The results of a recent survey of business leaders reports that 66.2 percent of respondents identified sales development as the greatest need for their organization in 2011. This survey was conducted in February by OneAccord, a national revenue growth firm. If you want to increase your sales effecti
veness, Six Sigma can be a formula for success.
Six Sigma is a data-driven approach for process improvement. Six Sigma (developed by Motorola in 1986) is a measure of quality that translates to a maximum of 3.4 defects (or errors) per million … near perfection.
Near perfection may sound daunting; however, in terms of applying Six Sigma to sales, I’m referring to a method more than a metric. A customary exercise that translates to sales is process mapping.
Michael Webb, president of Sales Performance Consulting, wrote in iSix Sigma Magazine: “Effective sales process mapping focuses on the goals and problems of buyers and sellers. You don’t need to be a Six Sigma ‘Black Belt’ to incorporate and benefit from process mapping.”
We had a client who was unsatisfied with their sales numbers; their remedy was to increase the marketing budget to push more leads through the pipeline. Using sales process mapping, we found that the weak link was conversion, and had nothing to do with leads. The root cause was lack of training and tools. They would have thrown good money after bad.
Begin the mapping process by defining and grouping your seller inputs (marketing and sales stimulus) and buyer outputs (prospects’ response). Using a flow chart format, map the linear progression from lead generation through customer service. The purpose is to review the data.
Basic sales maps have four connecting sections (and sub-sections): 1. marketing (customer research, sales system development and promotion); 2. qualifying (determining prospect needs, capability and readiness to buy); 3. selling (demonstration, handling obstacles and conversion); and 4. servicing (delivery, follow up, side-sell, retention, etc.).
Process maps will differ by industry, business situation, objectives and resources. Don’t copy another company’s map, customize your own. Go to Google and search for “sales process map” for examples. Microsoft Excel 2007 has an adequate flow chart tool. Click on the Help button and type “flow chart” in the search bar. Use the tool to map your sales process and evaluate the results data for each section.
The most commonly used flow chart symbols are process (activity), decision and data. As you lay out your sales process map, look where decisions occur. Decision points are important milestones in your sales process that can flag problem areas; work backward (in the map) from those points to find areas needing improvement.
Use Six Sigma as a data-driven approach toward improving your sales process. It’s not just about generating more revenue; it also includes reducing costs, mistakes and time-to-market.
Near perfection may not be realistic for your business, but improving your sales process will ultimately create greater customer value, which is the formula for success in any organization.
Andrew Ballard is the president of Marketing Solutions, a local agency specializing in growth strategies. Call 425-337-1100 or go to www.mktg-solutions.com.
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