WHAT'S THE BIG DEAL ABOUT A SALES PROCESS?

BIG DEAL SALES PROCESS ? WHAT'S THE ABOUT A

Follow these steps to increase sales.

Most sellers don’t want to think about their sales process. After all, it’s more of an art than a science. Sales comes naturally, and every sales situation is unique. Let the sales leaders think about it. The sellers just want to sell. By Lisa Magnuson

So, what are the benefi ts of a clearly defi ned and adhered to sales process?

● A baseline, representing best practices from which improvements and adjustments can be made ● Clarity for sales people, sales leaders and stakeholders ● Common terminology to enable clear communication ● Quantifi able and repeatable ● Identifying sales pitfalls means the opportunity to design “Plan B” to avoid ● A framework to identify triggers or sales accelerators’ (i.e. those activities that accelerate the sales process) ● Basis for automation (the sales process should drive sales force automation, not vice versa) ● Improved close ratios by following a success template ● Predictable sales results – a system that produces results Before we go any further, let’s simply defi ne

a sales process. A sales process is a step-by-step approach to selling that is designed for salespeople. It should represent best practices. The sales process covers initial contact with a prospect through contract and beyond.

The benefi ts may appear “too good to be true” by implementing a sales process into your sales organization, but it really is that simple. If done correctly, there will be lots of upside and no downside.

Here’s where to begin.

Step One: Build the Framework

● Phases or stages ● Phase components ● Phase characteristics ● Pipeline ratios

Step Two: Design the Details

● Best practice activities associated with each phase ● Mark trigger or sales accelerator actions. ● Consider and note common sales pitfalls for each phase. ● Include sales resources and tools for each phase.

Step Three: Integrate your Prospect’s Typical Buying Cycle

● Prospect buying steps ● Prospect activities

● Characteristics of each stage from the prospect’s perspective i.e. what is the prospect doing, thinking and feeling during each stage of their buying process? ● Prospect expectations

Step Four: Measure, Socialize, Train

● Socialize within your sales organization. (Note: this includes all stakeholders.) ● Conduct comprehensive training to install the new sales process. ● Test for quality and quantity. ● Determine the number of prospects needed at each phase. ● Test pipeline ratios.

Step Five: Automate and Improve

● Integrate into existing or new sales automation system (CRM). ● Refi ne.

A sales process includes all the steps that are taken from the time a prospect expresses interest in a product or service, to their acquisition of that product or service and beyond. Sales cycles differ based on various factors such as industry, sales or distribution channel, and the nature of the product or service. The notion of the customer’s buying process is a critical perspective.

We all know that prospects have unlimited access to information and have little time or patience to be sold. Skilled sellers help prospects clarify their needs and provide the right amount of information, at the right time, to enable the prospect to make the wise decision. However, when you add competitors, multiple decision makers, complex buying cycles, external pressures and risk to mix, it gets complicated quickly.

The phases below offer a simple template that includes the most common components of a strategic sales cycle. After you build your unique sales process, you can analyze important data such as close ratios and the average length of the sale cycle.

The sales approach is a careful balance of quality and quantity. It’s important to drive sales activity (quantity) but it’s more important to consistently improve the quality of all sales interactions (quality).

The steps below, organized in phases, form a top level outline of typical sales cycles which can be used as an example. The phases are organized using a planting theme since sales is an evergreen endeavor. Read More… Find article at PrintingNews. com/21126703

Phase One: Opportunity is Unearthed and Examined

● Initial prospect research ● Situational questions are asked and answered. ● Fit is determined - qualify opportunity – can you compete? ● A problem or opportunity has been identifi ed. ● Customer agrees with problem or opportunity ● Customer has resources and desire to solve problem.

Phase Two: Lay the Groundwork

● In-depth prospect research ● Gather account team. ● Determine other resources needed. ● Develop questions to delve deeper into problem or opportunity.

Phase Three: Dig In

● Get to the core of the problem or opportunity. ● Uncover the implications of solving or not solving your prospect’s problem or opportunity.

● Quantify the impact of a solution (gather info for ROI analysis). ● Expansion of customer contacts ● Initial development of strategy ● Gain pre-commitments from customer to continue (next steps). ● Clear action items

Phase Four: Plant the Seeds

● Customer’s goals and objectives are well understood. ● Lots of customer interactions ● Development of fi rst draft of solution ● Alternatives evaluated ● Decision criteria understood ● Decision process understood ● Executive endorsement secured ● Competitive assessment completed and blocks are in play ● ROI developed and tested with customer ● Strategy development ● Differentiation/Win Themes ● Evaluate possible risks and threats from customer’s perspective ● Gain pre-commitments from customer to continue (next steps). ● Clear action items

Phase Five: Culti vati on: Proposal and/or Presentati on

● Understand audience and their objectives ● Be clear on desired outcome or next steps. ● Connect problem to solution to ROI ● Benefi ts tie directly to stated needs. ● Anticipate questions and objections. ● Show evidence of past success for similar situation. ● Seek internal feedback prior to delivery. ● Testing of product or solution ● Gain pre-commitments from customer to continue (next steps) ● Clear action items

Phase Six: Nurture: Commitment to Move Forward

● Address remaining issues.

● Customer decision (agreement, contract) ● Move smoothly to next logical step ● Clear action items

Phase Seven: Harvest: Delivery of Service or Product

● Clear communication ● Implementation planning ● Project leadership ● Add resources. ● Plan for the unexpected. ● Develop key metrics or measurements. ● Focus on providing value and customer satisfaction. ● Clear action items

Phase Eight: Enjoy the Fruits of your Labors

● Celebration of accomplishment ● Analysis of process ● Process improvements shared and incorporated ● Executive sponsor thank you ● Clear action items

Phase Nine: New Growth and Expansion

● Marketing opportunities – testimonials, case studies, etc. ● Referrals ● Develop expansion plans. ● Gather evidence – cost savings, process improvements, ROI actualization. ● Customer satisfaction verifi cation ● Executive contact plan developed ● Clear action items ● Recycle to earlier phase.

Good luck! You will “Ring the Bell” more often when your sellers follow a customized sales process that is built on best practices. ●

Lisa Magnuson founded Top Line Sales in 2005. It has a proven track record of helping companies overcome the barriers to winning TOP Line Accounts. Learn more at www.toplinesales.com.