Pages: 8

This chapter covers how we can think of a sales organisation as a set of building blocks to be effectively designed, aligned and optimised. It sets out what the key building blocks are, why they are important and how defining them enables us to control, manage and scale our sales team. Organisations that are in control of their building blocks can set a sales strategy and execute it, thus delivering sustainable and predictable growth.

Pages: 17

Chapter 2 explores where we can achieve growth based on six levers that organisations can pull to boost revenues. Each lever will have a different emphasis according to context and ambitions. The core elements of building a sales strategy are then discussed by answering five core questions. Finally, we end with ideas and advice on how to develop your sales strategy, including useful mindsets and strategic plays.

Pages: 14

A ‘first contact to happy customer’ sales process is a centrally important piece of design for any sales organisation. This chapter sets out what a sales process is and why we need one. It goes on to explain in detail how to build your own sales process that is fully adapted to your product/service/market combination. Several examples of sales processes used by Small and medium enterprises (SMEs)and start-ups are included to help visualise options.

Pages: 17

Chapter 4 covers the basic attitudes, routines and behaviours that are essential in B2B selling. They are set out in a generic sales process consisting of seven phases: prospecting, discovering, engaging, proposing, closing, securing and nurturing. Also covered are core themes that cut across all phases of the sales process.

Pages: 10

This chapter begins with a definition of what we mean by ‘sales methodology’ and also why we need one. It then explains how to build this ‘way of selling’, using our sales process and other sources to enrich it. Examples are given to show how Small and medium enterprises (SMEs) and start-ups bring to life key moments of their selling approach, as well as advice on how to implement the methodology.

Pages: 21

Lead generation is one of the most important activities to get right in start-ups and Small and medium enterprises (SMEs). Without a steady flow of new opportunities, achieving growth is very challenging. There are a wide variety of methods to generate leads which are explored in this chapter, along with how to decide which mix to use.

Pages: 17

This chapter puts value propositions under the microscope. What are they? How do they help us in B2B selling? and how do we build them? Different perspectives are offered on what a value proposition is, as well as a construction process that engages the right people in a business. The second half of the chapter focuses on pricing strategy. It sets out why getting pricing is so important, different strategies that B2B selling organisations can use, and finally, how to approach negotiations if that proves necessary.

Pages: 13

Deciding on which structure to adopt as an organisation expands takes careful thinking. This chapter looks at when restructuring needs to take place, the core questions to ask and the options we have for sales organisation structures. Sizing a salesforce and transitioning to a new structure are also considered.

Pages: 12

Alongside applying the principles of effective ‘standard’ management, great sales managers install regular routines to enable their teams to sell. This chapter covers the key routines that do this, focusing on coaching, collaborating, championing and customer engaging. Practical ways to carry out these activities are covered, along with examples of typical working weeks for sales leaders and founders.

Pages: 12

The right sales metrics can make ‘steering the ship’ so much easier. Well-chosen metrics enable us to ensure we do the right work today to secure a good result tomorrow. In this chapter, you will learn how to derive key metrics from your own specific sales process so that you can ensure you have enough opportunities in play and that they are moving through efficiently. A variety of supporting metrics will be covered to secure effective management of your sales organisation more generally.

Pages: 10

One of the most essential routines in any sales organisation is a pipeline review. By paying close attention to the quality and quantity of opportunities on a regular basis, start-ups and SMEs can greatly increase their chances of meeting growth targets. This chapter sets out what a good pipeline looks like and how to create the right culture in a sales team to make it effective.

Pages: 20

Of all the areas to consider in building a scalable sales organisation, which technologies to adopt is perhaps the most exciting, challenging and game-changing decision to make. This chapter explores the universe of possibilities before setting out a rigorous process to help you make the right decision for your business.

Pages: 14

Effective sales training is a proven lever for growth. In many senses, training for sales is no different from any other profession; without it, we can only expect average to poor results. This chapter sets out the principles of effective sales training design and delivery that are aligned with your sales strategy. It looks more broadly at the different types of training that salespeople value throughout their career, so they stay with you. The chapter ends with a description of the sales enablement function, which is becoming more and more prevalent, and when it’s time to consider setting it up for Small and medium enterprises (SMEs) andstart-ups.

Pages: 18

This chapter covers the key principles of account management as part of an organisation’s growth strategy. It sets out why account management is vital, how to prioritise where best to focus valuable sales time and tools for developing accounts. It also covers key account strategies for organisations that have large customers that comprise a substantial percentage of overall revenues.

Pages: 11

Compensation and incentives are important levers for driving sales performance. Aligning them with your sales strategy is critical to avoid deviant sales behaviour. This chapter sets out the various elements you can play with to design your sales reward system, including the research into what has been shown to be effective.

Pages: 12

An organisation is only as good as its people. Recruiting the right salespeople is a game-changer for SMEs and start-ups. The probability of success is increased by being totally clear on the type of individual you are looking for, and having a solid recruitment process that selects the best. This chapter sets out the ways you can do this.

Pages: 9

Setting up and managing an active partner/reseller programme can be hugely beneficial to start-ups and Small and medium enterprises (SMEs) because it has lower fixed costs and can help access target customers more quickly than using a direct salesforce. This chapter sets out the types of partnerships that you could build and how best to manage and motivate them to support your sales strategy.

Pages: 3

A sales organisation is a system of interrelated parts. Good sales leaders consider the whole system when they make changes. And for future-proof organisations, it is wise to stay fully tuned to business model innovation and technological developments, to be part of the future rather than history.