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My earliest experience of specialization was product/solution focused specialists. When I started selling, I had the responsibility for growing a very large banking account. While I had good knowledge of the customer and good knowledge of our core products, I wouldn’t have been successful without the help of specialists.
We are creating massive sales assemblylines optimizing the order taking process. We differentiate our offerings through nuances of product differences, hoping we can make one feature/function important to the customer, but mostly we win through pricing. Rather than becoming value creators, we are becoming order takers.
Prospectors prospect, accountmanagersaccountmanage, productline specialists are expert in their productlines, 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.
Make prospecting videos, follow-ups, product demos, and other communications that drive virtual selling. The second aspect of the predictive revenue model is the sales assemblyline or seller specialization or sales handoffs , primarily the AE/CSM split. Try Vidyard for free by signing up at Vidyard.com/free.
And, there’s always endless product training (actually most of sales training ends up not being selling skills, but instead product training.). Rather than heavily product selling focused, they leverage more customer focused language, but under the covers, they haven’t changed substantively.
How you organize your sales team will be determined by the regions you serve, the number of products and services you offer, the size of your sales team, and the size and industry of your customers. Your sales organization is in charge of generating revenue for your business by convincing buyers to purchase a product or service.
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. These people are the most productive. Holding ourselves and them accountable for that.
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 see discussions focused on increasing specialization in sales–actually adaptations of the Toyota Production System. We see discussions focused on sales messaging… stated differently, “What is it we are trying to tell the customer and how do we say it in the most persuasive manner possible.”
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. Through their use of the product, the “relationship” gets passed from one person or department, to another.
We’ve long had productline specialists, organizations where sales is oriented around different productlines, each sales team responsible for the sale of a specific productline. A terrific strategy for driving productline growth. Enter the realm of accountmanagement/territory.
In this article, we provide insights on how to build a product sales organization structure that yields results. In the SaaS world, it is not enough for us to look at salespeople as individual contributors but rather as an entire team across departments such as marketing and product development. With the role of HR Manager.
Its narrow offerings were all produced in an assembly-line-style system. With the clear vision in place, you can now begin marketing your services more as products. 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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