How to Map a Sales Process That Creates

How to Map a Sales Process That Creates Value for Customers! July 2003 © Copyright Sales Performance Consultants, Inc.

Introductions Client xxx Sales Performance Consultants, Inc. xxx 2003 © Copyright Sales Performance Consultants, Inc. 2

Agenda Introductions Objectives Ensure Team Knows The Process Approach Situation Analysis Step 1: Identify And Group Activities Step 2: Create A Basic Process Map Step 3: Refine the Process Map Step 4: Integrate the Process Step 5: Implement the Process 2003 © Copyright Sales Performance Consultants, Inc. 3

Your Objectives for Process Mapping • • • 2003 © Copyright Sales Performance Consultants, Inc. 4

Typical Objectives for Process Mapping • • • Find, gain, and keep more of the right kind of customers Reduce the cost of finding, gaining and keeping customers Enhance our understanding of the customer Improve customer satisfaction Improve marketing, sales, and customer service coordination Prepare for a CRM (sales automation) initiative Improve planning and management effectiveness Establish a continuous improvement program (such as Six Sigma) Meet ISO, Malcom Baldridge, or similar requirements 2003 © Copyright Sales Performance Consultants, Inc. 5

What is a Process? Systematic identification How work is done Common understanding Measurement Diagramed via a flow chart 2003 © Copyright Sales Performance Consultants, Inc. 6

What is a Process? Systematic identification How work is done Common understanding Measurement Diagramed via a flow chart How value is added 2003 © Copyright Sales Performance Consultants, Inc. 7

The Process Approach Business Process Input • People/suppliers • Environment/market • Information • Methods • Machines • Materials Process Output (Value Add) Set of activities • which add value • to one or more inputs • and produce an output for a customer (internal or external ) End result • Finished product/ service • Satisfied customer • Understanding 2003 © Copyright Sales Performance Consultants, Inc. 8

SIPOC Suppliers Inputs Process Outputs Customers • • • • • • • 2003 © Copyright Sales Performance Consultants, Inc. 9

Situation Analysis • What is working in business development? • What is not working in business development? • What are the key reasons for deals/opportunities failing to progress/close? • Which things might we be able to affect with our process mapping effort? 2003 © Copyright Sales Performance Consultants, Inc. 10

What is Working in Business Development? • • • 2003 © Copyright Sales Performance Consultants, Inc. 11

What is NOT working in business development? • • • 2003 © Copyright Sales Performance Consultants, Inc. 12

What are the key reasons for deals/opportunities failing to progress/close? 2003 © Copyright Sales Performance Consultants, Inc. 13

Which things might we be able to affect with our process mapping effort? 2003 © Copyright Sales Performance Consultants, Inc. 14

Process Mapping Step I 2003 © Copyright Sales Performance Consultants, Inc. 15

What Process are We Going to Map, Exactly? First step: • Last step: • What is the purpose of the process? (What Value is created by the process we are going to map? ) • 2003 © Copyright Sales Performance Consultants, Inc. 16

Exercise: Brainstorm Process Activities Break into two teams Write down on Post-it™ notes the kinds of activities that enable you to create the value in this process. When finished, sort the activities into affinity groups. Name each affinity group, and describe the activities you came up with underneath each. Select a spokesperson, and have them present the results to the group. 2003 © Copyright Sales Performance Consultants, Inc. 17

Affinity Groupings _________ • • ____ • 2003 © Copyright Sales Performance Consultants, Inc. ____ • 18

Process Mapping Part II 2003 © Copyright Sales Performance Consultants, Inc. 19

What value does your company create? 2003 © Copyright Sales Performance Consultants, Inc. 20

What Value Does Your Company Create for Customers/Clients? • • • 2003 © Copyright Sales Performance Consultants, Inc. 21

Who do you create value for? Coach Gatekeeper Sr. Level Mgmt Senior-Level Mgmt ( xxx ) xxx Mid-Level Mgmt xxx ) xxx Coach Gatekeeper Coach 2003 © Copyright Sales Performance Consultants, Inc. Gatekeeper 22

Identify the Customer’s View What is the most important thing in (business) life to them? What are their biggest issues and challenges? How well did they operate (and what problems did they have) before they ever heard of your services or your company? How did they learn they might need something like what you offer? How did they first learn of your company? What process did they go through before they decided to buy a service like what you offer? What process did they go through before they decided to buy from you? How difficult was it to make the transition to your product/service? Who benefited the most from the transition? Who benefited the least? How has the relationship been since they decided to do business with you? What value have they received by working with your company? If there was one thing they could change about the buying cycle above, what would it be? 2003 © Copyright Sales Performance Consultants, Inc. 23

Affinity Groupings: What Value is Created for the Customer? 1) Break into two teams 2) Compare: • The affinity groups you previously created. • The customer’s experience you just described. 3) Determine what value is created for the customer by the activities in each of the affinity groups, and write a short sentence describing each. 4) If there is not a value for the customer, consider how the activities might be re-organized to create one. 5) Select a spokesperson and have them present the results to the group. 2003 © Copyright Sales Performance Consultants, Inc. 24

Value Created for the Customer template ________ xxx 2003 © Copyright Sales Performance Consultants, Inc. ____ xxx 25

Draft Process Map ________ ____ xxx xxx xxx xxx xxx 2003 © Copyright Sales Performance Consultants, Inc. xxx xxx 26

Draft Process Map Marketing Qualifying Selling Information System Planning Objectives Market/Comp Analysis Qualification Assess Leads Account Planning Opportunities Prepare Proposal Vertical/Product Focus Research Present Proposal Collateral Gain Access Ask for the Order Publicity/ Promotions Relationship Presentation 2003 © Copyright Sales Performance Consultants, Inc. Orders 27

Draft Process Map Marketing Qualifying Selling Information System Planning Objectives Metrics Market/Comp Analysis Qualification Assess Leads Account Planning Opportunities Prepare Proposal Vertical/Product Focus Research Present Proposal Collateral Gain Access Ask for the Order Publicity/ Promotions Relationship Presentation Leads Derivatives • Cycle Time • Cost of Sales Accounts Assessed Source Measurements Relationship Presentations Proposal presentations Orders 2003 © Copyright Sales Performance Consultants, Inc. Orders Bottleneck 28

Process Breakdown Structure Performance Support Tools Qualifying Target Account Selection Criteria Assessment Account Plan Research/ Value Analysis Gain Access Account Plan Template/IMPAX software RM Worksheet/IMPAX software RM Thank you letter Access Letter Verification Proposal Preparation Presentation Development Guide/IMPAX software Presentation confirmation letter Presentation follow up letter Sales Process Skills and Competencies Assessing the Account/Opportunity Qualifying the Account/Opportunity Gathering and Utilizing Data Developing/Executing an Account/Opportunity Plan Gaining the right level of Account Business Knowledge Conducting an Effective Research Meeting/Sales Call - Preparing, Questioning/Probing, Listening - Documenting Account Information, Following up Identifying Decision-Makers Developing Coaches/A Coach Network Identifying Product Fits Identifying Business Fits Communicating Internally Understanding Sources of Influence Dealing Effectively With Gatekeepers - Avoiding a Block Dealing Effectively With Gatekeepers - Overcoming a Block Gaining Access to Decision-Makers - Via a Coach, Yourself, Letter Meeting with Decision-Makers Conducting a Business Presentation with Decision. Makers - Drafting a Presentation - Reviewing With a Coach - Rehearsing a Presentation - Delivering a Presentation Conducting a Follow-up/Closing Presentation Negotiating - Understanding Leverage Leveraging Relationships/Knowledge Closing - on Action Steps and Opportunities 2003 © Copyright Sales Performance Consultants, Inc. 29

Integration and change management What are the primary differences between the map we created and reality today? What needs to happen before the new process can work? Which of the necessary changes will be easy? Which of the necessary changes will be hard? What plans can we put in place to maximize the chances of creating improvement through this effort? 2003 © Copyright Sales Performance Consultants, Inc. 30

What needs to happen before the new process can work? 2003 © Copyright Sales Performance Consultants, Inc. 31

Which of the necessary changes will be easy? 2003 © Copyright Sales Performance Consultants, Inc. 32

Which of the necessary changes will be hard? 2003 © Copyright Sales Performance Consultants, Inc. 33

Recap One idea or tool from today’s session that may be useful to you… • • • 2003 © Copyright Sales Performance Consultants, Inc. 34