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Decision Maker Calls (“DMC’s”) often forgotten by sales organisations can result in lower conversions. Here are some key items to keep your management happy that the work is being done by sales executives. Some people who are experienced in sales often get out of the habit of prospecting and then a market shift or new competition often gets in the way. Whether in person or by phone, you must ensure your sales teams stay focussed on simple things to maintain new sales.

The road to quality DMC’s

  1. Work out how you categorise a DMC for your organisation. Often simple metrics can be applied:
    1. Call duration
    2. Email dialogue of a meanigful nature
    3. Actions resulting in a shift to:
      • DEAD LEAD
      • QUOTE
  1. Do not allow your CRM data to be any more honest than your operators. Use other causal factors to assess DMC’s. Be careful of:
    1. Long calls to answering machines
    2. Contacts flagged incorrectly on CRM
  2. Train people to always think about a meaningful conversation and enjoy that



Why are DMC’s so important?

If properly reported and analysed, these ensure your sales people are putting the work in to get new business and continue to build relationships.



The key aspect of change management, before you implement the change is liaising with all stakeholders to ensure that they are all aware that change is necessary and that they buy-in to the type of change which is also leveraged off their opinion of what needs to be changed.


The concept of change is often disruptive to a business or in more entrepreneurial businesses there is almost an addiction to the necessity for change. During implementation of change the key thing is to maintain an open dialogue with key individuals and ensuring that there is a full understanding of the objectives that are being sought throughout the process. Another aspect is highlighting how difficult the change process is, as it moves from the fun concept of what everyone wants to achieve, to often, the hard work of thinking through the change process.


Once change is implemented there is an important policing process, to ensure that the ideas that have been implemented are being followed through as often people can revert back to their original way of doing things. Often change reviews up to 2, 4 and 6 weeks afterwards and also ensuring that the change process is reviewed with the management who have responsibility to see it happen.