This presentation provides the basic 5 steps that are used to build a formal sales process that can double your Sales Reps revenue. The key to success lies in the adoption of the designed process. A presentation by Sales Benchmark Index, A Sales Consulting Firm.
"Nothing happens in the world time somebody sells something to someone"
This PPT covers
Sales Presentation on Introduction to Sales
Sales Pitch , Process
Importance of Pre - Approach ,
Scouting for Opportunity
Customer Communication ,Negotiation ,Guidelines on Mock ,Handling Objections , Drivers for Success in Sales
Sales skill devlopment-How to mastery over sales and make sales conversionDr.Mukesh Garg
No matter the type of business, sales and marketing are the heartbeat of growth and development. This makes sales representatives one of the most important members of a business’s team. Some people have innate abilities that make them good sales representatives, but the best sales reps have spent years honing their skills. Sales development skills come with time, experience, and training from qualified coaches and leaders. There are so many facets to sales and marketing skills, that up-and-coming reps often struggle with the wealth of information they need to internalize.
Whether coaching a team of new sales reps for business purposes or otherwise, grasping the basics helps to break down these sales development skills into an easier-to-understand and teach format. Here are eight must-have sales development skills every sales rep should have.
Hello myself Dr Mukesh Garg
I am a senior consultant at Garg Hospital and Director Found of Fotokart Digital private limited
eager to meet you to discuss business mindset and day-to-day challenges in our business and personal life, and practically used handpicked solutions for these challenges
If you are doing any business of selling products or service provider and want to create an online store
You can download and try our free marketplace app a business solution tool
https://play.google.com/store/apps/details?id=com.fotocart
"Nothing happens in the world time somebody sells something to someone"
This PPT covers
Sales Presentation on Introduction to Sales
Sales Pitch , Process
Importance of Pre - Approach ,
Scouting for Opportunity
Customer Communication ,Negotiation ,Guidelines on Mock ,Handling Objections , Drivers for Success in Sales
Sales skill devlopment-How to mastery over sales and make sales conversionDr.Mukesh Garg
No matter the type of business, sales and marketing are the heartbeat of growth and development. This makes sales representatives one of the most important members of a business’s team. Some people have innate abilities that make them good sales representatives, but the best sales reps have spent years honing their skills. Sales development skills come with time, experience, and training from qualified coaches and leaders. There are so many facets to sales and marketing skills, that up-and-coming reps often struggle with the wealth of information they need to internalize.
Whether coaching a team of new sales reps for business purposes or otherwise, grasping the basics helps to break down these sales development skills into an easier-to-understand and teach format. Here are eight must-have sales development skills every sales rep should have.
Hello myself Dr Mukesh Garg
I am a senior consultant at Garg Hospital and Director Found of Fotokart Digital private limited
eager to meet you to discuss business mindset and day-to-day challenges in our business and personal life, and practically used handpicked solutions for these challenges
If you are doing any business of selling products or service provider and want to create an online store
You can download and try our free marketplace app a business solution tool
https://play.google.com/store/apps/details?id=com.fotocart
THE NEED FOR A SALES PROCESS
PROBLEM
The results of a recent study conducted by The Sales Board confirmed what we have known for some time. Prospects are speaking up about how they feel about salespeople who are less than professional. We thought that you would like to see these statistics as they reinforce the need for a sales process and challenge you to improve your qualifying efforts.
DIAGNOSIS
The study showed the following startling facts. Can you relate to them as a salesperson or as a buyer?
Fact: 82% of salespeople fail to differentiate
Result: They lose the business, fail to sell value
Fact: 86% of salespeople ask the wrong questions.
Result: They miss selling opportunities and end up wasting time while appearing unprofessional.
Fact: Only 18% of salespeople close without discounting price.
Result: Discounting becomes a habit and profit margins are eroded.
Fact: 95% of customers say salespeople talk too much.
Result: Customers are bored and feel salespeople don’t care about understanding their problems.
Fact: 62% of salespeople do not earn the right to ask questions.
Result: They fail to position the sale properly and don’t gain commitment.
Fact: 85% of salespeople use a selling process that is extremely ineffective, compared to the buyer’s system.
Result: They close less than 50% of the business that they should close, with disastrous effects on their companies’ sales and their personal incomes. You may be ‘winging it’ if you find yourself relating to any of the following: (a) chasing prospects who don’t return calls; (b) hearing ‘think it over’ all too often when you ask for the business; (c) cutting price in an effort to obtain or keep business; and (d) spending most of your time in front of people who are not decision makers.
SOLUTION
1. Stop assuming that your prospect needs what you’re selling.
2. Learn how to ask more questions to see if the prospect has any serious ‘pain’ issues that your product or service can resolve.
3. Learn a sales process to help you stay in control of the sales interview.
http://www.pipelinersales.com/ A robust sales process can become a key driver to help you achieve your sales and revenue targets and grow your business.
In this presentation you will:
- Explore the reasons why scalability in your sales process is so important;
- Reveal some proven tactics you can deploy to achieve this.
Is your sales process scalable? What practices do you use to ensure your sales process copes with the growth of your business? Please let us know in the comments below.
--
Source: http://blog.pipelinersales.com/sales-process-management/scalable-sales-process/
Is your sales team ready to tackle a new fiscal year? Follow The Startup Seller's guide to Sales Planning to ensure you're ready to hit the ground running next year!
Sales strategy example when deciding how to achieve sales growth. Real sales planning and sales strategies are founded on “Business Purpose”. Regardless of what sales strategy example you select, consider the fact that history has shown us that the No.1 sales and business killers are lack of market.
Basic selling skills is necessary of people in all walks of life. Our sales training program focuses on effective selling skills. Salesmanship is a skill that can be developed through the learning of good selling techniques.
Key Takeaways from The Sales Development Playbook, part 1 and part 2WhereDat
Key takeaways, section-by-section from the Sales Development Playbook: Build Repeatable Pipeline and Accelerate Growth with Inside Sales
In The Sales Development Playbook, author Trish Bertuzzi shares 3 decades experience on building pipeline and speeding up growth.
In this takeaway:
Part 1 - Strategy
Part 2 - Specilaization
• Introductory meetings and generating qualified opportunities, which one?
• Pursuing qualified opportunities using the PACT method
• When is to build an in-house sales development team?
• Deciding between inbound and outbound marketing
• Gaining clarity of your ICP (ideal customer profile)
• When to separate inbound SDRs and outbound SDRs into separate roles
• Why you should consider a research role
Debbie Baxter helps entrepreneurs develop a winning business development strategy. For leaders of start-up teams who want to demystify the selling process.
Learn four things in this session:
1. How to develop your value proposition
2. How to organize your sales process
3. Options for deal structure
4. Tips on closing techniques.
Part of the MaRS Best Practices Series
http://www.marsdd.com/events/details.html?uuid=3b743f00-3696-4c71-91e3-887306c275e1
Changing Sales Force Behavior To Achieve High PerformanceAmitai Givertz
Slides from an AMG Executive Briefing that revisits "Changing Sales Force Behavior to Achieve High Performance" originally published by Accenture in September, 2003
Learn about the key steps to a world class lead generation program in this previously recorded webinar by Sales Benchmark Index. A presentation by Sales Benchmark Index.
THE NEED FOR A SALES PROCESS
PROBLEM
The results of a recent study conducted by The Sales Board confirmed what we have known for some time. Prospects are speaking up about how they feel about salespeople who are less than professional. We thought that you would like to see these statistics as they reinforce the need for a sales process and challenge you to improve your qualifying efforts.
DIAGNOSIS
The study showed the following startling facts. Can you relate to them as a salesperson or as a buyer?
Fact: 82% of salespeople fail to differentiate
Result: They lose the business, fail to sell value
Fact: 86% of salespeople ask the wrong questions.
Result: They miss selling opportunities and end up wasting time while appearing unprofessional.
Fact: Only 18% of salespeople close without discounting price.
Result: Discounting becomes a habit and profit margins are eroded.
Fact: 95% of customers say salespeople talk too much.
Result: Customers are bored and feel salespeople don’t care about understanding their problems.
Fact: 62% of salespeople do not earn the right to ask questions.
Result: They fail to position the sale properly and don’t gain commitment.
Fact: 85% of salespeople use a selling process that is extremely ineffective, compared to the buyer’s system.
Result: They close less than 50% of the business that they should close, with disastrous effects on their companies’ sales and their personal incomes. You may be ‘winging it’ if you find yourself relating to any of the following: (a) chasing prospects who don’t return calls; (b) hearing ‘think it over’ all too often when you ask for the business; (c) cutting price in an effort to obtain or keep business; and (d) spending most of your time in front of people who are not decision makers.
SOLUTION
1. Stop assuming that your prospect needs what you’re selling.
2. Learn how to ask more questions to see if the prospect has any serious ‘pain’ issues that your product or service can resolve.
3. Learn a sales process to help you stay in control of the sales interview.
http://www.pipelinersales.com/ A robust sales process can become a key driver to help you achieve your sales and revenue targets and grow your business.
In this presentation you will:
- Explore the reasons why scalability in your sales process is so important;
- Reveal some proven tactics you can deploy to achieve this.
Is your sales process scalable? What practices do you use to ensure your sales process copes with the growth of your business? Please let us know in the comments below.
--
Source: http://blog.pipelinersales.com/sales-process-management/scalable-sales-process/
Is your sales team ready to tackle a new fiscal year? Follow The Startup Seller's guide to Sales Planning to ensure you're ready to hit the ground running next year!
Sales strategy example when deciding how to achieve sales growth. Real sales planning and sales strategies are founded on “Business Purpose”. Regardless of what sales strategy example you select, consider the fact that history has shown us that the No.1 sales and business killers are lack of market.
Basic selling skills is necessary of people in all walks of life. Our sales training program focuses on effective selling skills. Salesmanship is a skill that can be developed through the learning of good selling techniques.
Key Takeaways from The Sales Development Playbook, part 1 and part 2WhereDat
Key takeaways, section-by-section from the Sales Development Playbook: Build Repeatable Pipeline and Accelerate Growth with Inside Sales
In The Sales Development Playbook, author Trish Bertuzzi shares 3 decades experience on building pipeline and speeding up growth.
In this takeaway:
Part 1 - Strategy
Part 2 - Specilaization
• Introductory meetings and generating qualified opportunities, which one?
• Pursuing qualified opportunities using the PACT method
• When is to build an in-house sales development team?
• Deciding between inbound and outbound marketing
• Gaining clarity of your ICP (ideal customer profile)
• When to separate inbound SDRs and outbound SDRs into separate roles
• Why you should consider a research role
Debbie Baxter helps entrepreneurs develop a winning business development strategy. For leaders of start-up teams who want to demystify the selling process.
Learn four things in this session:
1. How to develop your value proposition
2. How to organize your sales process
3. Options for deal structure
4. Tips on closing techniques.
Part of the MaRS Best Practices Series
http://www.marsdd.com/events/details.html?uuid=3b743f00-3696-4c71-91e3-887306c275e1
Changing Sales Force Behavior To Achieve High PerformanceAmitai Givertz
Slides from an AMG Executive Briefing that revisits "Changing Sales Force Behavior to Achieve High Performance" originally published by Accenture in September, 2003
Learn about the key steps to a world class lead generation program in this previously recorded webinar by Sales Benchmark Index. A presentation by Sales Benchmark Index.
Learn the different stages in the customer decision making process so you can target each stage of the process and win your customers\' minds and hearts to grow your business.
Chadwick Martin Bailey’s Brant Cruz and Jeff McKenna presented best practices of market segmentation based on their years of experience working with clients like eBay, Electronic Arts, Plantronics, and Microsoft.
Prove Your Advantage: TCO Sales and Marketing ToolsAlinean, Inc.
B2B Total Cost of Ownership (TCO) Sales Enablement Tools and Marketing Calculators are required to prove value, best competition and Fight Frugalnomics™.
Why Should The Best Sales Reps Work For You? This is the question top sales talent asks themselves when you try to recruit them to your team. Do you have a compelling answer? You’d better. This year, the demand for sales talent will outstrip the supply.
It's inevitable, customer's will object. How you handle them and how effectively you tie them to the Buying Process Map is key to your success. Learn how here.
Are you still cold-calling? Do you still swear that it's a numbers game? Do you feel like a dinosaur yet? Learn the modern method of prospecting and increase face time with potential clients. Free job aids available throughout the presentation.
Has hiring been put on hold? Are you being forced to finish the year with less than a budgeted for team? How will you make the number with so few people?
Are your sales calls as productive as you'd like them to be? Ever wonder why you make so many calls with nothing to show for it? Here are the top 10 mistakes reps make that will kill your sales calls
Learn how to make the number, become a better messenger, and defeat the status quo with Greg Alexander (CEO of Sales Benchmark Index) and Tim Riesterer (CMO of Corporate Visions)
Part 1 of a 2-part series on how a new Sales Operations Leader navigates their first 12 months on the job. Learn the steps needed for success and also the tools to help along the way. Free job aids are available to download as well as a free copy of the ebook on the last slide.
This webinar provides a sneak peek into the Sales Benchmark Index 6th annual study “Make the Number: How Your Peers are Allocating People, Time, and Money in 2013.
Recorded webinar from Sales Benchmark Index: Designing organizational models for inside sales. Links, downloads and registration for future presentations are included.
Set your company on a path to lead generation success. Learn how to generate more cross sell leads from your top accounts, run effective marketing campaign inside the base and grow wallet share. These slides are from the Sales Benchmark Index webinar presentation by Vince Koehler.
This presentation will provide excerpts from the new ebook “Promoted to VP of Sales: The Year 1 Toolkit”. The ebook is free and provides symptoms, causes, and cures for why the average Chief Sales Officer only lasts 19 months in their role. Authored by Matt Sharrers and Greg Alexander of Sales Benchmark Index.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
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Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
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The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Sales Process - Double Sales Rep Revenue in 5 Steps
1. Website Email Phone
www.salesbenchmarkindex.com info@salesbenchmarkindex.com 1-888-556-7338
Sales Process:
Double Sales Rep Revenue in Five Steps
Are you ready to be world class?
(Free tool on the last slide)
2. Building a Sales Process:
Customized to your firm’s needs
1 Understand the Buyer’s Perspective
2 Leverage Current State
3 Prepare for Change
4 Design the Formal Sales Process
5 Implement the Sales Process
3. The Buyer’s Perspective:
Necessary for proper alignment
1. What buyer persona(s) are you going after?
1
2. For each buyer persona, what buyer stages do they follow?
3. For each stage, what observable behavior signifies the buyer’s transition from one of
their buying stages to the next? These behaviors are called Exit Criteria.
4. Use discovery methods like:
– riding along with Sales Reps on sales calls
– speaking with customers
– using customer surveys
– performing Win/Loss/No Decision Analyses
5. Discovery will also reveal the buyer’s indications/questions that help you identify
which sales stage they are in.
Back
4. Typical Misaligned Sales Process
Sales Cycle
Determining Confirming
Opportunity Confirming Finalizing
Prospecting Differentiated Value and Negotiating Closed
Identified Vision Match Mutual Plan
Problems Power
Sales Exit Criteria
First Meeting Pain, Timeline, Discovery, Sch Demo, Reference Close Call
Decision edule Demo Summary of Called, Complete,
Criteria, SOE Findings Activant Ask Order
Preferred,
Proposal Review
Needs Explore Resolve
Catalyst Purchase
Recognition Options Concerns
Recognize Clear Vision of Solution Preferred Solution Risks Considered Issue Order
Buyer Exit Criteria
Problem Identified
Buying Cycle
5. Persona: Company Profile and Fit AWARENESS CONSIDERATION PREFERENCE
PREFERENCE
Focus Verticals and Employee Count:
Manufacturing, Retail, Transportation, Professional & Buyer Buyer Buyer
Financial Services (300 – 5000 employees) • Do I have a problem? • Can I ignore this? • How long will it take to get this
• How does this problem relate to • Is there a quick fix? fixed?
Indicators of high likelihood of pain, strong fit
achieving my goals? • Can I fix it myself? • How much of our time do I need to
• Old legacy in-house ERP and T&A systems • How painful is the problem? • Do I need help? put towards it?
• In-house manual systems and processes • Who does the problem impact – • What are my choices if I need help? • How do I know the fix will work?
• Hourly workforce that is decentralized, unionized, departments, users, employees, • How should I evaluate alternatives? • How disruptive will it be?
• Growing/shrinking, leadership change, merger/acq decision makers? • How will others on my purchasing • How much will it cost?
• Facing heavily regulation with govt customers • What are my peers doing? committee evaluate alternatives? • What impact will it have?
Buying criteria: • What happens if it doesn’t work?
• Increased productivity, Compliance, User
experience, business case, systems integration,
employee satisfaction I Cant… I Want… Key Messages
HR SVP/EVP (Most senior person) • Receive advanced notification and • Ease of use solution for • Increase employee engagement
visibility to compliance issues employees, limited training resulting in higher satisfaction
Responsibilities:
• Get visibility or access to historical required • Ensure compliance with
Benefits, Payroll, recruiting, com
data to manage compliance issues • An early warning alert and automated HR and pay policy
pensation, performance
• Identify root cause of performance historical view of compliance enforcement that supports
management
Focus: HR compliance, employee and productivity issues. challenges and issues workers and workplace
engagement/culture, productivity, accountability • Maximize the productivity of my • ALL: Access to data that helps me • High user adoption, reduced
workforce maximize return on employee training and fewer errors with BIC
Role in purchase: Always a key influencer and may • ALL: Balance staffing requirements investment (Productive/Efficient) user experience
be drive the evaluation. Evaluates employee and employee schedule preference • ALL: third party validation and
engagement, staffing levels, and compliance. proof of financial justification
Operations COO • Get the reports I need to compare • Ease of use solution for employees, • Integrated solution resulting in
profitability of plants/stores. limited training required improved accuracy (no re-key) and
Responsibilities: Delivers on the • Identify root cause of performance • To reduce costs of managing my speed (no latency)
promise of the organization and productivity issues. workforce • Decreases administrative time
(product/service) • Maximize workforce productivity • Deliver highest quality at the lowest Improve customer service and
Focus: Optimal productivity and efficiency. Seeking • Receive advanced notification and cost in shortest time product quality while reducing
Quality, Cost savings and Speed. Process driven to visibility to labor expense leakage • An early warning alert and historical costs by changing the way labor is
achieve customer satisfaction. • Model workforce changes and see view of compliance challenges and deployed and scheduled
how they impact KPI’s issues • Cloud solution is scalable and
Role in purchase: User Buyer, must work with the • Schedule the right people, right configurable, with an upgrade path
CFO to fund a WFM solution. place, right time that is automated and no cost
• Get the reports I need to compare • To reduce costs of managing my • Self-funding investment, clear ROI
Finance CFO (delegates to Controller)
profitability of plants/stores. workforce • Flexibility of solution to meet the
Responsibilities: Delivers bottom
• Receive advanced notification and • To drive out costs and enable current and future needs of my
line numbers for the organization.
visibility to labor expense leakage incremental revenue generation evolving company
Financial performance reporting,
and compliance issues • Better align corporate performance
forecasting revenue, budgeting and
indicators with employee activities
cost control
• Cloud solution is scalable and
Focus: Financial performance and productivity.
configurable, with an upgrade path
Always looking for ways to increase profitability.
that is automated and no cost
Role in purchase: Approver/Economic Buyer
6. Leverage Current State:
Know your strengths & weaknesses
1. Is your current Lead Generation function capable of providing
qualified opportunities to a new Sales Process?
2
2. Do you have a viable Customer Relationship Management system
that is well deployed and adopted?
– Does it have line-of-sight dashboard capability?
– Can you reasonably modify the CRM to match the new Sales Process?
3. What best practice methods are Sales Reps currently using that can
be made Standard Operating Procedure in the new Sales Process?
4. Are there any high quality sales presentations in use by one area in
the field that can be leveraged by all?
Back
7. Lead Generation – Overview
Demand Generation – Lead Sourcing Demand
(Inquiries) Generation
Marketing Captured Lead (MCL)
Marketing
Marketing Qualified Lead (MQL) Lead
Management
Sales Accepted Lead (SAL)
Sales Qualified Lead (SQL)
Opportunity Created
Sales Opportunity
Management
“Closed/Won”
8. Dashboard Design Guidance – BD Sales Rep
How is my overall In what part of the sales
What is my upside potential?
performance? process do I need coaching?
• Volume Potential • Win and Loss Rate • Stage Transition % and
• Last Interaction • No Decision Rate Target
• Top Target Accounts • New ‘Deal Proposals’ • Stage Durations and
• Upcoming Renewals • Target Attainment Target
• Territory Potential • SFDC Activity Levels • SFDC/Sales Aids Use
• Selling Time • Progression/Regression
• Brand Value Articulation
Am I meeting my personal Am I achieving my sales What Leads/Prospects
financial/career goals? goals? should I pursue?
• LRP/Budgeted Volumes • Pipeline Volume • Leads
• Short Term Program Targets • Closure Rate • Qualified Opportunities
• Activity Targets • SFDC Activities • Lead Age
• Bonus • Target Volume • Lead Conversion Rate
• Target Accounts
• Deal Profitability
9. Prepare for Change:
Adoption is key in E=Q*A 1
Assemble an Expert Panel of Top Sales Reps and Sales Manager.
Identify metrics/targets the new Sales Process will improve.
3
Develop Change and Communications Plans.
Are other departments on board with a new Sales Process?
– What obstacles and even sabotage will be presented by other
departments like:
Product
Marketing
HR
Customer Service
IT
1
Effectiveness of a solution = Quality of the solution * Adoption of the solution Back
10. Expert Panel:
Their purpose in a project
1. Form of Discovery for internal best practices and centers
of competency
2. Trusted Source to help vet initial observations and
findings
3. Trusted Source to comment on initial solution design
and plans
4. Resources that can be used to help train during rollout
of the Sales Process
5. Form the nucleus of a pilot implementation
6. Promote the change throughout the organization
10
11. Choose the Improvement Metrics
– For Sales Process, these are the usual metrics that improve:
1. Sales cycle length (World-class benchmark = 37% shorter)
2. Deal closure rate (win 48% more)
3. Average deal size (14-21% higher)
4. Average revenue per head (2x greater)
– What improvements do you think your sales force is capable of?
• Consider setting conservative targets for the first version
– Set your initial targets within first month of project, but know that
they can’t be finalized until discovery is complete – you won’t
know until later what metrics are available or feasible
13. Design the Formal Sales Process:
Aligned with Buyer’s cycle for success
1. Document the Buyer’s process(es)
4
2. Design the aligned Sales Process(es) with appropriate Exit
Criteria and Job Aids
3. If necessary, allow for product or channel variations
4. With Marketing’s help, design Sales Aids for Major Interactions
– These are stage-aligned presentations used by the Sales Reps to
move Prospects to the stage Exit Criteria).
5. Create a Sales Playbook that contains the details of each Stage,
Step and Task
6. Run a pilot using the Expert Panel as Pilot Team
Back
14. Buying & Selling Processes
Stage Names
Buying Process
1. Recognize 2. Search for 3. Evaluate 4. Resolve
5. Implement
Need Information Alternatives Concerns
1. Qualify 2. Value 4. Preserve
3. Proposal 5. Implement
Opportunity Proposition and Close
Sales Process
15. Sales Process Guidance Panel
1. Qualify 2. Value 4. Preserve
3. Proposal 5. Implement
Opportunity Proposition and Close
Description – one sentence description of the purpose of this stage
Customer Indications Strategic Sales Activities
List of steps, in order of accomplishment, that tell the
Typical Customer/Prospect Actions, statements, and
sales rep what they should be doing to move the
observations that point towards this stage being their
customer forward
current state in their buying process
Sales Aids Customer/Prospect Exit Criteria
List of the tools the sales rep should use in this stage to
help achieve the exit criteria. Description of the prospect/customer-specific actions
that indicate the buyer has moved to the next step in
their buying process and that we should move to the
Tools with an (I) indicate internal use only corresponding next stage in our selling process
Tools with an (E) indicate external use with the Internal exit criteria may also be listed here
customer/prospect
16. Implement the Sales Process:
Focus on Adoption
1. Develop Courseware and Train the Sales Force
– Use Expert Panel Members as co-instructors
5
2. Execute to the Change and Communications Plans
– Heavy emphasis on post-training reinforcement that includes
weekly SM and SFE Team topic-based sessions
– Allows the general training session fire-hose effect to be
absorbed in digestible chunks
3. Have changes to the CRM software implemented in order to
align with the new Sales Process and required SPM Dashboards
4. Perform Continuous Improvement
– Requires periodic audits of use
Back
17. Sample General Training Session Agenda
Module Day Time
1: Introduction and The Buyer’s Process 1 1:00-3:00
2. Sales Process Overview 1 3:00-4:00
3: Sales Process Stage 1: Qualify Opportunity 1 4:00-6:00
4: Sales Process Stage 2: Value Proposition 2 8:00-10:30
5: Sales Process Stage 3: Proposal 2 10:30-12:00
Lunch 2 12:00-1:00
5: Sales Process Stage 3: Proposal (cont.) 2 1:00-3:30
6: Sales Process Stage 4: Preserve & Close 2 3:30-6:00
7: Sales Process Stage 5: Implement 3 8:00-9:30
8: Course Review and Wrap Up 3 9:30-12:00
18. Sample Post-Rollout Reinforcement Schedule
Weekly Call Topics
Week Starting Week Starting Week Starting
Date
7/11/2011 7/18/2011 7/25/2011
Theme Map Opportunities to Stages Buyer's Process SPM Sessions
Training on new SPM dashboards in SFDC
Re-acquaint Reps with the Buyer process and the new metrics that will be tracked.
SMs to instruct Reps to go through their
by covering slides 21-22 of Module 1 of Hands-on training with participants logged
current portfolio of Opportunities and
training. Have Reps discuss (and then add into their SFDC accounts and viewing their
Theme Specifics determine which stage they are in by using
to SFDC) the specific exit criteria that their dashboards and learning how to run
the Customer Indications and, possibly, the
buyers in current opportunities have reports and filter them. Multiple sessions
Opportunity Assessment tool.
exhibited. will occur: BD Reps, Reseller Sales Reps,
Marketer Sales Reps, SMs.
Sales Team Meeting + virtual Pilot Team Sales Team Meeting + virtual Pilot Team
Method of Delivery Live webinars.
Member. Member.
Speaker/Instructor SM + Pilot Team member. Pilot Team member of SFE Lead. SFE Team and SFDC personnel.
1. Each Rep to add in a Note the specific 1. Reps must try out their login id and
Suggested Action 1. Each Rep to have all of their Opportunities
buyer Exit Criteria to each current ensure they can see their new dashboards
Items mapped to new SFDC stages by next week.
Opportunity in SFDC. in SFDC.
One Pilot Team member from the region
should have already done this to be able to
Prework assist the SM in explaining how to do it. Also,
all Reps should read through/be familiar with
the Customer Indications of each Sales Stage.
19. Can you do this yourself?
Understand Buyer’s Process Understand Current State
Identify
Identify Lead Leverage Best
Buyer Steps, Understand Exit Determine Buyer Assess CRM Tools,
Generation Practices and
Questions, & Criteria Personas Use & Capability
Capability Sales Aids
Indications
Sales Sales Sales Mktg Ops Sales
Mktg Sales Sales Ops
Prepare for Change
Assemble Expert Choose
Improvement Develop Change & Assess Org
Panel Comms Plans Alignment
Metrics
Sales Sales Sales Sales
Ops Ops Ops
Design Implement
Develop Execute
Develop Audit Results
Buyer- Create Sales Develop & Comms & Recommend
Channel/ Pilot with &
Aligned Sales Aids & Sales Train on Change SFA/CRM
Product Expert Panel Continuously
Process w/ Playbook Courseware Management Changes
Variants Improve
Exit Criteria Plans
Sales Sales Sales Sales Sales Sales Ops Sales
Mktg Ops Ops Ops
20. Learn More
Contact us to hear the rest of the story...
Email - info@salesbenchmarkindex.com
Phone - 1-888-556-7338
Web: http://www.salesbenchmarkindex.com/
• Download the Opportunity Assessment Tool mentioned on slide 18
• Join the thousands of sales force subscribers who read our daily best
practice articles and ideas to help you "Make The Number!" Get a daily
peek into your peer's sales strategies & access free tools!
http://www.salesbenchmarkindex.com/Read-the-Sales-Force-Effectiveness-Blog/
20
Editor's Notes
Buyer Personas is where it all starts. If you don’t know who you are targeting, you cannot generate quality leads.2
Determine if this is something you can undertake yourself. SBI finds that internally-managed Sales Process improvement projects take much longer than a consultant-driven effort.
Contact us if you would like to understand the details of how to implement a revenue-doubling sales process improvement.Email - info@salesbenchmarkindex.comPhone - 1-888-556-7338Web: http://www.salesbenchmarkindex.com