Промышленный лизинг Промышленный лизинг  Методички 

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 [ 33 ] 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 100 101 102 103 104 105 106 107 108 109 110 111 112 113 114 115 116 117 118 119 120 121 122 123 124 125 126 127 128 129 130 131 132 133 134 135 136 137 138 139 140 141 142 143 144 145 146 147 148 149 150 151 152 153 154 155 156 157 158 159 160 161 162 163 164 165 166 167 168 169 170 171 172 173 174 175 176 177 178 179 180 181 182 183 184 185 186 187

A Sales Organization Is an Extremely Targeted, Low-Cost Solution for Acquiring New Business

Traditionally, professional services organizations acquire business via two methods-marketing programs and consultant sales efforts. Although marketing programs are essential, they can be costly and the return on investment can be difficult to measure; and while consultants possess deep knowledge of their service lines, they must juggle client service with sales responsibilities and are not always trained to sell outside their area of expertise. When integrated across your firm, the sales organization provides a high return on investment:

A sales organization is highly trackable. Sales effectiveness can be accurately measured, tracked, and improved with the right tools and

processes.

If a sales organization targets effectively, it minimizes wasted effort or expense. An advertisement might reach 15,000 individuals, with only a small percentage of those targets being qualified. Sales professionals target only those individuals who buy your service.

A sales organization is flexible. Sales professionals can be quickly redeployed to launch a new service, unlike consulting professionals who are trained to sell within one practice area.

A Sales Organization Sells the Service and Consultants That Best Fit the Client Need

A sales organization, composed of professionals who are conversationally competent across a full range of consulting services, can focus on delivering what is best for the client. An effective sales professional will sell the right service and the best consultants every time.

The rewards associated with establishing a sales organization are significant for both your firm and your clients business. This chapter outlines the questions to consider and the steps to take to establish a strategic sales organization in your professional services firm. It is not enough to simply hire salespeople and to then expect results; an understanding of management and coaching, sales processes, and technological needs is essential.

Organizing Your Sales Team

If you can find a way to create a sales organization that belongs to the entire company, you will have unbelievable velocity in the marketplace.

The American Marketing Association defines salesforce organization as an arrangement of activities and job positions involving the salesforce.



The starting point in organizing a salesforce is determining the goals or objectives to be accomplished; these are specified in the firms overall marketing plan. The selling activities necessary to accomplish the firms marketing objectives can then be divided in such a way that the objectives can be achieved with as little duplication of effort as possible. The organizational structure provides for specialization of labor, stability, and continuity in selling efforts and coordination of the various activities assigned to different salespeople and departments within the firm.3 Two key words to pull from this definition are continuity and coordination-these allude to teamwork.

Many professional services firms have experimented in creating a sales organization, and some have been successful in some places. In general, however, professional services firms that set out to establish a firmwide sales organization have not been very successful. Two common characteristics that plague these organizations are the inability to gain support at a high level, whether at the partner or executive management level, and the inability to figure out how to do it together or, in other words, how to get the professional consultants and sales professionals to partner. Jeff Litvak, who was previously a partner with KPMG, highlights integration between the consultants and the sales professionals as one of the top three critical items in ensuring your sales approach is successful. Litvak observed that while KPMG had a sales organization, the organization was not as integrated with the professionals like the salesforce at FTI; a level of independence still existed and this sales structure was not very successful. Where increased independence equates to less effectiveness, it is clear that to succeed, consultants and sales professionals must marry up. 4

In learning from this experience, we can confidently state that to establish a successful sales organization in a professional services firm, four critical success factors exist:

1. You must have support for your sales organization at the highest level, even if that support lies in only one individual who is willing to keep the objectors away until you have a chance to be successful.

2. Your sales professionals must belong to the entire company. Your sales professionals cannot work for one consultant or one service line. Organizing your sales organization by a particular service line will lead to competition, or fiefdoms, and a lack of continuity and coordination in the sales effort.

3. You must integrate your sales and marketing organizations. Branding, creating high quality, relevant content, and reaching the customer via multiple channels is the value marketers bring; however, this can be leveraged only if efforts are closely aligned with sales objectives and an understanding of the buyer.



4. Over time, your sales professionals and your consulting professionals must marry up. Independence equates to a decrease in effectiveness. If sales professionals commit themselves to learning the business and professional consultants commit to respecting and understanding sales, a true partnership can form.

Assuming you are moving toward meeting the four critical success factors, then, what makes a good sales organization? Characteristics of any good sales organization include:5

An organizational structure that reflects a market orientation

An organization that is built around activities and not around the people performing these activities

Responsibilities that are clearly spelled out and sufficient authority

granted to meet the responsibility A reasonable span of executive control Stability combined with flexibility

Balanced and coordinated activities both within the sales department and between sales and nonmarketing departments

The following sections provide insight into integrating sales and marketing, establishing territories, determining the size of your team, and creating a compensation plan.

Integrating Sales and Marketing

Sales and marketing are both engines of revenue generation; thus it is imperative that these organizations be aligned with the firms overall business strategy and with each other. So, how does a firm align sales and marketing?

Before understanding how to move forward, it is important to understand from where were starting. Lets take a step back and look at a fairly universal marketing and sales model:6

Marketings responsibility is build brand awareness, generate leads, and

provide sales tools. Marketing generates leads through a number of vehicles.

As leads come in, the leads are handed off to sales.

At that point, marketings role has been fulfilled and they disengage. Sales takes over by a field sales lead maturation process.

This approach toward lead generation and selling does work; however, this traditional model has some drawbacks, most noteworthy the lack of continuous teamwork. In the preceding process outline, sales and marketing do not



1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 [ 33 ] 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 100 101 102 103 104 105 106 107 108 109 110 111 112 113 114 115 116 117 118 119 120 121 122 123 124 125 126 127 128 129 130 131 132 133 134 135 136 137 138 139 140 141 142 143 144 145 146 147 148 149 150 151 152 153 154 155 156 157 158 159 160 161 162 163 164 165 166 167 168 169 170 171 172 173 174 175 176 177 178 179 180 181 182 183 184 185 186 187