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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.
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].
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.
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.
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.
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. They are expecting them to think for themselves and trusting them to do so. Trusting them to do so.
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.
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. Who’s responsible for developing and managing the relationship–not just with the enterprise, but with people? How do we build trust across our organizations?
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.
Apparently the speakers were noticing the fact that to develop trust and confidence with our customers, we have to build some sort of relationship. One day, I was 23 and an accountmanager for one of the top 5 money center banks, the CIO called me into his office. ” Mathy-science people will get this.
Its narrow offerings were all produced in an assembly-line-style system. You want a trusted team with skin in the game at your side as you move into the implementation phase. The owner realizes that by blindly trusting Harry, he has put his business in serious jeopardy. Creating the vision will be the easy part.
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