Introduction to Sales Process Automation

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Why should a business "automate" its sales process?

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Introduction to Sales Process Automation

  1. 1. Sales Process Automation An Introduction by Ashutosh Bijoor Reach1to1 Technologies Pvt. Ltd
  2. 2. Topics Why automate sales processes? ● Software demonstration ● What are the challenges? ● How to overcome these challenges? ● A case study ● Questions and Answers ●
  3. 3. Why automate sales processes?
  4. 4. Its all about winning!
  5. 5. As individuals...
  6. 6. ...and as a team
  7. 7. What drives the team?
  8. 8. Individuals!
  9. 9. A few great players
  10. 10. can make a winning team!
  11. 11. But
  12. 12. Great players are rare
  13. 13. And sometimes fail
  14. 14. Leading to Inconsistent Performance
  15. 15. Consistency
  16. 16. Means winning every time!
  17. 17. (or almost every time)
  18. 18. Consistency
  19. 19. Needs a winning process!
  20. 20. A Consistent Process
  21. 21. And a good captain!
  22. 22. A captain who knows the players
  23. 23. Manages their performance
  24. 24. Uses the best team for the game
  25. 25. Is ON THE FIELD!
  26. 26. Why automate sales processes?
  27. 27. Consistent Sales Performance
  28. 28. Sales managers are ON THE FIELD with ONLINE INFORMATION
  29. 29. Sales calls ● How many calls are we making per week? Per day? ● Which customers are we calling? ● How effective are our sales calls? ● Tasks ● Administrative tasks by sales persons ● Tasks requested by sales persons ● Collaboration between departments ● Documents ● Proposals and quotations ● Pricing and discounts ● Customization requirements ●
  30. 30. Sales managers need to know the THE SALES PIPELINE
  31. 31. The Sales Pipeline ● Order closure v/s targets – Current open projects – Conversion ratios – Activity Levels – Customer coverage – Weighted pipeline (forecasts) –
  32. 32. Are your managers ON THE FIELD?
  33. 33. Sales Process Automation
  34. 34. Software Demonstration
  35. 35. What are the challenges?
  36. 36. Managing the learning curve ● Keeping sales persons on the field – Getting up-to-date information – Contradictory objectives –
  37. 37. Change in work culture ● Resistance to change – Operational style – Information hoarding –
  38. 38. Management Structure ● Change in managerial responsibilities – The middle management crisis – Re-structuring the sales organization –
  39. 39. How to overcome these challenges?
  40. 40. Incremental change ● Too much too soon => no adoption –
  41. 41. Information optimization ● Use existing information sources – Build bridges to new structure –
  42. 42. Top-down adoption ● First managers, then sales persons – Incentives to be related to adoption – Centralize quality control –
  43. 43. Ongoing training and support ● Technical support – User training sessions – Feedback implementation –
  44. 44. A Case Study (APW President)
  45. 45. Scenario in 2003 Fast growing market ● High turnover in sales team ● Increasing competitive threat from ● international players Decreasing profitability ● Inconsistent sales performance ●
  46. 46. Approach Implementation spread over 2 years ● Integration with ERP and Excel ● Management training ● Incentive scheme related to KPIs ● Ongoing support and customization ● Centralized management, distributed ● operations
  47. 47. Scenario in 2007 Consistent sales performance ● New sales persons easily integrated ● Additional high-profit product lines using ● same sales team Up-to-date sales information ● All Proposals and Quotations created ● online Extending to Collection Management ●
  48. 48. Questions & Answers Thank you!

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