Transforming your sales org is a very different proposition to optimising it.
Of course, they can (and often do) go had in hand. After all, why embark on a journey of transformation if it doesn’t also enhance and optimise results. However, transformation is a process that you had better be prepared for. Bluntly, it takes time, grit and resilience (and not too mention bucket loads of capability). For some leaders this may be a suboptimal strategy.
Sometimes, things are broken; and in these instances a ‘fix’, or transformation, is needed. Quite often though, things are not broken, they are just not optimal.
As the image above suggests, strengthening and enhancing existing processes can often have profound results.
Let’s look at how this can play out using a simple tool.
The model below shows the difference in revenue when a marginal 2% increase in conversion rate is achieved at each touch point during a typical sales process (simplified for the example).
The left hand column is the current situation and the right hand column shows the increase in conversion (in red text) and the profound difference to gross revenue. This might seem obvious, but small intervention points, optimising conversions created a30% increase in top line revenue (assuming all other factors remained constant; lead flow, average deal size etc.)
I take it that, as leaders, you accept that a 2% increase in effectiveness is reasonable and that a 30% increase in revenue is desirable?
If you just focussed on optimising what you currently do, you may find that you are not too far away from where you need to be…
…now, you need to know how to optimise each touch point, but that’s why you hire an expert (!)…