Submitted by: Bindu Thushara.

N, IGTC September 17, 2013

AGEND A Introdu

tion

Sa!es pro ess" de#inition Steps in$o!$ed in sa!es pro ess Tas%s o# sa!es pro ess Bene#its o# sa!es pro ess Sa!es mana&ement usin& sa!es pro ess 'ra ti es that sa!es mana&ers ha$e to imp!ement #or an e##e ti$e

INTRODUCTION
)o* important is it #or a ompany to both ha$e and understand its sa!es pro ess+ o It,s ru ia! to sa!es ompany e-pansion. oordination, mana&ement and

o )e!ps in the transition o# sa!es mana&ers #rom administrators to e##e ti$e oa hes. o .ttains hi&her ustomer satis#a tion due to impro$ed representati$e pro#essiona!ism. o /or e-amp!e, one B2B so#t*are ompany uses a #air!y ommon pipe!ine mode! o# !ead, demo, boo%in&, and !ose as indi$idua!s steps, and ea h o# these steps

SALES PROCESS 0. systemati

approa h in$o!$in& set o# steps aimed at initiatin& and supportin& the identi#i ation and1e$a!uation1o# !i%e!y1 ustomers 2prospe ts3,1sa!es presentation, and su ess#u! on !usion o#1sa!es a ti$ities4.

It re5uires a !ose1 oordination1o# peop!e, e5uipment, too!s, and1te hni5ues, and in !udes1ad$ertisin&1and1promotion.

STEPS INVOLVED IN SALES 'rospe PROCESS tin&: 6$erythin&

starts *ith 'rospe tin&, *hi h is essentia!!y the pro ess in *hi h you separate suspe ts #rom prospe ts. 'rospe tin& ta%es on many #orms. Some sa!es pro#essiona!s1#o us1on door to door o!d a!!in&, *hi!e others re!y on1net*or%in&1or dire t mai! ampai&ns.

Bui!din& (apport: 7n e you8$e #ound some prospe ts, you need to shi#t your #o us your attention on bui!din& trust and rapport. I# you don8t do *e!! in this step, you *i!! rea!!y stru&&!e throu&h e$ery other step. Identi#yin& the needs: The more needs you an

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9e!i$erin& persuasi$e presentations: :ou need to be ab!e to e##e ti$e!y present your ideas;so!utions; ompany in a manner that is persuasi$e, pro#essiona! and tar&eted. Bein& prepared and ha$in& !ear ob<e ti$es are t*o o# the most important parts o# an e##e ti$e presentation. 7$er omin& ob<e tions: ==> o# your sa!es y !e *i!! be #i!!ed

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C!osin& the sa!e: ?hi!e most non"sa!es pro#essiona!s thin% that !osin& is the on!y thin& that sa!es pro#essiona! do, it may be the most important step. Su ess#u! !oses are bui!t by omp!etin& ea h o# the pre$ious steps and not by <umpin& ri&ht to as%in& #or the sa!e. Gettin& repeat sa!es;/o!!o* up and re#erra!s: Good #o!!o* up *i!! doub!e your !osin& ratio. ?hen a sa!es person ma%es onta t *ith a prospe t a re!ationship has been bui!t, and #o!!o* up is ho* it is nurtured. The

TASKS OF SALES PROCESS

Identi#yin& and 5ua!i#yin& !eads so as to ta%e in to a ount on!y those prospe ts that tru!y ha$e the potentia! to buy a ordin& to their importan e to assi&n the ri&ht resour es to ea h o# them. Su ess#u! sa!espeop!e spend more time *ith their top re$enue produ in& a ounts. Impress the ustomer *ith the uni5ueness o# the produ t;ser$i e and your ompany. Ta!% about the 8need8 o# the ustomer and de$e!op ustomi@ed $a!ue propositions to so!$e their business issue.

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.ssess the pur hasin& po*er o# ea h potentia! ustomer. Aar&er per enta&e o# pro#itab!e sa!es. /or&e stron&er bonds bet*een the ustomers throu&h the sa!es sta##. ompany and the

6-p!orin& the possibi!ity o# up se!!in& and repeat business. 6nsure repeat business throu&h ade5uate ustomer satis#a tion and proper #o!!o* up. It osts #i$e to ei&ht times more to a 5uire a ne* ustomer than se!!in& to an e-istin& ustomer.

BENEFITS OF SALES PROCESS IMPLEMENTATION Companies that dep!oy a #orma! sa!es

pro ess, *hen ompared to the mean, *in BC> more, ha$e sa!es y !es 37> shorter and &enerate 2- the re$enue per head.

The reason they ha$e been ab!e to onsistent!y produ e abo$e a$era&e resu!ts is due in part be ause they ha$e a #orma! sa!es methodo!o&y that the sa!es #o!!o* to mana&e their opportunities. The estab!ishment and imp!ementation o# a sa!es pro ess *ith de#inab!e steps in a ompany ou!d resu!t in: o

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o (epeatab!e . ti$ities " a ti$ities that shou!d be repeated to obtain the desired out omes a&ain and a&ain by any sa!esperson *ithin the or&ani@ation. o Tan&ib!e (esu!ts " the out omes that an be measured and ompared. o (e!e$an y #or 7thers " . &ood sa!es pro ess may be !oned to suit other or&ani@ations and they may emu!ate a su ess#u! sa!es pro ess mode!. . &roup o# ompanies may app!y a parti u!ar!y produ ti$e sa!es pro ess to a!! or some o# its di$isions. o 6##e ti$e sa!es pro esses stand the ri&ors o# han&in& times and mar%et onditions and produ e

SALES MANAGEMENT USING SALES PROCESS ?ithout an estab!ished sa!es

pro ess, mana&ement annot ontro! or predi t #uture sa!es. Simp!y ha$in& a do!!ar amount o# !osed sa!es #or the !ast month doesn,t at a!! #ore ast *hat *i!! happen in the #o!!o*in& month. 'ayin& attention to the $arious sta&es o# a sa!es pipe!ine, the sa!es mana&er an monitor and push the $arious sta&es, most important!y be ab!e to predi t the

PRACTICES THAT THE SALES MANAGERS HAVE TO IMPLEMENT FOR AN EFFECTIVE SALES TEAM A well !n!"ed te! #!$ Ali"n ent% Moti&!tion% !nd
Pe'(o' !n)e !nd !d#e'e$ to t#e ('! ewo'* o( S!le$ +'o)e$$. .$oid too many sa!es teams *hi h at a !ater point o# time be ome o$er"mana&ed and under"!ed. 'romote a positi$e importan e o# strate&y. u!ture and e-p!ain the

1Bui!din& the teamE #indin& and hirin& the ri&ht ta!ent. Caden e and Consisten y: Set and mana&e the heartbeat o# the team.

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Insist on #o!!o*in& the sa!es pro ess and adhere to its #rame*or%. '!a in& a hi&h priority on oa hin& *i!! bui!d on#iden e and dri$e produ tion #or their team better and #aster. Fno* ho* to moti$ate and en oura&e sa!es representati$es *ho are hi&h!y ompetiti$e to ma-imi@e per#orman e and minimi@e on#!i t. .!*ays thin% ahead and re o&ni@e *hat sma!! trends indi ate the do*nside be#ore they be ome bi& prob!ems.

SALES PROCESS CONSULTING

'hase 1:19ata Co!!e tion H The onsu!tin& be&ins *ith data o!!e tion and ompi!ation uti!i@in& your #eedba %. 'hase 2:19e$e!opment o# the Branded Sa!es 'ro ess H This pro ess is uni5ue to the sa!es y !e and buyin& patterns and has to be presented in an a ountabi!ity"spe i#i pro ess #ormat. 'hase 3:1Ia!idation and F'I 'hase H The sa!es pro ess is $a!idated *ith !ine sta%eho!ders in a *or%shop settin& to #ina!i@e the methodo!o&y and trans#er a ountabi!ity to interna! hampions.

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'hase B:16-e uti$e (e$ie* HSessions to be set up *ith !eadership team to &ain #u!! buy"in and ommitment, #oster mode!in& o# the !an&ua&e and pro ess, and rein#or e a ountabi!ity. 'hase J:17perationa!i@in& the Sa!es 'ro ess H Identi#i ation o# the e!ements o# ta!ent !i#e y !e that the sa!es pro ess tou hes in !udin& per#orman e mana&ement, se!e tion and hirin&, s%i!!s trainin&, onboardin&, inte&ration *ith C(G, brandin&, and mar%etin& o# the pro ess, amon& other inter$entions, to su ess#u!!y operationa!i@e a

REFEREN CES

http:;;b!o&s.sa!es#or e. om; ompany;2012;10;12"best"

http:;;e@inearti !es. om;+)o*"to"9e#ine"."Sa!es"'ro e http:;;***.sa!esben hmar%inde-. om;sa!es"pro ess;