A best practice for sales people by guest poster Dave Kahle, author and leading sales educator.
Maintains good records about customers by using an ‘account profile’ and ‘personal profiles’ for every account.
It is the Information Age. That means wise and effective sales people collect, store and use good information about their customers and prospects. That information provides the salesperson with a competitive advantage, is invaluable for planning for the best use of his sales time, and allows him to be much more effective in his sales calls.
In this day of CRM systems, hand-held devices and smart phones that make information management so easy, it’s a wonder that I even have to mention this, but the sad truth is, there are still sales forces that don’t use any kind of automation tool for salespeople. And, even in those who do have some kind of electronic system for information management, a considerable portion of the sales force doesn’t comply with the company’s directions for collecting information.
These salespeople realize that information – particularly information about the specific opportunities within an account and the quantifiable potential of every account – brings with it some accountability. If account X has this much potential, for example, what are you doing to acquire it?
It is that accountability that frightens the information-leery salesperson.
But not the sales masters. They understand that specific, useful information about every account – the kind you would collect and put into an account profile – is valuable, not only for the salesperson, but also for his/her company. They welcome the accountability that rises out of information, as they understand it helps keep them sharp and focused.
Even in companies which do not have a system-wide electronic approach to information management, the best salespeople create their own tools, and discipline themselves to rigorously use them.
That’s why this is a practice of the best.
For more information about this best practice:
If you are a subscriber to The Sales Resource Center®, review Pod-43: Managing Information Before it Manages You, and Pod-45: How to Collect the Right Kind of Information.
Copyright MMXII by Dave Kahle
All Rights Reserved
Building quality customer relationships is critical to maximizing the lifetime value of your customers and with the right customer management software this doesn’t have to be a chore.
The key to building quality customer relationships is ensuring that all employees have immediate access to the data they need when a customer calls. Today’s customer management software solutions offer the ability to capture, manage and share vital customer information with the people who need it to provide world-class customer service. Using a single consolidated database of customer information allows both sales and service personnel to access a complete 360 degree profile of customer information including what they purchased, when they purchased it, and if they have had any service history associated with the purchase. More importantly the information is current and consistently updated by the people who are interacting with the customer.
While some businesses attempt to manage their relationships using Microsoft Outlook and an Excel spreadsheet, the problem is that the information cannot be shared or easily updated. Sure you can send over a copy of the spreadsheet to your staff, but it will be obsolete ten minutes after you send it and require each staff members to update it and forward it back to all employees. This is quite a task and completely inefficient.
Customer Management software solutions are available for small, mid-size and enterprise level organizations, and are not only affordable but easier to use then they were several years ago. A simple search of Customer Management Software or Contact Management software will provide you with a list of available companies and systems.
Image “Hi-tech robot vacuum cleaner” by Mark H. Evans on Flickr under Creative Commons license.
Any high-growth business strategy must begin with a consistent and disciplined sales process that is easily understood across the sales organization. Salespeople and their managers need to use the same vocabulary, and view selling opportunities as having sequential stages that must be completed before a suspect becomes a prospect, and a prospect becomes a customer. Following a consistent process reduces the anxiety and uncertainty common among both salespeople and sales managers because everyone knows what is expected and needed for every sales pursuit. Having definite requirements and policies on when and how to give a demonstration, prepare a proposal, or send a sample helps the sales force proactively control the sales process versus simply reacting to requests from potentially unqualified prospects. Better preparation, deeper research, and clearer goals for each stage of the selling process will result in a more effective sales team and better business results.
A standard approach to pursuing and tracking opportunities is a smart way to assure that all sales activities are aligned with organizational goals and the overall direction of sales management. Consistency also reduces the amount of non-value added sales activities such as drafting letters, writing reports, and having lengthy phone calls to determine what stage is next in a sales opportunity. Having standard terminology saves time and minimizes confusion.
Sales managers benefit from standardized CRM Sales processes because it is also easier to determine how each salesperson is performing. Opportunities that are stalled in one stage can be identified and resolved. Salespeople benefit from standardization because they waste less time determining what information is missing and what the next step should be in the workflow. Sales appointments become more productive because they are only conducted when qualified as part of a planned sequence of events.
The high level steps to implement a sales process are:
- Document your sales process
- Design your implementation
- Train your sales team
- Support the implementation
Some companies adopt branded systems such as Sandler, Solution Selling, Dale Carnegie or others. Others develop their own systems with distinct terminology; perhaps a hybrid of popular systems or a mix of the techniques used by the company’s most successful sales performers.
A standard sales process allows companies to more easily analyze events and make sense of trends. As a regional sales manager at a mid-sized organization observed, “The only way to discover what’s working and what’s not is to measure the individual steps of the sales process. If you know the percentages of prospects that proceed through each stage of the process, you accurately predict how many sales will close in the future, based upon the current pipeline. You can also compare the performance of team members and take appropriate action, like additional coaching, in order to ensure that the team remains productive.”
Applying Best Practices to Sales
Most organizations are not strangers to processes, systems, and re-engineering. For example, in the manufacturing industry, plants and warehouses couldn’t operate profitably without them and no business manager would let accounting and purchasing departments improvise. The more complex the task, it’s more likely that the effective principles and processeses for successfully completing that task have been defined and codified. In other words, much of the business world is already highly process-driven, systematized, and automated.
Yet, oftentimes, the sales department hasn’t been automated. For example, in a recent study of distributor respondents, eighty-eight percent indicated that they do not have a documented, formal sales process. Given that sales is fundamental and represents a large expense item, it was quite surprising that written sales processes were non-existent for the majority of the study participants. Without such a document to provide a consistent road map, executives have no choice but to depend on the creativity, work ethic and luck of individual sales reps and their managers.
Organizations without a documented sales process often exhibit several common symptoms, such as a disconnected and manual approach to selling and a lengthy cycle time to find prospects, get quotes out the door, and close orders. This may in turn lead to irritated prospects, who expect a rapid response to their inquiries or request for a proposal. . In addition, top sales employees may become annoyed. They want to sell, not figure out the best way to put prospects in the pipeline, create quotes, enter orders and track shipments delivered. Other symptoms of process deficiencies include abundant and costly errors, evidenced by expedited orders and high volumes of returns, and inadequate margin on too many quotes, resulting in deflated profitability. This may lead to stagnant sales from the most important customers and cause engineering and other departments to be pulled into disarray when the sales team gets a request for proposal or learns about a bid opportunity.
If this sounds familiar, you’re not alone. Many executives voice issues similar to these, yet the remedy seems to be incredibly difficult. Sales teams are often extremely autonomous, and management struggles to avoid “big brother” accusations and micromanaging. Despite these legitimate concerns, it is not that difficult to successfully implement a standard sales process.
When reviewing the various sales methodologies and processes available, make sure your final selection is repeatable, predictable, and scalable. What you want is a sales process that is simply enough that, over time, it will become second nature to the sales staff. Also, make sure that it isn’t too complicated, or the sales team will not use it.
The elements of a sales process typically include:
When smart organizations are designing a sales process implementation, they focus on change management, not sales training. By implementing a formalized sales process, businesses are fundamentally changing the way people do their jobs on a daily basis. There will be natural resistance. To develop a change management plan, make sure you can answer the following questions:
Follow the Leader
One of the best ways to make sure implementations “stick” is to have the management involved. One recent study found that when sales training is reinforced by management, the sales skills taught during training produced a 15% permanent increase in productivity.
Management needs to be involved in more than a cosmetic fashion. A senior member of the management team needs to attend the training, and this same manager should inspect the sales activities for a period of time to make sure they continuously are consistent with the new sales introduced during the training.
At the end of the day, the challenge with adopting a new sales process is getting everyone to follow it. Sales management must lead by example in sales meetings and on sales calls. An automated workflow reinforced by a CRM system that quickly prompts a salesperson to enter required information before moving to the next sales stage is invaluable. Standard reports and online visibility into the sales pipeline can help monitor the progress of opportunities over time so that both the salesperson and the sales manager can spot when an opportunity is stalled.
As one sales leader summed up his company’s recipe for success: “Our company can’t grow consistently unless the sales process is repeatable, not arbitrary. For us, it is a condition of employment – you have to embrace the standards, follow the processes and use the CRM system.”
About Commence Corporation: Founded in 1988, Commence develops and delivers a diverse suite of award winning CRM software that integrates people, processes and technology. Available on-premise or online, Commence CRM solutions are utilized by several thousand businesses to streamline sales and customer service front office business processes. As a result, Commence clients increase workforce productivity, generate positive customer interactions and reduce operational cost.
-FREE Software Upgrade Offered to Existing Customers-
TINTON FALLS, N.J., (October 15, 2009) – Commence Corporation, a leading provider of customer relationship management (CRM) software solutions, today announced that it is extending its managed services offering to existing desktop customers and offering a complimentary software upgrade with its new hosting service.
“Today’s economic crisis has created an environment whereby companies are finding it difficult to upgrade and maintain their own IT infrastructure,” said Larry Caretsky, president of Commence Corporation. “Some have been forced to reduce their IT staff, making the management of their systems even more challenging. As a result, these businesses may now be working with older, fragile hardware or unsupported software and they are rightfully concerned about the impact this will have on their business.”
Commence Corporation has created a unique Managed Service designed to address this business challenge for existing customers. The service places the role of managing and maintaining the Commence Server hardware and software with Commence Corporation. It provides customers with the use of state-of-the-art high-speed server hardware at Commence Corporation’s data center as well as 24/7 management of the system by trained engineers. Customers are also entitled to a free software upgrade and continued upgrades for as long as they remain on the service. This ensures that they are always working with the highest quality server hardware and the latest version of the software.
Abhijit Joshi, president of White Hedge Inc., recently switched over to the service and is pleased with the outcome. “As a small company I did not have the resources to purchase the equipment and staff necessary to manage and maintain my Commence system,” said Joshi. “In addition, keeping up with the latest product releases became difficult. By outsourcing this function to Commence I freed up time and resources to dedicate to growing my business while Commence manages and maintains the hardware and software.”
Joshi, is not alone, several dozen new companies are already utilizing Commence’s managed service. For more information contact Commence sales at 1-877 – COMMENCE.
More About Commence Corporation
Founded in 1988, Commence develops and delivers a diverse suite of award-winning CRM products that integrate people, processes and technology. Delivered via the popular software-as-a-service (SaaS) model or implemented as on premised licensed software, Commence CRM solutions are used by thousands of companies to streamline sales and customer service front end business processes. As a result, Commence clients increase workforce productivity, generate positive customer interactions, and reduce cost. More information about Commence can be accessed at www.commence.com.
-Solution Supports “Customer for Life” Business Model-
For many people, buying a home is one of the more stressful life events. From packing up belongings and getting financing, to working with real estate agents, property inspectors and title officers; the process can be daunting. For real estate professionals, keeping everything running smoothly means managing every aspect of contract to closing.
To improve the customer experience and provide the highest quality escrow and title services, Bellevue, Washington-based The Talon Group supports their business processes with Commence Desktop Customer Relationship Management (CRM) software. By choosing Commence’s CRM system, the company has gained a centralized solution for managing data. As a result, The Talon Group is better able to standardize processes, efficiently communicate with customers, improve productivity and support their mission to “build customers for life.” Read more of this article »
-CRM Solution Drives 114% Growth in Sales within First 90 Days of Implementation-
A key challenge for companies with multiple divisions spread across many locations is collaboration, especially when it comes to business-critical information. At Southern Petroleum Laboratories (SPL Inc.), a leader in the petroleum and environmental testing industry, customer information was stored in many disparate databases. As a result, sales and operations professionals were duplicating efforts and lacked insight into customer successes and service issues. To address this, SPL implemented Commence CRM from Tinton Falls, N.J.-based Commence Corporation in the fall of 2005 to improve information management. The company experienced a 114% growth in sales within the first 90 days and has been able to sustain that growth despite a chaotic economy. Read more of this article »