The first in a series of sales leadership presentations. This presentation discusses the importance of a sales process and what a sales process really is.

1. Principles of Sales Leadership Sales Process and Methodology David W. Keelan April 2011

2. Why this presentation? You might be surprised to learn that many sales organizations (even Fortune 100s) do not have a formal sales process. To a sales professional and sales leader this would be absurd and you would be right. A sales process is critical to most functions of a sales organization. Failure to implement a process is an invitation to mediocrity or worse.

3. What is a sales process A methodology that defines the steps of the sale. It is customized based on the unique variables of: Product and/or service Company Culture Tools Senior Leadership Market Customer

4. Elements of a Sales Process The funnel Sales cycle Prospecting and activity Qualifying opportunities Customer Decision Cycle Funnel Audits Training and Development Performance Management Culture Consistency Leading Indicators

6. Lead

7. Qualify

8. Needs review

9. Solution match

10. Opportunity

11. Decision process

12. Budgeted

13. Opportunity

14. Timing

16. The Funnel Are their enough leads and opportunities Is the rep producing enough activity Is it understood how to define a qualified opportunity Is it real Are we speaking to the decision maker/s (people in the know) Is their a need/problem Is their a solution you can provide Is their a better solution Who else is trying to meet the need or fix the problem Is their a desire to fix the problem

17. Making a Decision Do we understand how the customer makes decisions? Who makes the decision Who influences the process Who sets the budget Is there a budget? Is there a time frame

18. Funnel Audits It is important to ensure that everyone understands the sales process for an effective one on one funnel audit. A sales manager must be able to conduct an effective audit based on the company sales process and methodology Are all opportunities in the funnel Are the opportunities real Are their enough opportunities to meet future goals Can the rep defend the sales cycle Can the rep defend the forecast Identify issues Ask the right questions

19. Training and Development Funnel Audits will reveal: Training and development opportunities Sales skills Qualifying Closing Forecasting Performance Issues Adequate prospecting and other sales activity Marketing Effectiveness

20. Culture The entire organization must be trained in the sales process Reps Managers Directors Executives HR A sales process that is not enforced at every level is not a sales process Reps and Managers must have clear expectations Managers must have the support of leadership to ensure: Buy in at the rep level Compliance

21. Consistency An effective and adaptable sales process and methodology ensures consistency across sales teams A leader can review the funnel and a forecast understanding which questions to ask Clear expectations are set across the organization Assists in training and on boarding new employees Every stakeholder will learn to understand the funnel and trust the forecast

22. Leading Indicators Sales and Revenue Forecast Proper sales activity Future training needs Performance Management Turn over Capital and operating budget requirements Inventory forecast Work Force Management requirements

23. Principles of Sales Leadership Sales Process and Methodology David W. Keelan April 2011