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. It’s called Jidoka or Autonomation.
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.
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.
Come up with more “clever” sequences and techniques, cast a wider net. Our sequences, our assemblylinetechniques for herding through processed that are optimized for us will fail! The temptation is to do what we’ve always done, the only thing many sellers know, do more!
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.
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 just like consumer products, mass marketing techniques were used to make customers aware of products. And assemblyline process started to emerge.
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!
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.
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.
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. Watch this video, featuring Salesforce’s Andy Peebler, to learn how manufacturers can benefit from creating a parts business: Why sell parts online?
However, if sales reps aren’t using good sales techniques, that pipeline won’t translate into closed deals. However, the biggest obstacle is that sales reps spend nearly 28% of their week on non-selling tasks like admin work and meetings. Many believe that pipeline health is a strong indicator of performance.
Yet we insist on using the same old models, techniques, and approaches. Whether it’s specialization in how we move our customers through the “sales assemblyline.” We focus our skills development on product training and selling skills. ” The world has changed!
It could be an image of tiny robots completing sales tasks along an assemblyline, or a computer spewing out countless emails day and night. Which begs the question, what sales tasks should be automated so you can save time and focus on selling? Automation is one way you can allocate more time for core-selling activities.
Audience Targeting Techniques If throwing darts blindfolded isn’t how you pick your outfits (and I hope it’s not), then don’t do it with marketing either. Pinpointing who needs what you’re selling means getting cozy with data—because gut feelings won’t cut it here.
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