Nothing happens until someone sells something: how to improve the process

You may be familiar with Arthur “Red” Motley’s quote, “Nothing happens until someone sells something!”

Regardless of the extent to which Motley’s perspective may or may not be true, managing the sales process effectively and maintaining a path of constant revenue growth are everyday goals within organizations of all types and sizes. And while many external factors, such as variation in the economy or increased competition, can have a significant impact on results, the sales process, like all processes, can and should be continually studied and improved.

Interestingly, when we delve into that topic with organizational leaders, we frequently find that they have not defined a “sales process” that focuses on work. Instead, they refer to their CRM categories as the sales process.

We understand and appreciate the value of CRM systems and forecasting, but this type of measurement is not focused on work. So it is not surprising that a common challenge faced by so many organizations is how to increase revenue.

If sales growth is a problem for your organization, here are some strategies you might consider from a previous newsletter:

Looking outside to prove or confirm what customers consider most important. Start by testing your understanding of what really matters to your customers and your competitors’ customers.

Every customer contact is an opportunity to extract information that can help you grow your business. Ask customers what they like about your services or products. Ask them what they would like to see changed (besides the price) that would make them happier. Know their related needs, new needs and concerns, and remember that, in many cases, clients are not fully aware of their needs; So while you’re at it, investigate unrecognized needs as well.

Ask your customers what is most important to them and how they think it compares. Ask broader questions to better understand the challenges they face that go beyond the use of your product or service. With insights into what customers value, you can innovate solutions that leverage your capabilities to exceed your customers’ expectations.

It must also have a repository for the information and a method and discipline to capture the information for analysis and action.

Consider exploring three other sources of valuable information about your customers and the market you serve:

1. Observation: Organize a method to see your customers use your product or service. You can learn a lot just by watching!

2. Analyze lost sales data and use the information to launch improvement initiatives

3. Internet Searches – See what people in your market are looking for and interested in. As the saying goes, “Find the need and place it!”

Look inward for opportunities to define and improve the sales process. – I mean, study the job!

What processes do you use to generate sales?

How well are these processes working?

How do you know?

You can study and improve your lead generation process in the same way that you can improve any other process, collecting facts and data about how the process is currently working, identifying waste in the process, addressing underlying causes, and measuring and standardizing results. of the improvements. What process do you use to acquire new accounts? What process do you use to increase sales with existing accounts? Here are several different processes companies use to generate sales and how you can study and improve them:

• Sales calls: are they well planned and executed? Messenger service? Results?

• Promotions: are they effective? Net earnings?

• Distribution channels: are they effective? Are there additional channels to evaluate?

• Price: is it too high? Is it too low? As we know?

We hope to keep an innovative edge. Sooner or later, all products or services become “merchandise.”

Simply put, you have to offer something significantly unique and that means you have to innovate.

Here are three directions you could explore to innovate and expand your business:

1. Tailor your current offering to rejuvenate existing customer relationships. What new feature or service would make relationships young again? New features, functionality, packaging, or performance?

2. Market underutilized capabilities. What capabilities do your providers have or are under-utilized?

3. Tailor your current capabilities and offerings to emerging markets and needs. Where is the market going? What technological changes will influence future needs? What geographic openings will grow in the next decade? If you had to imagine the future, what would you see?