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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.
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. This is so much simpler and more efficient for us.
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.
That’s where I present an alternative, which is the buyer centric revenue model. The second aspect of the predictive revenue model is the sales assemblyline or seller specialization or sales handoffs , primarily the AE/CSM split. Defining a predictable revenue model [4:07]. Why prospecting sits apart from sales [6:59].
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.
At the risk of repeating myself, these programs have been upgraded in how they are being presented. And, there’s always endless product training (actually most of sales training ends up not being selling skills, but instead product training.). Rather than making an enterprise sale, we are making individual or departmental sales.
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?
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. This AE manages us for the next few steps–discovery, presenting the solution, closing. Instead, we focus on our efficiency in handling the customer.
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.
Whenever they talked about uncertainty, risks, concerns with change management, I would retort: “Here’s what the analysis shows… Here are the unequivocal issues demonstrated by the data… These are the areas you must fix!” ” Mathy-science people will get this. And this is where selling gets messy.
Its narrow offerings were all produced in an assembly-line-style system. This isn't a time for the owner or CEO to present his thoughts. There are expectations to maintain between prospects and sales, clients and accountmanagers, and between core team members and the rest of the agency.
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