Enterpreneurial Manual: Deploying a successful sales strategy and winning the sales numbers game.
We have heard it before, from sales gurus, sales managers, to entrepreneurs, that sales is a numbers game. Before you
even consider setting up a business, the first thing you will be required to have is a strategy. Above all considerations, you will be required to make your strategy align to
your revenue goals. Initially, it may be demanding to
this, but a well-crafted and thought-out strategy is key to experience
increasing revenue. Take time to evaluate your business
environment and market. Research on special areas to employ a killer-strategy, sources of opportunities and generation of sales revenue, weakness of the existing market place, what
the business competitors are up to. Look
deep within the market and outside your enterprise to employ a killer strategy,
monitor market dynamics to inform your curiosity as you deploy your strategy to
get high revenue.
four areas that should inform your quest for high business revenue.
Strategy, Structure, People, and Process
As we have
witnessed, a clear and powerful sales strategy is important. On the path you've set for your business, important questions similar to the ones below
starts with a clear, powerful sales strategy e.g. What's your sales strategy How are you going to market yourself? How are you going to slay the dragon? What market opportunities or
weaknesses are you going to exploit? What competitors are you going to
take out? What new markets are you going to
penetrate? What industry changes are you going
to leverage, etc.?
II. Structure Executing a business strategy on a firm framework is core to
successfully building a revenue plan. Without a solid framework, by the time
you start your business, your strategy will be dead in the water.
The idea is
to make sure that your structure supports your strategic efforts. Your
structure needs to answer questions and make sure the answer delivers for the
strategy. Important questions. Does your strategy require inside or
outside sales? Does it require hunters or farmers? Does it require content and new web
support? Does it require alternative
compensation plans? Does it require new territories? What does your strategy require to be
Your structure needs to answer those questions
and make sure the answer delivers for the strategy. Structure includes sales
operations and sales enablement as well. It's all the things that enable your
strategy to take flight.
III. People The most important aspect of driving revenue and often the most forgotten. This
is the biggest problem most sales organizations face.
don't have the right people in the right roles nothing gets done. People are
the core to execution. Making sure you have the right people
right roles is critical. If the people part isn't correct, nothing else
matters. Making sure you have the people part right is at the
increasing revenue. Make sure your plan has a people element that makes sure
you have the right people in the right roles, that they align with
strategy and are motivated to get things done.
sure everything is running smoothly, to ensure velocity and efficiency and to
avoid wasting time, effort killer processes have to be in place.
A bad process is like throwing a monkey wrench into the gears. Poor processes can
impede time for marketing and execution of your strategy slowing things down in the process. When processes
working correctly or they don't exist, the ability to achieve your goals is
good look at your processes.
light, functional, effective processes is like supercharging your car.
everything go BOOM! Take a look at all
your processes and make sure they improve your teams’ ability to sell.
they align with the strategy and structure as well as empower the people.
revenue is more than just a handful of efforts, but rather a targeted, precise,
aligned set of objectives across
these four areas. If a sales organization
isn't delivering you will find the problem in one of these areas; the strategy
structure doesn't support the strategy, the wrong people are in the wrong roles
or the right processes aren't in place.
or any of these four are out of whack, then driving revenue is almost
impossible and you can kiss growing revenue goodbye.