Sales teams are at the forefront of driving revenue and fostering client relationships. However, without a structured approach, the efforts can become disjointed, leading to missed opportunities and inefficiencies. This is where the importance of having a documented sales process becomes undeniable. A well-defined sales process streamlines operations and ensures consistency and effectiveness in pursuing and managing sales opportunities.
The heart of effective sales management lies in understanding and implementing a repeatable sales process. This concept moves beyond the mere act of making sales; it’s about creating a blueprint for success that every team member can follow. Not only does this process need to be understood by all, but it must also be embedded within the team’s tools, particularly the CRM (Customer Relationship Management) system. By documenting each stage of the sales process in the CRM, businesses can provide their sales teams with a roadmap to follow, ensuring that no step is missed and that each action is purposeful.
Visibility and transparency within the sales process are crucial. A structured process allows leadership to monitor progress, identify bottlenecks, and understand where each deal stands at any given moment. This level of insight is invaluable for making informed decisions and for forecasting future revenue with greater accuracy.
A common debate among sales professionals and leaders is the sequencing of marketing and sales strategies. While both functions are integral to the success of a business, aligning them through a structured sales process ensures that efforts are complementary rather than siloed. This alignment is critical in mapping out the buyer’s journey, allowing sales and marketing to collaborate more effectively to convert leads into customers.
Another aspect often discussed is the balance between efficiency and effectiveness within the sales process. While efficiency focuses on performing sales activities, effectiveness is about doing the right things that lead to closing deals. The ultimate goal is to transition from being busy to strategically productive, ensuring every action moves a prospect closer to becoming a customer.
Resistance to adopting a structured sales process can sometimes come from within the sales team itself. Sales professionals, especially those accustomed to a high degree of autonomy, may view these processes as restrictive. However, a documented process aims not to stifle creativity but to ensure that creativity is channeled in a way that yields consistent results. By demonstrating how a structured approach can lead to more wins, sales teams can be guided to see the value in following a defined process.
A key component of a successful sales process is its ability to adapt and evolve based on customer needs and market dynamics. Sales teams should be empowered to follow the process and contribute insights that could lead to its refinement. This dynamic approach ensures that the sales process remains relevant and effective in the face of changing market conditions.
A documented sales process is not just a set of guidelines for the sales team to follow; it’s a strategic asset that can drive consistent sales success. By defining clear stages, aligning sales and marketing efforts, and focusing on effective actions, businesses can ensure that their sales teams are equipped to achieve their goals. As the sales landscape evolves, a robust, documented process will be a key differentiator for businesses looking to scale their sales operations.
Immediate actions that you can take based on this article:
1. Conduct a Sales Process Audit
Actionable Steps:
Gather Your Team: Assemble a meeting with your sales team, including representatives from sales management, marketing, and any other relevant departments. The goal is to create a cross-functional team that can provide diverse insights into the current sales process.
Review Current Processes: Describe your current sales process in detail. Identify each step your team takes from prospecting to closing a deal. Utilize your CRM data to trace the journey of several recent sales, noting any deviations from the standard process.
Identify Gaps and Bottlenecks: Look for stages in the sales process where deals tend to slow down or fall through. Discuss these areas with your team to understand the challenges and brainstorm potential solutions. Also, identify any steps that may be redundant or not add value to your sales efforts.
Benchmark Best Practices: Research industry standards and best practices for sales processes within your sector. This can provide a fresh perspective and highlight areas for improvement that you might not have considered.
Create an Action Plan: Based on your findings, outline a plan to refine your sales process. This might involve eliminating unnecessary steps, introducing new tools or strategies for efficiency, or redefining roles within the team to better support the sales process.
2. Integrate and Train on Your CRM
Actionable Steps:
CRM Audit: Evaluate your current use of your CRM system. Ensure that it accurately reflects your sales process stages and that all team members utilize it consistently. If your CRM is not fully aligned with your process, customize it to accurately mirror each step of your sales journey.
Comprehensive Training: Organize a training session focused on maximizing the use of the CRM in accordance with your sales process. This training should cover the technical aspects of using the CRM and how it fits into your overall sales strategy. Emphasize the importance of data entry and how it supports visibility, forecasting, and, ultimately, sales success.
Role-Specific Guidelines: Develop guidelines for CRM usage for different roles within your sales team. Tailor these guidelines to show how each team member contributes to the sales process through their interactions with the CRM.
Monitor and Adjust: Establish a routine for regularly reviewing CRM data to monitor your sales process and training effectiveness. Use this data to make informed decisions about further adjustments to both the CRM setup and your sales strategies.
Implementing these action items will enhance the efficiency of your sales process and ensure that your team is aligned and equipped to drive consistent sales success. By focusing on these foundational elements, you can build a robust framework that supports strategic growth and adaptability in the dynamic sales landscape.
In business-to-business sales, extending discounts holds a place of ancient reverence, a tactic as old as commerce itself. This approach, crafted to escalate sales volume, capitalizes on a fundamental business purchasing principle: the quest for cost efficiency. By lowering the prices of goods or services, firms aspire to enhance the desirability of their products, thereby aiming to boost demand and, consequently, sales volume. Employing this tactic becomes particularly compelling in scenarios such as launching a new product line during contract renewal phases or seeking to penetrate deeper into highly competitive markets. The underlying premise is straightforward: reduced prices are anticipated to drive up sales volumes, potentially offsetting the dip in margins per unit sold.
However, offering a prospect a discount warrants careful consideration. While the immediate benefits—spiked interest from potential clients, an uptick in sales volumes, and the rapid inventory turnover—might seem enticing, the broader implications unveil a complex set of ramifications. This article endeavors to peel away the layers enveloping this widespread sales strategy, illuminating its influence on profitability, and evaluating its sustainability as a long-term practice.
Navigating the Complexity of Discounting in B2B Sales
At initial consideration, discounts present an ostensibly harmonious scenario: clients secure the products or services they need at reduced rates, while companies witness a boost in sales activity. Nevertheless, the stark reality is that indiscriminate discounting can significantly undermine profitability. This necessitates a nuanced understanding of profitability metrics: gross profit versus net profit.
In professional business-to-business sales, the sales team doesn’t need a CPA, but they should know the basics of finance. Understanding the interplay between Gross Profit, Net Profit, COGS (Cost of Goods Sold), and SG&A (Selling, General & Administrative Expenses) is pivotal for any organization aiming to fine-tune its operational efficiency and profitability. These metrics, each distinct in scope and impact, collectively offer a comprehensive view of a company’s financial health. Let’s delve into these concepts, exploring their nuances and significance in the broader context of business management.
COGS: The Direct Costs Tied to Production
COGS encompasses the direct costs attributable to the production of the goods or services sold by a company. This includes raw materials, labor costs directly involved in production, and manufacturing overheads. COGS is a critical metric for management to consider, as it directly affects the Gross Profit. By optimizing production processes or negotiating better terms with suppliers, a company can effectively lower its COGS, thereby increasing its Gross Profit margin—an essential strategy for enhancing profitability.
SG&A: The Overhead of Running a Business
SG&A represents the cumulative expenses incurred from selling, general, and administrative activities. These are the costs associated with operating the business that are not directly tied to production, including sales force salaries, marketing expenses, rent, utilities, and administrative salaries. SG&A expenses are significant because they do not directly contribute to producing goods or services; they are essential for the company’s day-to-day operations and strategic positioning in the market. Effective management of SG&A expenses can significantly influence a company’s Net Profit, as these costs can either erode or support profitability depending on how they are controlled.
Gross Profit: The Initial Gauge of Profitability
Gross Profit is the initial measure of a company’s financial performance, calculated by subtracting the Cost of Goods Sold (COGS) from the total revenue generated from sales. This figure is crucial because it reflects the efficiency with which a company produces or sources its goods and services before accounting for broader operational costs. For instance, if a company generates $1 million in sales and incurs $600,000 in COGS, its Gross Profit would be $400,000. This metric indicates the company’s production or procurement efficiency but does not account for the overheads and other operating expenses that also impact the company’s profitability.
Net Profit: The Ultimate Measure of Financial Health
Net Profit, often considered the bottom line, is the ultimate indicator of a company’s profitability after all expenses, including COGS, SG&A, interest, and taxes, have been deducted from total revenue. It is the most comprehensive measure of a company’s financial performance, revealing what remains as actual profit. For example, continuing from the Gross Profit scenario, if the company has additional operating expenses of $200,000 and taxes and interest amounting to $50,000, the Net Profit would be $150,000. This figure is paramount for stakeholders to assess the company’s profitability and sustainability.
Gross profit, calculated as the revenue from sales minus the cost of goods sold (COGS), provides an initial insight into the financial gain from sales. Yet, the net profit, the remainder after deducting all operational expenditures, interest, taxes, and Selling, General & Administrative (SGA) expenses from the gross profit, genuinely encapsulates a company’s financial health.
How All Of This Applies to Salespeople
In most companies, the sales team cannot change the COGS or SG&A for any deal. The only thing salespeople can typically control is the Selling Price; from that Selling Price, the costs have to be deducted to calculate the Net Profit.
Let’s dissect the financial dynamics further. Assume a service in the B2B sector is offered at a standard rate of $100,000, with a COGS of $60,000, rendering a gross profit of $40,000—a 40% gross margin. With the 20% SGA and other operational costs factored in, the net profit might settle at $20,000 per sale, constituting a 20% net margin on the transaction.
Assuming the costs in the company are static, introducing a 10% discount drops the service price to $90,000. While the gross profit shrinks to $30,000 after we take out the $60,000 in COGS, the net profit is disproportionately affected. The fixed nature of SGA expenses means they remain constant, dramatically squeezing the net margin. In this example, the net profit after the 10% discount drops from $20,000 to $10,000.
Let’s summarize this example without all of the wording:
0% Discount
5% Discount
10% Discount
List Price
$100,000
$100,000
$100,000
Selling Price
$100.000
$95,000
$90,000
COGS
$60,000
$60,000
$60,000
Gross Profit
$40,000
$35,000
$30,000
SG&A
$20,000
$20,000
$20,000
Net Profit
$20,000
$15,000
$10,000
As you can see from the above table, a 5% discount means a 25% reduction in Net Profit for this hypothetical company. A 10% discount means a 50% discount in Net Profit.
The critical question then becomes: How much additional sales volume is necessary to maintain or increase overall profitability post-discount? The revelation often shocks: a minor discount demands a significant upsurge in sales volume to compensate for the reduced net profitability—a challenging feat in the B2B landscape, where sales cycles are longer and client acquisition efforts more intensive.
Let’s show that math more clearly with the above example. Let’s assume that the above company only sells products with a $100,000 list price and they do 100 deals in a year. That means if all of the deals are at least price, they will achieve a gross revenue of $10,000,000 and a net profit of $2,000,000.
However, if the company gives everyone a 5% discount and the company’s stockholders want the same net profit, they will have to do $2M divided by $15K deals. That is 134 deals or a 34% increase in the number of deals. This means that a 5% discount means the sales team has to close 34% more deals to contribute the same net profit to the shareholders.
If the company gives everyone a 10% discount and the company’s stockholders want the same net profit, they will have to do $2M divided by $10K deals. That is 200 deals or a 100% increase in the number of deals. This means that a 10% discount means the sales team has to close twice the number of deals to contribute the same amount of net profit to the shareholders.
Reassessing the Discount Strategy
The appeal of leveraging discounts to amplify sales volume in the B2B sector is undeniable but fraught with pitfalls. Such strategies can erode net profitability, necessitate unrealistic sales volume increases to maintain financial stability, and might inadvertently signal desperation or devalue the proposition in the eyes of business clients. The purpose of this article is not to outright condemn discounting but to advocate for a strategic application thereof. Companies should meticulously evaluate the immediate allure of increased sales against the enduring implications for profitability. In numerous instances, alternative strategies that add value or enhance service offerings may present a more viable route to growth and financial robustness.
The Commission Conundrum: Revenue vs. Profitability
In the intricate ecosystem of sales and profitability, a critical and often overlooked element is the structure of sales commissions. The traditional commission model incentivizes sales personnel—and, by extension, their managers—based on the volume or dollar value of sales achieved, not the profitability of those sales to the company. This misalignment between the sales force’s motivations and the company’s overarching financial goals can lead to a significant disconnect, particularly in the context of discounting strategies.
As a lever of motivation, sales commissions are designed to spur sales teams to higher performance levels. However, when commissions are tied solely to revenue without consideration for profitability, it encourages a focus on the top line at the expense of the bottom line. For instance, a salesperson might be driven to close deals by offering discounts, thereby boosting their sales figures—and, by extension, their commissions—even if such discounts erode the company’s net profit. This scenario is further compounded if the salesperson’s manager, who also benefits from the team’s revenue performance, supports such discount-driven sales tactics without regard to their impact on profitability.
This model creates a fundamental misalignment between the sales team’s goals and top management’s strategic objectives. While sales teams are propelled towards maximizing raw revenue, top management’s primary concern is enhancing net profit—the company’s financial health indicator. The crux of the problem lies in the fact that discounts, while potentially beneficial for achieving short-term sales targets, can significantly undermine net profit margins. This is particularly true in industries where the cost structure is fixed or semi-fixed, and reducing prices does not proportionately decrease costs.
Implementing Safeguards: Aligning Sales Strategies with Profitability Goals
The solution to this problem lies in implementing robust safeguards and a strategic overhaul of the commission structure. First, establishing a rigorous discount approval process can be an effective checkpoint. This process ensures that discounts align with broader financial strategies and the company’s profitability goals. Such a system might include tiered discount limits, beyond which sales personnel must obtain managerial or executive approval.
Second, reconfiguring the commission model to incorporate profitability metrics can realign the incentives for the sales team with the company’s financial objectives. This might involve setting commissions based on net profit generated by sales rather than gross revenue. Alternatively, a balanced scorecard approach, with MBO goals (Management By Objective), including revenue and profitability targets, can incentivize sales personnel to consider the broader financial implications of their sales tactics.
Bridging the Gap Between Sales and Profitability
The alignment of sales strategies with the company’s profitability objectives is not merely a financial imperative but a strategic necessity. By reevaluating commission structures and implementing safeguards against indiscriminate discounting, companies can ensure that their sales efforts contribute positively to the bottom line. This approach fosters a culture where the sales team is not just focused on meeting revenue targets but is also mindful of the profitability and financial health of the organization. In doing so, companies can bridge the gap between pursuing raw revenue and the imperative of net profit, ensuring long-term sustainability and growth. This strategic alignment is crucial for navigating the complex interplay between sales incentives and company profitability, ultimately leading to a more cohesive and financially robust business model.
The delicate balance between pursuing immediate revenue gains through discounts and maintaining the integrity of net profitability demands a strategic reevaluation. The allure of discounts, often seen as a shortcut to achieving sales targets, undeniably poses a significant challenge to profitability. However, the proper resolution lies not in the mere restriction of discounts but in the fundamental shift towards selling value, cultivating champions within client organizations, and ensuring a seamless product alignment with the customer’s needs and objectives. This comprehensive approach mitigates the adverse effects of discounting on profitability and fortifies the foundation for sustainable, value-driven sales practices.
Selling Value: Elevating the Conversation Beyond Price
The cornerstone of mitigating the need for discounts is effectively articulating and demonstrating value. Value selling transcends the simplistic equation of cost versus features, delving into the tangible and intangible benefits that the product or service brings to the customer. This involves a meticulous understanding of the customer’s business landscape, challenges, and strategic objectives. By positioning the product or service as a pivotal solution that addresses these elements, sales professionals can pivot the conversation from price to value, emphasizing the return on investment (ROI) and the broader impact on the customer’s business.
The art of selling value requires a systematic approach, blending analytical rigor with a deep empathy for the customer’s context. It involves crafting a narrative that resonates with the customer’s aspirations and needs, backed by concrete data and case studies that illustrate the positive outcomes achieved by similar clients. This strategy elevates the customer’s perception of the product and fosters a more profound, consultative relationship that is less susceptible to the commoditization pressures that drive discounting.
Building Champions: The Power of Internal Advocacy
Another pivotal strategy is the cultivation of champions within the customer’s organization. Champions are internal advocates who understand and believe in the product or service’s value and are willing to mobilize support for it within their organization. Building champions involves identifying potential advocates based on their influence, alignment with the product’s value proposition, and professional objectives.
Empowering these champions requires providing them with the knowledge, tools, and confidence to articulate the value proposition internally effectively. This includes tailored presentations, compelling case studies, and data-driven ROI analyses that they can use to persuade other stakeholders. Champions serve as a critical bridge, amplifying the sales message and facilitating a deeper engagement with the customer organization. They help navigate internal dynamics and objections, making the sales process more efficient and reducing the reliance on discounts as a persuasive tool.
Aligning Product to Customer’s Needs and Goals: The Keystone of Value
At the heart of the solution to discount-driven sales challenges lies the alignment of the product or service with the customer’s needs and goals. This alignment ensures that the offering is not just a generic solution but a strategic fit that addresses specific challenges and capitalizes on unique opportunities within the customer’s business. Achieving this alignment requires a consultative sales approach characterized by active listening, probing questions, and a collaborative exploration of the customer’s business environment.
This process involves understanding the current needs and anticipating future challenges and opportunities. The sales professional must adopt a strategic advisor role, leveraging insights and expertise to guide the customer toward solutions that meet immediate needs and support long-term objectives. This level of alignment fosters a partnership-based relationship, where the product or service’s value is inherently recognized, reducing the customer’s sensitivity to price and diminishing the need for discounts.
A Strategic Blueprint for Sustainable Sales Success
The challenges posed by discounting strategies to profitability are significant but manageable. The proper solution lies in a holistic approach that focuses on selling value, building champions, and ensuring a deep alignment between the product and the customer’s needs and goals. This strategy requires a shift from transactional sales tactics to a more consultative and value-driven sales methodology.
By effectively selling value, sales professionals can elevate the conversation beyond price, emphasizing the broader business impact and ROI of their offering. Building champions within customer organizations create powerful allies who can advocate for the product internally, leveraging their influence to support the sales process. Finally, ensuring that the product is closely aligned with the customer’s strategic needs and goals solidifies the foundation for a partnership-based relationship, where the inherent value of the solution diminishes the focus on price and negates the need for discounts.
This approach addresses the immediate challenge of maintaining profitability in the face of discount pressures and lays the groundwork for sustainable sales success. It fosters more profound and more meaningful customer relationships built on a foundation of trust, value, and strategic alignment. In doing so, it positions companies to achieve short-term sales targets and long-term business objectives, securing a competitive advantage in the complex landscape of B2B sales.
Actions That You Can Take Today
To address the challenge of discounts affecting profitability without altering COGS or SG&A costs, sales managers and CEOs can implement the following five actionable steps today to enhance their company’s profitability through strategic sales practices:
Reframe the Sales Conversation Around Value, Not Price: Train your sales team to pivot discussions with clients from price to the comprehensive value your product or service offers. This involves deepening their understanding of the client’s business needs and how your solutions can address these needs in a way that contributes positively to the client’s profitability and operational efficiency. Encourage your team to prepare case studies and ROI analyses that clearly articulate the long-term benefits and cost savings of choosing your product or service over cheaper alternatives.
Introduce a Value-based Commission Structure: Redesign the commission structure to reward sales personnel not just for gross revenue, but also for selling at or near list price, thereby preserving or enhancing profitability. This could include bonuses for deals closed without discounts or additional incentives for upselling value-adding features or services that improve customer outcomes without significantly increasing discount levels.
Establish Strict Discount Approval Processes: Implement a tiered approval process for discounts requiring higher management levels to sign off on larger discounts. This process should include a profitability analysis to ensure that any discounts granted do not erode the net profit margin below an acceptable threshold. Making the discounting process more rigorous will encourage sales teams to seek alternative strategies to close deals.
Cultivate and Empower Internal Champions: Develop a program to identify and nurture champions within your prospects—key individuals who understand and believe in the value of your solutions. Provide these champions with the tools and information they need to advocate effectively on your behalf, turning them into an extension of your sales team. This might include exclusive insights into product development, customized value assessments, or early access to new features or services.
Align Sales Goals with Strategic Business Objectives: Ensure that your sales team’s objectives align with the company’s broader strategic goals, particularly profitability. This might involve setting specific targets for selling certain products or services with higher profit margins or developing bundled offerings that meet customer needs more comprehensively while improving profitability. Regularly review these goals and the strategies employed to achieve them, adjusting as necessary to keep your sales efforts focused on enhancing the bottom line.
By implementing these strategies, sales managers and CEOs can drive their teams towards practices that maintain and potentially increase profitability, even when discounts are off the table. These action items foster a culture of value selling, strategic negotiation, and customer-centric solutions, ultimately contributing to sustainable growth and profitability.
Welcome to “Driving New Sales: Transforming Small Businesses into Sales Powerhouses,” the essential podcast for B2B sales professionals, managers, and CEOs of companies aiming for revenue growth. In today’s episode, we’re diving into the core of any thriving sales organization: the Sales Process Flowchart. Guided by Sean O’Shaughnessey, a veteran in sales strategy, we’ll explore how to craft and refine your sales process for peak efficiency and effectiveness.
Our esteemed sponsor, Kevin Lawson of Lighthouse Sales Advisors and Sales Xceleration, is our sponsor for this episode. Kevin offers unparalleled sales leadership solutions for small businesses, focusing on navigating sales growth challenges and scaling up operations through his extensive experience. Kevin’s fractional consultancy is the answer for those looking for expert guidance in sales team development without the commitment of a full-time executive.
Blueprint of Success: Discover the importance of having a well-defined Sales Process Flowchart as your guide through the sales journey.
Stages of the Sales Process: Sean breaks down each stage of the sales process, from prospecting to nurturing long-term relationships.
Customizing Your Sales Approach: Learn the significance of tailoring your sales process to fit your unique business model and industry requirements.
Visualizing the Sales Funnel: An exploration of how visualizing your sales funnel can identify potential leaks and optimize the sales journey.
Leveraging Technology: Insight into how automation tools and CRM systems can enhance your sales process and free up your team to focus on selling.
The Dynamic Nature of Sales Processes: Emphasizing the importance of continuous feedback and adaptation to keep your sales process relevant and effective.
Key Quotes
“Success doesn’t come from random acts of effort. It requires a blueprint, a master plan that orchestrates every step of the sales journey.”
“Imagine your Sales Process Flowchart as the architectural plan for a skyscraper. Without it, you’re merely stacking bricks without knowing how high they should go.”
“Technology is the wind beneath our sales team’s wings, freeing them up to do what they do best—sell.”
Additional Resources
Sales Management Association Study: Highlights the performance impact of using a formal sales process.
Harvard Business Review Study: Shows a significant revenue increase for businesses with a standardized sales process.
Action Items You Can Do Today
Develop a Visual Sales Process Flowchart: Start with a simple outline and refine it to suit your team’s needs.
Solicit Feedback from Your Sales Team: Use their frontline insights to improve your sales process.
Customize Your Approach: Ensure your sales stages align with your business model for increased efficiency.
Invest in Training and Technology: Equip your team with the necessary knowledge and tools to excel.
Embrace Continuous Improvement: Regularly update your sales process based on feedback and changing market conditions.
Today’s episode with Sean O’Shaughnessey has armed you with the knowledge to construct a Sales Process Flowchart that is the backbone of a successful sales strategy. Implementing the discussed actionable strategies will refine your sales process, making it a powerful engine for business growth. Stay tuned for more insightful episodes to further empower your journey to becoming a sales powerhouse.
Contact Information
Sean O’Shaughnessey: Email – Sean@NewSales.Expert
For more expert advice on transforming your sales strategies, don’t forget to subscribe to “Driving New Sales: Transforming Small Businesses into Sales Powerhouses.” Join us next time for another deep dive into the strategies that can elevate your sales game. Until then, keep selling smart and forging meaningful connections with your customers.
In this enlightening episode of “Two Tall Guys Talking Sales,” hosts Kevin Lawson and Sean O’Shaughnessey delve into the perennial challenges sales professionals face: the need for more leads and adding value to existing leads. They share their expert insights on building robust sales pipelines, identifying ideal customer profiles, and effective strategies for increasing sales efficiency. Whether you’re a CEO, sales manager, or a salesperson, this episode offers valuable guidance to enhance your sales performance.
Key Topics Discussed
Building a More Robust Pipeline: Strategies to improve pipeline quality for sustained income generation.
Ideal Customer Profiling: Understanding the difference between short-term accessible prospects and long-term ideal customers.
Resource Management: Tackling the universal challenge of limited resources in sales organizations.
Prospecting Techniques: The importance of referrals, networking, and leveraging platforms like LinkedIn.
Prioritizing Sales Efforts: Focusing on the probability of closing deals rather than just deal size or closing dates.
Consistency in Sales Activities: How regular, focused efforts in different stages of sales lead to better results.
Key Quotes
Kevin Lawson:
“We actually encourage them to manage their deals and their communication priorities by the probability of closing… When all these things come together, it’s insane how fast your pipeline will grow and how fast deals will close.”
Sean O’Shaughnessey:
“You have to be stingy. You have to choose where to invest appropriately, and you have to constantly invest… Every quarter, every month, every week, every day, you need to set aside time that you are investing in your business.”
Summary
This episode of “Two Tall Guys Talking Sales” is a goldmine for anyone looking to enhance their sales process. Kevin and Sean offer a deep dive into the nuances of building a strong sales pipeline, effectively utilizing resources, and the art of prioritizing prospects. Their conversation is not just theoretical; it’s filled with practical, actionable advice that can be implemented immediately. This episode is a must-listen if you’re seeking to transform your sales approach, be it as a CEO, a sales manager, or a frontline salesperson. Tune in to discover how you can revolutionize your sales strategy and achieve remarkable results.
As we embark on this new year, it’s time to reevaluate and refine our sales strategies. My mission is to empower salespeople, sales managers, and CEOs of small companies to achieve remarkable growth this New Year. One crucial aspect that often goes overlooked is the efficiency of your sales process.
A Customer Relationship Management (CRM) system is more than a digital Rolodex; it’s a strategic tool that, when used effectively, can transform your sales process. Ensure that your CRM reflects and aids your sales process. If it doesn’t, you face a gap in your strategy and tools that needs immediate attention.
Take the time to map out your current sales process within your CRM. This exercise isn’t just about documentation; it’s about identifying bottlenecks and inefficiencies. Once you spot these, you can start making targeted improvements.
You may not solve all the problems overnight, but identifying and addressing even one bottleneck can significantly enhance productivity. A small change, like streamlining a step in your process or improving communication flow, can have a compound effect throughout the year.
Remember, you don’t have to do this alone. Your sales team, operations staff, and even your customers can provide invaluable insights into what’s working and what’s not. Collaborate with them to find ways to make your sales process smoother and more customer-friendly.
Your goal should be to make dealing with your company as seamless as possible for your clients. Imagine a scenario where your customers view working with you as the easiest part of their day. This level of customer experience can set you apart in a competitive market.
As we move forward in the New Year, I challenge you to enhance your sales process proactively. A well-optimized sales process increases your team’s productivity and elevates the customer experience.
Make this year count by refining your approach to sales. Good luck, and here’s to a year of effective selling and remarkable growth!
For more insights into this process, watch my video below.
As the new year unfolds, the urgency to hit the ground running in sales is paramount. My mission is to guide you toward a robust sales strategy. The cornerstone of this strategy? Mastering your Customer Relationship Management (CRM) system.
The Critical Role of CRM in Sales Success
A CRM is more than just a tool; it’s the lifeline of your sales process. If you’re still on the fence about using a CRM or struggling with your existing system, it’s time for a change. A well-implemented CRM can revolutionize how you track, interact with, and close deals with your clients.
Practical CRM Usage: Beyond the Basics
Are you just logging in and updating records, or are you actively utilizing your CRM to set daily goals and time blocks? A proactive approach to your CRM involves strategic planning and analysis. Use it to identify trends, focus on high-potential clients, and set specific targets for customer interactions.
If your organization hasn’t adopted a CRM yet, don’t wait. Modern CRMs are affordable, with some even free, offering a significant return on investment. As a sales professional, taking charge of your client management through a personal CRM can set you apart and drive your success.
Understanding the full capabilities of a CRM takes time. For more detailed advice and strategies, reach out to me directly. I offer a wealth of resources on effective CRM utilization on my website and LinkedIn, tailored to enhance your sales performance.
Remember, a CRM isn’t just about managing contacts; it’s about maximizing your sales efficiency and effectiveness. Make this year the year you harness the full power of your CRM, and watch as your sales figures soar.
Happy selling, and here’s to a successful and prosperous year ahead!
Please check out my short video below for more helpful guidance on the importance of your CRM in growing sales.
Welcome to the latest episode of “Driving New Sales: Transforming Small Businesses into Sales Powerhouses,” where we dive into the critical aspects of B2B sales. Today, Sean O’Shaughnessey, a seasoned consultant in sales organization enhancement, sheds light on the importance of staying updated with client news and updates. This episode is proudly sponsored by “Two Tall Guys Talking Sales,” a podcast by Sean O’Shaughnessey and Kevin Lawson focusing on boosting sales management and methodologies.
Key Topics Discussed
The Power of Staying Attuned to Client’s Business World: Sean discusses the significance of being proactive and informed about clients’ activities and how this approach transforms sales teams into strategic forces in B2B sales.
Practical Tools and Strategies for Monitoring Client Updates: Explore the utility of Google Alerts and the role of social media in gaining insights into clients’ strategic moves.
Interpreting Client News as Opportunities: Understanding how to read between the lines of client announcements and news for potential sales opportunities.
Context and Timing in Sales Outreach: The importance of timing your sales outreach to align with clients’ immediate needs or strategic goals.
Leveraging Analytics and CRM for Comprehensive Understanding: How to use analytics and CRM software to analyze client data and market trends for a more informed sales strategy.
Aligning Monitoring Efforts with Sales Objectives: Ensuring all gathered information is strategically used to drive sales goals.
Key Quotes
“Staying informed about your clients’ activities is not just advantageous; it’s essential.”
“Google Alerts is a straightforward yet powerful tool… It’s about maximizing efficiency and staying one step ahead.”
“Data and tools are only as effective as the strategy behind them.”
Set Up Advanced Google Alerts: Tailor your alerts with specific queries for each client to filter the most relevant information.
Actively Engage on Social Media: Monitor and engage with your clients’ social media activities to build relationships and gather insights.
Analyze Client Structural Changes: Stay informed about your clients’ mergers, expansions, or layoffs and adapt your sales strategies accordingly.
Conduct In-Depth Report Analysis: Regularly review clients’ quarterly and annual reports to tailor your sales approach effectively.
Perfect Your Outreach Timing: Use your insights to determine the best timing for your sales approach, making it as impactful as possible.
Conclusion
In today’s episode, Sean O’Shaughnessey has provided invaluable insights into how monitoring client news and updates can revolutionize your sales strategy. Remember, successful sales are not just about the transaction; they are about offering timely, relevant solutions that align with the client’s current state and needs. Stay tuned for more episodes to continue transforming your business into a sales powerhouse.
Kevin and Sean together have about 60 years of experience in professional selling. This podcast helps people in sales, sales leadership, and business leadership or company owners realize the maximum value of their company by improving their revenue generation capability. This podcast is designed to help those people enhance their companies’ sales management practices, methodologies, processes, teams, and messaging.
Sean O’Shaughnessey and Kevin Lawson are Fractional Vice Presidents of Sales. They operate their own companies separately but have partnered for this podcast to advise salespeople and SMB companies on successful strategies and methodologies.
Kevin is the CEO of Lighthouse Sales Advisors. Lighthouse Sales Advisors is a sales leadership solution provider for small businesses. Lighthouse helps business owners navigate the potential pitfalls around sales growth, sales turnaround, or scaling up by leveraging sales acumen and decades of experience to build effective sales teams. https://www.lighthousesalesadvisors.com/
Sean is the CEO of New Sales Expert. He helps company owners realize the maximum value of their company by improving their revenue generation capability. He helps owners enhance their sales management, methodologies, processes, teams, and messaging.
Discover how to stay ahead in the competitive world of B2B sales with Sean O’Shaughnessey’s expert insights. This episode of “Driving New Sales” is an essential listen for any sales professional, manager, or small business CEO looking to elevate their sales strategy and stay attuned to their clients’ evolving business world. Tune in now for strategies that will transform your approach to sales!
Welcome to another insightful episode of “Two Tall Guys Talking Sales,” where hosts Kevin Lawson and Sean O’Shaughnessey delve into the critical aspects of sales, especially as the year winds down. This episode is a must-listen for sales professionals looking to close their year on a high note. Kevin and Sean share their seasoned perspectives on prioritizing deals, managing customer relationships, and the art of effectively closing sales without succumbing to the pressure of year-end discounts.
Key Topics Discussed
The Importance of Prioritizing Deals: Understanding how to focus on deals with the highest probability of closing.
Effective Sales Strategies for Year-End: Tactics to avoid unnecessary discounts and focus on profitable deals.
Building and Maintaining Customer Trust: Strategies for nurturing trust and client relationships.
Time Management in Sales: Maximizing efficiency and effectiveness in the final sales push of the year.
Navigating Internal Processes and Decision-Makers: Tips for understanding and working within a client’s internal purchasing processes.
Post-December 15th Strategies: How to engage with clients after the critical sales period.
Key Quotes
Kevin Lawson: “Focusing on the right things is never a wrong thing. This is a time management moment. Don’t get caught up in the hype of what’s my biggest deal. Get caught up in the hype of what relationships have I secured.”
Sean O’Shaughnessey: “You need to focus on getting deals done that are profitable for the company. Don’t focus on what if I gave him a 22 percent discount that was only good for the next three days? Those are bad deals for the profitability of your company.”
Summary Paragraph
This episode of “Two Tall Guys Talking Sales” is a treasure trove of wisdom for sales professionals. Kevin and Sean, with their extensive experience, offer invaluable advice on prioritizing deals, building trust, and closing the year strongly without falling into the discount trap. Their conversation is not just about strategies but also about the mindset required to succeed in sales. This episode is your go-to resource if you want to refine your sales approach, especially as the year ends. Tune in to gain insights that could transform your sales journey!
Let’s start by grounding ourselves in the foundational premise: Sales benchmarks are not merely numerical goals but the defining coordinates of success. If you will, consider them as your organization’s North Star, guiding your sales team through the complexities of quotas, customer relationships, and revenue targets. Benchmarks transcend the limitations of raw numbers and extend into the realm of qualitative assessment—whether it’s the ability to understand customer needs or to align solutions accordingly.
To further clarify, think of benchmarks as akin to a financial portfolio’s balance of risk and return. They offer a comprehensive view of performance, much like a diversified portfolio that offers an integrated financial health assessment. Each component—be it customer retention rates, average deal sizes, or response times—contributes to this multifaceted view. Benchmarks thereby act as a composite score that tells you where you are, where you should be, and, most importantly, how to get there.
The Nuances of Crafting Benchmarks: It’s About Alignment
Creating effective benchmarks requires alignment with broader organizational goals, current market realities, and the sales team’s inherent capabilities. Striking this balance is akin to setting the interest rate in an economy. Set it too high, and you risk stalling growth; set it too low and invite complacency.
Thus, the process of setting benchmarks demands an understanding of averages and outliers. If a high percentage of your sales team consistently meets the benchmarks, they may not be challenging enough. Conversely, if only a small fraction achieves them, it could demoralize the rest and raise questions about the benchmarks’ attainability. The idea is to challenge your team just enough to stretch their capabilities while ensuring the goals are rooted in reality.
Diagnosing and Addressing Underperformance: A Structured Approach
The objective of performance benchmarks isn’t to point fingers at underperformers but to provide a structured mechanism for evaluation and growth. Having established benchmarks, the onus shifts from mere identification to a deep-rooted understanding of ‘why’ the underperformance occurred.
Is it a lack of training? Is it a mismatch between talents and tasks? Or perhaps it’s a more systemic issue related to product-market fit? Each diagnosis demands its unique course of action, requiring leaders to blend empathy with decisiveness. As you identify these pain points, you’re not merely putting a spotlight on them; you’re transforming them into actionable insights. Provide the necessary tools, training, or environmental changes, and monitor the impact on performance against the set benchmarks. In this way, underperformance becomes not a point of failure but an opportunity for both personal and organizational growth.
Benchmarks: Your Compass in the World of Sales
To CEOs, Sales Managers, and leaders in the trenches, understand that performance benchmarks are not just numbers on a performance review sheet but the milestones on your roadmap to success. They offer a dynamic, multi-dimensional gauge by which to measure, evaluate, and, most crucially, enhance performance.
Just as a ship’s captain would be rudderless without a compass, your sales team would navigate in the dark without well-defined benchmarks. These are not mere numbers but signposts in your journey toward sales excellence. They offer a vision of what could be and a measurement of what is. Establishing and adhering to these benchmarks provides direction, clarity, and a lens through which to transform challenges into growth opportunities.
In architecture, the blueprint guides turn an imagined design into a tangible, functional building. Similarly, a Sales Process Flowchart is the foundational structure upon which sales organizations can build scalable, consistent, and successful strategies. The importance of this tool lies in its ability to crystallize the sales process into a series of actionable steps, thereby providing a roadmap to success. The goal is to achieve consistency, predictability, and scalability, key tenets that enable sales organizations to meet and surpass their revenue targets.
Navigating the Symphony of Sales
Imagine a scenario where each musician in an orchestra independently chooses the tune, pitch, or timing, neglecting the conductor’s directions. The result would undoubtedly be a chaotic cacophony rather than a mellifluous melody. The outcome is no different in a sales organization devoid of structured processes. There would be discord, confusion, and, ultimately, a waste of valuable resources, tarnishing the reputation of the organization. It’s crucial to set the stage with a meticulously designed Sales Process Flowchart, which acts as the conductor, harmonizing the orchestra of sales activities to create a seamless and pleasant experience for both the sales team and the clients.
More Than Just a Visual Representation
One might argue that a flowchart is simply a visual representation—useful but not essential. However, this understates its pivotal role in an organization. A Sales Process Flowchart serves as a multi-faceted instrument, similar to a map charting the course of a river from its source to the ocean. By meticulously documenting each bend, stream, and tributary, one gains understanding and control over its flow. Such a flowchart aids in:
Standardization: By laying out a common framework, the flowchart minimizes ambiguities, ensuring that all team members are aligned in their objectives and strategies.
Efficiency: When every stage and step is defined, sales representatives can navigate the selling process faster and with more agility, thereby accelerating the sales cycle.
Training and Onboarding: For newcomers to the team, the flowchart acts as a quick reference guide, enabling a quicker path to becoming a productive member of the sales force.
Crafting the Masterpiece: Methodological Precision
The development of a Sales Process Flowchart is neither arbitrary nor superficial; it is a blend of art and science. The task begins with identifying key stages in your sales process, such as lead generation, qualification, and closing deals. Each stage must be broken down into actionable components like a skilled craftsman chiseling away at a block of marble to reveal the sculpture within.
Next, these stages are sequenced in a way that makes logical sense. While the sales process can sometimes be iterative, a primary, repeatable pathway is essential for the sake of uniformity. Feedback mechanisms are integrated at crucial junctures to glean insights for continuous improvement. Remember, the flowchart isn’t a static document; it’s a dynamic blueprint that should evolve with market trends, customer preferences, and organizational changes.
The Endgame: Achieving Clarity and Consistency
The ultimate goal of implementing a Sales Process Flowchart is achieving clarity and ensuring consistency. In an age where most buying experiences are shaped by how customers feel they are being treated, consistency is not merely a bonus—it’s a requirement. The flowchart levels the playing field, ensuring that each customer experiences the same quality of service, irrespective of the sales representative they interact with.
Additionally, for the sales team, the benefit is immense. When the fog of ambiguity is lifted, sales professionals can execute their tasks with a well-defined sense of direction, equipped with measurable benchmarks and a clear vision.
Key Takeaways
For sales leaders aiming to elevate their teams to new heights, neglecting the role of a Sales Process Flowchart is not an option. This tool is instrumental in transforming sales strategies into actionable steps, thereby setting the stage for success. Ask yourself, does your organization have a Sales Process Flowchart? If not, it’s time to draw the blueprint for a harmonious, efficient, and wildly successful sales symphony.
