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What we realized was that their sales process was driving their reps to generate a lot of activity, but there was no direct connection to results.

 

Everyone felt busy because they were busy. But the sales process was not generating improved results. In fact, the opposite occurred, as management focused on compliance with the activity-focused guidance embedded in their sales process.

 

Break-Even Sales Volume

Before deciding which activities to keep and which to eliminate from the sales process, we recommended they first calculate their Break-Even Sales Volume. We provided them the attached Best Practices Discussion Document to help them understand the concept. Once they knew the limits of how much activity was supported by the revenue that needed to be generated, they could then start deciding what to do about each step.

 

Value Chain Analysis

The way to do this best was to conduct a Value Chain Analysis. The result of this analysis is that they found out which sales rep activities the prospects valued and which ones they did not. Combined with the results of the Break-even Volume analysis, they were able to revise the sales process.

 

The Impact

The result was a 24% increase in revenue generation over a 12 month period, with no change in the number of reps.

 

 

 

Sales Strategy Tour

ABOUT THE AUTHOR

Mike Drapeau

Makes data and analysis come alive so clients can understand the “what” and “why” and design solutions that fit the environment.

Once the leader of SBI Delivery, Mike is now head of the firm’s internal talent development, so he has had the fortune to help some amazing sales and marketing leaders. He starts by earning their trust. Much of this comes from his deep base of experience. With more than 25 years in sales, sales management, pre-sales and sales operations, he’s never met a challenge he didn’t like. And with backgrounds in sales leadership, marketing, and sales operations, he shuns the idea of being a desk jockey and relishes the idea of living in the field.

 

Mike maintains, develops, and leverages SBI’s library of emerging best practices for sales and marketing, which leads to evidence-based solutions, custom-fit to each client. Maniacally focused on execution, Mike does not believe in giving clients fancy deliverables with no operational details. He knows that field adoption is key. After all, if behavior doesn’t change, the lift doesn’t come. Likewise, if those closest to the field adopt the solution, the client wins.

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