Sales Centric CRM is familiar and comfortable for the salesperson to use and increases adoption. Winning sales methodology is baked into the app and provides a constant direction that the salesperson should follow for the best shot at winning. Sale centric CRM builds a platform of increased efficiency for salespeople to become much more effective. Double digit increases in sales are easily obtained and maintained through diligent use of the application.
Salespeople still have trouble adopting CRM. Surprising — because, way back in time, salespeople were first to adapt contact management apps to collect and store customer information to help them with the in the sales process. Sales opportunities were later added, and contact management morphed into sales automation. When other customer facing departments tapped into the customer databases to collaborate and share information, CRM came about.
At last, salespeople could check their service department’s activity before entering an account, avoiding messy situations they did not know about — thanks to CRM shared information. Leads gathered by Marketing became instantly available to sales, making it easier to provide faster response than competitors (unless competitors also had functioning CRM systems too.) CRM pushed transparency across the company, everyone knew what the other was doing.
CRM apps now store data that salespeople depend on to do their job (if information has been entered properly.) Account, customer, and opportunity data should be there in one place — there’s no need to go hunting for it in files scattered throughout the company. Importantly, customer interactions are recorded too, providing a historical record of completed sales which all the sales team can benefit from.
Information retrieval is one aspect of CRM that is appreciated by salespeople. This benefit is only possible though, if data on everyday customer interactions is diligently entered into the system. Unfortunately, that is not always the case. “Bad data is worse than no data” has a ring of truth about it. Salespeople themselves are a little suspicious of transparency and sometimes leery about sharing their knowledge around the company.
The shared customer knowledge store has had an instant positive impact on sales. This is pure CRM in action, sharing knowledge across many customer facing functions, but principally sales, marketing and service. Salespeople win because their efficiency goes up. They do more actual selling because they spend less time tracking and retrieving information needed for their strategies to win.
But, salespeople need much more than solid knowledge surrounding the sale (the sales environment.) Selling, being competitive, depends on a strong sense of strategy and tactics that change and weave within the sales cycle — the time it takes to for the sale to evolve from start to finish. This falls outside the scope of pure CRM and is best described as sales automation. Yes, sales automation can be woven into the CRM application, but it can also exist outside it.
A company can operate a working sales automation app without using CRM. Don’t get me wrong, it’s better to have the sales app engrained or baked with in the CRM. CRM doesn’t help much with the strategic side of the sales process, but it is a great environment to house the sales automation app which does. Regular CRM provides efficiency and sales automation provides effectiveness. Sales centric CRM compounds the two e’s (efficiency and effectiveness), making it possible for real increases in sales. Both e’s depend on computer power and come under the general scope of computational selling. Let’s take a look at some capabilities of sales centric CRM.
T, A, S AND C, the four pillars of sales management
Salespeople benefit most from CRM if information is organized for easy retrieval and analysis in their daily routines. The TASC model of Territory, Account, Sales Opportunity and Contact Management concisely cover how sales related knowledge can be grouped into sensible silos that are easily understood and utilized by salespeople:
Mainly thought of in terms of geography, but not always. Territories define the accounts over which each salesperson has responsibility. Sales managers usually are more into Territory Management than the salespeople themselves. Dividing business into appropriate chunks for the sales team to handle is an ongoing and sometimes stressful chore.
Accounts are important. Sales activities are more efficient when driven at the account level. Customized marketing and sales projects target multiple contacts within an account. Good account management leads to very efficient selling.
Sales Opportunity Management
Sales opportunities are the life blood of the sales team. At any one time, even in a small company there usually hundreds of potential “deals” in motions. Some will be won and some lost. This is where sales automation really helps to improve the win/loss ratio in sales. A computer can keep track of multiple opportunities with varying sales cycles and carrying different degrees of risk.
A computer can be taught the vital timing and strategic direction of the sales cycle and the sales process. Until salespeople are opened up to computer automation that includes a model of the sale, they will be continually be held hostage by more agile competitors who have already adopted true computational selling.
This is where CRM has its foundations. In sales it’s impossible to know too much about the customer, and in CRM the contact management section is the place to go get it. For an unambiguous description of a contact it’s easiest to settle on “a contact is a person.” Often accounts are referred to as customers, which doesn’t help the simple minded computer to be crystal clear. It’s another reason to have a hierarchy — contacts (people) reside in accounts, and accounts reside in territories. Sounds simple but good CRM apps are rigid about this and avoid the outcome of distorted, missing, or incorrect data.
So, sales centric CRM organizes and presents data in the way a salesperson likes to see it, and if salespeople like it, they use it.
Sales Opportunity Management
Opportunity management rises to the top of the TASC discussion because it is most important, by far, of the four organizational pillars. Grouping opportunities is important. Looking closely at sorted lists of opportunities provides the salesperson and sales manager insights of time and resource allocation to get the best value — the most wins from the available business. This is sales centric CRM’s importance in creating efficiencies. The sales team wastes less time on following bad business deals.
Sales automation increases effectiveness. A principal indicator of effectiveness is priority — which opportunity to work on first. A list of opportunities sorted by priority will tell the salesperson to work one opportunity ahead of another. The thing is, the most attractive deal doesn’t always take precedence over one that looks less likely to win. This idea is not always evident to the busy salesperson. It runs counter to a natural instinct to go where you feel comfortable — a friendlier or more accommodating customer, or maybe a situation with a higher expectation of winning.
A sales automation app can provide excellent feedback on progress in the sales cycle if it knows a few things provided by the salesperson such as: the expected length of the sales cycle, which phase the sales cycle is in and a simple estimation of the probability of winning. Usually these parameters change to different degrees throughout the sales cycle and it’s important for the salesperson to stay on top of the changes. Winning strategies have to be continually reviewed and tweaked for the best results. Sales automation embedded and in CRM is in the face of the salesperson daily and ensures that nothing gets overlooked — moreover that precious selling time is maximized.
Sales Process Workflow
The sales process has attributes that are identifiable and repeatable — thats why it’s possible to teach a computer what to expect and predict in the progression of the sale. In this way intelligent advice can be passed on to the salesperson providing a winning edge over the competition.
David Allen is the best selling author of wildly popular books on personal time management concepts which he classifies under the general heading of “Getting Things Done.” In his book “Making It All Work” David postulates that the sales process could use the same ideas. He wrote, “. . one day someone woke up and realized that there was a characteristic, identifiable sales process. Some individuals understood it more intuitively and spontaneously than others, but it actually involved a particular set of procedures that could be taught, learned and implemented.” (Emphasis mine.)
It is this concept – a consistent and unified sales workflow – that we have identified as the basis for the getting things done in sales. And in sales, getting things done means opportunity management, and that is what we’ll be examining, the GTD of sales — Getting Sales Done.
In his book, Allen posits five stages of mastering workflow. Simply put, these are the five steps you take to get things under control so you can get them done. All of these have an analogue in sales, specifically in applying the principles of GTD in opportunity management, and we’ll go into greater depth examining them.
Our special insight into this is that, along with others, we realized many years ago that there is a definable sales process, and we took it a step further. If you can define a process, really define it with specific and consistent meaning and repeatable steps linked to distinct and explicit sets of circumstances, then you can automate that process. In short, you can teach it to a computer. All of our articles on Allen’s book and concepts bring this single, unique vision to the study of Allen’s work.
Computational Selling and Sales Centric CRM
In summary, if we bring technology to the parallel visions of CRM and SFA, we have achieved SALES-CENTRIC CRM – a tool to improve ways to move closer to the customer in synergy with making the sales team more effective at closing opportunities. We’ll have much more in future posts about this idea and how it works in practice.