What is a sales methodology?

Sales methodologies, also known as sales models, provide a framework for a specific section of the sales journey - lead qualification or conversion, for example. They have been around for decades to provide structure for sales teams along with a host of benefits for sellers and prospects. Some methodologies give step-by-step guides on how to do something, while others are more conceptual.

Sales methodologies are often broken down into acronyms to help reps remember the relevant steps and ensure the methodology is followed in its entirety to achieve the best results. Every sales team is different so choosing the right sales method to match your team and your product takes time and may well evolve as you go.

Sales methodology vs sales process

Sometimes used interchangeably, sales methodologies and sales processes are distinct tools that work together to drive results. Essentially, sales methodologies, or sales frameworks, encompass the overarching philosophy that guides how your team approaches selling - ie., the mindset and strategies behind every conversation about selling your service or product. The sales process, on the other hand, isn’t a specific approach in and of itself, but the structured sequence of steps your team follows to move prospects through the sales funnel.

In layman’s terms, this means that the different types of sales methodologies are there to shape your team’s approach (relationship-building, consultative selling, etc.), and the process ensures consistency and efficiency. Together, they form the foundation of a successful sales strategy that aligns both tactics with execution.

Benefits of using sales methodologies

Sales methodologies have been proven to achieve positive outcomes in highly competitive sales environments, for a number of reasons.

They prioritize prospect demand and suitability

Keeping these front of mind throughout the sales cycle means your subsequent client base will be more suited to your product, have fewer unexpected or unanticipated issues, and see better results from using it.

They create a ‘how to’

This is useful for both new team members - their onboarding has clear instructions and expectations - and experienced salespeople, as it creates flow and seamlessness in their pitch and process.

They’re tried, tested and trusted

Many sales methodologies are founded on psychological principles around persuasion and studies of human nature. Underpinned by sales philosophies and theories, you’re saving yourself the time of having to try out lots of methods to see which work reliably.

They bridge each stage of the sales cycle

Methodologies create a clear line through the cycle while allowing for the differences and nuances between reps that make them unique. Ultimately, everyone is aligned, which is particularly helpful for hybrid and remote sales teams.

Their uniformity aids benchmarking

Methodologies create uniform templates for benchmarking what good looks like to your team. This supports measuring performance improvement so managers can better track how each rep is doing.

They support CRM documentation

Sales methodologies give reps a format for their notes on prospect records. This means that when a manager or anyone else needs to refer back to prospect notes they can easily do so with comprehensive and comparable documentation.

They create predictability

When you map out a methodology, you can plan for all the eventualities that may occur in that sales conversation. Any objections or angles thrown at you from the prospect are expected and better prepared for, so if they happen, reps are well-equipped to tackle them.

They promote better targeting and forecasting

With predictability comes certainty. While these selling methodologies don’t guarantee every prospect converts, they do support your ability to create realistic and achievable targets and sales forecasts with a longer-term view.

12 top sales methodologies

There are a whole host of different sales methodologies that have been proven to be effective for a variety of teams and businesses. We’ve broken down some of the most popular below.

1. BANT
2. MEDDICC or MEDDPICC
3. The Challenger sales methodology
4. The Sandler method
5. The SNAP methodology
6. The Miller Heiman sales methodology
7. Gap selling
8. Customer-centric selling
9. SPIN
10. NEAT
11. Conceptual selling
12. Solution selling

1. BANT

BANT is one of the most common sales methodologies. It includes a prospect qualification framework that allows reps to decide whether a prospect will be a viable customer for your specific product or service. It was first created for use at IBM in the 1950s to quickly get reps up and running.

Using BANT, reps pose questions through various stages which can be tailored or tweaked, depending on the nuances of your businesses and the tone you prefer your team to take. Ultimately, each step aims to confirm prospect suitability in one of four key areas.

BANT explained

B = Budget. Does the prospect have the budget for your product or service?
A = Authority. Does the prospect have the authority to make the buying decision? Or are there other decision-makers involved?
N = Need. What are the needs of the prospect and does your product or service meet those needs sufficiently and suitably?
T = Timing. What is the prospect’s ideal timeline for making a purchase? How long is it likely to take the decision-making team to come to an agreement?

BANT - the pros

BANT is well-known and works across industries, which makes it easy for new hires to apply, and shortens their ramp-up time.
It is flexible and can be easily modified to suit your sales process or industry while maintaining its core tenets.

BANT - the cons

Some consider it outdated, particularly for more complex tech products or industries with larger decision-making groups.
It is seller-centric, with little emphasis on the prospect and relationship-building.

2. MEDDICC

MEDDICC is another very popular prospect qualification and selling methodology. What you’ll notice is that many elements are similar to BANT, but that other elements (including a P often turning MEDDICC into MEDDPICC) are included to add depth and context. MEDDICC was first created by Dick Dunkel of Parametric Technology Corporation and later championed by John McMahon for B2B sales.

MEDDICC explained

M = Metrics. What are the key metrics that your solution will impact for your prospect’s business?
E = Economic buyer. Who holds the budget in relation to the buying decision being made?
D = Decision criteria. What criteria will your prospect base their decision on in terms of functional or technical requirements, cost and return on investment, and their needs from you as a supplier or partner?
D = Decision process. What steps will the decision-making team go through to seek, evaluate and decide on a solution?
P = Paper process. What actions or steps need to happen directly before your contract is signed? This step has been added because of how crucial this is and how easy it is for this phase to slip and delay a deal.
I = Identify or implicate the pain. What is the pain the prospect wants to solve? How far or deep does it run and why is it so important to solve now?
C = Champion. Who within the prospect's business is championing your product or service and will support your efforts to get the deal over the line?
C = Competition. What competitors, initiatives or individuals are competing for the same share of budget as you?

MEDDICC - the pros

The addition of the P for paper process has supported sales teams in the run-up to contract signing - a notoriously tricky and important time.
It is known to help reps drive urgency and increase the speed of viable deals as the prospect is qualified on an ongoing basis through the sale.

MEDDICC - the cons

This methodology has also been considered seller-centric. The number of questions asked can make it seem like a long process to the buyer without them feeling any value.
Compared to buyer-centric methodologies, it is difficult for buyers to compare you to the competition in a tangible way.

3. The Challenger sales methodology

The Challenger methodology is an approach to pitching created by Matthew Dixon and Brent Adamson in their book The Challenger Sale.

As its name suggests, a challenger rep will take a more offensive, as opposed to defensive, approach. Key tenets of this methodology are opening the prospect's mind to possibilities, defining what value means to them, tackling difficult topics competitors might shy away from - like money and more alternative options - and then guiding them to your solution. The challenger methodology does not focus on the relationship build, as many others do, and tailors the sale very acutely to each individual prospect.

The Challenger explained

While the Challenger methodology doesn’t have an acronym, it does suggest sticking to three T’s.

#1 Teach

Teach the prospect about the options available to them, challenge their perceptions and broaden their mind.

#2 Tailor

Tailor the pitch specifically to your prospect, following deep listening and understanding of them, their wants and needs.

#3 Take control

Position yourself as the guide, to lead the prospect through the decision-making process.

The Challenger - pros

This methodology offers the prospect a unique and memorable buying experience, as it is highly tailored and likely more impactful than your competitor’s approach.
It encourages early and open conversation about budget, which both financially qualifies the prospect and builds rapport through trust and honesty.

The Challenger - cons

This methodology is quite advanced and not so easy for inexperienced reps to adhere to or perform well.
Due to the need to flex and tailor the approach with each prospect, it can be harder to measure and compare reps’ performance.

4. The Sandler method

Developed by David Sandler in the 1970s, the Sandler sales methodology takes reps and prospects through seven steps. A consultative and collaborative approach, it prioritizes a low-pressure sales environment, building strong rapport and underpinning the process with mutual trust.

The methodology has three main phases; relationship building, qualification and the close.

The Sandler method explained

Relationship build

First establish bond and rapport. Make sure you and your prospect have a respectful and open relationship, ready for productive conversation.
Then be upfront about contracts. Define the roles of everyone involved, expectations, and any ground rules that should be followed.

Qualification

Identify pain. Similar to other methodologies mentioned, get clear on the prospect’s pain points that you are looking to solve and how they impact the prospect and wider stakeholders.
Qualify budget. Again, no surprises - this step financially qualifies the prospect. Is the budget available and would the prospect be willing to spend it on your solution?
Decision-making process. This is another crucial part of the qualification. Find out what the prospect’s ideal decision-making process looks like, who is involved and how long it might take.

The close

Fulfillment. You present your solution, in line with all the pre-agreed requirements and expectations from the relationship build and qualification phases.
Post-sell actions. Close the deal, explain next steps and lay a strong foundation for future or repeat purchases, to safeguard the prospect switching over to a competitor.

The Sandler technique - the pros

This methodology is praised for its comprehensiveness, without being overbearing. It covers relationship build, qualification, close, and elements beyond the sale, which other methodologies do not.
The upfront contracts element in particular lays strong foundations for long-lasting future sales relationships.

The Sandler technique - the cons

Reps need to be strong closers for the methodology to succeed, as the main focus is on relationship and qualification and the close requires the rep to stand on their own two feet.

5. The SNAP methodology

Created by Jill Konrath in her book ‘SNAP Selling: Speed Up Sales and Win More Business With Today’s Frazzled Customers’ - the clue is in the name. This is potentially one of the best sales methodologies for SaaS businesses. The methodology seeks to increase win rates in today’s selling environment, where weary buyers are information-rich with the internet at their fingertips but time-poor to do the research.

The process has two parts - the basics (SNAP) and the three decisions.

SNAP explained

S = Simple.

Remember the prospect is highly pressured by their buying environment so keep meetings, options, and discussion crystal clear.

N = I(N)valuable.

Position yourself as central to the prospect’s success, guiding them through the process with expertise, information, and trust.

A = Align.

Identify very clearly the prospect's goals, pains, concerns and those of any other decision-makers, then align everything you do with these points.

P = Priorities.

Ensure their priorities are front of mind and reiterate your value proposition regarding these priorities. Highlight how your solution meets their need better than no decision.

These four basics are paired with Konrath's three decision-making criteria the prospect will ask themselves. Reps can then use these questions to assess their own pitch.

#1 Should I allow you access and hear what you have to say?
#2 Should I make a change and opt for this solution or stick with the status quo?
#3 Why should I choose this solution over any other and have you given me compelling reasons to do so?

SNAP - the pros

Unlike many other methodologies, this methodology is highly tailored to the modern buyer and is particularly effective in B2B SaaS sales.
It can also make for a memorable buying experience, while competitors follow more traditional methodologies.

SNAP - the cons

SNAP doesn't work as well for low-value, high-volume selling.
The methodology is more concept-based than step-based, which can make it harder for inexperienced reps to adhere to.

6. The Miller Heiman sales methodology

Robert Miller and Stephen Heiman created this three-phase methodology in the 1940s. It was specifically designed for larger and more complex decision-making groups and higher-value deals. The two key focuses are on building relationships with each individual within the decision-making group and on achieving the close.

Miller Heiman explained

Phase 1: Categorize.

In these larger decision-making groups, you must categorize individuals to better tailor how you approach them. Broad categories to use here are your champions, end-users, ‘technical’ buyers who check if the solution meets requirements, and budget holders.

Phase 2: Determine.

With your categorized list of individuals, work out which are most likely to be for or against your solution, with their various priorities and restraints in mind. You can then work out where and how you need to allocate time and effort while maintaining good relationships.

Phase 3: Influence

Now you can set about influencing the relevant individuals in customized ways, to achieve the outcome you want. Everyone in the decision-making group should feel valued, understood, and like their needs are being met as you close the deal.

Miller Heiman - the pros

As mentioned, this methodology is great for large and complex decision-making groups, namely B2B, tech, and high-value transactions.
Its theory recognizes that no ‘one methodology fits all’. It is flexible and nuanced to allow for the adjustments required in any given sale.

Miller Heiman - the cons

Training in this methodology takes time and can be very costly.
It is not applicable to individual prospects or low-value, high-volume sales.

7. Gap selling

Gap selling was created by Keenan, in the book 'Gap Selling: Getting the Customer to Yes' published in 2018. The concept focuses on the gap between the buyer's current state - how they feel now and the problems they are experiencing - and the buyer's desired state - where they would like to be in a given timeframe, how they would like to feel and what issues they would like to have resolved.

Gap selling explained

#1 Current state

The first step is to clarify the buyer's current state, not just confirming their pains but deep diving into how wide-reaching the pains are, whether they are symptoms of other issues and the emotional implications. It's your standard discovery call taken to a whole new level.

#2 Desired state

The same level of detail should be sought in understanding the desired state. Not just what problem is solved but what do things look like across the business? How does the prospect feel? What other positive consequences and impacts might your solution create?

#3 The gap

Exploring the gap is all about laying out the buyer's journey. Although a bigger gap might seem like a harder sell, it's actually the opposite. The bigger the gap, the more worthy the problem is of the buyer's investment. In this step, you need to uncover everything that needs to be ticked off and resolved so that your buyer feels like they have achieved their desired outcome - leave no stone unturned.

Gap selling - the pros

It requires a problem-centric mentality, which tends to mean better outcomes for the buyer.
Gap sellers encourages reps to create a conclusion together, leaving more of the selling process in the reps control.

Gap selling - the cons

Gap selling is hard and takes time to master - Keenan admits it in the book! But that doesn't mean it can't be done.

8. Customer-centric selling

Developed in the early 2000s by Michael Bosworth as a response to the traditional product-focused sales techniques of the time, customer-centric selling encourages sales professionals to act as consultants, guiding buyers through a problem-solving journey rather than simply pushing a product. The goal is to align with modern customer expectations and lay the foundation for relationship-driven selling practices.

Customer-centric selling explained

Customer-centric selling is exactly what it sounds like: putting the customer at the center of every interaction. This sales framework focuses on understanding the customer’s needs, challenges and goals before pitching any solution. It’s less about selling a product and more about acting as a trusted advisor who helps customers solve problems.

Customer-centric selling - the pros

Stronger relationships: Sales reps build trust and foster loyalty by focusing on the customer’s needs.
Higher close rates: Tailored solutions resonate more with buyers, leading to better conversion rates.
Customer satisfaction: A personalized approach often results in happier, more satisfied customers.
Repeat business: Happy customers are more likely to return and recommend your business to others.

Customer-centric selling - the cons

Time-intensive: The process requires a lot of research and detailed conversations, which can slow things down.
Dependent on reps’ skills: Success hinges on your sales team’s ability to listen, ask the right questions and adapt.
Not always scalable: Customizing every interaction can be challenging when managing large volumes of leads.
Risk of over-customization: Over-focusing on individual needs may steer attention away from broader business goals.

9. SPIN

SPIN selling was introduced in 1988 by psychologist Neil Rackham based on extensive research into what makes sales conversations effective. The methodology focuses on asking four types of questions: Situation, Problem, Implication, and Need-Payoff, to guide prospects toward identifying their own needs and realizing how your solution fits. It emphasizes the importance of understanding the buyer’s perspective and steering away from aggressive, one-size-fits-all tactics.

SPIN explained

SPIN is built around asking strategic questions to uncover a buyer’s pain points and priorities. Here’s how it breaks down:

S = Situation questions
To gather facts about the customer’s current situation.

P = Problem questions
To uncover challenges or areas of dissatisfaction.

I = Implication questions
To highlight the consequences of those challenges, emphasizing their urgency.

N = Need-payoff questions
To guide the buyer toward envisioning how your solution can resolve their pain points.

SPIN - the pros

Customer-driven: Encourages the buyer to articulate their needs, creating stronger alignment with your solution.
Effective for complex sales: Works well in scenarios where the buying process is lengthy or involves multiple decision-makers.
Builds trust: The consultative approach (asking questions) positions the salesperson as a helpful advisor rather than a pushy seller.
Scalable: The question framework can be applied across industries and tailored to different sales scenarios.

SPIN - the cons

High skill requirement: Sales reps need strong conversational and questioning skills to execute it effectively.
Less effective for simple sales: It’s not ideal for transactional sales where buyers already know what they want.
Risk of over-questioning: If not balanced, the method can feel like an interrogation rather than a conversation.

10. NEAT

NEAT selling was developed by the Harris Consulting Group as an evolution of traditional sales methodologies like SPIN and BANT. Designed to address modern sales challenges, NEAT emphasizes qualifying leads and aligning solutions with the buyer’s unique needs.

NEAT explained

NEAT focuses on prioritizing what the buyer needs and making sure the sales goals are aligned throughout the entire process. Here’s how it works:

N = Needs
Understand the core problems the buyer is trying to solve—not just the surface-level symptoms.

E = Economic impact
Quantify the financial benefits of solving those problems, tying your solution to measurable ROI.

A = Access to authority
Identify and engage with the decision-makers who have the power to move forward.

T = Timeline
Establish the buyer’s timeline to gauge urgency and align your process with their schedule.

NEAT - the pros

Efficient qualification: Helps reps quickly identify high-value leads and avoid wasting time on unqualified prospects.
Focuses on ROI: Tying solutions to economic impact makes it easier to demonstrate value to stakeholders.
Modern and flexible: Designed with the modern buyer in mind, NEAT adapts well to changing expectations and industries.
Prioritizes decision-makers: Helps ensure that reps are speaking to the right people early in the process.

NEAT - the cons

Requires lots of research: Sales leaders need to invest time upfront to understand the buyer’s needs and decision-making structure.
Challenging for new reps: It demands advanced skills in questioning, qualifying, and navigating complex conversations.
Dependent on buyer transparency: If the buyer withholds information or is unclear about their goals, it can derail the process.
Limited for smaller deals: The framework may feel excessive for transactional or low-stakes sales scenarios.

11. Conceptual selling

Conceptual selling was developed by Robert B. Miller and Stephen E. Heiman in the 1980s as part of their broader strategic selling framework. Conceptual selling shifts the focus away from selling a product and onto selling the “concept” of how that product or service meets the buyer’s needs - in other words, it helps to understand the customer’s vision and align your solution to fit that vision completely.

Conceptual selling explained

At its core, Conceptual selling places its focus on the buyer’s decision-making process and encourages salespeople to listen, ask targeted questions, and find out what the buyer truly values. It emphasizes three key areas:

Understanding the customer’s concept: Identify how the buyer perceives their needs and the ideal solution.
Shaping your pitch: Align your messaging to show how your product fits into the customer’s concept.
Focusing on win-win outcomes: Make sure your solution provides value for both parties, strengthening the relationship.

Conceptual selling - the pros

Buyer-focused: Builds trust and strengthens relationships by prioritizing the customer’s needs.
Customizable: Works well across industries and can be tailored to suit unique buyer scenarios.
Encourages collaboration: Helps sales reps and buyers work together to find the best solution.
Minimizes objections: Allows reps to address potential concerns upfront.

Conceptual selling - the cons

Time-consuming: Requires plenty of research and long conversations to fully understand the buyer’s perspective.
Relies on skilled reps: Success depends on the salesperson’s ability to ask the right questions and actively listen.
Can be subjective: Misinterpreting a buyer’s concept could lead to misalignment and lost opportunities.
Less effective for transactional sales: It’s best suited for complex, high-value deals rather than quick, straightforward transactions.

12. Solution selling

Solution selling was developed by Frank Watts in 1975 and made popular in the 1980s by Xerox. This method works by identifying a customer’s problem and offering tailored solutions rather than trying to sell a one-size-fits-all product or service. It’s designed for scenarios where customers may not even fully understand their own needs and require the guidance of a sales professional through the discovery process.

Solution selling explained

Solution selling is built on the idea that customers buy solutions, not products. So, the process begins with uncovering the customer’s challenges through active listening and probing questions. Once the problem is clearly identified, the rep positions their product or service as the ideal solution. Solution selling typically follows these steps:

Diagnose the problem: Work with the buyer to discover their pain points and areas of inefficiency.
Create a shared vision: Help the buyer visualize how addressing the problem can lead to tangible benefits.
Present the solution: Tailor the offering to meet the customer’s specific needs.
Reinforce value: Show how the solution resolves their challenges and delivers a solid ROI.

Solution selling - the pros

Customer-focused: Builds trust by addressing the buyer’s specific needs and challenges.
Drives higher-value deals: Tailored solutions often justify premium pricing and lead to better long-term relationships.
Encourages active listening: Forces sales teams to understand the customer deeply, improving overall communication.

Solution selling - the cons

Dependent on rep expertise: Reps must be skilled in diagnosing problems and positioning solutions effectively.
Less effective for informed buyers: Doesn’t work as well if the customer already knows exactly what they need.
Challenging to scale: The personalized nature of the approach can be difficult to replicate at scale.

How to choose a sales methodology

Picking the right sales methodology comes down to what fits your team, your product, and your customers best. Here are some tips to help you make the right choice:

1. Start with your goals

Ask yourself: are you focused on high-value deals? Sales methods like TAS or MEDDICC help with complex, multi-stakeholder sales.
Need something scalable? Frameworks like BANT or SPIN offer structure that works across a wide range of leads.

2. Know your customers

Are your buyers informed or unsure? Experienced buyers may respond better to SNAP or Challenger, while Solution Selling or SPIN helps guide less certain buyers.
How complex are their needs? For nuanced problems, Gap Selling or Conceptual Selling can help you find the details that matter.

3. Match your team’s strengths

Do your reps have advanced skills? Challenger and Gap Selling work best with experienced teams. For simpler approaches, consider BANT or NEAT.
How much bandwidth does your team have? Sales methods like Customer-Centric Selling require time and effort to build trust and relationships.

4. Test and adapt

After you’ve identified one or more sales methodologies you might want to try out, start small and test it with a few reps or accounts.
Analyze the results. What’s working? What’s not?
Finally, make tweaks. Adjust the process to fit your unique sales environment.

Above all, remember that there’s no one-size-fits-all solution. You can implement one or a combination of a few sales methodologies as long as they align with how your team sells and how your customers buy. Keep it flexible, focus on what works, and adjust as you go.

These are just a handful of the most successful sales techniques and methodologies. So with so many options, how do you choose one for your sales team?

How to implement new sales methodologies

Change always brings challenges. It’s important to approach bringing in new sales methodologies to your team in a way that makes it manageable and meaningful. Here’s how to make the switch:

1. Get everyone on the same page

Start with the “why.” Explain what the methodology is and what it’s meant to improve - closing bigger deals, shortening the sales cycle, aligning better with customers, etc. When your team understands the purpose, they’re more likely to get behind it.

2. Adapt it to fit

No methodology is perfect out of the box, so be sure to adjust it to match your sales process, your industry and the way your team already works. The closer it feels to what they know, the easier it’ll be to adopt.

3. Train smart

Use a mix of short sessions, hands-on practice, and real-life sales methodology examples to keep the training dynamic and engaging. Focus on how reps can apply it in their day-to-day conversations.

4. Equip your team

Update tools and resources like playbooks and CRM workflows to match the methodology. Make it easy for your sales reps to follow the process without overthinking it.

5. Start small

It’s always a good idea to pilot the new sales methodologies with a few reps or low-stakes accounts first. Gather feedback, see what works and iron out any issues before rolling it out across the team.

6. Track progress

Keep an eye on the numbers, including conversion rates, deal sizes and sales cycle lengths. Use them to evaluate how the methodology is working. Adjust as needed based on the results.

7. Keep tweaking

Sales environments are always evolving, so be ready to adapt your sales methodologies as you go. Regular feedback from the team will help you stay ahead of the curve.

The gamechanger - my take as a Sales leader

Try as we might to follow textbook examples, sales methodologies will never play out exactly as stated. And quite frankly, they shouldn’t.

Sales is an evolving human interaction, and your team should approach it as such. Your sale should balance tried-and-tested methodologies, which align with, your aim to hit your target, and an awareness of the nuance in every conversation, which will drive success through genuine prospect connection.

Combine, review and report

Every sales team and product or service is different, so try, test, or even combine methodologies that match your business's values and sales processes.

Review sales call recordings to understand not just how well you and your fellow reps are doing but also how well the methodologies are suited to your market. Then, you can review which methodologies are best suited to your business.

This will depend on a number of things including; the market you are selling into, the geographies you are selling into, your team and their experience, and the approach your competitors take.

Be ready to change course to remain competitive and never be afraid to pave your own way.

Unlock your sales team’s sales performance with Jiminny

Let’s face it: rolling out new sales methodologies can feel like a big move, but having the right tools can make it so much easier. Our powerful conversation intelligence platform empowers your reps to have better conversations, close more deals, and consistently hit their goals.

Want to unlock your team’s true potential? Jiminny’s sales coaching software provides real-time insights, automated call scoring, and instant AI-powered feedback to help you gain clarity on what’s working and where your team can improve.

Learn more about how Jiminny can transform your sales. Book your free demo today!

Shelley Lavery is the COO and Co-Founder of Jiminny, the leading conversation intelligence and sales coaching platform that helps companies maximize their revenue. With over a decade of experience in coaching B2B sales teams, Shelley was previously Group SVP of Sales at Reward Gateway now leading the conversation intelligence discussion with expertise and insight.

12 sales methodologies and frameworks to drive success