How Do You Design and Manage a Sales Process That Will Scale?

A recent TOPO Benchmark report found that 59% of companies don’t have a well-defined sales process. A solid sales process is essential because it is a predictable and repeatable way to guide prospects to a purchasing decision. Though it’s called a “sales” process, don’t let the name fool you – it affects all customer-facing teams. And, even if you are among the 41% that do have a well-defined process, there’s no guarantee that it will scale with you as your organization grows.

In today’s vlog, I sat down with Craig Rosenberg, Chief Analyst at TOPO, and ask him, “How do you design and manage a sales process that will scale?” He takes a very simplified approach to help teams build processes around people and action.

Here’s Craig!

(Watch the video on YouTube)

TRANSCRIPT:

– So how do you design and manage a sales process that will scale? Hey everyone, Brandon Redlinger here, Director of Growth at Engagio. And the clown that’s laughing with me today is the one and only Craig Rosenberg, here to explain to us his thoughts on the topic.

– Yeah, let’s just say it’s critical, right? It’s one of the most important things you can do. And so here, I’ll just keep it simple. So we want to figure out, we do want to have some understanding of the buyer’s journey. Not in the corny way, not like what coffee they drink and all that stuff, but you know how they typically evaluate products like yours.

And look, it doesn’t take that long. People make it really hard, but it’s not. It’s just simple things like do they trial? How many people are typically involved? Those things do matter because the next thing you’re gonna do is, I believe sales process should be driven by very specific but sequential plays.

So the first thing you do is discovery, then you do the pitch, then you do the demo, then you do the trial, then you deliver a proposal. I don’t like when they’re given, sort of, conceptual names. Sort of, give it the main pockets.

I think sales people think in terms of action. So you identify the plays you wanna run, okay? Those become the steps, and then you define it. You model it, you don’t just say, “We’re gonna do a demo.” You say, “Here’s how we’re gonna do the demo. Here’s how long it’s gonna take, here’s what’s gonna happen after. Here’s what we have to enable against it.”

And you build the process against the plays. I think, you know, I think we make it a lot harder than it needs to be. I think most people know the plays they should run. And let’s document that, and then let’s figure out how we want to run that.

That will inform a lot of things. For example, if a demo is a 20-minute quick one, it might not have as much of a meaningful impact on advancing the customer as the next step. Where as in some demos, like ERP demos are two hour demos, and they’re customized. You’re gonna come out of that with the ability to get them proposed. You know what I mean.

So it’s like two, so it’s the same play, it’s just how you do it is gonna have a direct impact on where that puts you in the sales process. But look man, I mean I’m telling you, we’re gonna figure out the plays. We’re gonna figure out the most common sequence in those plays, then we’ll model a process after that. One more thing before I go through those. Every buyers are on snowflake thing. Okay, cause they get that every once in a while. It’s always young guys like you too, it’s ridiculous.

– I never said that in my life.

– Yeah, I know, thank you. It’s funny because when someone says that to me I go, great, do they listen to your pitch, yes. Do they watch a demo, yes. Okay, do they do a trial, yes. I’m just thinking, so what’s different? I think people get confused about the ups and downs, in between play steps. And think that that’s some weird, individual. Everyone says “Ah,” and it’s this shoots and ladders. And it’s all over the place, of course it is. But at its core, there’s a reason why most sales process look the same, because most buying processes look the same.

– There you go. Colonel…

– Oh man, alright. Well, that actually doesn’t stop getting old. Two things is the intro and the ending. Those things can make me laugh hysterically. If you can make me laugh, you’re one of my best friends for life. So you did that, so you did it buddy.

– Thank you sir.

Brandon Redlinger
Brandon Redlinger
Brandon Redlinger is the Head of Growth at Engagio, the Account-Based Marketing and Sales platform that enables teams to measure account engagement and orchestrate human connections at scale. He is passionate about the intersection between tech and psychology, especially as it applies to growing businesses. You can follow him on twitter @brandon_lee_09 or connect with him on LinkedIn.

2 Responses to “How Do You Design and Manage a Sales Process That Will Scale?”

March 03, 2019 at 2:14 pm, Chuck DeVita said:

Surprised that this post does not mentiion the most critical element in sales process design-that is the desired Customer Commitment at each stage of the process. When you measure deal progress according to sales actions (only), you have an automatic optimistic bias. When you use customer commitment level as the metric, you have a much more accurate view of deal progress.
For more on this, see https://growthprocess.com/2015/06/22/implement-sales-process-to-improve-sales-productivity/

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March 27, 2019 at 10:33 pm, Brandon Redlinger said:

Great post, thanks for sharing the link, Chuck! Yes, that is a very important part of the sales process. I’d also encourage you to check out this post from Craig that dives keep into this thinking on the sales process: thttps://blog.topohq.com/sales-process-how-to-design-and-manage-a-process-that-will-scale/

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