How to develop a turnkey sales system: modeling the main business process
How to develop a turnkey sales system in the foreseeable future? Where to start, what to start from? What is the first step and what are the next steps to take, and what should be the final result? Alexander Cherny, author of courses on strategic business development, business practices, in a series of articles gives a step-by-step algorithm for developing a turnkey sales System on a specific example-12 steps of the author’s methodology
In the first article of this series of articles, “developing a turnkey sales system”: where to start?”was formulated in Steps 1 and 2 was given the main example of a developed sales System (hereinafter — SP), as well as sales Cycle and sales Funnel, according to the basic example.
In the second article “developing a turnkey sales system: main problems”, Steps 3 and 4 were formulated — key sales problems and the corresponding list of requirements for the joint venture.
This article will cover Step 5-modeling the main business process according to the example and main requirements.
What’s next? How to implement the formulated list of requirements?
Let me remind you that this series of articles solves two parallel problems:
The first task is to describe the algorithm for developing a joint venture (the author’s methodology), based on the initial data: the current parameters of sales in the company, according to the main example and the logic of solving problems.
The second task is to demonstrate a ready-made idea: business processes developed over the years and separate sales mechanisms that you can immediately adopt, perhaps after making your own adjustments.
So in this article we model our core business process (as should be) based on the requirements of SP (stated in the article “developing a sales system “turnkey”: the main problems”) and long-term experience of the author — it offer ready-made solutions.
Why do we model? Because the subsequent development of the necessary sales mechanisms for solving the above tasks can make some adjustments to the main business process and the scheme of the joint venture. Previously, it was said that this ready-made solution for developing a joint venture is best suited to project companies. But the JV development algorithm is universal.
Step # 5: preparing the fifth section of the document “development of a sales System — -” Modeling the main business process of the proposed sales System»
“For a man who doesn’t know which Harbor he’s heading for, no wind will be fair.”
Lucius Annaeus Seneca The Younger
Modeling the main business process (according to the main example) is described in detail in the article “How to build “industrial” sales: 5 necessary levels”. Let me remind you that the essence of it is as follows:
1. The logic of sales in the project company is presented in detail, taking into account the implementation of “market coverage” on a practical, and most importantly — a constantly occurring example.
2. We have identified a vertical that somehow (and, of course, directly) participates in sales. This:
Summit. This is the First Person of the company.
Level 1. This is The head of the sales Department (let’s call him “Commercial Director”, CD).
Level 2. These are high-level salespeople, such as sales Department managers.
Level 3. These are mid-and entry-level sellers.
Level 4. These are telesales that make “cold calls”.
Level 5. These are assistants (administrators) who perform a large amount of simple, but routine work.
3. The functionality of each level is described according to the logic and the main example.
Thus, we have received 5 necessary and sufficient functional levels in the sales System.
Let me remind you of the logic of the main business process using 2 examples. The first is an example of setting tasks from level to level. The second is an example of implementing tasks from level to level (in reverse order).
Example of setting a task from level to level
Let’s say there is a task: “Enter the FMCG (Fast Moving Consumer Goods) market”. Who does what?
1. Summit. This is the PLC that formulates the CD’s strategic goal and the time frame for its implementation: “Enter the FMCG market in 1 year, sign X contracts worth at least Y million rubles and receive advances on them.”
2. Level 1. This is a CD. He formulates precise tasks for the heads of areas according to their competencies and distributes the work:
Take segment 1 to work. For example, the segment of food production of Russian companies.
Take on segment 2. For example, the food production segment of Western companies.
3. Level 2. These are the heads of areas that can solve the tasks set by the CD:
Calculate the most promising customers for the company in its segments and create the necessary lists of customers for lower-level sellers, coordinating them with the CD;
Calculate which solutions are better and more correct to offer to customers in certain segments and coordinate this with the CD.
Why coordinate with the CD? The logic is simple: in this case, the heads of departments and CD share their knowledge. A CD can offer higher-level solutions and better understand segments. Line managers can offer more detailed solutions according to their segments, as well as understand higher-level CD offers. The same applies to the agreements below.
To formulate specific objectives for their sellers.
4. Level 3. These are mid-and entry-level sellers who can get specific tasks:
Prepare emails for mailing by coordinating them with your managers (level 2).
Prepare for potential meetings and dialogues with clients.
To formulate precise objectives for telesales.
Start working (interacting) with clients.
5. Level 4. These are telesales that start calling and organize for sellers:
Telephone conversations and meetings with potential clients.
Sending emails prepared by sellers, tracking their receipt, and receiving feedback.
Remote displays of company solutions.
To do this, telesales formulate precise tasks for helpers.
6. Level 5. These are assistants who do their simpler and more routine work. For example, physical mailing of emails, preparation of references about potential customers — that is, what telesales need.
Thus, each employee of” their level ” performs their functions corresponding to their qualifications and, importantly, their PO! Economy-the most economical.
Of course, the CD should control the initial stage of the work and control the control points, and not “let this work take its course”.
The logic implementation of a task from level to level
The logic of implementing the task is as follows (“collecting the result” in reverse order):
1. Assistants. Search for contacts in the generated lists, prepare customer references for telesales, etc.
2. Telesales. They make “cold” calls and form the initial sales funnel – they “cover” the market, as well as perform a lot of simple but necessary work. For example, they prepare reports and analytical notes on the results of work.
The output is a list of “warm” customers, not “cold” ones. These are customers who are willing to talk and have certain needs that the company can meet.
3. Salespeople. They receive a list of “warm” clients worked out by telesales. They work with them to build relationships, identify real needs, and formulate proposals together with presale managers. Of course, sellers can and do have” their ” customers, except for the incoming flow of customers from telesales. The output is a list of “hot” customers, not “warm” ones.
4. Direction managers (or CD, including PLC). They receive “hot” clients that have been worked out by sellers, if their participation in the conclusion of transactions is necessary.
At the exit — concluded deals.
And this is already — teamwork, certain synergy, efficiency, more “sales Leverage” and cost savings, in the end.
Dear reader may ask: “what is the fundamental difference between telesales and sellers (sales)? And why should they be “separated”?”
The answer is this. The main function of the seller is to build relationships with customers. Better trust. And this task is not the easiest. Telesales are not ready for this yet, and technical specialists will never do it all the time. It’s not their job! And they don’t have time for that.
The main function of telesale is “cold” calls and organization of dialogues and meetings between sellers and customers.
These two functions are completely different! We are not surprised when, in order to build a relationship with a particular customer, we select the appropriate seller who can do this. Even if he does not know the technique of “cold” calls or is simply not ready to deal with such calls. We don’t ask telesales to do this.
Telesales must not sell or promote the company’s products and services, or attract customers to the company! They are not ready for this yet! Their functions are constant work “on the phone” with clear and understandable goals and tasks described above.