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.” Sales picks up the process, SDRs call to qualify the opportunity, they hand the lead to an accountmanager who gets more information, the customer is handed over to a pre-sales person for a demo, then someone else try to close them.
As an accountmanager, much of my time was spent in identifying new opportunities to engage specialists to work with my customer, growing our value and share of customer. The customer has become almost irrelevant, instead, we have optimized roles for moving our customer through our sales assemblyline.
We are creating massive sales assemblylines optimizing the order taking process. We nurture them until they have done much of the work, then we engage them running them through our sales assemblyline of qualifying, demoing, pitching, proposing, closing. At the same time, we see data that is alarming.
Prospectors prospect, accountmanagersaccountmanage, product line specialists are expert in their product lines, and on and on… Each role is precisely defined, we have the metrics to by which we constantly measure performance. They go from being MQLs to SQLs to qualified opportunities.
The second aspect of the predictive revenue model is the sales assemblyline or seller specialization or sales handoffs , primarily the AE/CSM split. Those two aspects, prospecting/SDRs and the sales assemblyline are the two key aspects that I challenge. Why prospecting sits apart from sales [6:59].
Often, these are those with the assemblyline version of selling, optimizing our process, treating the customer as a widget they move through the process—lead, SDR, Demo, AccountManager, Specialist, Customer Experience Team… The customer is an object upon which we execute our selling process, working the numbers.
There are three main models for sales teams: the assemblyline, the pod, and the island. The AssemblyLine. In the assemblyline model, also known as the hunter-farmer model, sales teams are organized based on each individual’s job title. What Are the Types of Sales Organizations? Customer Size.
This has a number of advantages, skill levels don’t need to be as high, we can leverage role specialization more effectively (creating sales assemblylines with customer widgets passing through each station), and we can effectively leverage all the traditional selling skills.
To put customers on an assemblyline where they are touched by an SDR, moved to an accountmanager, moved to a demo-er, moved to the next step and the next and the next…until the customer makes a decision. Their goal is to instrument and design every word that comes out of the mouths of their people.
Yet, it seems that too much of how we actually manage the customer engagement life cycle seems to ignore the importance of developing relationships with our customers. If relationships matter, if people do buy from people, how to we account for this in our design or our total customer experience (pre-post sale)?
Isn’t it ultra-satisfying to watch a perfectly automated factory assemblyline? Salespeople create relationships, but it has traditionally been up to the customer success or accountmanagement team to nurture them. It could be cars, machinery, or maybe just ice cream sandwiches. See how smooth things are?
We have highly focused roles, each role focuses on it’s job in the sales process, once complete, the widget–I mean customer, is passed to the next function, then the next, then the next… on down the sales assemblyline.
Where product lines are very diverse, with different and unrelated buyers within the account, this issue may not be important (But I’m still driven by my mantra, “It’s our God-given right to 100% share of customer and territory…”). Enter the realm of accountmanagement/territory.
With the role of HR Manager. The AssemblyLine. In the assemblyline model, leads are handed off between specialized teams to make sure that they move through all of the stages in a sales cycle. Market Development Reps are the salespeople who follow up on inbound leads and set meetings with our Account Executives.
One day, I was 23 and an accountmanager for one of the top 5 money center banks, the CIO called me into his office. And we are discovering that running these people through our sales assemblylines is about as effective as my “just the facts/data” approach was. ” Mathy-science people will get this.
Its narrow offerings were all produced in an assembly-line-style system. There are expectations to maintain between prospects and sales, clients and accountmanagers, and between core team members and the rest of the agency. Immediately, Kroc envisioned opening up a thousand of these little restaurants across the country.
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