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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. We have to trust them to do the work.
Neither team trusts the other’s data or priorities. When implemented correctly, AI doesn’t just improve alignment, it makes alignment inevitable by creating a single, data-driven source of momentum that both teams trust and act on. Marketing complains that sales ignores their hard-earned leads. Sound familiar?
We see trust plummeting, we see challenges to social cohesion in both business and social environments. Sadly, we have adopted a mechanistic view of business–particularly in selling and management. We stop thinking of our customers as human beings, instead treating them as widgets we move along the sales assemblyline.
Even concepts of insight based selling are repackaging of consultative, solution, customer focused selling programs of the 60s, 70s, 90s. Even concepts of insight based selling are repackaging of consultative, solution, customer focused selling programs of the 60s, 70s, 90s. But there are limitations to this.
We are creating massive sales assemblylines optimizing the order taking process. We nurture them until they have done much of the work, then we engage them running them through our sales assemblyline of qualifying, demoing, pitching, proposing, closing. At the same time, we see data that is alarming.
Ironically, while buying is getting more personal–more about people relating to people, selling seems to be, increasingly, less so. Relationships were fundamental to sales and selling in distant times. Buying is about people, great selling is too! We Don't Lose Because Of What We Sell!
There seems to be an arrogance or conceit in so many of the conversations I see about the future of selling. My feeds are filled with new technologies, new selling models, new engagement strategies, new organizational structures. Sellers have, blindly, applied “manufacturing” technique to managing their selling process.
We seem to be approaching or passing the tipping point where leading sales practitioners view successful selling as a disciplined, focused, engineered approach to engaging and creating value for customers. Stated differently, moving more toward selling as a science. We’ve focused more on the mechanics and less on the people.
For years, I’ve been writing about the mechanization of selling. Customers have become depersonalized widgets that we move along our sellingassemblylines. The people impacted are those that trusted management and do the work management directed. Our people have become replaceable widgets as well.
I’ve always been biased more to the science side of selling than the art side. I believe that selling is a disciplined process, that we can “engineer” those processes to increase our impact, customer engagement, and our effectiveness. I find myself in an unusual position. Much of this seems to be a R 3.0
Our co-founder, Russel Brunson, has developed a sales funnel model called The Value Ladder, which we believe is the most effective way to sell online. This sales funnel model is so effective because you are gradually increasing commitment as you are building trust. Here’s how it looks like: It has four stages: Bait.
The focus in much of our discussions on selling is about us–sales people. We have highly focused roles, each role focuses on it’s job in the sales process, once complete, the widget–I mean customer, is passed to the next function, then the next, then the next… on down the sales assemblyline.
We design our organizations to be lean mean selling machines. Prospectors prospect, account managers account manage, product line specialists are expert in their product lines, and on and on… Each role is precisely defined, we have the metrics to by which we constantly measure performance. And they are emotional.
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.
But the past couple of weeks, I’ve been in a bit of a dark place on the “state of selling.” Sadly, too many sales executives, too many clueless corporate executives; all supported by vendors and consultants trying to sell them something are in a mad rush in exactly the opposite direction. Trusting them to do so.
After all, you wouldn’t put a new recruit in charge of your enterprise accounts; similarly, a rep with deep experience in healthcare would probably struggle to sell into tech. There are three main models for sales teams: the assemblyline, the pod, and the island. The AssemblyLine. Is not suited to scale.
Often, these are those with the assemblyline version of selling, optimizing our process, treating the customer as a widget they move through the process—lead, SDR, Demo, Account Manager, Specialist, Customer Experience Team… The customer is an object upon which we execute our selling process, working the numbers.
And, while I will contradict my opening premises, too much of the time, in seeking “predictable revenue,” we treat every aspect of selling as laws etched in granite. They recognize the real value in the organization has nothing to do with what they sell, or the tools, programs, processes, and so forth.
I believe selling is a set of disciplined processes, many of which can be “engineered” to optimize our ability to engage the right customers/prospects, with the right conversations, at the right time. One begins to see images of assemblylines with customers on a conveyor belt moving from station to station.
The reason they were such a good salesperson in the past is because they had the automation, infrastructure, and internal alignment in place to sell at a high rate. Trusting opinion more than data. Having a goal of selling more is great, but what will actually allow you to sell more? The problem?
We pitch our products, we manage customers to fit into our selling process, we move customers through our sales assemblyline because it is more efficient for us, though perhaps not helpful to what the customer is trying to do. How we engage the customer, how we develop empathy, trust, how much we care and demonstrate that care.
It almost seems that we have an assemblyline that we pass our customers along—we try to attract attention, building a relationship through our digital presence–web sites, blogs, other materials. How do we build trust across our organizations? Instead, we focus on our efficiency in handling the customer.
Our solution can save your reps 30% in admin time, so they’ll have more time to sell (really?), will sell more (really??), a factory assemblyline). Here’s what an overcomplicated value story with unreasonable value attribution looks like: . and will get your revenue up by 30% (really???). . Mission accomplished.
Isn’t it ultra-satisfying to watch a perfectly automated factory assemblyline? A sales team is focused on helping first-time users discover the initial value of a product or service, such as the unique selling proposition , then complete the purchase. It could be cars, machinery, or maybe just ice cream sandwiches.
Brian is regularly referenced in popular books including Chris Brogan's Trust Agents and Seth Godin's Linchpin. They have a product to sell.". He runs Copyblogger.com , an awesome copyblogging, copywriting, and SEO tips and tricks blog that frequently makes the AdAge Top 150. How to write for both search engines and humans.
The struggles have less to do with choosing what to buy, yet sellers tend to focus on what they are selling. We don’t take the time to build relationships and trust. We view the process as a transaction, moving the customer from person to person on our sales assemblylines.
On this podcast, I talk with company leaders about how they’re modernizing the business of making, moving, selling products, and of course, having fun along the way. We were working with a customer who had an assemblyline and they had a couple stations along their assemblyline. Transcript. podcast at Spiro.ai/podcast
I think Calendly, it’s one of those blessings and a curse where you can sell into all different parts of the organization, really, like everyone has meetings, everyone needs to schedule their, their day in their life. Without fear and there’s, there’s trust built, built in. So I think at like a sauna. and comfort.
After all, some jobs have already been replaced by AI and robotics ( assemblylines come to mind). And at the end of the day, you’re selling to a person. AI can analyze reams of data and identify patterns, but it can’t build those relationships or establish trust with prospects for you. . It’s a valid question. .
Pinpointing who needs what you’re selling means getting cozy with data—because gut feelings won’t cut it here. This kind of interactive approach fosters trust between brand and consumer leading up towards increased sales—not bad for some clever coding.
I was listening to a webcast recently and the “new” concept of “Relationship” selling came up. Apparently the speakers were noticing the fact that to develop trust and confidence with our customers, we have to build some sort of relationship. While it may not seem so, I’m terribly introverted.
This is the downside of the modern Sales AssemblyLine — both buyer and seller feeling like a cog in the wheel. Imagine I am selling you an amphibious vehicle. We neglected to figure out — in advance or in discovery — if what we are selling is relevant or timely to the prospect. How did that make you feel?
We’re also brought to you by Vidyard — the best way to sell in a virtual world, whether you need to connect with more leads, qualify more opportunities, or close more deals. Make prospecting videos, follow-ups, product demos, and other communications that drive virtual selling. Why prospecting sits apart from sales [6:59].
What’s killing sales is sales people and leaders unwilling to do the work of selling! We know people buy from people, yet we create assemblyline/transactional processes. If there is buying, there will always be a need for selling! We know and encourage buyers to self educate on the web.
On this podcast, I talk with company leaders about how they’re modernizing the business of making, moving, and selling products, and of course, having fun along the way. Steve Kingeter: And it’s a lot more diverse than frogs, trust me. Transcript. Adam Honig: Hello and welcome to Make it. Podcast at spiro.ai/podcast.
Its narrow offerings were all produced in an assembly-line-style system. You want a trusted team with skin in the game at your side as you move into the implementation phase. The owner realizes that by blindly trusting Harry, he has put his business in serious jeopardy. Creating the vision will be the easy part.
We take them through the same standard “handling” as we engage them and move them through our selling process (forget they have their own buying processes and they struggle with it.). Selling is a human process. We use the same email campaigns, “Dear occupant or current resident,” they each say the same thing.
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