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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.
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. There are three main models for sales teams: the assemblyline, the pod, and the island. The AssemblyLine.
We pitch our products, we manage customers to fit into our selling process, we move customers through our sales assemblyline because it is more efficient for us, though perhaps not helpful to what the customer is trying to do. But everything we do is targeted to exactly the opposite. We have to do the whole job.
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. As I got into the article, the question was posed, “Who is responsible for developing pipeline?” Enter the realm of account management/territory.
One begins to see images of assemblylines with customers on a conveyor belt moving from station to station. Perhaps the most subtly arrogant assumption of this assemblyline mentality is that we are in control. Rather than objects going down the assemblyline with each station doing it’s function (e.g.
A Deal Desk is essentially an assemblyline for sales, replacing the need for one person to switch between various types of tasks with a streamlined, repeatable process. This minimizes errors and keeps everyone in the loop, leading to a healthier sales pipeline. Deal Desk teams can help combat this challenge.
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