salesQB uses a proprietary process called SalesMapping™ to discover your best practices and tricks, then turns these into a proven and repeatable sales process. Below are a few of the companies that have benefited from our team and processes.
Too many businesses lack a unified sales system which leverage the techniques and best practices used by stars. Superior company-wide sales process makes your entire team better and lessens the reliance on superstars.
Benefits to a proven and repeatable company-wide sales process:
- Improves performance of new hires and low performers by creating a step-by-step system.
- Brings middle-of-pack performers closer to that of top performers as the company system incorporates the best practices and steps used by the best salespeople.
- Sales become more predictable as the sales process is ‘staged.” By knowing the quantity and quality of prospects at each stage, your sales pipeline will become more accurate.
- Lowers the cost of onboarding a new salesperson.
- Sales stars can’t hold you hostage anymore because you now have the “formula” for success rather than relying on “black magic.”
- When a sales person leaves, your sales process doesn’t leave with them because you own your sales process.
Best Practices for hiring qualified sales reps – this includes background screening, drug testing
Assessment tools – we have access to multiple assessment tools including DISC and Devine
Job function and responsibilities to fit company structure and culture – job description, comp, expectations
Compensation – what do we want to accomplish - turnover – attrition – commission only – base plus incentive
Employee referrals with referral incentives
Where are your sales now and where do you want to be in 6 months, 1 year, 2 years
How do we get there –together we will develop a plan to get there
Lead generation – what sources exist for more quality lead generation
Marketing generates leads – sales generates revenue
How do we score leads for sales rep focus and back log management
Cost of leads – how much does a lead cost and what is the value of that lead – when do we let a lead go
Communication with the sales team and new sales rep – existing sales reps are a part of the process
Existing sales reps need to share how they got started and what would they do differently
Expectations – what is it like to be on the sales team and work for this company – understand what you need to deliver to the company
Leadership and training – this has to be provided at multiple levels but the most important contribution is the sales manager
Introductions to other management team members
Path to success – how does a new employee succeed at the company
Sales tools and technology – CRM – what industry specific proprietary software and applications are used
Mobile apps to assist with a sales reps productivity
Preparedness – preparing and positioning a new rep for success
Sell or Grow Your Business
Many small businesses are at a tipping point – sell the business or grow the business
Does the owner keep doing the sales or hire and train a sales team
Do you need to build a sales team or rebuild your existing sales team
Are you wearing too many hats
Is the business scalable
Is the company properly structured for sales team growth – if not we can get you there – increase sales to make the company a more viable enterprise for a value sale
Sales Team Productivity
Improving sales team performance – converting B players to A players
Sales team expectations and benchmarking standards
Selling system and a repeatable and proven sales processes in place
Coaching and development of sales team
How to capitalize on successful sales reps
Making the sales meetings informative, fun, and productive
Sales Team Accountability
Sales team goals align with desired company results
Key performance indicators – how do performance metrics relate to successful results
All KPI’s start at the top objective
Compensation models – selecting a compensation model that fits the companies objectives and coincides with the desired sales reps target compensation
CRM/Technology – ensuring sales reps are entering the appropriate customer information and using this information as a daily sales tool to assist with being successful
Weekly activity monitoring – sales reps need weekly accountability reports to support one on one meetings with their manager
What is going well and what needs improvement – all systems and processes have to be reviewed periodically to ensure they are working for the company – every system and process needs to be flexible, adaptable, and easy to modify
Benchmark expectations – what are the sales reps expectations in terms of a pipeline, leads scoring, closing ratios, sales results, being a good employee – i.e. can they do it, will they do it, and will they do it without being a pain in the ass
Development plans for sales reps – plans for corrective behavior. What is the issue, what actions are needed to correct the behavior, rep signs off on it with manager approval. Weekly update meetings to monitor progress – timeline to conclude new results – this is a joint effort of rep and manager