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Whether it’s territory planning, account planning, deal planning or sales call planning, YOU create the strategies and the plan. 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.
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.
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.
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.
Awful regional manager. From there, as you grow in both stature and resources, you continue adding specializations to master each small piece of the much larger content operation machine – like a giant factory assemblyline. In other words, completely different skill sets that too many teams try to force into one individual.
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.
In addition, you can collect and catalog questions tailored to each market or region further allowing you to customize and make your RFP template more valuable to future customers. In many organizations, the customer journey looks like an assemblyline. Bring customer success into the sales process.
When you’re setting up a sales team, it’s important to consider factors such as: Regions served. The AssemblyLine. In the assemblyline model, leads are handed off between specialized teams to make sure that they move through all of the stages in a sales cycle. Product/service line.
Where product lines are very diverse, with different and unrelated buyers within the account, this issue may not be important (But I’m still driven by my mantra, “It’s our God-given right to 100% share of customer and territory…”). Enter the realm of account management/territory.
My blog articles live forever, so while old-line salespeople are cold calling, my content is converting like an assemblyline in a factory. Junior reps started in inside sales, and as you moved up through the ranks you were given your own outside territory and sent out on face-to-face sales calls.
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. That’s what it’s like when sales reps manage approvals, pricing, and legal terms piecemeal, chasing down stakeholders for every deal.
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