CRM - a corporate or territorial responsibility?

Customers buying processes are culture intensive differing from country to country. The same product is bought differently in the US than in Japan.Selling processes vary by type of channel.

Distributors will leverage on a wider variety of offerings, while direct sales force will focus on a deeper product knowledge. Therefore, the selling, marketing and service processes, must be designed at corporate hierarchy level, rather than at a singular territorial altitude, independently of its market size.

Forecasting, price discounts authorization and other workflows, should follow the same guidelines - their planning is a corporate responsibility, not a territorial job.KPI (Key Performance Indicators) may vary by territory: managing price discounts can be more critical in China, less decisive in Japan.

Monitoring gross margins during the selling processes of an opportunity may become vital in Shanghai, less in Tokyo. KPIs should be designed and managed at corporate level rather than at territorial rank.

Adopting CRM implicates changes in the management culture, as it drives sales from an "art" to a discipline. Overcoming obstacles to change is a territorial responsibility and should be delegated to the regional managers.

SUMMARY

• Processes, KPIs and CRM architecture - must see global differences and need to be designed at a corporate level.

• CRM adoption has to overcome local obstacles to change, and need to be a territorial owned task.

90% of Marcom is never used by Sales

Sales people are being told repeatedly to sell strategically, identify pain, differentiate, sell value, avoid discounts...but in addition to sales processes, selling methodologies and CRM technology, with what "intelligence" do we equip them?

If "Up to 90% of marketing collateral is never used by sales" (American Marketing Association) is true, what selling tools do sales people really want?
A CSO Insights report among almost 1300 companies shows that the selling information sales people want is intelligence oriented rather than promotional.

SWOTs, Competitive Analysis, Objection Handling insights, User References, Case Studies and Account Planning are considered the most wanted, while most keep being pushed with Brochures and Presentations.
An easy access to the much wanted intelligence documentation is among the added value sales people can get from CRM systems, while increasing its adoption rate.
Add to it the capability of some CRMs of tagging documents, wikis, measuring the number of downloads and "stars" ranking by the users themselves and we are getting closer to a shared knowledge mechanism of enriching our corporate "selling IQ"- a valuable differentiating asset.

Face to face time is probably the most expensive selling asset. How many times we see salespeople coming back to the office only to chase information within the organization? How much of it are repetitive questions?
In several of our CRM consultancy projects we asked international sales channels about their daily pains in selling, to rediscover their desire of cross communicating with other sales people to learn, share and benchmark. Unfortunately some companies still stick to the "star" configuration of communicating between the headquarters and each sales channel individually, while isolating them from sharing and enriching each other. What a waste...!

“The person who figures out how to harness the collective genius of his or her organization is going to blow the competition away” Walter Wriston (1919 – 2005), former chairman of Citicorp.

Isn't that person the sales person and our challenge to facilitate it?

Gross Profit Erosion?

No business is immune against "commoditization".

Buyers are measured by costs reduction while (weaker) sales people leverage on price discounts to achieve revenue goals - particularly when their commission is at risk (usually by the end of the quarter).

Professional buyers exploit it too. Even if not ready to place an order, they might "negotiate" an order - only as a starting point for an eventual future price negotiation.

This can be avoided by VALUE SELLING training - part of our SALES ENGINEERING & CRM PROGRAM, which include among others: testing techniques of readiness to place an order, avoiding multiple price negotiations with non decision makers, just to mention a few....

Volume never compensates for price discounts.

SHOW ME YOUR GROSS PROFIT, AND I'LL TELL YOU HOW WELL YOU SELL VALUE

1. Remember: customers do not buy on price only, unless you consent to it

2. Improve your Value Selling skills: as price pressure grows, learning how to sell value becomes a surviving skill.

3. Add Gross Profit to your KPI (Key Performance Indicators): if you use a CRM, embed it on the pipeline dashboards graphs.

4. Monitor gross margin performance of your sales force as an indicator of "VALUE SELLING" training needs.

5. Automate a discount authorization workflow in your CRM

CRM (Customer Relation Management) enables managing your sales and marketing processes. Beside being a useful technology, adopting CRM implicates changes in the sales management culture, as it drives sales from an "art" to a discipline.
Important: A. Bergman Ltd. does not represent CRM vendors to allow unbiased advisory services

Learn more on SALES ENGINEERING & CRM PROGRAM: call (Israel) 09-9502066 to schedule a meeting

So you thought you were selling Product Value...

What does your customer really buy?
We usually focus on our customer dilemmas related to the value he can get from our solution, our service and his resulting payback - and that is what we try to sell...
But actually his buying decision is heavily influenced by additional parameters not related to the product benefits at all.



Solution, People and Company are among the major ingredients of the package our customers buy. The weight of each of them may vary - but one thing is clear: they shape the buyer's decision.

Managing the 3 components of value can obviously provide the additional differentiation needed to win over your competition, but how do you solve the above dilemmas of your buyer?

- Who is responsible in your company to develop those value ingredients?
- What selling tools do you need to deliver those messages?
- When in the selling process are they most needed?

Think about it...!

"The Death of the Sales Manager"

The Sales Management role is changing.

"It is not the strongest that survive nor the most intelligent but the most responsive to change" Charles Darwin (1853)

Benchmark your Sales Management Performance by viewing now a free recorded webinar of the 2007 SALES PERFORMANCE SURVEY results among 1,300 global companies, dealing among others with:

- Percentage of sales force achieving quota
- Percentage of deals that close as forecasted
- Compensation breakdown
- Top three reasons companies win/lose competitive deals

You will probably get some ideas on why the need to implement IT technology tools and escalate from spreadsheets...

Schedule a presentation meeting by calling now: Avi Ben-Har at (Israel) 09-9502066.

Improve your sales pipeline with CRM

Successful sales managers manage their long sales cycle from start to finish. They resist the temptation to focus too much on one stage, such as closing sales. Instead they identify each stage of their customers buying process and allocate their time and resources so that they can reach their sales goals consistently.

Management of the long-term sales cycle is called "pipeline management" and involves identifying sales stages, what needs to be accomplished in each stage, the resources to achieve each stage and the measurable key performance indicators (KPI) to monitor progress.

Benefits of good pipeline management
A mismanaged sales pipeline won't produce the results you want. Good sales pipeline management, on the other hand, can give you the following benefits:

Long-term focus
In many sales organizations, the pressure to produce revenue now— today, this week, this quarter— is so strong that it puts too much pressure and attention on the back end of the pipeline: closing the sale. By using good pipeline management techniques, you don't lose focus on the front end: prospecting for and developing opportunities.

Elimination of peaks and valleys
A well-managed pipeline improves your sales forecasting and helps you reach sales goals more consistently.
Allocation of resources to strategic, profitable opportunities Instead of taking the "shoot anything that moves" approach, sales professionals plan their approach to keep qualified opportunities moving along the sales pipeline.

Better follow-up sales opportunities
Not following up in a timely manner is a pipeline leak— and a waste of precious resources. Managing the pipeline from start to finish seals those leaks.
The message is clear: You can't afford to neglect precious leaks along the sales cycle.

Improving pipeline management
Good pipeline management conserves your selling resources and pays off in higher realized sales. Here are some ways you can improve pipeline management.

Balance your focus
You must balance your focus between long-term and short-term sales results. The pressure to make current daily, weekly, or monthly goals must not take undue attention away from seeking new opportunities and attending to every stage of the sales pipeline.

Apply discipline
Sales managers must keep an eye on the sales pipeline by establishing review points— points at which they review activities, probabilities, desired outcomes, and forecasting guidelines. Managers must establish clear standards for reviewing and evaluating the sales pipeline, and schedule reviews formats where the information is transparent and available in real time.

Spreadsheets - not effective enough
Take advantage of technology. Sales professionals use technology to achieve personal and organizational success. Helpful tools include customer relationship management (CRM) systems, webinars, webadvertsing and websurveying.

Better forecasting
Applying sound sales pipeline management techniques improves the accuracy of your sales forecasts and revenue projections. A sales pipeline that is well managed from beginning to end is critical to the success of any organization.

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