Successful implementation of a common sales process within a sales-driven organisation, although requiring work, provides advantages. Those businesses that have a specific sales system benefit significantly at several levels.
The benefits of using a proven process or system, whether it is an electrical, mechanical or sales system are clear. We know that a proven system works and that the results are repeatable! A proven system is also reliable and can be counted on. Other benefits are that in the event of a breakdown in the process we can isolate that part of the system that was responsible and ‘fix it' to ensure that the glitch does not reoccur.
The sales person has a proven process to follow that will quickly uncover whether the prospect is truly qualified or not, thereby optimising their time and effectiveness. The salesperson is then easily able to identify to management how the sale is ‘really' progressing to justify the use of potentially costly resources. The use of a system also allows for a common sales ‘language' and effective debriefing of the sales call.
Implementing a sales system requires the following steps:
Step 1: 100% Management buy-in
No selling system will succeed unless your front-line managers are 100% committed to and able to support and reinforce its implementation. If you are going to invest your company's time and money in a sales system it must also fit your company's culture (or the culture you'd like to create).
When you decide that you will no longer allow mediocre standards, you send a signal that your company aspires to being the best at what you do. The selling system is going to reflect that you have set new standards for performance. You'll quickly find out who buys into the philosophy. Some may not, but that's another issue.
The key to a successful sales force transformation is a conceptual shift on the part of first level managers from reactive - "what are you going to do to close this quarter?" to proactive - coaching all phases of the process, debriefing sales calls, strategising deals and making sound bid/no bid decisions.
Step 2: Sales buy-in
Most sales training fails because it's the corporate flavour of the month. Many business training programs consist of "read this book", or attend this two-day training session. There are two absolute facts about this. First, there is generally nothing wrong with the material and the information from these sources. Fact two is nobody learns, retains and uses information this way. If we did, we would all have our MBAs in three months.
Look at professional training in various fields. A welder or electrician spends a minimum of a year learning their craft. Pilots must log hundreds of hours in the air before they get their license and doctors study for a minimum of five to six years before they are allowed to serve their hospital ‘apprenticeship'. By and large, we give sales people a briefcase and say "go out and sell something". It's an insult to the profession of sales and to our clients, but it is also not going to help you or your salespeople hit their targets.
Step 3: Support and reinforcement
Even the best selling system, delivered by the most entertaining and persuasive trainer, will be a distant memory within a few weeks if the training is not ongoing. It's fine that your sales people know what to do - but to do it under pressure, in buyer/seller situations, requires that reps graduate from knowledge to mastery. Having achieved initial buy-in at all levels, it's important that they have the availability to continue the learning and support process. Selling is a high rejection business. It takes continued training and coaching in techniques, reinforcement of productive attitudes and continued encouragement of effective behaviour to achieve both personal and professional goals.