This is the final installment in the five-part, e-book edition of Sales Automation Done Right. And, it’s the shortest. It’s really an essay summarizing how true sales automation can reap huge benefits for organizations understanding what needs to be done and executing that correctly.
What’s important to grasp is the true meaning of “sales effectiveness”—selling better than the competition, increasing won/lost ratios, losing less and winning more. Part 5 suggests reframing sales force automation (SFA) to specifically mean using technology to improve sales effectiveness, as it is defined like this. The problem is that the other “e” word, efficiency, gets in the way. Sales can increase because technology frees up more time to sell. That’s great, and you need that to happen. But that’s only half the benefit.
The neglected half is that ability to win more sales in the face of strong competition. That is where Sales Automation Done Right sets out to level the playing field. Learn the principles you’ll find there and your team will sell better. The sub-title of SADR is “leveraging technology for competitive advantage in sales.” If I had to do it again, I would change that last phrase to “competitive advantage in selling.”
There can be a strong differentiation between the two words “sales” and “selling.” I find that if I speak about selling I’m more confident that I am pointedly talking about salespeople physically in front of customers—doing it.
Part 5 raises the importance of sales methodology—an academic sounding expression that puts many salespeople off, thinking that sales methods never work out in practice over significant amounts of time. But salespeople must learn that technology can dramatically transform sales and selling—in ways that can only be described by those thunderous expressions like Paradigm Shift, Sea Change, or Perfect Storm. Yes, the benefits are that significant.
But sales methods have to be reengineered. You can’t couple ideas on selling, written before the PC era, to gain advantage from smartphones, tablets, ultra books, cloud computing, the internet, and social media, and the like. It can’t be done. Models that cut through to the heart of the sales transaction have to be crafted so they can be understood by the computer. SADR shows one approach—I’m sure there are more.
In the conclusion I remark that over ten years method development is encompassed in SADR. That was eight years ago, and the concepts are still expanding. New technologies like mobile, cloud, and social networking provide further opportunities. Our ongoing content posted in The HUB will tell that evolving story.
As I said, “Creating a sales method just doesn’t happen overnight—it’s evolutionary and the picture gradually emerges. Ideas are triggered by real problems experienced in the sales process. Attempts are made to fix them, leading to changes which, in turn, are tested in the field. In response to results from real sales experience, the ideas may be tuned, changed or added to. At some point, it’s possible to take a pause, look at the results and say, ‘We have a method.’ If the ideas of the method are sound when things get started, the progress of development is a logical evolution of what’s gone before.”
Although this is the final part of the five-part e-book Sales Automation Done Right, the story doesn’t end here. It continues every day, and you can read about it here, at The SalesWays HUB.
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