Last week, I talked about implementing lean process in sales organizations. This week, I want to look at a concept that is often confused for lean selling, but that is actually very different and equally important: Agile selling.
We’re half-way through the year and sales managers are either smiling or singing the blues when looking at sales numbers. If you’re team isn’t hitting quota, it’s time to apply the EQ skill of delayed gratification and look for the root cause for missed sales goals.
More than 85% of the average sales process is pure waste, according to Kevin Klump, Director of Operational Excellence at Parsons & Associates and a certified lean process “sensei.” Klump has applied lean principles in sales organizations all over the world, and says that when he maps out a client’s sales process and develops metrics to track waste, that 85% number (or higher) proves true in the majority of cases.
There are many components to the “ultimate” sales professional including competencies, the “will to sell”, and sales DNA, but one of the most important factors is what I call the secret weapon. The secret weapon is their manager.
For the third year in a row, sales effectiveness has declined across all industries. According to the latest CSO Insights report, the average sales organization achieved 53% of its goal in 2017. That’s a problem, and not just a theoretical one. Declining sales performance correlates directly, across the board, to declining revenue plan attainment.
Quick question: what’s the #1 most overlooked factor in increasing win rates? Hiring better salespeople? Developing more compelling proposals? Qualifying better/harder? Lowering your prices? (Answer: none of the above).
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