This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
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. This represents waste, lost productivity, and continued low performance.
His ideas werent just about improving production linesthey were about creating a culture of adaptability and excellence. The traditional, assembly-line model of campaign executionwhere data, creative, and deployment are handled in rigid stepsis no longer fast enough for real-time customer engagement.
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.
Yet, sellers are still focused on being purveyors of the same product information that buyers have already studied on the web. Customers and sellers have become widgets moving along the sales manufacturing line, losing the humanity, failing to build trust and confidence the buyers crave.
A sales funnel is the journey that a person takes from first hearing about your product to purchasing that product and subsequent products. You get that person interested in your products or services. You persuade that person to purchase your products or services.
Customers have become depersonalized widgets that we move along our selling assemblylines. We don’t seem to recognize that while people are working longer hours, productivity is declining. We provide buses equipped with WiFi so they can be productive on the commute.
But I’ve been alarmed by the rise of “assemblyline” thinking, extreme specialization, and obsession with our own efficiency—to the detriment of building relationships and trust. But then, I’m a physicist/engineer by training–and somewhat of an introvert. Much of this seems to be a R 3.0
” We look at, how do we reduce onboarding time, how do we maximize productivity during that time? We redesign knowledge work, emulating the principles of the industrial assemblylines of the past. them passing the work to the next person in the knowledge worker assemblyline. The problem is at the top!
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.
Prospectors prospect, account managers account manage, 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 may get smarter as they go through our and our competitors assemblylines.
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 account manager, 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. They are expecting them to think for themselves and trusting them to do so.
We see too many signs of mechanization, losing the person, treating customers as widgets to move through our highly efficient selling process assemblylines. Send me an email for my eBook on applying the Toyota Production Process to selling). We’ve focused more on the mechanics and less on the people.
Isn’t it ultra-satisfying to watch a perfectly automated factory assemblyline? A sales team is focused on helping first-time users discover the initial value of a product or service, such as the unique selling proposition , then complete the purchase. It could be cars, machinery, or maybe just ice cream sandwiches.
Your go to market motion has to be driven by the product. It has to be driven by what the product can do and the value that the product drives for the customer. And the reason we had very strong PLG motions was that the, is that the product is incredibly intuitive and delightful. Scott Barker: Yeah.
In recent years we’ve increasingly leveraged technology, both to improve productivity, but to automate as much of these processes as we can. One begins to see images of assemblylines with customers on a conveyor belt moving from station to station. Things like trust, relationships come into play.
Second-stage startups are companies that have already established proof of concept, product-market fit, pricing strategy, and initial clientele to achieve their beginning growth goals. Trusting opinion more than data. When you think about making a car, everyone’s specific job on the assemblyline works together.
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. How we engage the customer, how we develop empathy, trust, how much we care and demonstrate that care.
In many organizations, the customer journey looks like an assemblyline. Additionally, buyers know that the salesperson they work with and trust ultimately won’t be the person servicing their account once the contract is signed. Bring customer success into the sales process.
It almost seems that we have an assemblyline that we pass our customers along—we try to attract attention, building a relationship through our digital presence–web sites, blogs, other materials. Through their use of the product, the “relationship” gets passed from one person or department, to another.
We see discussions focused on increasing specialization in sales–actually adaptations of the Toyota Production System. We see tools and methods focused on our efficiency, not how they enhance the customer engagement, or help build trusted relationships.
a factory assemblyline). With your potential ROI missteps under control and your champion offering up the right information, you’ll provide a deeper understanding of your product and remain a trusted and reliable source. In most cases, they aren’t correlated. Mission accomplished.
Brian is regularly referenced in popular books including Chris Brogan's Trust Agents and Seth Godin's Linchpin. They have a product to sell.". He runs Copyblogger.com , an awesome copyblogging, copywriting, and SEO tips and tricks blog that frequently makes the AdAge Top 150. How to write for both search engines and humans.
In a big, multinational company, on the other hand, Business Development may do market analysis for new-market entry or a new line of products. . Developing new products. It’s like an assemblyline. . For example, Business Development in a SaaS scaleup usually involves a lot of cold outreach to potential customers.
In many instances, it’s still seen as a creative support function to sales, not as a function that has bottom-line impacts.” Dig deeper: How to convince leadership why they can’t ignore SEO We’re incentivized to avoid risks Without a clear ROI, we suffer the consequences of not being trusted. I’ll never do that again!” Duffy said.
After all, some jobs have already been replaced by AI and robotics ( assemblylines come to mind). As such, you’ll need to change how you position your products or services to influence their decision. Bottom line? Productive sales teams ultimately close deals. Will sales AI replace sales reps?
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.
Think about it: catching a visitor’s attention at just the right moment is like saving a relationship before it ends—they remember why they loved your product in the first place. This kind of interactive approach fosters trust between brand and consumer leading up towards increased sales—not bad for some clever coding.
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.
This is the downside of the modern Sales AssemblyLine — both buyer and seller feeling like a cog in the wheel. Learn how Some Hot Tech Startup increased productivity by 115%.”. Whether you resist change or not, it is still a game of know, like, and trust. How did that make you feel? Like a piece of meat?
Yet sales people constantly focus on pitching their products. We know people buy from people, yet we create assemblyline/transactional processes. We focus on maximizing sales efficiency rather than buying effectiveness.
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. They’re bringing a new product to market, and they wanna get into their grocery stores and their distribution outlets. You never know.
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.
Sales and Operations Planning (S&OP) is a cross-department process that helps ensure companies have the right amount of products to satisfy customers without extra stock piling up. Action plan: Finalize and implement a detailed production plan. S&OP’s intention: to align sales operations with long-term goals.
We organize all of the trending information in your field so you don't have to. Join 26,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content