When creating a sales process for a company, a common question is, “How does setting up all of these process points actually help my sales team?”
The short answer to this question is, “Occasionally they don’t” but the benefits for managers and supervisors, and the potential to improve sales reps’ future performance make up for the supposed barriers to productivity.
Not every sales metric is designed to make a sales person’s life less complicated, and finding a CRM software system with “sales generation enhancers” like power dialers, and one-click voice messaging and email can combat this common complaint.
But it’s rare for a conversation about sales process management to actually consider that it’s important to make the sales process actually create value for clients.
We’re always trying to measure calls and closes but do we evaluate reps’ performance on post-sale referrals? A consistent pipeline of word-of-mouth referrals indicates that sales processes are consistent with prospects’ needs and expectations. If we aren’t generating new word-of-mouth prospects each month or quarter, what does that seem to indicate about our sales approach?
Are clients happy enough to provide new marketing materials like case studies and testimonials?
Is the process time period decision makers created to promote an internal sales agenda or to give a client a real opportunity to consider what’s being offered?
The bottom line is that in Sales and Marketing 2.0, we consistently talk about Having a sales process that’s “client centric.” Developing a relationship as potential strategic partner instead of as an object for a sales quota.
This doesn’t mean that all performance metrics should be focused on the client, instead of management needs.
But how much of our sales process actually tracks clients’ success and engagement, rather than sales team performance, which the prospect couldn’t care less about?