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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.
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. Every hour spent doing manual data work was an hour not spent selling. Enter: Project AssemblyLine. Not the most scalable approach.
” Another thing struck me: “And I love what professional selling is not. I am a firm believer in following a documented sales process, but at the same time realizing it’s not a prescribed robotic assemblyline type of process that works the same way every time. And I love what professional selling is not.
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. Somehow mechanization, specialization, and efficiency drive our decisions for engaging customers in our selling process. And it may work, or maybe for some time. Inevitably, it doesn’t work.
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.
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.
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.
Ironically, while buying is getting more personal–more about people relating to people, selling seems to be, increasingly, less so. Relationships were fundamental to sales and selling in distant times. Buying is about people, great selling is too! We Don't Lose Because Of What We Sell!
Sadly, we have adopted a mechanistic view of business–particularly in selling and management. We stop thinking of our customers as human beings, instead treating them as widgets we move along the sales assemblyline. Those assemblylines are failing!
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.
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.
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.
The overall marketing/sales assemblyline takes customers through this linear process, all oriented to moving the customer through a buying decision. 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 selling process.
” A mindset instilled in each worker in the assemblyline was, “how do you improve the part of the process you are responsible for?” Are there things that get in the way that we should stop (the selling equivalent of removing 14 useless circuits from a circuit board)? How can we make things simpler?
For some reason, there’s a huge attraction to applying “manufacturing techniques” to selling. Second, it always produces the same outcome (manufacturing experts will quibble, but we do design manufacturing lines to produce zero defects.) And this concept ripples back through the manufacturing line.
For years, I’ve been writing about the mechanization of selling. Customers have become depersonalized widgets that we move along our sellingassemblylines. Our people have become replaceable widgets as well.
When I started selling, I had the responsibility for growing a very large banking account. The customer has become almost irrelevant, instead, we have optimized roles for moving our customer through our sales assemblyline. Related Posts: Optimizing Part Of The Selling Function,… Tag, You're It!
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. Toss X number of customers into the beginning of the assemblyline and Y in POs would emerge from the end of the line.
Henry Ford : While Ford is today known for his innovative assemblyline and American-made cars, he wasn’t an instant success. His wife fished it out and encouraged him to resubmit it, and the rest is history, with King now having hundreds of books published the distinction of being one of the best-selling authors of all time.
Dr. Stephen Covey’s fifth habit, “Seek first to understand, then to be understood,” is a fundamental principle of selling and leadership, yet it is rare that I see this principle exercised. They are not widgets to be passed from sales specialist to sales specialist down our sales assemblyline.
The underlying principles of all of these is an assemblyline mentality in workflow design. In selling we looked at standardized work by starting to segment parts of the selling process. The greater the variation, the more likely the assemblyline would fail to meet it’s objectives.
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. You can learn more about his Content AssemblyLine method here: Build Backlinks to That Content. Here’s how it looks like: It has four stages: Bait.
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.
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. I find myself in an unusual position. Much of this seems to be a R 3.0
” “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.
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.
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. Why prospecting sits apart from sales [6:59].
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.
Our sequences, our assemblyline techniques for herding through processed that are optimized for us will fail! Given what they now face, they need–and will demand more! But sellers will have to respond very differently than we have traditionally responded. While they may address our needs, they do nothing for the customer.
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 selling process, working the numbers.
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.
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. We cannot manage or control the variation!
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.
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 assemblyline process 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. One begins to see images of assemblylines with customers on a conveyor belt moving from station to station.
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 reason they were such a good salesperson in the past is because they had the automation, infrastructure, and internal alignment in place to sell at a high rate. Having a goal of selling more is great, but what will actually allow you to sell more? The problem? This person doesn’t exist. Trying to scale without process.
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!
Let’s start: This email is from a company that purports to have expertise in leveraging LinkedIn for selling. Looks like Don is just another widget on their sales assemblyline. Where do I begin, there is so much wrong with this prospecting attempt? Don has confirmed that it appears they never looked at his profile.
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. If there is buying, there will always be a need for selling! We know and encourage buyers to self educate on the web.
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