In the meantime, if you have any questions, contact email@example.com or 0779 002 1885
In the meantime, if you have any questions, contact firstname.lastname@example.org or 0779 002 1885
Simple sales plan? Really?
It seems tough to open my inbox some days without getting a flood of information on new sales techniques, tips on how to be a better influencer, how to close every deal first time and make all your prospects swoon at the thought of getting a call from you…
it’s just wow…
Nearly 20 years ago I read quite a bit of this stuff. Yes, STUFF!
I was a proactive sales person, keen to be at the top of my game, every little bit helps and you can’t out earn your learning right? So I dutifully got stuck in…
Some of it worked, most didn’t. I learned a lot…how to test new approaches. Elements needed revising. Some ditching totally…but the new insights pushed me on so it was all worth while.
Now…could I do the same if I was an ambitious sales person? Not a chance.
There’s just too much information. Swamped in it. And that’s coming from someone who can scan and speed read with the best!
Absolutely too much to concentrate on.
But should it really be that complicated?
Especially when all we’re really looking for is a simple sales plan that works for us, and that’s the same whether you’re a lone sales person looking to get a higher level of sales output (MORE BONUS), or you’re a sales leader building a sales function that delivers (MORE PROFIT, MORE MARKET SHARE. MORE CUSTOMERS).
So, after all this time, I think there are three strands at the crux of this:
Does that make you feel any better? Any more motivated?
Better, maybe not.
Motivated, then I hope so.
Because it’s full and total permission to create your best ever sales pitch, your best ever sales process and your world class sales funnel which will deliver the financial rewards you need, and because, well, if you don’t do it then no-one will do it for you!
And that’s the crux of it.
But toachieve that you need total and absolute clarity on what it is you’re doing and how each activity relates to your ultimate one and only goal…because that will dictate YOUR simple sales plan.
Once you can isolate every single element of your sales recipe and the activities that sit behind it, you’d be surprised at how simple sales really is…and therefore how simple sales improvement really is
Once you have that total and absolute clarity then you can start the improvement process AND see results. Quickly.
As an individual sales person, that relies on you knowing your sales recipe, and how that relates to your results and ultimately your bonus.
As a sales leader, it still relates to your sales recipe – but this time it’s reflected in the activities of your whole sales team.
To fully understand more about the Sales Recipe and what it means for you – check this out The Sales Recipe – What Sales Metrics to Use
Once you’ve developed your simple sales plan, the plan that works for your, gives you the sales results you want, when you want them, as often as you won’t them…then you’re in danger of becoming legendary.
Now doesn’t that sound better than the alternative?
Strategy Overload, Strategy BS and Strategy Words Without Meaning!! I’ve seen it all over the last 4 months.
I spent three weeks in summer looking through some very ambitious sales strategy and business plans for a company that has huge ambition and even bigger potential.
Huge potential. In fact, off the scale potential.
Little competition. Great product. Demonstrable ability to deliver. Fabulous reputation. Outstanding service ethos.
As you would expect when the business needs to break through to the next level, then their senior business leaders put tremendous effort into pulling the business plans together.
That’s cost serious time and serious money.
We drafted, redrafted, discussed, argued, challenged, tested, refined, redesigned, road mapped, reflected, showcased and shredded…until the final business plan was alive and kicking.
At which point, the senior business leaders confirmed they’d all created a plan they knew they could achieve, something they could have faith in, fully recognising that if they didn’t take action now, then one of their hungry competitors would.
The value of a well designed sales strategy is not just making sure that it works on paper. That’s one aspect.
But it’s also about seeking alignment in the thinking of the key players.
It’s a chance for everyone to have their input into the sales strategy, everyone can say their piece, share their concerns before reaching a workable consensus.
So, by the time everyone has signed off on the sales strategy, you know everyone is on board.
That’s it. Committed to. In love with. Totally sold on what needs to be done…
None of that is as important as the bit that comes next.
This is the most important bit.
It’s this question.
One single question.
That question comes when it’s time for action.
Time to make the dreams come true.
This is when I know whether the senior business team are really in, or if they’re just saying they’re in.
At this stage boards will ask one of two questions:
Two completely different mind sets and two completely different trajectories to success (or not).
Of course, the ideal sits somewhere in the middle of the extremes…well, you’d like to think that, in an ideal world.
Because this is the truth, if you’re wholeheartedly behind what you’re going to do and you’ve been sensible, realistic and conservative with your projections, transparent in your risk analysis and have a business model you truly believe in them money is rarely as big an issue as time is.
Because the best sales strategy in the world is pointless if you don’t believe in it enough to make it go as far and as fast as possible.
Action is key. Action drives everything else. Action matters when the words are just words.
Think about it next time you have to commit to business changing actions.
In the meantime:
You can download a selection of free reports on how to improve your sales performance – just hit the link on our blog
Plus you can sign up to a free weekly digest of practical and proven sales and business development improvement strategies – hit the link – The Advanced Business Achiever.
Sales Pipeline Abuse!
Let start off by explaining what a sales pipeline is, it is:
Your pay check for the next 12 months and beyond.
The difference between you going on holiday or having to explain to the family why it’s another staycation.
Choices and options – do you spend your birthday in NYC or Rotherham…
You see where I’m going with this don’t you?
Do you treat your sales pipeline so shoddily when it’s so important?
Fill it full of half-baked, second rate, tyre kickers?
So many that the good, healthy, profit generating sales prospects either get lost totally or struggle to get the attention they deserve in order to prosper.
It’s because of this one single thing…
Being busy is more important that being effective…chasing a lead is chasing a lead, whether it’s a waste of time /effort or not…
Disagree with me?
Great…it means you know better.
So, this is NOT about time management, it is about how you manage your sales pipeline.
Some firms will map their sales pipeline so that it matches the buying process of their buyers.
Some firms have their own loosely structured sales pipeline.
So, to generalise between those two extremes, you can think about your sales pipeline as your sales forecast in motion.
The sales pipeline can represent a series of stages in the sales and buying process.
At the top of the sales pipeline the sales prospects are relatively unqualified…the nearer those sales prospects move to the end of the sales process the more details become attached and the higher the level of qualification as the discussions turn from possible sales to discussing prices and potential delivery dates.
You can see how it works.
Some firms will attach very specific qualifying criteria to each stage in the sales pipeline. Other firms are much more fluid around what happens at each stage.
In the former, you’ll see prospects held back in the sales pipeline until the sales person can qualify certain information – it may be around budget, sign off date, understanding/mapping the buyer process, meeting the key decision maker or some other business critical insight
A sales pipeline is a flowing source of information.
It moves often, maybe daily, maybe several times daily, weekly, monthly, depending on your sales cycle duration, order value and sector.
Either way, the crux is, it moves.
It doesn’t bulge out of control…at every one of the sales stages – there is a chance to decide if you keep that sales prospect in the sales pipeline and progress them to the next stage or if you ditch the prospect or simply take them back to a previous stage in light of new information.
Your sales pipeline directs all your daily activity.
Not enough sales prospects in your sales pipeline due to drop at a certain stage? Better get on with topping up the sales funnel then.
To many sales leads dropping out? Maybe need to tighten up the sales qualification criteria at the start of the sales process.
Sales prospects dropping out due to one factor? Maybe need to look at how expectations are being managed earlier on in the process.
Inaccurate sales forecast? Maybe a tighter sales pipeline with more specific criteria.
Your sales pipeline and the sales forecast it creates is vital to your business…it’s the resource planning, funding, operational blue print, so accuracy, management, maintenance are all vital.
Also, consider this, rejecting or ejecting unworthy sales prospects early on saves a mountain of time, money, resource…because dragging an unwilling and unqualified prospect through to the sales close at which point they reject your proposal is dangerous and it’s a money pit with no end in sight…actual costs plus opportunity costs all start to mount up.
Be diligent about the sales leads you progress early on. It may cost thousands to get a sales prospect to the end of the sales process, if the chances of conversion are low, ensure you qualify hard at the start of the sales process.
Look out for a new blog on sales conversion rates tomorrow.
In the meantime, here are a selection of free guides to help you create a robust sales pipeline. They’ll help you create a profit generating sales funnel – free instant download – just hit the link.
Just hit the links above and the reports are available for instant download
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p.s. For free weekly insights into what’s new in sales, business development and profit creation – sign up to the Advanced Business Achiever – it’s free.
Sales Audits are vital if you’re serious about continuous sales improvement.
The truth is – sometimes you just don’t know what you don’t know!
We’ve all been there. Whether it’s mastering a new sport. Developing a new skill or just trying out a new Jamie Oliver dish for the first time.
We miss things.
You and I will give much greater importance to some things and negate the relevance of others. Sometimes to our cost.
Eventually we get where we need to be, and hopefully, we’ll have enjoyed the process and all our inexperience will have cost us is a bit of time, maybe a few bruises in the pursuit of a new sport and hopefully no dodgy tummy when cooking plans went awry.
It’s all part of learning, and it makes life interesting.
But what happens when you need to solve a business problem.
And the clock is ticking.
Money is running out, or at least the money isn’t coming in as fast as it should.
What do you do?
Would you enjoy the process of solving that problem as much?
Would you enjoy the detours the challenges gave you?
I didn’t think so.
So it makes sense to make the problem solving process as smooth, effective, efficient and productive as possible.
Here’s two examples to show you why Sales Audits are so valuable.
These examples are specific to failing divisions/firms. Beware, Sales Audits should also be used in profitable firms to ensure nothing is lurking in the background and to further ensure that all profit and sales generation opportunities are retained.
Sales Audits are crucial in showing that uncovering the REAL problem. Scoping the impact of the REAL problem can save you time, money and stress, lots of time money and stress.
Client was looking at the new business team in a buoyant and expansive market and seeing a long term sales plateau starting to take a sharp downward slide.
Or, any or all of the above…what’s the solution?
On further exploration, the Sales Audit took me 4 days, I discovered the cause of the sales drop was a change in strategy. A change that had been employed about 18 months ago in the business.
Quite simply, the Sales Audit showed that 18 months ago the business has eschewed all manner of account management and moved their whole focus into new business development, which mean that the business had just one person to account manage per 400 customers.
So, in a nut shell, bigger focus on new business development caused sales to plateau then drop through the floor?
It turns out, the real problem was nothing to do with the new business development, the team, the function, the price, the product, the market, the business or the vertical.
That real problem had everything to do with the vibe that was now going around in their vertical market that said ”this company is great at the up front sell, BUT, once you’ve signed, you’ll never hear from them again, and, heaven forbid if you do have a problem, it’ll take you months to get a response, if you are lucky enough to get a response that is”
By diverting extra resources back to the account management team. By ensuring a strong and immediate account management and customer retention strategy, the new business team started to see an immediate lift in their sales conversion.
4 days and 1 Sales Audit saved that company in that vertical market.
Division failing badly, average order price just covering costs but conversion rate running at 1:25. The division was being propped up by other more profitable trading divisions by things were getting worse not better as time went on.
Again – large potential market, highly competitive but very buoyant, no where near saturation.
But 1:25 conversion from meeting to order was killing the business.
Lots of opportunities to improve and all pointed to firing the sales team and starting again.
Many solutions also pointed to cancelling the external sales function and relying simply on a telesales team.
Either way something had to change.
Knowing all of this and employing some highly practical solutions mean that neither the product nor the routes to market changed, instead by changing the vertical, extending the sales presentation by 1 stage that happened post sign up, and by employing a higher level and more robust ROI demonstration during the sales process, we got the sales results we needed.
.All resulted in a 3x increase in average order value and a 1:3 close rate instead of a 1:25.
And there are plenty more examples of how an intensive Sales Audit can dramatically change the fortunes of a sales division…but you see, the most crucial point is, sometimes the most obvious solution to a problem is the correct solution, but not always.
For example – had we dismissed the Sales Audit all together and taken some or any of the actions outlined in the first case study above, the client’s sales performance in that vertical would have nosedived still further, even faster…and still with no clue about how to improve it.
In the second case study…simply training the sales staff would have brought about marginal improvements in the short term, would have minimised the growth potential and most definitely would have seen the sales division closed within 6 months.
Identifying the true cause of that sales problem is another.
That’s where a Sales Audit really comes into it’s own, and can prove invaluable in saving time, money and other valuable resources.
Solving the cause of the problem and not the symptoms displayed by the cause of the problem can just do more harm than good. You can send results spiraling out of control, waste precious time and money as well as driving you insane in the process.
When you’re dealing in high risk situations, where the cost of getting it wrong is huge, where you’re against the clock, and money is flowing in the opposite direction to you…shouldn’t you take a deep dive into causes before looking at solutions?
To discuss any aspect of the Sales Audit, just use the contact details below.
Sales Audits can be conducted in as little as 3 days and feedback provided within a further 2 days.
When you’re business isn’t getting the sales results you want, need and deserve, time is of the essence so contact me now.
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To receive the most up to date Sales and Business Development Insights into your business every week, register for your free copy of the Advanced Business Achiever
Sales and the art of selling is changing….just like everything else.
New theories, practices and reworked ideas come around again and again.
Some of them stick, some of them fade.
Many work, some don’t.
Some we’ve seen before, maybe under a different name, and some are genuinely original, just check this out regarding B2B sales
One thing that’s been around for ages, but always there in the background, as something that good (and great) business development professionals have know is this.
And that’s even more true today than it’s ever been.
It is not about taking the order, being a walking brochure or even pitching harder than the competitor.
Customers, Buyer, Prospects and Procurement teams have no use for that sort of sales person any more.
The sales person that succeeds today is the sales person that out performs his competitors. Who secures the business. Whot leaves his sales persona at the door and picks up the position of the Buyer’s problem solver.
That means your business development and customer facing target carrying team may need to have a slightly different skill set than you’d imagined.
Instead of thinking about the value of their address book, the length of service in your industry, the length of their business development career, maybe there are additional things to think about.
Critical thinking skills – their ability to grasp complex situations, issues and constraints and see the Buyer’s issues for what they are and the impact they have on the Buyer
Team building – to build cooperation around creating a suitable solution with the relevant internal and external parties
Problem solving capabilities – the ability to see the real problem and it’s implications as opposed to just seeing the manifestation of that problem
Rapport building – to gain trust quickly and establish expert status with the Buyer and their influencers
Listening skills – genuine listening skills, listening to understand and not listening simply to sell
Communication skills – how good are they are respectfully pushing boundaries in the Buyer’s thinking. How good are they at being able to coherently present ideas, discuss scenarios whilst having all parties keep an open mind
Ability to prioritise – their ability to differentiate between the urgent and important and respond accordingly
Negotiation skills – their ability to compromise and to broker compromise across different parties, different solutions
Resilience – in the face of challenges, objections, resistance, nay-sayers and group think
Creativity – seeing solutions that are not evident to the Buyer. Conveying those solutions with high levels of confidence and credibility
Belief – do they have it, can they convey and transmit their true belief in their solution
Business development might have historically been thought of as a trade that people ‘fall into’.
Ask any 5 year old what they want to be when they grow up and I’ll bet few of them say ‘sales person’.
Sales people can be nurtured to be better business development people, that’s true.
What’s also true is that most great sales people are born with a certain skill set that they invest in to make better.
So, anyone can be a business developer?
I don’t think so.
What do you think?
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If you’re looking for further support and guidance on how to recruit the best sales talent for your business – check out these two Free Guides:
And this Blog Post
Sales Performance and Sales Results Matter! Making sure that the key metrics are on point all through the month is key, plus having the skills and insights to reverse any decline and accelerate any upward trends is vital.
But, before that you’ll need to learn how to be a Sales Detective, embrace the fact that your favourite question will now be ‘WHY?’
That’s the BIG WHY…
In a nut shell…we need you to discover the answer to the question every sales leader asks himself on a very regular basis
It’s not what you think…the answer, that is. It never is because there’s always more. So much more!
So here’s your 3 step guide to uncovering they you’re getting the sales performance and sales results you are
Write your sales performance and sales results problem down and then ask why.
To that response ask another ‘why’
To that response ask ‘why’ a third time
And so on, until there are no more different responses
The truth is, you’ll get two dozen reasons…some of those reasons will be big, some small. Some of those reasons will be part of one bigger reason, some will be stand alone reasons, some reasons will already be known to you and others will be new.
The skill here is just to keep asking ‘why’ until you get to the fundamental and most basic of answers.
For example – why are the sales guys diaries empty?
Your first response could be – lazy sales team
Why? We recruited badly, cheap people, poor commission structure
Why? We’re not making any money, couldn’t afford better people
Why? Competitors are killing us
Why? We’re too expensive
Why? Competing with China
Why? We’ve always done it this way
Why? It’s all that we know
So you see, the empty sales guy’s diaries is only a manifestation of a problem, therefore getting to the root cause is what makes the solution much easier
Get a large blank piece of paper. At the centre of the page write the problem…empty sales guy’s diaries.
Down the middle left hand side write all the possible causes of that.
Down the far left hand side write all the causes of the first line of causes.
And so on and so on…
Down the middle right hand side list all the implications, or consequences of that.
Down the far and side list all the further implications and consequences
What you’ll start to see down the left hand side is some of the common elements that cause the empty sales diaries
What you’ll see down the right hand side is an order of the impact…so you can see if this is a problem that is worth applying your time and intellect to.
For example, if the implications are few, it may be a problem you have to deal with, but perhaps there are bigger problems with more far reaching consequences.
You might come to the conclusion that actually the empty sales diary is the result of poor territory management, data selection and prospect clarity…rather than just blaming it on the reward and bonus structure.
Look at the whole sales process – you should have this mapped out, it should be universal and it should be standard practice across the business. If you want to know why you should have a well documented sales process – check this out – Companies with a Formal Sales Process Generate More Revenue
Look at which of the sales guys perform best in each section of the sales process.
Now look at which of the sales guys perform worst in each section of the sales process.
Now you’ve identified another set of causes or you’ve confirmed the causes you’ve identified above.
In your role as Sales Detective, you’ll have to fight the continual urge to solve the problem immediately.
That’s not your primary concern…if you do that, you’ll simply be falling into the same trap that many sales leader do.
The skill is in being able to STOP trying to find the solution long enough to allow you to discover what the REAL problem is.
Once you’ve discovered the REAL problem then you’ll most likely be able to solve the sales problems in a heart beat.
So, you have now identified all the key causes and problems that manifest themselves in poor sales performance and sales results.
Now you’ve identified some of the causes, then you’re able to evaluate a plethora of suitable solutions, because there is just one simple fix.
Filter through the solutions – apply some creative thinking and beware of some of the pitfalls that will destroy your decision making capabilities
If you’d like to understand more about the absolute sales performance of your sales and business development function and how to increase sales and reduce wastage in the sales unit – let me know.
The Morton Kyle Sales Audit is an intensive diagnostic and sales improvement tool. It’s specifically designed to facilitate rapid sales performance and sales results turnaround.
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Plus – here’s a blog case study showing how to increase sales conversions and profits – Here’s the link
Plus for other sales performance and sales results improvement insights – check out the blog – Morton Kyle Sales Improvement
I hate waste. I especially hate waste in the sales process because it just costs so much money and wasted time, talent and resource…and don’t get me started on the opportunity costs.
If I tell you the cost of running an inefficient sales process is huge and largely unquantifiable…would you do anything about it?
What if I told you that an efficient sales process can get a sales conversion rate from 1:25 to 1:3 in a matter of weeks?
Or that it can treble your average order value? See here for more information and 3 case studies on how to increase price
Would you do something then?
Maybe you need more proof…
How about if, simply by improving the efficiency of your sales process you could treble the output of your sales team without trebling the costs?
Well, fortunately, you don’t have to take my word for it – you can check out this article form the Harvard Business Review showing that firms with a formal sales process generate higher revenues – here’s the link ‘Companies with a Formal Business Development Process Generate More Revenue’
So, read on to find out how you can get your business and sales team flying by adopting an efficient and effective sales process…
Your business will suffer form the following:
There are other indicators but these are the main ones you’ll be fighting against every day.
Simple answer, because when people get busy they fall back on autopilot. That means they react.
This impacts on their ability to discern the good from the great and the good from the downright awful when it comes to what leads to engage with and what leads to pan.
So it only happens when sales guys are busy, right?
No, not really.
Conversely, when sales people aren’t busy enough, they’ll chase every prospect on the block, regardless of quality, value, risk or potential to convert.
So, what am I saying, that sales people can’t be trusted to know when to chase a prospect and when to drop?
But forget about the blame and thing about the solution.
The truth is, this is not a black and white area and sales teams are, by definition, semi-autonomous.
Sales people have their head turned by a prospect for lots of reason, and trust me I’be heard them all.
Every single one, from a sales guy fostering clients in a particular part of the UK where his new girlfriend lived (whilst ignoring other profitable clients across other UK regions), to sales guys meeting with small firms with no budget on the basis of promised work to come, and even one sales person who decided to go completely off message and recreate the offer to get more (cheap) prospects.
But, after 20 years, I can honestly claim that sales wastage occurs because of a few key factors
The great news is…ALL OF THESE ARE SOLVABLE!
So, having identified the causes of sales wastage, let’s look at
Here’s the short answers to minimising waste in your sales process, and it starts with one clear message, look at what you put in your sales funnel and look at how you manage your sales pipeline.
Look at the risk and the value of the prospect…and set out very early on to be rigorous in the qualification of this prospect in terms of budget, intent, time scales, alternative solutions, other providers, doing nothing, motivation to change, commitment to act, motivational forces, profile of purchase, part in a bigger picture/process.
Ensure the buying process is very clearly defined very early on. Be super aware of deviations from the agreed buying process.
Understand the buying process, the buying criteria and who is involved in the decision to go or not go.
Identify the game changers up front – what could cause the buyer to change their mind, alter their thinking, modify their course of action (and establish how that impacts on you)
Never leave a single interaction without agreeing the next action and where that action sits in the process.
Be conscious of sales timeline creep, simply because are deadlines being missed in the buying process.
Look at the nature of the interaction with the client, moreover is the sales person acting as a free consultancy resource?
Is the buyer responsive, committed, working in partnership or do you still have ‘supplier’ status where you’re chasing the deal?
Of course, a super savvy sales person will be clued up on all of this all the time…or will they.
I think some will, but I think the majority won’t.
If you want to ensure all of the sales team work this way all of the time, then check out this blog post from last week – it will change how you look at making sales and running a sales team.
Plus if you want a further insight into improving sales performance – hit this link
Sales wastage will be costing your business a huge and largely unquantifiable sum. So, it’s serious.
So, it deserves your attention.
I’ve seen sales conversion rates go form 1:25 to 1:3 in the matter of weeks using the basics outlined here.
It’s almost like doubling the output of your sales team without doubling the size (and costs) of your sales team.
Efficiency is a state of mind. Busy is also a state of mind, it matters a lot which one your sales team have, because you have to ask: what’s that costing the business?
Watch out in the next few weeks for an insight into what creates a great sales process, the individual building blocks and the points where you’re most likely to lose sales…also, if you think you’ve got the perfect sales process, how you can get to work on checking out those sales metrics and making sure you’re getting optimum results – download your free guide here – 7 Sales Metrics to Measure, Manage and Monitor
If you’ve any questions regarding your sales process get in contact
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Plus – if you’d like to receive weekly sales and business development hits, tips, strategies and insights to boost sales and sales revenues – check out this – it’s free
You’d be surprised what businesses will do to improve sales performance.
You’d be surprised the lengths they’ll go to, the resources they’ll commit and the efforts they’ll expend all in an effort to improve sales performance.
Selling their soul? No…but not far off.
So, why, why, why, why do business owners and sales leaders miss this one simple trick? Continue reading
Sales and Business Development Functions are worthless if there is no sales and business development system in place which is used throughout the business.
With regard to maximising sales performance, what’s the best sales and business development support system look like?
First of all, let’s think about what your Sales and Business Development System should deliver for you and your business.
We could make this a really complex list and you’d probably go no further than a very complex list, so I’m deliberately going to make my list very simple for you.
Just three things. That’s all.
Those three things will deliver you the following:
What more do you want?
I thought not.
Again – it should be really simple.
So simple it’s child’s play.
I’ve seen sales processes that stretch around the block and back again…trust me when I tell you, the more complex your sale process, the more things will go wrong AND, even worse, you’ll rarely be able to find the root cause quickly…that means the sales fix is a million miles away.
Keep it Simple.
But, in reality, those are the key 5 sections that will affect your profit and your sales throughput.
Sure – there are mini sections inside these 5 sections but the reality is – if you manage these 5 sections and the 4 gates in between them, then you’ll be doing what 90% of the sales teams working today ARE’NT doing.
How good would you feel then?
You see, these four gates (shown in red) – from Leads > Meetings > Quotes > Converted Customers > Retained Customers, will show you exactly what part of your sales process is letting you down.
Once you know that, it’s a very simple deep dive to improve that section.
If you want some guidance on what you can do to improve each of the 5 sections – take a look here.
3 key rules:
Seriously, I can’t stress it enough…complicated and complex will kill any ambition you have of accelerated sales growth.
You can wave goodbye to highly predictable sales growth and it will cost you heavily in time, profit and opportunity, plus you’ll be forever cursing the day you spent creating a monster that’s unmanageable.
And you know the worst thing? Without such a simple, transparent and segmented sales and business development system, you’ll be FOREVER reliant on the skills of your transient sales team rather than the potency of your sales engine, and if that doesn’t scare you then stop reading now, because if you’re putting your business performance in the hands of the sales team who can up and off, en mass, in a heart beat then you’re playing with fire.
So, top line – how do you set up a Sales and Business Development System for your business?
Take a look here for an initial insight.
Transparency – each section (shown above) should have it’s own high level of transparency, it’s own accountability and it’s own check list
Sales Process – have a sales process that EVERYONE sticks to. No deviation, no hesitation, no question – you’ll never be able to scale and replicate a working and profitable sales and business development system if everyone is doing their own thing – this will help you.
Set KPI’s for each of the 4 gates that exist between the 5 sections. They are the KPI’s you manage every single minute of every single day
Metrics – for additional sales metrics to check you’re on track – down load this
Lead Quality – be very very careful of the leads you put in the top of your sales process – your sales and business development system will die a slow and painful death if you treat all leads as being of equal value and if you shove any old rubbish in there…no point keeping count if you’re just counting worthless buttons…make sure your leads are high quality, pure gold prospects you’d LOVE to work with – for more details check this out for advice on How to Build A Great Sales Funnel
Get Creative – to drive accelerated sales growth you’ll need to get creative in each of your 5 sections. Here’s two insights to show you how you can do that – check them out – download – Only Dead Fish Go With the Flow, check out this blog on How To Increase Price.
You’re Selling What? – think about what you’re actually selling, you’ll be able to get a greater insight into this by asking what your customers are actually buying, because once you understand this not only will you be able to accelerate your sales growth you’ll also be able to increase your prices…here’s a guide to help you – just hit this link
Value – think about what value you bring to the buyer at every single stage. If something in your sales process doesn’t deliver value to the buyer, then serious consider getting rid of it.
Managing Poor Sales Performance – you’ll need to be tough, there’s no point putting up with sub par sales performance if you’re a business committed to sales growth – check this out – How to Deal With Poor Sales Performance
Get Competitive – be prepared to step out of your comfort zone and make some noise, sure you can still keep your operations covert if you wish, but as far as your prospects, buyers and sales force are concerned – be loud and proud – check this out if you want a nudge in that direction.
And one final thing – make sure you’ve got your sales and senior management team on board acting as sales performance improvement functions, sales coaches, sales problem solvers and sales guides…this is a big task and some of your old guard will rally against the change, check here...if you’re committed to accelerated sales growth I know you’ll do what you need to do.
Yes – any business can.
Few chose to.
Many leave it in the hands of the individual sales functions, sales people, sales managers and they pay the consequences when key sales people leave.
Accelerated sales growth relies on ALL aspects of the business pulling in the same directions – that means any business undertaking such a commitment to increase sales and business performance needs an agreed, workable and sustainable sales and business development system.
Few firms have this.
The cost associated in not having such a system is huge – time, money, market share, brand value, competitor growth, missed opportunity, lack of responsiveness, mediocre business and sales performance…all negatively impacting the bottom line.
I hope you think about how your business could benefit from such a system…
Any questions…call me
0779 002 1885