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Sales Process Engineering Your salespeople: four appointments a day, five days a week Justin Roff-Marsh justin.roffmarsh@ballistix.com.au  www .sales process engineering. net
Why do salespeople perform so few business-development appointments? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Multitasking causes additional undesirable effects
The conflict Treat salespeople as team members Treat salespeople  as autonomous agents
The conflict Treat salespeople as team members Treat salespeople  as autonomous agents Maximise Sales Maximise  conversion Exercise  management  control
Erroneous assumption Treat salespeople as team members Treat salespeople  as autonomous agents Maximise Sales Maximise  conversion Exercise  management  control Conversion is NOT the primary driver of sales
A new focus Maximise opportunity flow Conversion is NOT the primary driver of sales
The artisan’s dilemma ,[object Object]
Objective: Maximise opportunity flow  Centralise scheduling (workflow management) 3 Apply division-of-labour 2 Standardise workflow 1
Standardise Sales Workflow Opportunity Management Sales  Revenue Opportunity Generation Promotional Expenditure
Opportunity Management (minor sales) Milestone Milestone Activity
Opportunity Management (major sales)
Division of Labour Prospecting Social Activities Business-development  Appointments Clerical Data-entry and report generation Appointment setting Sales Technical Promotion Project leadership Customer service Solution design Estimating
Apply Division of Labour Prospecting Social Activities Business-development  Appointments Clerical Data-entry and report generation Literature fulfilment Sales Technical Promotion Project Leadership Customer service Solution design Estimating
Centralise scheduling Technical Team Salesperson Sales  Coordinator Forward-booked Days Buffer
Putting it all Together Salesperson Sales Coordinator Promotional Coordinator Pending Appointment-days Queue Forward-booked Days Buffer fx
Queue Size
Flow
SPE: Typical Outcome Parameter Before After Salespeople ($100k ea) 10 2 Project leaders ($100k ea) 0 4 Sales coordinators  ($45k ea) 0 2 Customer service ($40k ea) 0 4 Payroll cost (OE) $1m $850k Total appointments/wk 20 40 Promotional expenditure    0% Sales (T)    100%
Justin Roff-Marsh ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

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Introduction to Sales Process Engineering

  • 1. Sales Process Engineering Your salespeople: four appointments a day, five days a week Justin Roff-Marsh justin.roffmarsh@ballistix.com.au www .sales process engineering. net
  • 2.
  • 3. Multitasking causes additional undesirable effects
  • 4. The conflict Treat salespeople as team members Treat salespeople as autonomous agents
  • 5. The conflict Treat salespeople as team members Treat salespeople as autonomous agents Maximise Sales Maximise conversion Exercise management control
  • 6. Erroneous assumption Treat salespeople as team members Treat salespeople as autonomous agents Maximise Sales Maximise conversion Exercise management control Conversion is NOT the primary driver of sales
  • 7. A new focus Maximise opportunity flow Conversion is NOT the primary driver of sales
  • 8.
  • 9. Objective: Maximise opportunity flow Centralise scheduling (workflow management) 3 Apply division-of-labour 2 Standardise workflow 1
  • 10. Standardise Sales Workflow Opportunity Management Sales Revenue Opportunity Generation Promotional Expenditure
  • 11. Opportunity Management (minor sales) Milestone Milestone Activity
  • 13. Division of Labour Prospecting Social Activities Business-development Appointments Clerical Data-entry and report generation Appointment setting Sales Technical Promotion Project leadership Customer service Solution design Estimating
  • 14. Apply Division of Labour Prospecting Social Activities Business-development Appointments Clerical Data-entry and report generation Literature fulfilment Sales Technical Promotion Project Leadership Customer service Solution design Estimating
  • 15. Centralise scheduling Technical Team Salesperson Sales Coordinator Forward-booked Days Buffer
  • 16. Putting it all Together Salesperson Sales Coordinator Promotional Coordinator Pending Appointment-days Queue Forward-booked Days Buffer fx
  • 18. Flow
  • 19. SPE: Typical Outcome Parameter Before After Salespeople ($100k ea) 10 2 Project leaders ($100k ea) 0 4 Sales coordinators ($45k ea) 0 2 Customer service ($40k ea) 0 4 Payroll cost (OE) $1m $850k Total appointments/wk 20 40 Promotional expenditure  0% Sales (T)  100%
  • 20.

Editor's Notes

  1. Reengineering the Sales Process Ballistix 2006 Welcome to Reengineering the Sales Process: an introduction to the Ballistix methodology. I’m Justin Roff-Marsh.