Posts

Why Flannery Sales Systems?

JohnFlannery3-12_152There are a lot of sales training courses out there – seminars, webinars, workshops, audio books, and more. So many, in fact, that it can become hard to tell one from another. And even harder to determine if any of them can really improve your sales performance in a meaningful way.

So, what makes Flannery Sales Systems different?

We’re not just another training program.

Training alone does not drive revenue. It’s the implementation of that training that yields results. Before we begin training your customer-facing team, we’ll work with your sales leaders to define or refine your sales process so there’s a clear understanding of how the team will reach its revenue goals. After training, we’ll help you implement a reinforcement plan that will solidify process adoption and equip management with critical coaching skills and tools for success.

We’re customized.

Everything we do is customized for your organization. We are not a one-size-fits-all methodology that you then need to adapt to your team and selling environment. Our training curriculum is developed specifically for your company. Your sales reps will leave our workshops with the process, tools and skills they need to drive meaningful revenue right away. In addition, we’ll work with your management team to define a reinforcement plan critical for ongoing process adoption and continued sales success.

We’re about results.

We care about results as much as you do. And because we do, we will help you measure your progress at each stage within your sales process. The end goal is to drive revenue, but what are the individual activities necessary to achieve that goal, and how do you track your improvement over time? We will ensure you have full visibility into your performance at each stage of the sales cycle and a clear understanding of how our services have positively impacted your bottom line.

/by

Turning Your Top Sales Performer into a Great Sales Manager 

Many sales managers think they are good at managing sales people because they excel at selling. Because they are good at it (or so the logic goes), they can just manage their reps by example. They go on sales calls with them and show them how…. “Just do what I do.”   

After all, Einstein says, “Example isn’t another way to teach, it’s the only way to teach.”    

Sorry Einstein.  According to a recent study, nearly 90% of organizations train their sales managers to improve their coaching skills.  Progressive organizations recognize that teaching frontline managers how to deliver personalized training targeted specifically at sales rep skill deficiencies has a greater impact on overall sales performance than an investment in training the sales reps alone. 

Unfortunately, training and coaching are activities that can get pushed aside as managers revert to where they’re most comfortable: the selling expertise that got them promoted to their leadership position in the first place. They’re good at solving problems and closing deals for reps, but in successful organizations, there is a clear link between effective sales coaching and sales performance.  Being a sales skills development coach may not be in a sales manager’s job description, but it certainly come with the title. 

Recently, we worked with an organization whose new sales rep team was being managed by their superstar-salesman-first-line-sales-manager we’ll call Ken.   With his compensation tied to his team’s revenue numbers, it was understandable that Ken wanted to “make it happen.”  He was involved in every account, micromanaging the reps, asking for updates every other day, solving problems, and often eventually stepping in to “save the sale” as the quarter end approached.    

It was exhausting yet rewarding for Ken, and although the compensation was good for all of them, the reps on his team felt unappreciated, unmotivated, unfulfilled and ultimately, unable to continue working under such conditions. The turnover was high and the organization was not producing skilled reps who could achieve their revenue growth through their own efforts. 

This organization hired us. Our first priority was to teach their first line managers how to coach their direct reports on sales skills.  We helped them link their sales process to practical, teachable, selling skills, setting up a structure for skills coaching based on individual sales reps’ needs.  

The change came slowly but steadily. Because the managers were trained around conversations on current account strategies and within the parameters of their busy schedules, they developed the “muscle memory” of new coaching skills through practice with their teams. And the results followed, with an 11% increase in revenue from existing customers, a noticeable increase in the new opportunity pipeline, and a happier, more productive team. Now that’s what we call a win-win…..win! 

zp8497586rq
/by

The Top 3 Milestones for Sales Success

Over the past few years, the majority of the work that we have done with customers is on defining (or refining) their sales process. This was necessitated by the dramatic changes exhibited in buying behavior during the pandemic. And indeed, the most important aspect of our customer’s sales processes is that it mirrors how their customers buy from them.  During conversations in both a formal and informal settings, we are asked “how many steps should there be in the sales process?”  If we knew that exact answer for each of our customers, we would be retired and they would have Instagram-like success!

So instead of trying to pinpoint the exact number of steps in a sales process, here are the must have, Top Three milestones that each team/seller must have in place to assure success. Please note that very few of our B to B customers have only 3 milestones (or stages), but when pushed to the wall, here are the 3 you can’t live (or sell) without:

1-     Access to the Key Players (Decision Maker): there is nothing new to the notion that you must get access to all of the key players, but the budget scrutiny that many organizations have placed on all expenditures since 2008 has made this step even more difficult. A clear articulation on how all important titles would benefit from the usage of your product/service is a mandatory requirement for completing this stage.

2-     Clear Understanding of Value: once you have the access as described in #1, can the individuals understand the value that your offering provides. Without this, you will be dancing in the dark when it comes time to go into the evaluation phase.

3-     An Approved Implementation Plan: approved as you co-develop the opportunity with your customer/prospect, not after the deal is signed. This sole step can help you to determine your “pole position” deep into opportunity development, and the seriousness of the participant’s gauges how “sticky” your solution will be thereafter.

One of our customers in the Medical Device industry was struggling to get into conversations with the key players in their existing customer base on a new offering they had obtained through an acquisition. The offering was an existing diagnostic test with a new enhanced feature.  The challenge was that the enhanced feature  provided a benefit that had never been completely commercialized. We sat down with a cross functional team from their organization and built a pro-forma model of what impact the solution had on the existing practices in the testing environment, and who would benefit from this.  They went searching for data to substantiate their assertions of what value this add-on widget could provide.  They found a reputable research company that had done a study that provided the information they were looking for.  We were able to help build a dollar value and a testing value into a pro-forma model (Benefit Summary). The Benefit Summary provided all involved with a complete understanding of the value of their new enhanced feature.

Next, we helped them to create a prototype of an Implementation Plan that correlated with how they could roll this out to their customers. Once completed, the sales process plan was delivered and executed with their main customers.  As a result, they have successfully sold an additional 12% in total revenue on this product alone in an $80 million dollar division.

What are you or your organization waiting for to drive more revenue? Let us help you to define (or refine) these steps and start picking up incremental revenue now!

/by

What is the #1 Pipeline Killer?

Keeping the pipeline filled with qualified opportunities is one of the toughest things a sales person is required to do.  And just as water in a pipe will follow the path of least resistance, so will a sales person when not kept on task.  It’s like homework in college or that dentist appointment that you’re putting off;   eventually these issues have to be addressed.

But why do today what you can put off until tomorrow?  Introducing the #1 pipeline killer – procrastination.  Just like pressure gets water in a pipe moving, a plan is the best way to prevent procrastination from sneaking in.

Here are 3 ways to bite off a “chewable” plan and keep constantly back filling the pipeline:

  1. Assess Current Customers – in many industries 60-70 % of new revenue is generated from the existing customer base.  These prospects are the most likely to close in a timely, predictable time frame.  Forecasting this revenue is the most accurate.  As a frequent customer of a Brooks Brothers, I was recently contacted by a sales person.  Through our conversation I gathered that I was a targeted customer because I spent $X in their store every year.  They know that I’m already a buyer and with an assigned salesperson they could easily increase those sales.
  2. Assess the Quality of Leads – no matter if leads are given to you or leads are organically generated, the most qualified leads are those with a personal connection.  In today’s world we are interconnected as in no other time in history.  That’s the marvel of social media.  I find in my business that the business-focused social media is very beneficial. Do I know who someone in the company that I’m targeting?  An introduction from a mutual acquaintance turns a cold lead into a really warm lead in an instant.  To spend time most effectively is the name of the game, and one of the ways I do this is with social media.
  3. Assess Progress with a Milestone – This is adding water pressure to the pipe.  The speed and velocity of the water through the pipe depends on pressure.  Sales people need triggers in place that quickly determine the speed and velocity of deal from contact to close.  There needs to be a trigger immediately after the first conversation.  Did the customer share any goals with me?  If so, that’s someone I need to spend more time pursuing.  The best milestone that can provide a great forecasting tool is a Deal Map. This is a document that lists by date and responsibility a map of the deal.  Buyer and seller agree to the terms and proposed timeline of the deal.  When both parties are working off the same document, forecasting probability and close date are easy to determine.

To get to the golden customer sometimes it means you have to sift through 100 not-so-golden ones.  It’s easier to tackle this daunting task with a plan.  As the ancient Chinese philosopher, Lao Tzu, so wisely said, “The journey of a thousand miles begins with one step.”

/by