Improving Systems for Effective Sales
Logistics manager for client auxiliary services
The company needed to automate their sales, marketing and customer service procedures to reduce the cycle times in signing new customers and renewing existing contracts. Management recognized they needed a more disciplined and consistent selling process to streamline and reduce the amount of time it took to close a sale. The company decided to call Endurant to assess their process and make recommendations.
The company’s growth had slowed as a result of two key factors:
- Dated and inefficient sales practices and processes.
- Increased competition.
Each sales representative went about selling in a different way. In addition, communication from the field was poor. Because there was no process for sharing knowledge and information, different departments such as finance, operations and marketing operated in silos.
Without “big-picture” knowledge, sales took months instead of weeks to finalize. With the long lag time, market conditions, vendor costs, competition and projected revenue
streams often changed which affected profit margins.
Process Improvement teams consisting of company personnel were assembled to brainstorm new ways of doing business. Working as an executive advisory and facilitator, Endurant
helped the groups diagram the current customer management process and identify specific ways to improve it. Emphasis was placed on the ability to smoothly transition opportunities from one department to another ensuring that each clearly understood their role and responsibilities in the customer management process. In effect, the approach was similar to linking Tinker Toys which helped eliminate silos and tie together independent departments that produced a seamless customer experience from prospect development to program implementation. Endurant helped facilitate this re-engineering by incorporating a variety of methods, tools and techniques. Some key components of the project included strategic planning, sales process development, customer service development, organizational development, technology assessment and evaluation, and training.
By organizing into self-directed work teams, communication touch points between departments are much more effective. The more effective flow of information and knowledge
within the groups assures that everybody understands what’s going on so the people throughout all the departments can make smart, accurate decisions that enhance the customer
experience, not hinder it. There are no surprises. No over selling. Sales expectations are managed and selling cycles have been dramatically reduced. The new environment has
raised the bar at the company. As a result, expectations are high and the performance is higher.
The Bottom Line
“They’ve got a good gut sense of what needs doing. And they know how to find the resources
to get it done.”
– Company Founder