The A to Z of Small Business Sales Sales Process Implementation
The A to Z of Small Business Sales Sales Process Implementation
INTRODUCTION
After my introductory article to this series, I started with the topic of AWARENESS. Awareness is a great enabler. Being aware enables us to effectively use our intelligence, experience, understanding, knowledge and energy. Without awareness, we operate in a fog and open ourselves up for a Titanic-type experience.
In this article, I have attempted to make the reader aware not only of a simplified implementation process but some considerations of making change. Any time we make change awareness and communications can make the difference between success and failure.
As the owner of a small business, you can ‘buy’ and implement process, ‘buy’ the services of a consultant to find and implement a process or you can ‘create’ and implement your own. All three options will require customization to you own needs and ongoing adaptation after implementation as you monitor what works and what doesn’t.
My contribution here is a simple approach to building your own. It’s a learn as you go build from the bottom up approach. Even if you ‘buy’ a process and use a consultant, you will benefit from following the steps outlined below.
The first things to do is to finish reading two earlier articles I wrote on the Sales Process, one an introduction and the other on Counsellor Sales. The finish reading “Stop, Ask, and Listen - how to welcome your customers and increase your sales” by Kelly Robertson (Guest Selling Process).
For a small business in which the owner is the sales person, the change to implementing a Sales Process, while not easy, is at least straightforward. The more people involved, the more complex. It is very helpful if everybody understands and buys in to the new process. “What’s in it for me?” and the “Not invented here” become factors compounding the general fear of change.
When considering change, it is always a good idea to grab a piece of paper and start writing. But before writing, take a moment to understand change and why you change and what to expect as a result.
------------------------------------------------------------------
UNDERSTANDING CHANGE - THE SATIR MODEL OF CHANGE
The Virginia Satir Model of Change provides a straightforward model useful for small business. The components of the Satir Model include:
- The status quo you want changed.
- The foreign elements that are causing an unsatisfactory status quo.
- The chaos that results from the foreign elements or from the desire and intention to make change.
- The transformational ideas that enable successful change.
- The envisioning of a new status quo.
- That transformational change is a creative and learning process. Keep learning. Keep enjoying the process.
The new status quo starts to occur when the Transformational ideas are integrated into the chaos of the old status quo.
For more information on the Satir Model:
- Steven Smith.com
http://www.stevenmsmith.com/articles/satir_change_model.htm
- Dale H. Emery.com
http://www.dhemery.com/articles/managing_yourself_through_change.ht
ml
- Chaco Canyon.com
http://www.chacocanyon.com/pointlookout/010919.shtml
- Systems Thinking.net
http://wiki.systemsthinking.net/Systemsthinking/SatirChangeModel.html
------------------------------------------------------------------
IMPLEMENTING A SALES PROCESS PART 1 - when the business owner is the only sales staff
Step 1.
Remember keep it simple and straightforward (KISS).
Step 2.
Get a couple of sheets of paper or use your computer.
Step 3.
Write down why you want a sales process and what you want to achieve in terms of sales and customers.
Step 4.
Write down how you are going to measure progress and compare progress to previous performance.
Step 5.
Write down when are you going to start measuring and how often.
Start a new sheet and title it Sales Process
Step 6.
Select a typical customer situation and list the steps you want to take this customer through.
Example:
GREETING - HELLO MR. or MRS. XX & SHAKE HANDS
Greet customer by name or greet and find customer’s name recording it in your memory or on a piece of paper.
LISTEN, ASK, DISCOVER
- Find customer needs or problem. Ask questions. Find out who the customer is and what motivates him/her. Find what’s on customer’s mind.
- Find the gap between what the customer needs/wants and what the customer has today. Ask the customer what the benefits are.
- Listen intently. Make notes.
- Determine the customer’s need - benefits of need and urgency to meet the need.
- Clarify.
Note: Ask don’t tell
FEEDBACK TO CUSTOMER
- Feedback to the customer (this becomes the Discovery Agreement)
- Ask confirmation from customer on each of the major points of the feedback.
- Answer all questions. Stick to facts that confirm the customers required benefits.
PRESENT SOLUTION - ASK FIRST
- If you think you can help the customer, ask the customer if you can explain/show how you might be able to help.
- Explain benefits (of the product, service and company) and match them to customers expected benefits.
- Stay away from money issues until the end.
- Listen to questions and objections. Answer them focusing on customer needs and benefits.
- if you seem to be close to matching the customer’s needs, say so. Itemize where you are and what the benefits of each item is to the customer.
- If the customer agrees, then ask the customer if he/she requires any more information. Money should be part of the question, if not ask the customer if he/she would like you to price the purchase.
- From there you can decide if the customer is ready to make his order or not and so close the sale.
CLOSE
- Do ask the closing question.
- For a list of types of closings (Summary, Choice, Suggestion, Direct, Testimonial, Assumptive, Justification, Puppy-dog, Tag-team, Availability) and their descriptions read “Stop, Ask, and Listen - how to welcome your customers and increase your sales” by Kelly Robertson (Guest Selling Process).
My experience with using a Sales Process is by the time you go through the listening, questions, discovery, feedback, you have a clear and open relationship with the customer, the closing becomes automatic - Just ask the question. The questions will vary. Kelly Robertson also gives many examples of closing questions from “When would like these delivered? to Would you like to put this on your credit card? to Can I write this up for you? and more.
Step 7.
Write similar sheets to the above for different customer interactions
Step 8.
Implement your process. Get a notebook. Note down the day and the date. Write the following on the front page: Today I am implementing my new sales process. Smile. Have fun. Listen. Be helpful. Get the customer’s name and use it. Learn from the customer.
Step 9.
After each sales experience write down the customer’s name and how you felt about it. Write down how you think the customer felt about it. Consider and jot down what you could do differently. Jot down what you learned from the customer.
Step 10.
At the end of the day review your notebook. Think on and write down one or two things you are going to do differently. Not more. Just a few changes at a time.
Step 11.
The next day, open your notebook to a fresh page and note the date. Write the following: Smile. Have fun. Listen. Be helpful. Get the customer’s name and use it. Learn from the customer.
Repeat Steps 9, 10, 11 for about a week and then reassess. Make the necessary changes. After three weeks, you should be making progress and can start measuring your success.
You may decide to keep your notebook. I suggest you do. It will prove invaluable.
------------------------------------------------------------------
IMPLEMENTING A SALES PROCESS - when the business has sales staff
Step 1.
Write down why you want a sales process and what you want to achieve in terms of sales and customers.
Step 2.
Find out who on your staff know about sales processes. Find out their experience. Find a senior sales person on staff (do not give this role to a non sales person) to mentor and facilitate the implementation process will spread the workload and help buy in from your sales staff. It is best to involve everybody at an early stage.
Involve this senior sales person-mentor in all the next steps and ALLOW him-her to take as much control of the implementation process as they wish. ASK him-her what you can do for them, and how you can best support the process.
The key to a successful implementation of change is much like selling to a customer. You are need to solve YOUR PROBLEM which is defined as the GAP between what you have today and what you want. Part of the solution to your problem is a Sales Process. Your problem will be solved using the same combination of communication and relationship techniques as I outlined in the Counsellor Selling article.
Your problem solving (i.e. implementation of a Sales Process) and discovery gives you - the owner - a chance to be “the change you want to see in the company”, to adapt Gandhi’s quote of “be the change you want to see in the world”.
Step 3.
Meet with sales staff. Give a brief presentation. Take questions. Schedule the next meeting.
Your presentation should essentially say you want to bring the company to the next level. You should then briefly outline the opportunities and benefits (especially to staff - e.g. opportunities, commissions). Then tell them about your targets for sales and why that helps bring the company to the next level. Tell them you understand with a formal Sales Process sales will increase from 15% to 50%.
Give a brief outline of the Counsellor Selling Process as an example. Then say, you would prefer your own company to develop their own process and fit it to our own needs so that we will all grow, learn and benefit together.
At the end of the meeting, outline the next steps which are:
For all sales staff (and indeed all staff) to read
“Stop, Ask, and Listen - how to welcome your customers and increase your sales” by Kelly Robertson (Guest Selling Process). Bring enough copies for everybody. Get agreement to schedule the next meeting which will be to gather everybody’s idea and then determine the next steps.
Step 4
Meet separately with your senior sales person-mentor to plan the next stages.
Along the way, everybody needs to understand the Sales Process is a MAP to help sales people build customer rapport and gain sales NOT a straight jacket and that individual creativity is essential for success.
The A to Z of Small Business Sales Sales Process Implementation - To learn more about this author, visit Norm Tucker's Website.
Like this article? Share it with your friends
I have divided this article in three - an overview, a look at change and the nature of change, and then a basic approach for implementing a Sales Process.
INTRODUCTION
After my introductory article to this series, I started with the topic of AWARENESS. Awareness is a great enabler. Being aware enables us to effectively use our intelligence, experience, understanding, knowledge and energy. Without awareness, we operate in a fog and open ourselves up for a Titanic-type experience.
In this article, I have attempted to make the reader aware not only of a simplified implementation process but some considerations of making change. Any time we make change awareness and communications can make the difference between success and failure.
As the owner of a small business, you can ‘buy’ and implement process, ‘buy’ the services of a consultant to find and implement a process or you can ‘create’ and implement your own. All three options will require customization to you own needs and ongoing adaptation after implementation as you monitor what works and what doesn’t.
My contribution here is a simple approach to building your own. It’s a learn as you go build from the bottom up approach. Even if you ‘buy’ a process and use a consultant, you will benefit from following the steps outlined below.
The first things to do is to finish reading two earlier articles I wrote on the Sales Process, one an introduction and the other on Counsellor Sales. The finish reading “Stop, Ask, and Listen - how to welcome your customers and increase your sales” by Kelly Robertson (Guest Selling Process).
For a small business in which the owner is the sales person, the change to implementing a Sales Process, while not easy, is at least straightforward. The more people involved, the more complex. It is very helpful if everybody understands and buys in to the new process. “What’s in it for me?” and the “Not invented here” become factors compounding the general fear of change.
When considering change, it is always a good idea to grab a piece of paper and start writing. But before writing, take a moment to understand change and why you change and what to expect as a result.
------------------------------------------------------------------
UNDERSTANDING CHANGE - THE SATIR MODEL OF CHANGE
The Virginia Satir Model of Change provides a straightforward model useful for small business. The components of the Satir Model include:
- The status quo you want changed.
- The foreign elements that are causing an unsatisfactory status quo.
- The chaos that results from the foreign elements or from the desire and intention to make change.
- The transformational ideas that enable successful change.
- The envisioning of a new status quo.
- That transformational change is a creative and learning process. Keep learning. Keep enjoying the process.
The new status quo starts to occur when the Transformational ideas are integrated into the chaos of the old status quo.
For more information on the Satir Model:
- Steven Smith.com
http://www.stevenmsmith.com/articles/satir_change_model.htm
- Dale H. Emery.com
http://www.dhemery.com/articles/managing_yourself_through_change.ht
ml
- Chaco Canyon.com
http://www.chacocanyon.com/pointlookout/010919.shtml
- Systems Thinking.net
http://wiki.systemsthinking.net/Systemsthinking/SatirChangeModel.html
------------------------------------------------------------------
IMPLEMENTING A SALES PROCESS PART 1 - when the business owner is the only sales staff
Step 1.
Remember keep it simple and straightforward (KISS).
Step 2.
Get a couple of sheets of paper or use your computer.
Step 3.
Write down why you want a sales process and what you want to achieve in terms of sales and customers.
Step 4.
Write down how you are going to measure progress and compare progress to previous performance.
Step 5.
Write down when are you going to start measuring and how often.
Start a new sheet and title it Sales Process
Step 6.
Select a typical customer situation and list the steps you want to take this customer through.
Example:
GREETING - HELLO MR. or MRS. XX & SHAKE HANDS
Greet customer by name or greet and find customer’s name recording it in your memory or on a piece of paper.
LISTEN, ASK, DISCOVER
- Find customer needs or problem. Ask questions. Find out who the customer is and what motivates him/her. Find what’s on customer’s mind.
- Find the gap between what the customer needs/wants and what the customer has today. Ask the customer what the benefits are.
- Listen intently. Make notes.
- Determine the customer’s need - benefits of need and urgency to meet the need.
- Clarify.
Note: Ask don’t tell
FEEDBACK TO CUSTOMER
- Feedback to the customer (this becomes the Discovery Agreement)
- Ask confirmation from customer on each of the major points of the feedback.
- Answer all questions. Stick to facts that confirm the customers required benefits.
PRESENT SOLUTION - ASK FIRST
- If you think you can help the customer, ask the customer if you can explain/show how you might be able to help.
- Explain benefits (of the product, service and company) and match them to customers expected benefits.
- Stay away from money issues until the end.
- Listen to questions and objections. Answer them focusing on customer needs and benefits.
- if you seem to be close to matching the customer’s needs, say so. Itemize where you are and what the benefits of each item is to the customer.
- If the customer agrees, then ask the customer if he/she requires any more information. Money should be part of the question, if not ask the customer if he/she would like you to price the purchase.
- From there you can decide if the customer is ready to make his order or not and so close the sale.
CLOSE
- Do ask the closing question.
- For a list of types of closings (Summary, Choice, Suggestion, Direct, Testimonial, Assumptive, Justification, Puppy-dog, Tag-team, Availability) and their descriptions read “Stop, Ask, and Listen - how to welcome your customers and increase your sales” by Kelly Robertson (Guest Selling Process).
My experience with using a Sales Process is by the time you go through the listening, questions, discovery, feedback, you have a clear and open relationship with the customer, the closing becomes automatic - Just ask the question. The questions will vary. Kelly Robertson also gives many examples of closing questions from “When would like these delivered? to Would you like to put this on your credit card? to Can I write this up for you? and more.
Step 7.
Write similar sheets to the above for different customer interactions
Step 8.
Implement your process. Get a notebook. Note down the day and the date. Write the following on the front page: Today I am implementing my new sales process. Smile. Have fun. Listen. Be helpful. Get the customer’s name and use it. Learn from the customer.
Step 9.
After each sales experience write down the customer’s name and how you felt about it. Write down how you think the customer felt about it. Consider and jot down what you could do differently. Jot down what you learned from the customer.
Step 10.
At the end of the day review your notebook. Think on and write down one or two things you are going to do differently. Not more. Just a few changes at a time.
Step 11.
The next day, open your notebook to a fresh page and note the date. Write the following: Smile. Have fun. Listen. Be helpful. Get the customer’s name and use it. Learn from the customer.
Repeat Steps 9, 10, 11 for about a week and then reassess. Make the necessary changes. After three weeks, you should be making progress and can start measuring your success.
You may decide to keep your notebook. I suggest you do. It will prove invaluable.
------------------------------------------------------------------
IMPLEMENTING A SALES PROCESS - when the business has sales staff
Step 1.
Write down why you want a sales process and what you want to achieve in terms of sales and customers.
Step 2.
Find out who on your staff know about sales processes. Find out their experience. Find a senior sales person on staff (do not give this role to a non sales person) to mentor and facilitate the implementation process will spread the workload and help buy in from your sales staff. It is best to involve everybody at an early stage.
Involve this senior sales person-mentor in all the next steps and ALLOW him-her to take as much control of the implementation process as they wish. ASK him-her what you can do for them, and how you can best support the process.
The key to a successful implementation of change is much like selling to a customer. You are need to solve YOUR PROBLEM which is defined as the GAP between what you have today and what you want. Part of the solution to your problem is a Sales Process. Your problem will be solved using the same combination of communication and relationship techniques as I outlined in the Counsellor Selling article.
Your problem solving (i.e. implementation of a Sales Process) and discovery gives you - the owner - a chance to be “the change you want to see in the company”, to adapt Gandhi’s quote of “be the change you want to see in the world”.
Step 3.
Meet with sales staff. Give a brief presentation. Take questions. Schedule the next meeting.
Your presentation should essentially say you want to bring the company to the next level. You should then briefly outline the opportunities and benefits (especially to staff - e.g. opportunities, commissions). Then tell them about your targets for sales and why that helps bring the company to the next level. Tell them you understand with a formal Sales Process sales will increase from 15% to 50%.
Give a brief outline of the Counsellor Selling Process as an example. Then say, you would prefer your own company to develop their own process and fit it to our own needs so that we will all grow, learn and benefit together.
At the end of the meeting, outline the next steps which are:
For all sales staff (and indeed all staff) to read
“Stop, Ask, and Listen - how to welcome your customers and increase your sales” by Kelly Robertson (Guest Selling Process). Bring enough copies for everybody. Get agreement to schedule the next meeting which will be to gather everybody’s idea and then determine the next steps.
Step 4
Meet separately with your senior sales person-mentor to plan the next stages.
Along the way, everybody needs to understand the Sales Process is a MAP to help sales people build customer rapport and gain sales NOT a straight jacket and that individual creativity is essential for success.
The A to Z of Small Business Sales Sales Process Implementation - To learn more about this author, visit Norm Tucker's Website.
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Dave KurlanDave Kurlan is the founder and CEO of Objective Management Group, Inc., the industry leader in sales assessments and sales force evaluations, and the CEO of David Kurlan & Associates, Inc., a consulting firm specializing in sales force development. Dave has been a top rated speaker at Inc. Magazine's Conference on Growing the Company, the Sales & Marketing Management Conference and the Gazelles Sales & Marketing Summit. He has been featured on radio and TV, including World Business Review with General Norman Schwarzkopf, in Inc. Magazine, Selling Power Magazine, Sales & Marketing Management Magazine and Incentive Magazine. He is the author of Mindless Selling and Baseline Selling – How to Become a Sales Superstar by Using What You Already Know about the Game of Baseball. He created and wrote STAR, a proprietary recruiting process for hiring great salespeople, and he writes Understanding the Sales Force, a popular business Blog and is a contributing author to The Death of 20th Century Selling and 101 Great Ways to Improve Your Life, Volume 2. - Visit Dave Kurlan's Website |
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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Leanne Hoagland-SmithAre your sales where you want them to be? Will you be one of the few who achieves sales or business success or one of the many who have failed to change? Are you tired of being told you are like everyone else? Then you may find my first book on sales of interest. Be the Red Jacket in the Sea of Gray Suits, The Keys to Unlocking Sales available at Amazon or at http://www.processspecialist.com/red-jacket.htm. This book is a reflection of my no-nonsense approach to improving sales to overall business results. If you are truly committed to making sustainable changes, then I can help you secure a positive return on your investment because I focus on executable solutions not telling you the problems you already know you have. From training to corporate (group) coaching to executive one on one coaching, my approach is to assess, create awareness, build a goal driven action plan and then execute. The bottom line question is "Not do you or your employees know it, but do you or they want to do it?" Please call for a free strategy session at 219.759.5601. - Visit Leanne Hoagland-Smith's Website |
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John BrennanJohn Brennan Ed.D. Dr. Brennan is President of Interpersonal Development, LLC, a training and development firm. Interpersonal Development has provided sales training and coaching to more than 3,000 sales reps from over 100 companies. A native of Australia, Dr. Brennan received his doctorate from the University of Rochester. His dissertation researched the effectiveness of Behavioral Modeling Technology in training people in interpersonal skills. While he has spent most of his career designing or delivering training, he was also a Vice-President of Sales of a training and development franchise with operations in 25 markets. Dr. Brennan has designed and delivered sales training in North America, Asia, Europe, Australia and the Middle East. He has been a guest speaker at numerous national and regional professional conferences. When Microsoft wanted Best Practices articles on sales for their web site, they called Dr. Brennan. The results are at http://office.microsoft.com/en-us/FX011387391033.aspx His firm’s clients have included Volvo, The Prudential, Merrill Lynch, Eastman Kodak, Gannett, Equifax Europe, the Economist Group and countless small businesses. - Visit John Brennan's Website |
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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George LudwigGeorge Ludwig is a recognized authority on sales strategy and peak performance psychology. An international speaker, trainer, and corporate consultant, he helps clients like Johnson & Johnson, Abbott Laboratories, Northwestern Mutual, CIGNA, and numerous others improve sales force effectiveness and performance. Though it's George's strategies and processes that help corporations increase productivity and performance, it's his tremendous energy and dynamism that spark the transformation. Again and again, clients remark on his amazing ability to unleash human capacity and inspire men and women to break out of their comfort zones. The result is a whole new type of salesperson. His customized presentations teach achievers to make stunning advances in their lives. From helping salespeople realize cherished dreams to helping corporations exponentially accelerate revenue streams, George Ludwig leaves audiences and individuals empowered, emboldened, and clamoring for more. George is the best-selling author of Power Selling: Seven Strategies for Cracking the Sales Code and Wise Moves: 60 Quick Tips to Improve Your Position in Life & Business. - Visit George Ludwig's Website |
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Anne BarrAnne Barr has over 26 years experience in sales and marketing, six years as a franchisee. She has assisted over 367 business owners and purchasers to achieve their goals in career change, transition and exit strategy. She holds the designation of Certified Franchise Executive from the International Franchise Association, Certified Business Intermediary from the International Business Brokers Association and Board Certified Broker from the Texas Association of Business Brokers. Anne is active in professional organizations, networking groups and volunteers for non-profit entities. As owner/operator of four successful businesses, Anne has proven people skills and enjoys helping clients find the right "fit" in business ownership. Visit www.FranchiseOpportunitySpecialist.com for more information about me and my company. - Visit Anne Barr's Website |
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Kim CastleWith nearly two decades in the advertising and design business, with clients like Domino's Pizza, General Motors, Direct TV, Pedigree, Wolfgang Puck, Higher Octave Music, Hollywood Celebrity Products, Disney, and Paramount, as well as thousands of entrepreneurs around the world define, structure, communicate, and position their business for greater profits, BrandU(R) co-creators Kim Castle and W. Vito Montone discovered that entrepreneurs could experience the same power that big brands command for a fraction of the cost with the world's only process-based results-drive Integral approach to business creation. BrandU(R) is helping entrepreneurs grow with the power of extreme clarity from idea...to brand...to market(TM) and helping one million entrepreneurs become successful and whole so that they can make a difference in the world. Are you one of them? If you want to experience clarity all the way to the bank(TM), get started now at http://www.brandu.com. - Visit Kim Castle's Website |
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