High performing sales teams have a specific and consistent way in which they sell. This Way of Sales is unique to their environment and based on organizational goals and a combination of internal and external best practices. We use the Way of Sales as a blueprint to assess and improve our clients’ sales effectiveness, whether they need a tweak or an overall transformation.
The result is a practical, custom Way of Sales approach that produces measurable, sustained improvements in sales effectiveness.
Implementing an effective Way of Sales requires analysis and action across four specific areas. First, define who you are selling to (customers), what you are selling (solutions), and how you are selling (structure). Second, establish processes, tools, and technology to support that sales strategy. Third, enable your sales team(s) to execute. Finally, enable your sales managers to manage and lead high performing teams. Mouse over each quadrant at left to learn more about the core components required to build your Way of Sales.
In the U.S. over the past couple years, there have been more than $700B in M&A transactions. As a result, many of our clients find themselves with misaligned or disparate sales teams that undermine each other’s performance. We help clients define a tailored vision, strategy, and organizational structure that aligns sales capacity and coverage against highest priority customers and markets.
Effective strategy and structure must be supported by a customer-aligned sales process and enabling tools and technologies. You don’t have time to waste implementing “flavor of the month” processes and methodologies that don’t deliver results. We help clients establish practical, consistent processes based on real-world field conditions. The sales process then forms the foundation for implementing tools and technologies that salespeople actually want to use, and that enable them to higher levels of performance.
As much as the Internet and technology have reshaped sales and the balance of power (based on information) between buyers and sellers, many solution-based and complex sales still require a personal connection. Even the best sales strategy, process, and tools are useless if your sales teams do not have the appropriate level of knowledge and skills. Start by identifying gaps in seller skills and capabilities against your strategy and process, then design highly relevant, engaging, hands-on training that fills those gaps for both new and experienced sellers.
Sales Managers are at the heart of every high performing sales team. Sales managers have a multiplier effect in that they influence their direct reports, perhaps 8 to 10 sellers, and potentially more depending on the sales model. Successful sales managers follow a defined cadence to run the business of sales (e.g., pipelines, forecasts) and have the ability to model, coach, and reinforce the sales process with their team.
Answer 20 questions in our quick Sales Force Transformation Diagnostic Tool to determine whether your sales force needs a tweak or a transformation and to find where your biggest improvement opportunities lie.