Effective sales managers know that following a process is the only way to replicate success and utilise resources efficiently.

Sales Process Analysis

Whether you are operating a simple direct sales model, or a complex multi-channel with many routes to market, our analytic tool will get to the root of what is going on and help us identify where improvements can be made.

Our model breaks sales process into five discreet stages. The first three stages may be regarded as “pre-sales”, and the latter two “post sales”.

  1. Marketing: Creating demand, stimulating the market.
  2. Prospecting: Buyer identification, finding decision makers
  3. Selling: Securing purchase commitment, confirming the order
  4. Fulfillment: Delivering the product or service
  5. Customer service: Providing ongoing service to customers

All stages of the sales process are underpinned by critical business support systems.

Here are some typical conundrums that present themselves when you start looking at how sellers perform their role within this process:

What role responsibility do your sellers have? Are they expected to cover all five stages? Or are they focused on the selling stage alone? (as in typical call centre roles). Perhaps the most common trap is to expect sellers (stage 3) to cover prospecting (stage 2) through to customer services (stage 5) causing role confusion between proactive and reactive behaviour.

Typically, field based sales roles may require sellers to cover prospecting and selling (stages 2 and 3). Professional services sectors may also require fulfillment (stage 4) as well as customer services (stage 5) resulting in the most successful sellers quickly becoming bogged down in service delivery rather than winning more sales.

These are just two examples of the potential confusion that poor role design can cause for existing sellers, let alone the difficulty created when recruiting for roles that simultaneously require proactive (prospecting) and reactive (customer services) behaviour.

You can also review the resourcing of each stage using this model. On which stages are your staff focusing their time? How do you fill the gaps? There is not much point having well resourced marketing and prospecting (stages 1 and 2) if your sellers are too busy looking after customer services (stage 5) to perform the critical selling role (stage 3).

How does the supporting stage keep the process glued together? Whether it’s CRM, IT, metrics and measurements, recruitment, reward mechanisms, organisational culture, to name a few… All impact on how well the sales process operates.

“A sales team’s fundamental job is to move a greater number of larger deals through the sales process in less time”Todd Youngblood (2004)

If you are looking at this page because you considering the effectiveness of your own sales process, give us a call, or complete the contact form, to discuss the challenges you are facing.

We’ll act as a sounding board for you, and will give you some new options to consider.

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