Before you train your sales team, find out what actually needs work.
A focused four-week engagement for B2B companies with 1–3 salespeople. Rice Revenue evaluates what is happening, identifies the highest-impact performance gaps, develops the team around what matters most, and establishes the path forward.
A sales performance problem can come from very different places.
Training is useful when training is actually what the team needs. Rice Revenue starts by determining what is getting in the way.
Discover. Evaluate. Develop. Deploy.
Rice Revenue does not decide what to teach before understanding the business and the people doing the selling.
Discover
Mark works with leadership to understand the company, customers, goals, sales process, pipeline, expectations and what leadership believes may be getting in the way.
Evaluate
Evaluate how the team sells through discussion, role-play, process review and relevant real-world examples. Compare leadership's assumptions with what is happening in practice.
Develop
Rice Revenue builds the training around what the evaluation uncovers: discovery, qualification, messaging, objection handling, pipeline discipline or another meaningful performance gap.
Deploy
Apply the work to relevant deals, prospects, conversations or role-play. Leadership finishes with clear findings, priorities and recommendations for what should happen next.
Leadership should know more than “the team needs training.”
The goal is clarity: what Mark observed, what matters most, what was addressed first and what Rice Revenue recommends leadership do next.
Sales Team Findings
A clear view of the behaviors, skills and process issues Mark observed.
Priority Performance Gaps
Separation between issues that matter and symptoms that merely look like the problem.
Targeted Team Development
Focused training or reinforcement based on the team rather than a canned curriculum.
Application
Work the new capability in situations that resemble the team's real selling environment.
Recommended Path Forward
Clear priorities for continued development, management or broader commercial work.
Small enough to be hands-on. Established enough for the work to matter.
Likely a good fit
Probably not the right fit
What if the issue is bigger than training?
Sometimes the team is not the central problem. If the engagement exposes gaps in sales process, management, pipeline governance, forecasting or broader commercial leadership, Rice Revenue can recommend the appropriate next step—including Fractional Sales Leadership where it genuinely fits.
Before you enroll a team.
Is this the same as the Rice Revenue Revenue Diagnostic?
No. The Revenue Diagnostic examines the broader sales engine, including process, pipeline and messaging. The Sales Team Performance Accelerator is specifically built around developing an existing sales team.
Do all three salespeople need to attend every session?
Not necessarily. The structure can vary based on what Mark needs to evaluate and develop during the engagement.
Is the founder or sales leader counted as one of the three salespeople?
Not when the founder or leader is primarily participating in a leadership capacity rather than being evaluated as one of the sellers.
Does the program guarantee increased sales in four weeks?
No. Sales cycles, markets and business conditions vary. The engagement is designed to identify meaningful performance issues, work a priority capability and establish a clearer path forward—not promise an unrealistic short-term revenue result.
What if our team is larger than three?
Absolutely. The $1,997 engagement is designed for teams of up to three salespeople. For larger teams, talk with Mark about scope and team pricing.
Are we committing to another program afterward?
No. This is a four-week engagement. Any additional work is a separate decision based on what the engagement uncovers and what the company wants to accomplish.
Start with the team you have.
Tell Mark what is happening with your sales team and what leadership is trying to improve. The first conversation is simply to determine whether this four-week engagement is the right fit.
Talk With Mark