SalesScience

The Science of Sales

To raise new questions, new possibilities, to regard old problems from a new angle, requires creative imagination and marks real advance in science.
Albert Einstein
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These 4 elements alone make up the fundamentals of success for your company. Its fairly easy for any one of them to fall out of step, and in combination, any two or more can have a severe performance impact.

It is never one thing alone.

Revenue Analysis

Revenue Analysis reveals many "secrets" or Root Causes of Trouble.

Revenue Analyzer provides actionable insights that can drive sales performance and predictability while leveraging your current CRM data and analytics tools. It identifies current gaps and provides a framework for corrective actions that will drive meaningful sales results.

Utilizes key metrics from your existing CRM data and analytics that determine whether you win or lose.

The resulting analysis:

  • pinpoints trouble
  • makes recommendations
  • identifies actions, and investments you can make that will deliver near term sales improvement.

Analytics can’t assess themselves. There is a shortage of people to assess the data leaving a dearth of insights. There is an even greater shortage of resources who can design and implement solutions.

Thats where we can play a role in making sense out of disorder.

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Sales is often called a numbers game, to which can be said
"Yes, but which numbers?"

Numbers do lie, and they rarely lie still.
The problem for most companies is their analytics tend to be conducted by:

  • inexperienced sales operations professionals, or
  • business intelligence professionals with no sales background
  • way of backward looking single variable data sets
  • people out to "prove a point" (bias)
  • proxy - intelligence yet no insight - output simply raises more questions
  • analysts without prescription for correction
  • consultants lacking proven playbooks
  • people with no skin in the game, just the report
  • people focused on analysis, not performance outcomes

Don't rearrange the deck chairs while the Titanic sinks.

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Most simply put, do you have enough prospects at each stage of your sales process? When you stage a sales pipeline, you may find that you have far too many in one stage or another, that the drop off rates are not what you think, and that your close rate is much lower than anticipated. You may also find that Marketing needs to do more, or that Sales needs to do better. Knowing what resources are needed drives better decisions and outcomes.

Another key number to track is just how fast, or slow are your leads and prospects moving through the pipeline. Without this information, you are flying blind. There may be process design errors, effort and attention errors, or compliance failures that void your investment in CRM. Your reps are recycling their prospects just to maintain pipeline value. We provide deep insight that identifies cost overrun sources, sand bagging, and accountability shortfalls.

Revenue performance is deeply affected by transaction sizes across the board. Many causes ranging from targeting and selling too low in the buying org, going after the wrong size of company, of selling into highly competitive markets with "Me Too" offerings. Value problems are Strategy and Management errors, yet many be driven by market maturity, or the capacity of the sales force. As a revenue executive, you need to know with precision.

Behaviour defines the What of your activity. Not only the volume of activity, but the qualities of that behaviour, the outcomes expected, and the appropriateness of each set of behaviours for the buyer in play. Connecting behaviours to Playbooks to Strategy is critical to success, yet most companies assume they are executing well when they are not. Revenue Analyzer diagnoses the behaviour, predicts outcomes, and prescribes changes and new playbooks for success.

Who-What-When-Where?

Clear Processes

As the transition plan unfolds, roles are assigned putting the best people in the right roles to deliver on the mission. We typically stay involved from 4 - 8 months.

Alignment

Resource planning and allocation occurs are based on your data and the diagnostic revenue analysis prepared and decided on. Result Time frames impact resourcing.

Disciplined Execution

Decisions are made in collaboration with executive management, the operations team, and our team. Decisions stem from current reality, and diagnostic analysis.

Getting to WOW!

Spontanous Interaction

Spontaneity and cooperation are solid signals of team formation. WOW comes from aligning heart, mind, body, and soul committed to common cause.

Synergy

The whole is greater than the sum of the parts, producing an exponential affect on performance. People bring out the best in one another in synergy.

Surpassing Results

Overachievement is a hallmark of successful teams armed with a strategy, the right structure, enabled with purpose, and managed to perfection.

Renewal

Recognition & Celebration

As the transition plan unfolds, roles are assigned putting the best people in the right roles to deliver on the mission. We typically stay involved from 4 - 8 months.

Managing Change

Resource planning and allocation occurs are based on your data and the diagnostic revenue analysis prepared and decided on. Result Time frames impact resourcing.

Staying Power

Decisions are made in collaboration with executive management, the operations team, and our team. Decisions stem from current reality, and diagnostic analysis.

Common Diagnostic Errors

Common errors in diagnosing sales revenue problems include:

  • Collection Errors: Gathering data not supportive of accurate diagnosis, typically lagging financial not diagnostic
  • Interpretation Errors: You've collected the right stuff, algorithms incorrect in determination
  • Quality Errors: Sample size, frequency, granularity, aggregation, or accuracy may be off

Implementation


The Science of Sales has 4 sub-disciplines
:

  • Strategy
  • Structure
  • Sales Enablement
  • Management

Playbooks

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For executives and business owners trying to scale their sales organizations, there are many challenges. In some cases, the company founder is taking not he role of sales manager, which they usually are not good at. This creates many unanticipated problems typically resulting in the sales rep leaving, little to no revenue generated, and a loss of time and money for the founder.

Some will say why not hire a recruiter? Recruiters might find really good sales talent, and thats a maybe, yet they do not solve the problem of sales management and all that comes with it. Our program does. Scaling the sales organization requires many steps most of which we detail below.

The program is designed to let you keep your momentum on track, while we get the sales organization up and running.

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Symptoms of Sales Organization Problems

Typical indicators of issues in building a successful organization are:

  • High involuntary and voluntary turnover rates
  • Hiring account managers to hunt for new clients
  • Hiring hunters that can't and won't hunt
  • Lack of productivity, activity, and profit
  • Inconsistent sales process
  • No sales process
  • Lack of Accountability
  • Weak sales funnel
  • Lengthening sales cycles
  • Product Managers on every call or demo
  • Expensive Compensation without results
  • High cost of Sales
  • More…