Why Top Sales Organizations Use a Clearly Defined Sales Process

Ty Curry

Video Transcript – Ty Curry, Managing Principal

We hear things all the time like, “Sales is not a science, it’s an art,” or “Salespeople are born, they’re not created.” The reality is that best-in-class companies view sales process as something that can be measured, can be trained, and can be improved.

And they see it as the backbone for the customer interactions that they’re going to have. They become a roadmap for the salesperson in those interactions, to guide them through identification of customer needs, selecting the best offering for those customers, articulating and proving the value that the customer will get from those offerings, and then reinforcing that value to the customer.

What we saw in the study is that best-in-class companies were far more likely than were their industry average or laggard counterparts to, in fact, have a formal, well communicated, and broadly adopted sales process. And more than half of them had specific activities, steps, and tools to help reinforce the value as part of that sales process.

One of the other striking findings is that best-in-class companies understood the importance of the front line sales manager in coaching to improve and drive adoption of value-based selling activities. The key to getting adoption and success in the sales process is to make sure it’s aligned with customers’ buying processes, make sure that top salespeople are engaged in the process of developing that sales process, make sure that tools are in place to enable the sales force to execute against the steps and activities of that process, and then have it reinforced through ongoing coaching from first-line sales managers.