Technology Driven Sales Tools Should Fully Support The Sales Process

If you want to redesign the existing sales management process, you have to start with the "requirements analysis" conducted by a cross functional team, including office managers who assess and manage the sales process.The "requirements analysis" must focus on how the new processes will add value and reduce time constraints in regard to what the sales force does, which in turn will emphasize better reporting for the firm. By aligning the sales process with the "requirements analysis" each of the functional areas should have their needs addressed to a satisfactory level. A pilot study (typically a few office locations) is recommended to evaluate results before a full scale implementation is attempted. Enterprise wide implementation should be led by a corporate champion with unanimous support from senior operations management.

There are three key elements to designing and maintaining the sales pipeline management process.First is optimal opportunity management with an emphasis on developing multi-dimensional communications strategy. This means maximizing the outcomes from opportunities in the pipeline via vertical and horizontal information sharing. These improvements can be measured by better win/approval rates, increased velocity of deals, or improved overall deal size. Greater visibility of activities helps to prioritize sales management and align sales resources (including corporate) against the right opportunities for the firm.Second is developing an accurate sales forecast, based on actual opportunities in the pipeline, to identify potential shortfalls against a sales plan. The nature and size of the sales gap will determine the actionable steps to be taken; thus, determining the degree of the generation requirements necessary. These response actions are designed to replenish the pipeline and determine the window for new opportunities to develop. Improvement metrics and measurable variables that can enhance productivity and longevity might include increasing the number of new opportunities, increasing the average deal size, decreasing the overall sales cycle time, and increasing the win rate.Third and likely the most important is the means by which the organization will hold itself accountable for adhering to the sales management program. This includes how frequently validation of progress and results occur and what are the outcomes (consequences/rewards/ actions) of the validation process. Essentially, an achievement of a general consensus is necessary on all levels in regard to sales goals, resource allocation, and process management.

Now, any technology automation tool like enterprise sales tool or integrated sales toolshould promote the effective and efficient use of time and resources and should be built and leveraged around the sales process to support it and not negate company/departmental goals and agendas.

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