percent inspiration, and ninety-nine percent perspirations.
The depth of his words and experience was encapsulated in the quote. But to fully
appreciate its meaning and its context, there is no better way than to hear in his
entirety.
None of my inventions came by accident. I see a worthwhile need to be met and I

make trials after trials until it comes. What it boils down to is one per cent
inspiration and ninety-nine per cent perspirations.
More than 100 years have passed, and those great words are still relevant to us as
ever! With so many science and technological advances since Thomas Edisons
time, nothing has changed in the space of the human spirit to solving challenges
and getting results.
This book attempts to bring readers and sales practitioners back to its basics.
With so many sales techniques, approaches, tools and processes developed, sales
practitioner seems to be more interested in sharpening their saw, rather than
using it.
Short-cuts and quick fixes are the order of the day. With the value of labour
absent, new generations of sales practitioners with un-calibrated expectation
and attitudes, will inevitably add to the high drop-out rate in the selling
profession.
The book also aims to bring about the one percent inspiration that Thomas Edison
spoke about. And it would be a great achievement if his quote may be adapted
and adopted into every sales practitioners life as their personal credo.
Respectfully, the ASG adapted version, None of my sales came by accident. I see
a worthwhile need to be met and I make trials after trials until it comes. What it
boils down to is one percent opportunity and ninety-nine percent activities.
1
Activity, Activity, Activity
Every sales practitioner would have heard or known that sales result is
essentially a numbers game. The more prospects that one approaches, the
greater the chance of closing the sale.
It has been observed over many times, where willing individuals with lesser
talents have been able to achieve great selling results with sheer discipline and
fortitude. However, good old fashion sensibility and hard work is slowly being
eroded by modern day panacea of creative sales ideas, techniques and the
paradigms of achieving more by doing less.
These shifts are evident in the increasingly popular titles lining the bookshops or
the sexy training courses flooding the marketplace; all with common
denominators focusing on leveraging only of selected markets (ie. High Net-worth
or bigger clients) to achieve greater sales performance. It touts the solution or
impression that sales can improve solely with the application of a new approach
or knowledge.
There are hardly any mentioned of the long hours of practice required to perfect
the new repertoire. And sadly, few practitioners really see the application or
practice through to mastery. Most are contend with finding and knowing that the
solutions exist. And even more would have given up after practicing for a while. It
doesnt take too much to recognise that the crux of development does not lie in
the solution itself, but in the application of the solutionor, the activity leading to
the solution.
Why is activity a challenge for many practitioners?
The main problem lies with poor follow-through of task. The Follow-up, or
application of the Follow-through Principles are recognised as crucial to any
projects or initiatives success, and sales is no different. The driving or execution
of sales requires great effort and tenacity, especially when faced with challenges
like rejections and the lack of impetus to act. And it does not help that success
in selling is not a one-off deal. These undertaking usually stretches over an
extended period of time, and few practitioners have the staying power to really
see it through.
Typical cause for poor follow-through includes:
i. Activities without clearly defined purpose or end goals

ii. Constant and ever increasing priorities
iii. Absence of focus
iv. Absence of activity planning and monitoring process
v. Lack of accountability
i. Activities without clearly define purpose or end goals
There is only one conclusion when activities are executed without any
defined purpose or end goals, they will get lost and fade away over time. It
is as if, the heart and soul of the activities are missing.
Without purpose, the desire or the will to act becomes limp and the
practitioner becomes no more than a passive drone. And every activity will
soon turn into chores, and chores will soon be abandon.
Purpose is the single coagulant that will bind together all other elements of
the follow-through principles to bring results. Although every individual will
have a different one to drive them, the reasons behind them rarely differ.
Start to define them by asking, why and/or who are you doing it for? A
sincere answer will reveal the purpose that will set any practitioner on
course for guaranteed sales results!
ii. Constant and ever increasing priorities
With the abundance of information available today, practitioners are

constantly bombarded with new ideas that competes with set goals for
priority. These conflicting priorities could overwhelm anyone and it is easy
for the practitioners to lose sight and interest in their original goals, and
move on to other seemingly more important ones.
The key is to focus on the right set of priorities (ie. Critical Performance
Benchmarks) and its activities all the time. More will be discussed in the
later Chapter, The Right Activities.
iii. Absence of focus
The absent of focus is mainly due to the present of distractions. It has been
identified in the earlier points, the importance of having focus to stay on
track; especially with the myriad of distractions and conflicting priorities
that constantly stretches the practitioners beyond their cognitive capacity.
Minimising distractions have been known to be effective with enhancing

focus. Focus on the job at hand, do not open too many new initiatives;
close a chapter before opening any new one. In recent times, the efficacies
of multi-tasking have been called to question.
Does juggling more work equates productive? Or doing lesser but with
higher quality equals productive?
iv. Absence of activity planning and monitoring process
With the right set of activities determined (through identifying the Critical
Performance Benchmarks); a defined activity plan and tracking system (ie.
Sales Activity Management System) will need to be developed to
objectively identify the practitioners competence gaps at various stages of
the sales process. The appropriate resources (ie. Training and coaching
programs etc) may be channelled to bridge these needs.
Having an organised plan also help to develop routine and habit. The
consistency and familiarity will in turn influence and shape the
practitioners attitudes. More will be discussed in the later Chapter,
Putting the Right Activities into a System.
v. Lack of accountability
The one thing that the practitioner must do before developing and
implementing any activity system is to commit! Without unflinching
commitment and absolute ownership to the activity project, the activity
plans will quickly fall apart.
And in order for commitment to be strengthened, accountability to task

needs to be introduced. It is only when the practitioner is taken to task for
any misgiving, that the experience becomes real and meaningful. The
appreciation for consequences will enable the practitioner to make good
the undesirable.
Follow the set plans closely and inspect the activities diligently to achieve
the expected results. More will be discussed in the later Chapter, My First
Set of Activities.
2
The Right Activities
What are the right activities? Who & how do you determine the right activities?
The right activities are a series of sales activities (ie. Prospecting, Approaching,
Opening/Fact-finding, Presenting, Closing etc) that are the most efficient or
effective at arriving at the sales closed. The illustration below is an example of a
Sales Process common used in the sale of Financial Products and Services.
Almost every organisation has spent a fortune developing their sales process to
support and guide their sales practitioners to closed more sales. The process is
usually modelled after a successful selling methods or an effective sales
practitioners selling style. And these abstract methods or styles are often
translated to objective, repeatable and transferable steps.
An important element to successful follow-through, lies with the practitioner

following a well-defined sales process (See PACER Sales Process Illustration);
where every activities, steps or deliverables are quantified and measured. They
are commonly known as Critical Performance Benchmarks and they form the
bedrock of the organisations quality checkpoints for all the sales activities. Sales
Managers and even practitioners themselves will be able to self validate their
sales performance using these well-developed checklist; the end objectively is to
determine their competence gap within each stage of the sales process early, and
introduce the appropriate solution to address them.
Without an objective and consistent activity measurement, it will not be possible

for the practitioner to consistently practice the right activities and achieve the
desired outcome.
The following illustration is an example of a Critical Performance Benchmark

Checklist following the PACER Sales Process.
The fully capture the practitioners activity competencies; the illustrated checklist
combines the elements of measurement together. The Compulsory Checkpoint
element (ie. to observe all the critical incidence of each activity within the sales
process), where the failure to deliver to the compulsory checkpoints will render
the practitioner not competent. And the Bar/Likert type scale to measure the
quality of the practitioners activity performance over a number scale (from 1-10).
The Checklist therefore measures both qualitative and quantitative aspect of the
sales performance. Hence, the development of Checklist is highly recommended
to include such complementary measurement together.
3
Putting the Right Activities into a System
To fully appreciate the need for integrating sales activities into a Sales Activity
Management System (SAMS), one needs to start by understanding what Sales
Activity Management is all about. An article on the The TJE American Business
Magazine brilliantly describes the Sales Activity Management and the need for it.
Here are some excerpts from the article.
(Please visit the link if you wish to read

the complete article.
http://www.americanbusinessmag.co
m/2012/07/solving-sales-problems-
through-activity-management/)
With the Sales Activity Management System (SAMS), the practitioners will no
longer be operating blind of their own performance, abilities, conducts or even
attitudes. The SAMS gives the practitioner the opportunity to alter performance
by trouble shooting their sub-standard delivery. And poor performance is usually
attributed to two different areas of competencies:
i. Aptitude Competency (ie. Skills & Knowledge related)
ii. Attitude Competency (ie. Values or Purpose related)
Example: If the practitioner is not meeting the sales targets, the two most
common explanations are:
The approaches applied or executed by the practitioner is not correct,

the likely cause is an aptitude deficiency; it relates more of the quality
of the activity. The execution of the sales approach is not up to the
Critical Performance Benchmarks. It is recognise as the time, and/or
effort spent to convert the prospect, it has a direct co-relation with the
skills and knowledge of the practitioners.
The practitioner is not delivering enough activities, and it is usually due

to the work attitude or the absence of purpose; and it relates more to
the quantity of activities. It is often recognise as the practitioners
level of willingness to meet or deliver to the set expectation of the
activity targets, not the production/revenue targets. Although there are
some instances where the activity volume may be linked to skills and
knowledge deficiencies, in the example of operating in a wrong market.
On the whole, unhealthy work attitudes are not hard to sniff out.
The first step in establishing the SAMS is to set the desired activity targets (and
not production/revenue targets) to each sales activity that has been defined by
the Critical Performance Benchmarks. These activity targets are usually based on
the organisations sales activity data. Where there are no meaningful references
available, initial and trial targets maybe introduce. These targets are not cast in
stones; they may be calibrated over time when there are sufficient experience to
identify the reasonable and achievable activity targets.
For the ease of application of SAMS, the activity targets are usually mapped into a
Sales Activity Management Matrix (SAMM). The illustration below is a Sales
Activity Management Matrix mapped into an excel spreadsheet (following the
PACER Sales Process) for a simple and effective daily activity updating and
tracking.
The 6 activities of the SAMM illustration are aligned with the PACER Sales Process:
1) No. of Leads Generated [Plan]

2) No. of New Approaches [Approach]
3) No. of Follow-ups [Connect]
4) No. of Fact-find Interviews [Explore]
5) No. of Closing Interviews [Execute]

6) No. of Cases Closed/Submitted [Review]
Minimum Daily and Weekly activity targets need to be set for each sales
activity on the SAMM (see extreme right column of the illustration). And
practitioners are expected to measure their effectiveness against the set targets;
through analysing their activity ratio between each sales activity. The application
of the SAMM goes beyond individual effectiveness; it may also be applied to the
organisations overall sales strategy conceptualisation. The illustration below is an
example of the Sales Activity Ratio Analysis.
The example indicates that - to achieve 1 successful Sales Closed, a total of 30

Sales Calls will need to be made.
Reviewing the table (illustration) from the bottom up - with an effectiveness

closing ratio of 2:1 (Proposals Submitted to Sales Closed), the practitioner will
need to achieved 2 such opportunities in order to secure 1 successful Sales
Closed.
And in order to achieve the 2 Proposal Submitted to Sales Closed opportunities,

6 Appointment Made to Proposal Submitted will need to be achieved with an
effectiveness ratio of 3:1 (Appointment Made to Proposal Submitted).
And to finally achieve the 6 Appointment Made to Proposal Submitted

opportunities, 30 Sales Calls to Appointments Made will need to be achieved
with an effectiveness ratio of 5:1 (Sales Calls to Appointments Made).
Essentially, the same principles behind the Sales Activity Ratio Analysis can be
applied to the data captured in the SAMM. The SAMS is more than an information
gathering platform, it provides the statistical information to analyse the
effectiveness of the sales practitioner and the sales process.
Other areas that the SAMS data can shed light on include:
i. Training/Coaching Needs
ii. Sales Funnel/Pipeline Health
iii. Market Potential Analysis
iv. Sales Campaign/Strategy Effectiveness
After sharing so much about the Sales Activity Management System (SAMS) and
the Sales Activity Management Matrix (SAMM), it might not be practical for any
practitioner to develop their own SAMS. There are many customisable off-the-
shelves SAMS/CRM software in the marketplace that delivers the same objective.
Consider investing only if the commitment to follow-through is resolute.
4
Connection, Skills, Knowledge and Tools are Dead Without Work
Eloquence, resourcefulness and having the right connections have long been
recognised as the necessary attributes for selling success. This book does not aim
to challenge this long standing truth, but to add clarity and dimension to explain
why, with the peripheral skills or tools alone, it will not guarantee sales results!
What is more important than right connections, skills, knowledge and tools in
bringing results?
Everyone knows discipline, and consistent activities, are the key ingredient that
binds together all peripheral skills or tools to achieve results. But it is really the
values underpinning the quality of discipline that needs understanding. And to
do just that, the following questions needs to be answered.
What is the difference between character and personality? Or, is there a

difference between character and personality?
The table illustrate the difference between Character traits and Personality
traits.
Although both character and personality traits are expression of the internal
preference, orientation or beliefs, there are great differences between the two.
Unlike Character traits, Personality traits are externally visible. Using the example
of a car, the engine and chassis is a representation of the character (ie. internal
qualities); while the bodywork, paint-job, accessories and interior dashboard and
leatherwork is a representation of personality (ie. external qualities).
Both the internal and external qualities of the car are keys to the total motoring
experience.
In the context of human qualities, having all the external peripherals skills and
knowledge (ie. eloquent, flamboyant, meticulous and patient etc) will not
guarantee the staying power or even the application of these external gifts to
making things happen. Like the car, the total success experience requires the
combination of both the internal qualities as well as the external qualities to

bring results.
Sadly, conventional wisdom recognises only personality to be instrumental for

selling success; the construct of a successful sales practitioner, also need to
consider their character and values for guaranteed results.
Clients are constantly looking for sales practitioners with the right values and
attributes to work with, and such qualities goes beyond skin deep!
Heres a question to make a point, What are some qualities that you look for in a
spouse for lasting relationship? Are they more of a character or personality
traits?
Individuals have often preferred character over personality for a more lasting
relationship; and its no different in business partnership and the sales
settingbecause trust is crucial in any relationship! The challenge is in the
difficulty to identify character traits over personality ones. These qualities are
usually revealed only through test or challenges.
And when making major life decisions (example, in career, marriage or family
related, life or death situations etc), character and values are usually the one
being engaged. Personality however, are usually the medium of expression of
the individuals style or preferences, likes or dislikes; with little or no consequence
attached to the subject.
A well-exercised character therefore provides the strength or staying power to

arrive at the practitioners life goals.
With greater clarity and understanding how every individual is wiredthere is no

better time to exercise the right qualities through daily activities of discipline.
Apply the SAMS diligently. The development of character and values requires
much work; it requires the practitioner to be very conscious of every action and
deeds. Unlike personality traits that is obvious and inborn (ie. extrovert or
introvert, reserved or gregarious, humourous or stoic), character and values
needs to be actively developed or modified. The daily activities will provide the
platform to strengthen the practitioners resolve for success and finally free the
mind from any limiting pre-conditions or inadequacy to achieve guaranteed
results.
5
Lasting Change, Lasting Activities
The ultimate goal of this book is not just to encourage activities, but lasting
activities! What is the use of starting new activities, but never consistently
maintaining them?
Maintaining consistency or change is easier said than done. Very often, it is the
practitioner that trips themselves up in their quest for lasting change. The
intricacies behind the struggles for personal change are encapsulated in an article
published on the Psychology Today. Here is an excerpt from the article.
(Please visit the link if you wish to read the

complete article.
http://www.psychologytoday.com/blog/making-
change/201103/users-guide-personal-change)
So, how do you win a fight with yourself to change, when your entire being is
geared towards defending your identity and keeping everything status quo?
The solution exists, but it will not be easy to implement. And like all great battles,
lasting change entails thoughtful planning and sensitive implementation.
Successful conversion does not happen by chance, and it cannot be force upon by
anyone. The decision to change must be accepted wholeheartedly by the
candidate in order for the change to take place.
So before implementing any change, examine, who is affected by this change

and how will they react to it? How much of this change can be achieve by
yourself, and what parts of the change do you need help with?
The activities that support change must also be realistic, achievable and
measurable. Do not load or introduce changes to set goals or activities
unnecessarily, it may cause disruption with the change process. Set and define
activities of change (example Critical Performance benchmarks) and monitoring
process to track effectiveness (example Sales Activity Management System) of
change, and introduce accountability at the same time. Inform and involve people
that have genuine interest to see successful change taking place; invite them to
participate in the accountability efforts, their involvement will not only spread the
load, but also create a sense of ownership and lend strength to the staying
power of the candidate of change.
Finally, if the solution proposed above does not seem familiar yet, the suggested
plans of change above are essentially the same as the right activity plans that the
book has been suggesting from onset. A quick summary of the follow-through
principles of Chapter 2 will offer alignment and clarity to the strategies, and
hopefully immediate application.
Summary of critical success factors for change/activity follow-through:
i. Have clearly defined purpose or end goals (Chapter 1, Activity, Activity,

Activity)
ii. Determine and set the right priorities and activities (ie. Critical Performance
Benchmarks, Chapter 2 The Right Activities)
iii. Minimise distraction and focus delivering to the set activity requirements
iv. Develop an activity updating and tracking system (ie. Sales Activity
Management System) to objectively monitor progress of development
(Chapter 3, Putting the Right Activities into a System)
v. Inform and involve people with a genuine interest in the projects success
to provide additional accountability (Chapter 6, My First Set of Activities)
6
My First Set of Activities
If you are reading this book, your first activity is already done! Downloading and
reading this book is a clear indication that you are actively seeking solutions to
your sales problems or simply a way to improve your sales results even further.
And in order to leverage on this momentum, the following set of instructions

should be executed immediately if you are interested to get your guaranteed
sales results and jump start into the right activities.
My Next Course of Actions:
1. Identify my purpose and end goals to achieve
Start to define them by asking, Why and who am I doing it for? A sincere
answer will reveal the purpose that will set you on the course for guaranteed
sales results!
Please be specific with your end goals, Is my goals realistic, achievable and
measurable? Can it be quantified?
2. Level of commitment
Affirm your commitment and reference it to something/someone of great

value to you to evaluate your degree of conviction to the chosen course. How
serious am I about following through with this project? And what am I
prepared to give up?
Please repeat the process again if you do not believe that your commitment is
not strong enough.
3. Appoint a taskmaster (Coach/Partner/Co-pilot etc) for accountability
Identify and appoint at least one person who has an interest in your success.
Share with him/her about your purpose and goals, and the parameters that
he/she can hold you to task for non delivery of set activity goals. His/her role is
to monitor your progress against the references of the Critical Performance
Benchmark Checklist and Sales Activity Management System.
Discuss and introduce some mutually agreed penalties for non delivery of task;
there need to be some measure of consequence imposed for the entire
activity project to have meaning and become real for you.
4. Deconstruct the Sales Process
Break down the entire sales process and identify all critical incidences that are
crucial for the sales activities to proceed smoothly - from prospecting to sales
closed stage. Map the critical incidence identified into the Critical Performance
Benchmark Checklist; remember to introduce both the qualitative (ie. Likert
type performance scales) as well as the quantitative (ie. compulsory
observable checkpoints) measurement in the Checklist.
5. Developing the Sales Activity Management Matrix
Map the completed Critical Performance Benchmarks into the Sales Activity
Management Matrix. You may purchase readymade SAMS/CRM software if
you do not wish to use the excel spreadsheet to track.
Use historical data from past sales activities to set the desired activity targets.
Where there are no meaningful references available, initial and trial targets
maybe introduce. These targets are not cast in stones; they may be calibrated
over time when there are sufficient experience to identify the reasonable and
achievable activity targets.
6. Implement and execute daily activities according to plan
With all the tools and processes in place, commit to yourself and your
taskmaster, and inspect the activities diligently to achieve at your guaranteed
sales results.
If you found yourself stuck and unable to move forward from point 4.
Deconstructing of Sales Process, you are not alone.
There is just no way that you can get everything in, by simply readingunless you
have prior experience in the topics we have shared (example, developing checklist
or sales activity management matrix etc).
As the theme of this book is about activitynot knowledge. We are expected to

add value only if our readers can get off their feet and act on the solutionsand
not just read and understand them.
So, if you have completed the first 3 items and are unable to proceed beyond it,
write to us at helpme@asiansalesguru.com. We would like to get involve and help
put all the right activities in place and get you on your way to guaranteed sales
results!
Acknowledgements
This book would not possible without some important people to thank. Mr Benny
Loh my earliest mentor who laid the first tile for my development. He guided
me to understand what is right and what is true, and the importance of exercising
and developing my character and values through my daily disciplines. Without his
constant reminder to enthrone my heart with my purpose/mission, I would have
been lost in the sea of distractions.
And my former supervisor Mr Jim Kee, who recognised my qualities and gave me
so much opportunities to challenge myself, and as a result, allowed me to develop
many new areas of competencies. His constant affirmation and encouragement
was also very welcome, especially during my journey when I was developing my
positive self-expectancy.
And not forgetting my childhood friend Mr Edwin Chan who has always played
the devils advocate, to challenge and stretch mefor the betterment of myself in
all aspect of life. I can always trust him to speak with candour when the situation
calls upon it.
References
Introduction:
Thomas Edisons Genius quote in 1903; and spoken statement published in

Harpers Monthly (September 1932); wikiquote.org
Chapter 1:
Polly Traylor, Improve Follow-through Skills to Increase Project Success, 2003;

published on TechRepublic US
http://www.techrepublic.com/article/improve-follow-through-skills-to-increase-project-successes/
Chapter 3:
Troy Harrison, Solving Sales Problem through Activity Management, 2012;

published on The TJE American Business Magazine.
http://www.americanbusinessmag.com/2012/07/solving-sales-problems-through-activity-management/
Chapter 5:
Leslie Becker-Phelps, PhD, User Guide to Personal Change; published on

Psychology Today
http://www.psychologytoday.com/blog/making-change/201103/users-guide-personal-change

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The ONE Thing that Guarantee Sales Results

Genius is one percent inspiration, and ninety-nine percent perspirations.

None of my inventions came by accident. I see a worthwhile need to be met and I

Why is activity a challenge for many practitioners?

Typical cause for poor follow-through includes:

i. Activities without clearly defined purpose or end goals

i. Activities without clearly define purpose or end goals

ii. Constant and ever increasing priorities

With the abundance of information available today, practitioners are

iii. Absence of focus

Minimising distractions have been known to be effective with enhancing

iv. Absence of activity planning and monitoring process

And in order for commitment to be strengthened, accountability to task

An important element to successful follow-through, lies with the practitioner

Without an objective and consistent activity measurement, it will not be possible

The following illustration is an example of a Critical Performance Benchmark

(Please visit the link if you wish to read

i. Aptitude Competency (ie. Skills & Knowledge related)

ii. Attitude Competency (ie. Values or Purpose related)

The approaches applied or executed by the practitioner is not correct,

The practitioner is not delivering enough activities, and it is usually due

1) No. of Leads Generated [Plan]

5) No. of Closing Interviews [Execute]

The example indicates that - to achieve 1 successful Sales Closed, a total of 30

Reviewing the table (illustration) from the bottom up - with an effectiveness

And in order to achieve the 2 Proposal Submitted to Sales Closed opportunities,

And to finally achieve the 6 Appointment Made to Proposal Submitted

What is the difference between character and personality? Or, is there a

combination of both the internal qualities as well as the external qualities to

Sadly, conventional wisdom recognises only personality to be instrumental for

A well-exercised character therefore provides the strength or staying power to

With greater clarity and understanding how every individual is wiredthere is no

(Please visit the link if you wish to read the

So before implementing any change, examine, who is affected by this change

Summary of critical success factors for change/activity follow-through:

i. Have clearly defined purpose or end goals (Chapter 1, Activity, Activity,

And in order to leverage on this momentum, the following set of instructions

My Next Course of Actions:

1. Identify my purpose and end goals to achieve

Affirm your commitment and reference it to something/someone of great

3. Appoint a taskmaster (Coach/Partner/Co-pilot etc) for accountability

4. Deconstruct the Sales Process

5. Developing the Sales Activity Management Matrix

6. Implement and execute daily activities according to plan

As the theme of this book is about activitynot knowledge. We are expected to

Thomas Edisons Genius quote in 1903; and spoken statement published in

Polly Traylor, Improve Follow-through Skills to Increase Project Success, 2003;

Troy Harrison, Solving Sales Problem through Activity Management, 2012;

Leslie Becker-Phelps, PhD, User Guide to Personal Change; published on

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