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In large organizations, sometimes sales doesn’t know who marketing is marketing to, and marketing doesn’t know who sales really wants to sell to. ” In a nutshell, Account Profile Explorer “shortens the assemblyline of the sales and marketing flow.” ” A unified view of B2B buying and selling.
With smaller groups or one on one’s, I frequently talk about “The Joy of Selling… ” To some this concept may seem a little too soft and abstract. I used to joke, “Selling would be great if it weren’t for those damn customers!” And, as a result, we lose the joy of selling.
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.
” Another thing struck me: “And I love what professional selling is not. Rather, it requires process, structure, discipline and collaboration with customers to help them improve their business outcomes. I was fortunate to have a great mentor who embraced the notion that sales is work, and all work is a process.
The only way to scale an inefficient process is to “throw bodies at it”, meaning to hire more reps. Because we sell into enterprise companies, our high-volume approach had two major weaknesses: SDRs spent a significant portion of their time cleaning data and researching contacts. Enter: Project AssemblyLine.
Our demand gen, marketing, sales organizational design, sales processes, customer experience—all of it are generally designed around us. They don’t care about our organizational structure, they don’t care about our sellingprocess or strategies for demand gen. We may be trying to hit certain spend/budget goals.
Continuing my series on applying lean/agile manufacturing principles to selling, I was reminded by Charles Green and Dave Jackson about an important aspect of these principles that is never mentioned by those promoting lean/agile in our sales assemblylines. It’s called Jidoka or Autonomation.
The Request For Proposal (RFP) process is broken, flawed, and disorganized. When you’re down in the weeds, entangled in the messy process, it can be hard to figure out how to make improvements. If you were to time your RFP creation process, how much time gets sunk into each one? Luckily, technology is our saving grace.
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.
The buying process is messy, a characteristic of intensely human interaction. We map the buying process, ending up with something that resembles Gartner’s famous “spaghetti” charts. Buying can be confusing–both in managing the internal buying process, but in, also, in assessing the alternative solutions.
When we sell physical products, they are usually offered in some form of outright purchase. ” Let’s imagine we sell manufacturing equipment. We’ve sold to a customer with a single manufacturing line, but now they are expanding the number of manufacturing lines so they need to buy more.
Too many organizations seem so focused on their own efficiency, mechanizing our process, and transactionalizing our engagement strategies. We are creating massive sales assemblylines optimizing the order taking process. At the time, many of us were alarmed with that statistic. We usually win on pricing.
” Sales picks up the process, SDRs call to qualify the opportunity, they hand the lead to an account manager who gets more information, the customer is handed over to a pre-sales person for a demo, then someone else try to close them. Except our assemblyline/linear customer engagement model doesn’t reflect how our customers buy.
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. Sellers have, blindly, applied “manufacturing” technique to managing their sellingprocess.
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.
” “Can we improve processes upstream, by helping our suppliers improve what they are doing with us?” ” A mindset instilled in each worker in the assemblyline was, “how do you improve the part of the process you are responsible for?” How can we make things simpler?
At the end, Brent Adamson pulled me to the side asking, “Dave, you seem to have a pretty dark outlook about selling, what’s up?” Am I contributing to it’s improvement and the ability of sales to contribute to our customers and the companies we sell for?” The mindless focus on volume/velocity.
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?”
It’s become common “wisdom” that we have to align align our sales process with our customers’ buying processes. I suppose it’s easy to want to believe customers have buying processes. Certainly, procurement has processes they follow in their buying activities.
When I started selling, I had the responsibility for growing a very large banking account. So specialists in check processing helped customer re-engineer their processes. The customer has become almost irrelevant, instead, we have optimized roles for moving our customer through our sales assemblyline.
Isn’t it ultra-satisfying to watch a perfectly automated factory assemblyline? What is the handoff process? A handoff process refers to the period where a lead becomes a customer and handed over to the customer success team from the sales team. Why is the handoff process important? See how smooth things are?
Since the target customers, initially, for these tools were individuals and small teams, the methods others had used in consumer product selling were adapted. When customers said tell me more, the sales process was usually pretty short. And assemblylineprocess started to emerge. It seemed so predictable.
The underlying principles of all of these is an assemblyline mentality in workflow design. What drives productivity and efficiency is a continuous flow process, structured Takt times which set the pace of the process, and standardized work. If bad or flawed materials were introduced into the process, the line collapsed.
The focus in much of our discussions on selling is about us–sales people. 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.
Our co-founder, Russel Brunson, has developed a sales funnel model called The Value Ladder, which we believe is the most effective way to sell online. Here’s how the process of producing a piece of such content looks like: You do keyword research, identify promising keywords, and pick a keyword that you want to focus on.
I’ve always been biased more to the science side of selling than the art side. I believe that selling is a disciplined process, that we can “engineer” those processes to increase our impact, customer engagement, and our effectiveness. Much of this seems to be a R 3.0 approach to Predictable Revenue.
We design our organizations to be lean mean selling machines. Each step of our sales process is optimized to maximize the results our sales people get. We recognize different skills and capabilities are needed in different stages of the sales process. Sales people move nimbly from tool to tool to tool.
Pile onto this all the shifts in buyer behavior we see, increasing numbers of buyers actively disengaging with sellers, preferring to navigate their buying processes with out sales help. Our sequences, our assemblyline techniques for herding through processed that are optimized for us will fail!
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, Account Manager, Specialist, Customer Experience Team… The customer is an object upon which we execute our sellingprocess, working the numbers.
” “We are expanding our factory capacity and need to add a new assemblyline, can we talk about your products as a potential solution?” Don’t they know I don’t sell that stuff? . “We are looking to buy electronic components to use in a new consumer product we are developing.
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.
We’re also brought to you by Vidyard — the best way to sell in a virtual world, whether you need to connect with more leads, qualify more opportunities, or close more deals. Make prospecting videos, follow-ups, product demos, and other communications that drive virtual selling. Welcome to the Sales Hacker podcast.
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.
After all, you wouldn’t put a new recruit in charge of your enterprise accounts; similarly, a rep with deep experience in healthcare would probably struggle to sell into tech. There are three main models for sales teams: the assemblyline, the pod, and the island. The AssemblyLine. Is not suited to scale.
And, while I will contradict my opening premises, too much of the time, in seeking “predictable revenue,” we treat every aspect of selling as laws etched in granite. They recognize the real value in the organization has nothing to do with what they sell, or the tools, programs, processes, and so forth.
Strict sales volume does go a long way in achieving long-term revenue growth, but processes and cross-department alignment are what allow sales volumes to scale in the first place. Maintaining the same processes. The same can be said about technology, CRM usage, and the overall process. The problem? This person doesn’t exist.
After all, AI and ML will solve all the problems of the selling world. If we structure our engagement process to be more transactional, the assemblylineprocess becomes very attractive. This mechanized view of selling, means our view of talent is very different.
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. We’ve developed predictable models of moving these customers through the process in very high volumes/velocity.
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. The speaker was clearly smart and had been very successful in selling, perhaps there was something I misunderstood. The concept of “team selling” arose.
The right process will produce the right results: Principle 2: Create a continuous process flow to bring problems to the surface. Principle 6: Standardized tasks and processes are the foundation for continuous improvement and employee empowerment. The sales process is fundamental. Principle 4: Level out the workload.
The assemblyline. It’s also the process behind what makes it happen. The same applies to touchscreen technology and many other processes and products that came together to allow something new to exist. Attempting to rush the process usually backfires, as well. Processing. The airplane. Get MarTech!
But something has changed in selling. Plus we are investing in tools, programs, processes, and training to help them become more productive. At a macro level, selling expense hasn’t changed markedly many complex B2B segments. It may be the systems, tools, processes we put in place.
It isn’t their ability to self educate, to engage other buyers in social conversations, or even to process their buying transaction electronically. What’s killing sales is sales people and leaders unwilling to do the work of selling! We know people buy from people, yet we create assemblyline/transactional processes.
But the past couple of weeks, I’ve been in a bit of a dark place on the “state of selling.” Sadly, too many sales executives, too many clueless corporate executives; all supported by vendors and consultants trying to sell them something are in a mad rush in exactly the opposite direction. Principle Based Selling!
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