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Sales Process Adoption & Usage Research - SMA Webinar Recap
 

Sales Process Adoption & Usage Research - SMA Webinar Recap

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Sales processes have a huge impact on sales and profit performance; 30% of firms reported greater profits than those that do not consistently guide selling activity. However, enforcing the sales ...

Sales processes have a huge impact on sales and profit performance; 30% of firms reported greater profits than those that do not consistently guide selling activity. However, enforcing the sales process is still a concern.

There are large performance gaps in sales processes around customer win-back sales and new customer sales. There’s also a large gap between companies’ expectations and the sales force’s understanding of the sales process. Closing these gaps and understanding the causes will help sales organizations operate more efficiently and effectively.

Make sure that everyone is on board with the sales process. Research showed some of the chief barriers were lack of sales force, lack of management oversight, and lack of training. Understanding those key items will make it much easier to successfully implement your sales process.

For a deeper dive into this research, and learn more from the entire webinar, review the recording:
http://info.qvidian.com/SMAWebinar0813.html?SFDCCID=70150000000nxMD

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  • Sales process is widely acknowledged as an important feature of a productive sales system, yet the use of sales process discipline varies widely across firms. This research examines how sales forces are using defined sales processes, and identifies factors contributing to sales process adoption and effectiveness.This research report summarizes findings from 74 participating business-to-business sales organizations. The research was conducted in the first quarter of 2013 through the use of a survey questionnaire.
  • There is a high level of agreement among respondents that their sales organizations use a structure sales process. Specific practices related to sales process management are less widely adopted.Firms that guide selling activity with sales process(es) report sales results 16% greater than those that do not. Sales process usage has a greater impact on profit performance: profit results are 30% greater for firms using sales process than those now.High performing companies’ salespeople use sales process more consistently, compared to lower performing firms, where sales process adherence is more discretionary for their sales people.Sales process is deemed most important for winning new customers, selling strategic offerings, and planning sales calls. Respondents’ rate their own sales process usage least effective in winning back defecting customers, retaining at-risk customers, and managing territories.Sales process issues with the largest performance gaps (relative to importance) are customer win-back sales, and new customer sales. Respondents’ most impactful investment priorities for improving sales process effectiveness are new customer sales, strategic offerings sales, and customer win-back sales.Assessment represents an area of widespread need.Chief barriers to effective sales process implementation are lack of sales force accountability, lack of management oversight, and lack of training.
  • There is a high level of agreement among respondents that their sales organizations use a structure sales process. Specific practices related to sales process management are less widely adopted.Firms that guide selling activity with sales process(es) report sales results 16% greater than those that do not. Sales process usage has a greater impact on profit performance: profit results are 30% greater for firms using sales process than those now.High performing companies’ salespeople use sales process more consistently, compared to lower performing firms, where sales process adherence is more discretionary for their sales people.Sales process is deemed most important for winning new customers, selling strategic offerings, and planning sales calls. Respondents’ rate their own sales process usage least effective in winning back defecting customers, retaining at-risk customers, and managing territories.Sales process issues with the largest performance gaps (relative to importance) are customer win-back sales, and new customer sales. Respondents’ most impactful investment priorities for improving sales process effectiveness are new customer sales, strategic offerings sales, and customer win-back sales.Assessment represents an area of widespread need.Chief barriers to effective sales process implementation are lack of sales force accountability, lack of management oversight, and lack of training.
  • There is a high level of agreement among respondents that their sales organizations use a structure sales process. Specific practices related to sales process management are less widely adopted.Firms that guide selling activity with sales process(es) report sales results 16% greater than those that do not. Sales process usage has a greater impact on profit performance: profit results are 30% greater for firms using sales process than those now.High performing companies’ salespeople use sales process more consistently, compared to lower performing firms, where sales process adherence is more discretionary for their sales people.Sales process is deemed most important for winning new customers, selling strategic offerings, and planning sales calls. Respondents’ rate their own sales process usage least effective in winning back defecting customers, retaining at-risk customers, and managing territories.Sales process issues with the largest performance gaps (relative to importance) are customer win-back sales, and new customer sales. Respondents’ most impactful investment priorities for improving sales process effectiveness are new customer sales, strategic offerings sales, and customer win-back sales.Assessment represents an area of widespread need.Chief barriers to effective sales process implementation are lack of sales force accountability, lack of management oversight, and lack of training.
  • There is a high level of agreement among respondents that their sales organizations use a structure sales process. Specific practices related to sales process management are less widely adopted.Firms that guide selling activity with sales process(es) report sales results 16% greater than those that do not. Sales process usage has a greater impact on profit performance: profit results are 30% greater for firms using sales process than those now.High performing companies’ salespeople use sales process more consistently, compared to lower performing firms, where sales process adherence is more discretionary for their sales people.Sales process is deemed most important for winning new customers, selling strategic offerings, and planning sales calls. Respondents’ rate their own sales process usage least effective in winning back defecting customers, retaining at-risk customers, and managing territories.Sales process issues with the largest performance gaps (relative to importance) are customer win-back sales, and new customer sales. Respondents’ most impactful investment priorities for improving sales process effectiveness are new customer sales, strategic offerings sales, and customer win-back sales.Assessment represents an area of widespread need.Chief barriers to effective sales process implementation are lack of sales force accountability, lack of management oversight, and lack of training.
  • There is a high level of agreement among respondents that their sales organizations use a structure sales process. Specific practices related to sales process management are less widely adopted.Firms that guide selling activity with sales process(es) report sales results 16% greater than those that do not. Sales process usage has a greater impact on profit performance: profit results are 30% greater for firms using sales process than those now.High performing companies’ salespeople use sales process more consistently, compared to lower performing firms, where sales process adherence is more discretionary for their sales people.Sales process is deemed most important for winning new customers, selling strategic offerings, and planning sales calls. Respondents’ rate their own sales process usage least effective in winning back defecting customers, retaining at-risk customers, and managing territories.Sales process issues with the largest performance gaps (relative to importance) are customer win-back sales, and new customer sales. Respondents’ most impactful investment priorities for improving sales process effectiveness are new customer sales, strategic offerings sales, and customer win-back sales.Assessment represents an area of widespread need.Chief barriers to effective sales process implementation are lack of sales force accountability, lack of management oversight, and lack of training.
  • There is a high level of agreement among respondents that their sales organizations use a structure sales process. Specific practices related to sales process management are less widely adopted.
  • Firms that attempt to utilize sales process(es) in guiding salesperson activity are more likely to achieve sales and profit goals. Sales process usage appears to have the greatest impact on profit goal achievement.
  • Firms that guide selling activity with sales process(es) report sales results 16% greater than those that do not. Sales process usage has a greater impact on profit performance: profit results are 30% greater for firms using sales process than those not.
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