Sales 101 
Structure & Mechanics 
Jeremiah Fellows | Director, Sales and 
Marketing
Structure and Mechanics 
Constraints enable creative approaches 
Jeremiah Fellows: Collaborative Selling 2
Predictability 
• You need one thing as much as you need sales: Predictability. 
• Risk Management 
• Changes in the pipel...
Getting Started 
• Don’t get a CRM 
• If you don’t know your sales process you will use the default CRM sales process 
• C...
The Foundation 
• Three areas of research to understand your sales process 
• Develop buyer and influencer personas 
• Exp...
Who? 
Understanding the people who buy your product or service. 
Jeremiah Fellows: Collaborative Selling 6
Personas 
Understanding who buys your product or service 
Jeremiah Fellows: Collaborative Selling 7
Personas 
• Persona for each buyer type & influencer 
• No vacuums! 
• B2B has team members, supervisors, executives, admi...
Personas 
• What is unique to your product and services 
• How do these features map tp your customers lives? 
• i.e. Dog ...
The Customer Journey Map 
What are the interactions and influences that impact a customers decision 
Jeremiah Fellows: Col...
The Customer Journey Map 
• Map the stages of the buy cycle 
• Map how the personas interact at each stage 
• More complex...
The Customer Journey Map 
• If you don’t know start with basics 
• Awareness 
• Research 
• Consideration 
• Decision 
• W...
The Customer Journey Map 
• Map the touchpoints at each stage 
• Each interaction with your organization 
• Website 
• Twi...
The Customer Journey Map 
• Map your sales process to the Customer Journey Map 
• List the information you need to qualify...
Opportunity Value Assessments 
Prioritize to optimize 
Jeremiah Fellows: Collaborative Selling 15
Opportunity Value 
• You cannot and should not chase every opportunity 
• Not every sale is a good sale. Not every custome...
Opportunity Value 
• Need a ranking for every opportunity but also for every customer 
• Customer Quarterly Review – Oppor...
Learning and Iteration 
Lean sales methodology 
Jeremiah Fellows: Collaborative Selling 18
Get it in Excel 
• Start tracking 
• The number each prospects in each stage and sub stage 
• How long each prospect stays...
Progress Review 
• Regular cadence of meetings with a cross section of the organization 
• Weekly - Pipeline meeting 
• Nu...
Case Studies 
What I have done right (and wrong). 
Jeremiah Fellows: Collaborative Selling 21
Case Study 1: Mythology 
Managing using mythology. 
Stop guessing about how you got that big deal. 
Jeremiah Fellows: Coll...
Case Study 2: Org Structure 
More sales people does not create proportionally more sales. 
Volume of sales might be limite...
Case Study 3: Process 
You can’t create a hypothesis and test against it without a defined process. 
Constraints enable cr...
Case Study: Opportunity Value Scoring 
Jeremiah Fellows: Collaborative Selling 25
Resources 
Brilliant people and what they have to say. 
Jeremiah Fellows: Collaborative Selling 26
Links & Books 
General information 
• This is Service Design Thinking 
• Sales should be a service. This book is the servi...
Jeremiah Fellows 
VP, Sales and Marketing 
Aspenware 
J.Fellows@aspenware.com 
LinkedIn 
@JwFellows
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Building the Structure and Mechanics of a professional sales organization

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In this talk delivered during Denver Startup Week 2013 I discuss the structure and mechanics necessary for predictability in sales.

The one thing a company needs as much as sales is predictability. In this talk I cover some strategies for understanding a sales process such as persona building and customer journey mapping. I explain how to use this information to document and track the sales process with a focus on using agile methods to evolve an effective and predictable sales process.

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Building the Structure and Mechanics of a professional sales organization

  1. 1. Sales 101 Structure & Mechanics Jeremiah Fellows | Director, Sales and Marketing
  2. 2. Structure and Mechanics Constraints enable creative approaches Jeremiah Fellows: Collaborative Selling 2
  3. 3. Predictability • You need one thing as much as you need sales: Predictability. • Risk Management • Changes in the pipeline can be early warning signs • i.e. a lengthening proposal phase can indicate a new competitor or poor qualification process • Manage growth • When, where and how to invest • Evolve • Need to treat sales like any lean startup • Impossible to iterative efficiently without numbers Jeremiah Fellows: Collaborative Selling 3
  4. 4. Getting Started • Don’t get a CRM • If you don’t know your sales process you will use the default CRM sales process • Cycles, stages and metrics are not relevant to your sales process. Understand your sales process. • Understand your customers • Document the stages • Test some hypothesis • Now get a CRM • Make it match your process Jeremiah Fellows: Collaborative Selling 4
  5. 5. The Foundation • Three areas of research to understand your sales process • Develop buyer and influencer personas • Explains the Who • Develop a customer journey map • Explains the what & how • Buy cycle will drive your sales process • Develop system for prioritizing your efforts • Prioritization and a compass • Limited resources, cannot chase every opportunity. Jeremiah Fellows: Collaborative Selling 5
  6. 6. Who? Understanding the people who buy your product or service. Jeremiah Fellows: Collaborative Selling 6
  7. 7. Personas Understanding who buys your product or service Jeremiah Fellows: Collaborative Selling 7
  8. 8. Personas • Persona for each buyer type & influencer • No vacuums! • B2B has team members, supervisors, executives, admins • B2C has families, friends and peers • They all interact and influence the decision to buy • How Many? • Go with too many then group • Pictures - No Customer X • Make them real • A name and a job • A picture • Accurate demographics Jeremiah Fellows: Collaborative Selling 8
  9. 9. Personas • What is unique to your product and services • How do these features map tp your customers lives? • i.e. Dog owner who went to school in the PAC12 college conference buy more from you • Mandatory elements • Demographics • Role – family, social or organizational • Who influenced by • Who do they influence • Motivations • Where do they go for information Jeremiah Fellows: Collaborative Selling 9
  10. 10. The Customer Journey Map What are the interactions and influences that impact a customers decision Jeremiah Fellows: Collaborative Selling 10
  11. 11. The Customer Journey Map • Map the stages of the buy cycle • Map how the personas interact at each stage • More complex sale requires a CJM for each persona • Simple may only need one map Jeremiah Fellows: Collaborative Selling 11
  12. 12. The Customer Journey Map • If you don’t know start with basics • Awareness • Research • Consideration • Decision • Will probably be some sub stages • Update as you learn • Map how the personas interact at each stage • More complex sale requires a CJM for each persona • Simple may only need one map Jeremiah Fellows: Collaborative Selling 12
  13. 13. The Customer Journey Map • Map the touchpoints at each stage • Each interaction with your organization • Website • Twitter feed • Tradeshow • Sales call • Include every persona active during that touchpoint • Map the touchpoint details • Emotions • Influencing personas • Information/resources they need to move to the next stageFrom others and from you • Expectations • Satisfaction with the interaction Jeremiah Fellows: Collaborative Selling 13
  14. 14. The Customer Journey Map • Map your sales process to the Customer Journey Map • List the information you need to qualify the prospect to move to the next stage. • List the activities you need to do to move them to the next stage • If the opportunity is right! • List the resources your sales people need at each touchpoint • Collateral, etc. Jeremiah Fellows: Collaborative Selling 14
  15. 15. Opportunity Value Assessments Prioritize to optimize Jeremiah Fellows: Collaborative Selling 15
  16. 16. Opportunity Value • You cannot and should not chase every opportunity • Not every sale is a good sale. Not every customer is a good customer. • Referenceable, collaborative etc. • AW Prospect Ranking Criteria • Culture • Nature of work – cutting edge, fun or bigger purpose • Referenceable • Cool project with well known brand • Social or environmental impact • Looks at the things your best customers have in common • characteristics of the company • Type of work Jeremiah Fellows: Collaborative Selling 16
  17. 17. Opportunity Value • Need a ranking for every opportunity but also for every customer • Customer Quarterly Review – Opportunity values can change • Staff changes • Industry shifts • Scores should be a percentage, not a flat number • Your opportunity value criteria are going to change over time • need the ability to compare values over history Jeremiah Fellows: Collaborative Selling 17
  18. 18. Learning and Iteration Lean sales methodology Jeremiah Fellows: Collaborative Selling 18
  19. 19. Get it in Excel • Start tracking • The number each prospects in each stage and sub stage • How long each prospect stays in each stage and sub stage • Where each prospect falls out and why • AW Example: Thought we had a lead generation issue, turned out to be a poor qualifying issue. • Iterate, iterate, iterate • Now you can get a CRM Jeremiah Fellows: Collaborative Selling 19
  20. 20. Progress Review • Regular cadence of meetings with a cross section of the organization • Weekly - Pipeline meeting • Numbers will indicate where you need focus your efforts for the upcoming week • Sales retrospective (15 minute standup) • Weekly or after each sales process depending on the length and complexity of the sale • Quarterly Customer Review • Fire your bad customers Jeremiah Fellows: Collaborative Selling 20
  21. 21. Case Studies What I have done right (and wrong). Jeremiah Fellows: Collaborative Selling 21
  22. 22. Case Study 1: Mythology Managing using mythology. Stop guessing about how you got that big deal. Jeremiah Fellows: Collaborative Selling 22
  23. 23. Case Study 2: Org Structure More sales people does not create proportionally more sales. Volume of sales might be limited by non-sales related organizational structures Jeremiah Fellows: Collaborative Selling 23
  24. 24. Case Study 3: Process You can’t create a hypothesis and test against it without a defined process. Constraints enable creativity. Jeremiah Fellows: Collaborative Selling 24
  25. 25. Case Study: Opportunity Value Scoring Jeremiah Fellows: Collaborative Selling 25
  26. 26. Resources Brilliant people and what they have to say. Jeremiah Fellows: Collaborative Selling 26
  27. 27. Links & Books General information • This is Service Design Thinking • Sales should be a service. This book is the service design bible and can drive thinking about how to design your sales as a service. Customer Journey Maps • Smaply: Customer Journey Mapping software. • Tips for beginners Personas • What If Your Customers Were Actually People? • The Foundation of a great user experience Sales Process • Lets Get Real or Let’s Not Play: Transforming the buyer/seller relationship Jeremiah Fellows: Collaborative Selling 27
  28. 28. Jeremiah Fellows VP, Sales and Marketing Aspenware J.Fellows@aspenware.com LinkedIn @JwFellows
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