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These help accelerate CDP implementation with industry-specific templates, data models and attributes; currently available for high tech, industrial manufacturing, professional services, telecommunications, utilities, financial services, travel, and retail. ” A unified view of B2B buying and selling. . Processing.
Amy Volas wrote, “Is Sales Over-segmented,” Bob Apollo wrote, “Has role specialisation in B2B selling gone too far?” Much of their discussion has to do with the current mechanization of selling that’s become popular in the SDR/AE approach to selling. Likewise, selling is more complex.
They don’t care about our organizational structure, they don’t care about our selling process or strategies for demand gen. It’s become fashionable, recently, to apply manufacturing principles to our Go To Customer strategies. Customers become widgets progressing through our very efficient sales assemblylines.
For some reason, there’s a huge attraction to applying “manufacturing techniques” to selling. I suspect it’s the perceived orderliness to manufacturing processes and the predictability of the outcome. The lean approaches applied to manufacturing create a hyper efficient process. that we want?”
So much of what our focus in “modern selling,” seems to be the adaptation of Lean Manufacturing techniques into selling. We’ve created “assemblylines” with specialized functions, passing our customers from one station to the next. In a lean factory line, the entire line would stop.
As I mentioned in my prior post , there are a lot of people promoting the application of Lean Manufacturing principles in sales. If you haven’t read the first post, What We Can Learn From Lean Manufacturing , be sure to read this. In the old days of manufacturing, production was separated from customer demand.
There seems to be an arrogance or conceit in so many of the conversations I see about the future of selling. My feeds are filled with new technologies, new selling models, new engagement strategies, new organizational structures. As a result, sellers are playing a losing game of catch up. Win rates are plummeting.
And ARR can go up or down. The underpinnings of that book are concepts behind lean manufacturing and the Toyota Production System (TPS) originated by Ohno, Toyoda, Deming. The underlying principles of all of these is an assemblyline mentality in workflow design. For example, it’s often called backlog.
We redesign knowledge work, emulating the principles of the industrial assemblylines of the past. We chop up work, creating assemblylines where knowledge workers focus on perhaps the functional equivalent of tightening a bolt. them passing the work to the next person in the knowledge worker assemblyline.
Rather than paying up front for a license, people could pay on a monthly basis for a subscription. Since the target customers, initially, for these tools were individuals and small teams, the methods others had used in consumer product selling were adapted. And assemblyline process started to emerge.
Even concepts of insight based selling are repackaging of consultative, solution, customer focused selling programs of the 60s, 70s, 90s. Even concepts of insight based selling are repackaging of consultative, solution, customer focused selling programs of the 60s, 70s, 90s. But there are limitations to this.
We design our organizations to be lean mean selling machines. Prospectors prospect, account managers account manage, 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. You must get rid of Variability!”
We seem to be approaching or passing the tipping point where leading sales practitioners view successful selling as a disciplined, focused, engineered approach to engaging and creating value for customers. Stated differently, moving more toward selling as a science. We’ve focused more on the mechanics and less on the people.
I believe selling is a set of disciplined processes, many of which can be “engineered” to optimize our ability to engage the right customers/prospects, with the right conversations, at the right time. One begins to see images of assemblylines with customers on a conveyor belt moving from station to station.
Proactively thinking through how and why your sales organization is set up a certain way ensures that you are not only making strategic hiring decisions but that you’re putting your reps in position to thrive. Sales organization structure is important as it sets sellers up for success. The AssemblyLine.
For example, if a customer in manufacturing wants to improve the lead conversion rates for a team of 50 reps, show them lead conversion stats for mid-market companies in the manufacturing industry. Our solution can save your reps 30% in admin time, so they’ll have more time to sell (really?), will sell more (really??),
Maybe you took a mental note on which player had the most properties, or who had the best buying and selling strategy. One way to get there is through something called "competitive benchmarking" — the process of looking externally to see how your business stacks up against your competitors and industry standards.
I just listened to an outstanding webcast on the future of selling, conducted by four close friends. I am a student of their work, they are among the smartest thinkers about selling I’ve ever met. It seemed, unconsciously, the conversation around selling gravitates to SaaS selling.
The assemblyline. Of course, you can always choose to scale up over time, but in today’s ultra-competitive world, that can be a huge mistake. Be prepared for a full rollout and have manufacturing facilities, distributors, suppliers and other partners in place well before your go-live date. The airplane.
That’s where OEM (original equipment manufacturer) and aftermarket parts come in — and sales of these crucial components are big business now. Any disruption to an assemblyline or a delivery fleet can bring operations to a standstill, putting pressure on manufacturers to fix the issue as soon as possible. The secret?
I read an article in which the position was put forth, “Inside sales does not have the responsibility for creating pipeline, only the responsibility for selling. They should never pick up the phone and make a prospecting call!” The concept of “team selling” arose. How do we reduce the cost of selling?”
Adam Honig: Hello and welcome to Make It, Move It, Sell It. On this podcast, I talk with company leaders about how they’re modernizing the business of making, moving and selling products. In order to do that, we groove the drum, and we have wire rope that carries the ball up and down the platform. Transcript.
Sell It podcast. On this podcast, I talk with company leaders about how they’re modernizing the business of making, moving, and selling products—and of course, having fun along the way. For the listeners, can you give them a little bit more insight into what you guys are up to? I’m happy to be here.
On this podcast, I talk with company leaders about how they’re modernizing the business of making, moving, selling products, and of course, having fun along the way. And what that basically means is for distribution centers and other areas like manufacturing, they use voice-enabled workflow technology to help them be more productive.
On this podcast, I talk with company leaders about how they’re modernizing the business of making, moving, and selling products, and of course, having fun along the way. Instead, today we’re talking with Steve Kingeter, the CEO of VC999, probably the best manufacturer of vacuum packaging machines in the world. Transcript.
The overall trends say a lot about what the majority of drivers are asking for, and the manufacturers deliver accordingly. To amp up a brand, many manufacturers and dealers have started to capitalize on modern technology like automotive marketing software. In 2023, the US car manufacturing market was worth $104.1
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