63% of salespeople I’ve worked with in both complex sales and more direct sales can’t define their sales process.
Can you imagine how you would feel if you asked a surgeon why an elderly relative died during surgery and their response was “I’m not sure, I think his heart stopped?” She would not inspire confidence to say the least.
Well, just like the surgeon, there are many salespeople in this same situation when asked why they did or didn’t make a sale. The response to success is often “I gave them a bigger discount.” The reason may or may not be true. In the latter, I often feel frustrated and hear excuses like “They always buy from…” or possible smears like “The competitor gives them a fake payment.” These are unacceptable reasons and reflect poorly on the seller’s lack of sales competency and sales management leadership.
The surgeon, like the salesperson, must be able to identify the actual reason a particular result occurred by reviewing their process and specifically identifying when the change occurred. With time and skill, evasive measures can be taken to avoid the wrong outcome.
The sales process is a structured approach that incorporates a set of core skills that, when applied in a logical sequence, result in a sale. Help in effective prospecting, qualification, product/service presentation, overcoming objections, closing, and follow-up. This can save time and provide value to the customer. If the sales outcome is not achieved, the sales process can be used to objectively identify why and when the sales opportunity was lost. In complex sales, a different structure is used because the buy/sell cycle can take many months, and in some cases years, involving multiple customer stakeholders.
Sales pipeline management in complex sales is often done poorly. Research from Vantage Point Performance and the US Sales Management Association revealed that 44% of executives believe their organization is ineffective at managing its sales pipeline. The result is lower sales revenue. There can be an 18% difference in revenue growth between companies that have defined a formal sales process and companies that have not.
So what is to be done?
Formalization
A well-designed sales process is one that fits your sales environment, is understood by salespeople, and is easily applied. You must have defined stages in line with the purchase process of your customers. Don’t settle for an off the shelf product. They rarely provide the results you are looking for.
Develop the sales skills of the sales manager.
A sales manager can have an incredible impact on a salesperson’s success and career. If they can demonstrate how to apply the sales process and associated sales skills that result in a confirmed sale or how the sales cycle was shortened in the sales process, the closer will believe what they have witnessed and want to copy the behavior.
Implementing an effective sales process can make a positive impact and better connect with customers, help you stay current, and project a professional image.
