Numbers Sometimes Lie: Take a Look at Your Sales Pipeline and Sales Process
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Numbers Sometimes Lie: Take a Look at Your Sales Pipeline and Sales Process

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In this slideshow, Landslide Technologies hosts Mark Sellers for an eye-opening look into what your sales funnel is really saying and how your decisions on deal prioritization can effect whether you ...

In this slideshow, Landslide Technologies hosts Mark Sellers for an eye-opening look into what your sales funnel is really saying and how your decisions on deal prioritization can effect whether you have a very good or very bad 2009.

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  • Thank you for taking the time to meet with me. Today I’ll demonstrate how the Landslide Sales P3 System helps your sales team increase sales volume. First, I’ll take you QUICKLY through a few slides to set up our discussion and then we’ll launch the Landslide Sales P3 software. We are just a few minutes from launching the demo. Landslide Technologies was created with a singular goal: to help companies build world-class sales organizations that produce results consistently. Producing more sales is our singular focus; data capture and data integration are the mundane parts of the application. NEXT SLIDE
  • Sales P3 Overview – let’ explore some myths and facts… Most people don’t think about ‘process’ and ‘production’ when they think about sales. When it comes to sales, most sales managers are resigned to the fact that 20% of their sales force is going to produce 80% of the results. The debate about sales being practiced as an ‘art’ vs. a ‘science’ continues relentlessly. The promise of technology enabling companies to ‘clone’ their top producers has also stayed a promise. However, the past few years have seen a consistent highlighting from experts of the need to streamline sales and selling processes. Research studies have shown that process-centric sales teams outperform sales teams that depend entirely upon the native talent of their sales executives. These companies also exhibit higher value, volume and velocity of deals than companies that still regard sales as a mysterious science. Just as Henry Ford transformed automobile production from a system where each car was built individually, sales leaders and experts agree that it is time salespeople stopped working on each deal in their pipeline as a unique deal. They need to adopt the principles of a uniform, well-defined selling process executed consistently by the entire sales team to streamline the conversion of more leads to deals i.e. apply the principles of manufacturing to Sales.
  • This slide shows empirical data gathered from the results of our customers using Landslide Sales P3.
  • Sales P3 Overview – let’ explore some myths and facts… Most people don’t think about ‘process’ and ‘production’ when they think about sales. When it comes to sales, most sales managers are resigned to the fact that 20% of their sales force is going to produce 80% of the results. The debate about sales being practiced as an ‘art’ vs. a ‘science’ continues relentlessly. The promise of technology enabling companies to ‘clone’ their top producers has also stayed a promise. However, the past few years have seen a consistent highlighting from experts of the need to streamline sales and selling processes. Research studies have shown that process-centric sales teams outperform sales teams that depend entirely upon the native talent of their sales executives. These companies also exhibit higher value, volume and velocity of deals than companies that still regard sales as a mysterious science. Just as Henry Ford transformed automobile production from a system where each car was built individually, sales leaders and experts agree that it is time salespeople stopped working on each deal in their pipeline as a unique deal. They need to adopt the principles of a uniform, well-defined selling process executed consistently by the entire sales team to streamline the conversion of more leads to deals i.e. apply the principles of manufacturing to Sales.
  • Sales P3 Overview – let’ explore some myths and facts… Most people don’t think about ‘process’ and ‘production’ when they think about sales. When it comes to sales, most sales managers are resigned to the fact that 20% of their sales force is going to produce 80% of the results. The debate about sales being practiced as an ‘art’ vs. a ‘science’ continues relentlessly. The promise of technology enabling companies to ‘clone’ their top producers has also stayed a promise. However, the past few years have seen a consistent highlighting from experts of the need to streamline sales and selling processes. Research studies have shown that process-centric sales teams outperform sales teams that depend entirely upon the native talent of their sales executives. These companies also exhibit higher value, volume and velocity of deals than companies that still regard sales as a mysterious science. Just as Henry Ford transformed automobile production from a system where each car was built individually, sales leaders and experts agree that it is time salespeople stopped working on each deal in their pipeline as a unique deal. They need to adopt the principles of a uniform, well-defined selling process executed consistently by the entire sales team to streamline the conversion of more leads to deals i.e. apply the principles of manufacturing to Sales.
  • Sales P3 Overview – let’ explore some myths and facts… Most people don’t think about ‘process’ and ‘production’ when they think about sales. When it comes to sales, most sales managers are resigned to the fact that 20% of their sales force is going to produce 80% of the results. The debate about sales being practiced as an ‘art’ vs. a ‘science’ continues relentlessly. The promise of technology enabling companies to ‘clone’ their top producers has also stayed a promise. However, the past few years have seen a consistent highlighting from experts of the need to streamline sales and selling processes. Research studies have shown that process-centric sales teams outperform sales teams that depend entirely upon the native talent of their sales executives. These companies also exhibit higher value, volume and velocity of deals than companies that still regard sales as a mysterious science. Just as Henry Ford transformed automobile production from a system where each car was built individually, sales leaders and experts agree that it is time salespeople stopped working on each deal in their pipeline as a unique deal. They need to adopt the principles of a uniform, well-defined selling process executed consistently by the entire sales team to streamline the conversion of more leads to deals i.e. apply the principles of manufacturing to Sales.
  • Sales P3 Overview – let’ explore some myths and facts… Most people don’t think about ‘process’ and ‘production’ when they think about sales. When it comes to sales, most sales managers are resigned to the fact that 20% of their sales force is going to produce 80% of the results. The debate about sales being practiced as an ‘art’ vs. a ‘science’ continues relentlessly. The promise of technology enabling companies to ‘clone’ their top producers has also stayed a promise. However, the past few years have seen a consistent highlighting from experts of the need to streamline sales and selling processes. Research studies have shown that process-centric sales teams outperform sales teams that depend entirely upon the native talent of their sales executives. These companies also exhibit higher value, volume and velocity of deals than companies that still regard sales as a mysterious science. Just as Henry Ford transformed automobile production from a system where each car was built individually, sales leaders and experts agree that it is time salespeople stopped working on each deal in their pipeline as a unique deal. They need to adopt the principles of a uniform, well-defined selling process executed consistently by the entire sales team to streamline the conversion of more leads to deals i.e. apply the principles of manufacturing to Sales.
  • Sales P3 Overview – let’ explore some myths and facts… Most people don’t think about ‘process’ and ‘production’ when they think about sales. When it comes to sales, most sales managers are resigned to the fact that 20% of their sales force is going to produce 80% of the results. The debate about sales being practiced as an ‘art’ vs. a ‘science’ continues relentlessly. The promise of technology enabling companies to ‘clone’ their top producers has also stayed a promise. However, the past few years have seen a consistent highlighting from experts of the need to streamline sales and selling processes. Research studies have shown that process-centric sales teams outperform sales teams that depend entirely upon the native talent of their sales executives. These companies also exhibit higher value, volume and velocity of deals than companies that still regard sales as a mysterious science. Just as Henry Ford transformed automobile production from a system where each car was built individually, sales leaders and experts agree that it is time salespeople stopped working on each deal in their pipeline as a unique deal. They need to adopt the principles of a uniform, well-defined selling process executed consistently by the entire sales team to streamline the conversion of more leads to deals i.e. apply the principles of manufacturing to Sales.
  • Sales P3 Overview – let’ explore some myths and facts… Most people don’t think about ‘process’ and ‘production’ when they think about sales. When it comes to sales, most sales managers are resigned to the fact that 20% of their sales force is going to produce 80% of the results. The debate about sales being practiced as an ‘art’ vs. a ‘science’ continues relentlessly. The promise of technology enabling companies to ‘clone’ their top producers has also stayed a promise. However, the past few years have seen a consistent highlighting from experts of the need to streamline sales and selling processes. Research studies have shown that process-centric sales teams outperform sales teams that depend entirely upon the native talent of their sales executives. These companies also exhibit higher value, volume and velocity of deals than companies that still regard sales as a mysterious science. Just as Henry Ford transformed automobile production from a system where each car was built individually, sales leaders and experts agree that it is time salespeople stopped working on each deal in their pipeline as a unique deal. They need to adopt the principles of a uniform, well-defined selling process executed consistently by the entire sales team to streamline the conversion of more leads to deals i.e. apply the principles of manufacturing to Sales.
  • Sales P3 Overview – let’ explore some myths and facts… Most people don’t think about ‘process’ and ‘production’ when they think about sales. When it comes to sales, most sales managers are resigned to the fact that 20% of their sales force is going to produce 80% of the results. The debate about sales being practiced as an ‘art’ vs. a ‘science’ continues relentlessly. The promise of technology enabling companies to ‘clone’ their top producers has also stayed a promise. However, the past few years have seen a consistent highlighting from experts of the need to streamline sales and selling processes. Research studies have shown that process-centric sales teams outperform sales teams that depend entirely upon the native talent of their sales executives. These companies also exhibit higher value, volume and velocity of deals than companies that still regard sales as a mysterious science. Just as Henry Ford transformed automobile production from a system where each car was built individually, sales leaders and experts agree that it is time salespeople stopped working on each deal in their pipeline as a unique deal. They need to adopt the principles of a uniform, well-defined selling process executed consistently by the entire sales team to streamline the conversion of more leads to deals i.e. apply the principles of manufacturing to Sales.
  • Sales P3 Overview – let’ explore some myths and facts… Most people don’t think about ‘process’ and ‘production’ when they think about sales. When it comes to sales, most sales managers are resigned to the fact that 20% of their sales force is going to produce 80% of the results. The debate about sales being practiced as an ‘art’ vs. a ‘science’ continues relentlessly. The promise of technology enabling companies to ‘clone’ their top producers has also stayed a promise. However, the past few years have seen a consistent highlighting from experts of the need to streamline sales and selling processes. Research studies have shown that process-centric sales teams outperform sales teams that depend entirely upon the native talent of their sales executives. These companies also exhibit higher value, volume and velocity of deals than companies that still regard sales as a mysterious science. Just as Henry Ford transformed automobile production from a system where each car was built individually, sales leaders and experts agree that it is time salespeople stopped working on each deal in their pipeline as a unique deal. They need to adopt the principles of a uniform, well-defined selling process executed consistently by the entire sales team to streamline the conversion of more leads to deals i.e. apply the principles of manufacturing to Sales.
  • Sales P3 Overview – let’ explore some myths and facts… Most people don’t think about ‘process’ and ‘production’ when they think about sales. When it comes to sales, most sales managers are resigned to the fact that 20% of their sales force is going to produce 80% of the results. The debate about sales being practiced as an ‘art’ vs. a ‘science’ continues relentlessly. The promise of technology enabling companies to ‘clone’ their top producers has also stayed a promise. However, the past few years have seen a consistent highlighting from experts of the need to streamline sales and selling processes. Research studies have shown that process-centric sales teams outperform sales teams that depend entirely upon the native talent of their sales executives. These companies also exhibit higher value, volume and velocity of deals than companies that still regard sales as a mysterious science. Just as Henry Ford transformed automobile production from a system where each car was built individually, sales leaders and experts agree that it is time salespeople stopped working on each deal in their pipeline as a unique deal. They need to adopt the principles of a uniform, well-defined selling process executed consistently by the entire sales team to streamline the conversion of more leads to deals i.e. apply the principles of manufacturing to Sales.
  • Sales P3 Overview – let’ explore some myths and facts… Most people don’t think about ‘process’ and ‘production’ when they think about sales. When it comes to sales, most sales managers are resigned to the fact that 20% of their sales force is going to produce 80% of the results. The debate about sales being practiced as an ‘art’ vs. a ‘science’ continues relentlessly. The promise of technology enabling companies to ‘clone’ their top producers has also stayed a promise. However, the past few years have seen a consistent highlighting from experts of the need to streamline sales and selling processes. Research studies have shown that process-centric sales teams outperform sales teams that depend entirely upon the native talent of their sales executives. These companies also exhibit higher value, volume and velocity of deals than companies that still regard sales as a mysterious science. Just as Henry Ford transformed automobile production from a system where each car was built individually, sales leaders and experts agree that it is time salespeople stopped working on each deal in their pipeline as a unique deal. They need to adopt the principles of a uniform, well-defined selling process executed consistently by the entire sales team to streamline the conversion of more leads to deals i.e. apply the principles of manufacturing to Sales.
  • Sales P3 Overview – let’ explore some myths and facts… Most people don’t think about ‘process’ and ‘production’ when they think about sales. When it comes to sales, most sales managers are resigned to the fact that 20% of their sales force is going to produce 80% of the results. The debate about sales being practiced as an ‘art’ vs. a ‘science’ continues relentlessly. The promise of technology enabling companies to ‘clone’ their top producers has also stayed a promise. However, the past few years have seen a consistent highlighting from experts of the need to streamline sales and selling processes. Research studies have shown that process-centric sales teams outperform sales teams that depend entirely upon the native talent of their sales executives. These companies also exhibit higher value, volume and velocity of deals than companies that still regard sales as a mysterious science. Just as Henry Ford transformed automobile production from a system where each car was built individually, sales leaders and experts agree that it is time salespeople stopped working on each deal in their pipeline as a unique deal. They need to adopt the principles of a uniform, well-defined selling process executed consistently by the entire sales team to streamline the conversion of more leads to deals i.e. apply the principles of manufacturing to Sales.

Numbers Sometimes Lie: Take a Look at Your Sales Pipeline and Sales Process Presentation Transcript

  • 1. Numbers Sometimes Lie: Take a Realistic Look at Your Sales Pipeline and Selling Process Before It's Too Late! Landslide Technologies www.landslide.com
  • 2. About Mark Sellers
    • Author, The Funnel Principle©
    • Sales Consultant and Funnel Expert
    • Founder Breakthrough Sales Performance® 1996
    • Clients Include: Whirlpool Corp., Mass Mutual, Goodyear, Honeywell, and Smith & Nephew
  • 3. Context for Today’s Webinar
    • Achieve 2009 quota or budget or goal - a race to the finish!
  • 4. Five Objectives Today
    • Using the BuyCycle Funnel ™
      • Learn the most important question to ask for every sale on your 2009 funnel
      • Learn why Stage 2 deals can help you increase your close rate
      • Learn to quickly disqualify deals that won’t close in 2009
      • Learn the five variables that are present in every sale and,
      • Learn how to organize that information using a process to consistently set effective sales strategies
  • 5. Quick Poll
    • Do you expect to hit your 2009 quota?
    • How confident are you in knowing which deals deserve your attention and which ones do not?
    • How confident are you that your strategies for key deals will take you one step closer to winning these sales?
  • 6.  
  • 7. Three Foundation Principles 1. Know if funding has been committed 2. Focus on Stage 2 opportunities 3. Embrace deal process
  • 8. #1 – The most important question…
    • Is the customer committed to spending money this fiscal year if necessary to fix the problems?
  • 9. This may seem obvious, but…
    • What tangible evidence do you have?
    • Are you confusing budgeted with committed funding?
    • Do you know who actually committed funding?
    • Do you know what’s at stake if the customer delays or cancels a purchase?
    • Does the right person know how your solution avoids jeopardizing what’s at stake?
    • Do you know the alternatives to making a purchase?
    • Has your sales strategy adapted to how ‘the economy’ has changed the way your customers buy?
  • 10. How you find out
    • Get it from the source – the Person with Financial Authority (PFA)
    • Ask the question – don’t beat around the bush
    • Don’t assume budget = committed to spend money
    • Use Advocate to validate
  • 11. Once funding is committed, then what?
    • Are we sole sourced or flat spec’ed?
    • Are we the lead alternative?
    • Do we have access to the Person with Financial Authority and other really important people?
    • Is our solution a fantastic fit to their needs?
    • What makes us unique and valuable to the customer right now?
  • 12. #2 – Stage 2 deals help you increase your close rate
    • Stage 2 Define Economic Consequence
      • The customer is exploring the costs of the problems and has at least somewhat defined the financial impact of the problems
  • 13. Why Stage 2s are important
    • Customer still investing time
    • In the ‘go/no-go zone’
    • Early enough for you to shape
    • Not so far as to be ‘proposal fodder’
    Stage 2 Opportunities
  • 14. How to strategize Stage 2s
    • Understand the ‘ problem economics ’
    • Learn scope of problem
    • Know who’s feeling the pain or who has something to lose
    • Uncover the emotional trigger
    • Get access to the PFA, possibly through an influential Advocate
    • Know the alternatives
  • 15. Sales Production System
  • 16. Sales Production System
  • 17. #3 – Disqualify the deals that won’t produce revenue in 2009
    • Disqualify vs qualify
    • Goes against faith, hope, and optimism
  • 18. #3 – Disqualify the deals that won’t produce revenue in 2009
    • Will it be a sale for anyone in 2009?
    • Has funding been committed?
    • Is our solution a really REALLY good fit for this customer?
    Filter One
  • 19. #3 – Disqualify the deals that won’t produce revenue in 2009 Filter Two
    • Advocate
    • Access to PFA
    • Perceived fit that we’re better than any others
    • Flat spec-ed/sole sourced
    • We know their BATNA isn’t good
  • 20.
    • Buyer Management Tools – Know when the buyer is engaged and integrate the buying process in the selling process
    Sales Production System
  • 21. #4 and #5 – Use sales process to make your sales analysis pay off
      • Learn the five variables in every sale to set the most effective strategy
      • Learn why process is needed to make your sales strategies most effective
  • 22. The 5 variables
    • The Problem
    • The People
    • The Money
    • The Motivations
    • The Alternatives
  • 23. Setting process to these variables
    • A series of seller actions
    • An ‘ if this then that’ kind of flow
    • Use the buying process as your guide
  • 24.  
  • 25. Four Elements of a Sales Production System
    • 1 – Four-tiered Selling Process
      • Tier 1 - Developing an end-to-end sales cycle
      • Tier 2 – Identifying goals for each phase
      • Tier 3- Identifying activities to achieve each goal
      • Tier 4 – Identifying tools need to complete the activity
  • 26. Ex. Seller Focus for a Stage 2 sale (Define Economic Consequence)
    • Problem
      • Understand the problem economics
      • Learn scope and reach of problem
      • Help build a business case
    • People
      • Who’s feeling the pain
      • Does the PFA know costs of problem?
    • Motivation
      • Who’s motivated to act? Who’s not and why?
    • Money
      • How does PFA feel about spending any money to fix the problem?
  • 27.
    • Monitoring Tools
      • Volume of deals flowing through the production line
      • Velocity of deal flow
      • Effectiveness of the sales tools
      • Effectiveness of salespeople
    Sales Production System
  • 28. Summary
    • Commit Funding 2009
    • Stage 2s can be promising
    • Deal process
  • 29.
    • Customizable Sales Process by Industry, Sales Culture, Product and Mode
    • Identifies the best selling practices for your organization
    • Make process central to the everyday sales activities of your team
    • Selling and Conversation Tools
    • Monitoring and Research Tools
    • Buyer Management Tools
    • Outsource Data Entry to a Sales Assistant
    • Expert Guidance during the Sales Cycle
    • Pipeline Management Support
    Landslide Sales P3 System – Sales Production System
  • 30. WAIT! Before you go…
    • Contact Mark Sellers
    • Phone: 1-614-571-8267 Email: [email_address] Web : www.funnelprinciple.com
    • Slides for today’s webinar Download at www.landslide.com /webinar
    • Sign up for a live online demo of Landslide: Phone: 1-866-450-8522 Email : [email_address] Web : www.landslide.com/demo