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Continuing my series on applying lean/agile manufacturing principles to selling, I was reminded by Charles Green and Dave Jackson about an important aspect of these principles that is never mentioned by those promoting lean/agile in our sales assemblylines. What if we learned what lean/agile manufacturers really do?
Edwards Demings 14 principles transformed manufacturing by emphasizing quality, efficiency and continuous improvement. The traditional, assembly-line model of campaign executionwhere data, creative, and deployment are handled in rigid stepsis no longer fast enough for real-time customer engagement.
Sellers have, blindly, applied “manufacturing” technique to managing their selling process. Customers and sellers have become widgets moving along the sales manufacturingline, losing the humanity, failing to build trust and confidence the buyers crave.
We redesign knowledge work, emulating the principles of the industrial assemblylines of the past. We chop up work, creating assemblylines where knowledge workers focus on perhaps the functional equivalent of tightening a bolt. them passing the work to the next person in the knowledge worker assemblyline.
We’ve even borrowed concepts from our manufacturing counterparts with leader boards, call counts, data being projected on the walls or scrolling across our dashboards. The SDR passes the customer to a BDR who passes the customer to an AM (Account Manager), who engages a Demoer, than a Product Line specialist.
This has a number of advantages, skill levels don’t need to be as high, we can leverage role specialization more effectively (creating sales assemblylines with customer widgets passing through each station), and we can effectively leverage all the traditional selling skills.
However, we are repeatedly see descriptions of selling becoming more like that of a manufacturingline–input a prospect at the beginning of the process, move them step by step through our sales machine, and at the end we spit out a paying customer. Things like trust, relationships come into play.
We see too many signs of mechanization, losing the person, treating customers as widgets to move through our highly efficient selling process assemblylines. The Not So New Principles Of Sales Relationships Are Secondary To Sales Effectiveness Don’t Trust Your Sales Process, Challenge It,… My Favorite Sales Books.
For example, if a customer in manufacturing wants to improve the lead conversion rates for a team of 50 reps, show them lead conversion stats for mid-market companies in the manufacturing industry. a factory assemblyline). You’ll really get a customer’s attention if you show them figures from relatable use cases.
There are three main models for sales teams: the assemblyline, the pod, and the island. The AssemblyLine. In the assemblyline model, also known as the hunter-farmer model, sales teams are organized based on each individual’s job title. What Are the Types of Sales Organizations? Customer Size.
And what that basically means is for distribution centers and other areas like manufacturing, they use voice-enabled workflow technology to help them be more productive. We were working with a customer who had an assemblyline and they had a couple stations along their assemblyline. Alex, welcome to the show.
Instead, today we’re talking with Steve Kingeter, the CEO of VC999, probably the best manufacturer of vacuum packaging machines in the world. When we think about manufacturing, often we think about well we’re gonna get a bunch of metal and we’re gonna just form it all the way through to the end product or whatever.
Operations planning process: Ensure resources, such as raw materials and manufacturing capacity, are available to meet projected customer demand. For S&OP success, you must have committed leadership, clear roles, and a culture of collaboration and trust. This cross-functional team brings different views and skills.
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