Increase revenue. Improve returns. Foster internal collaboration. Make processes transparent and manageable. Take sales to the next level. What entrepreneur wouldn't want all of that? But why isn't it done in a structured way in every company? After all, it is certainly not impossible. The problem often lies in the 'how'. And that is precisely where the answer lies: by continuously improving processes step by step.
The idea behind it is simple: constantly getting a little better. Larger industrial concerns, in particular, have been working this way for years. They rigorously analyze their processes, seek more efficient working methods, and continuously improve them. This yields significant benefits. Waste is tackled, collaboration is encouraged, results become visible, and predetermined goals are achieved. This creates a cycle of continuous improvement.
SME
This way of working is even less known within the SME sector. It is also striking that many large corporations that do work this way limit it to the production departments. It sometimes seems as if the Sales departments would not benefit from changes, efficiency gains, quality improvements, and consequently from increased profitability.
In 2004, Richard van Heukelum, together with his father and brother, purchased VanderPol Baking Systems from bankruptcy, and in 2008, Den Boer Baking Systems. They were successful. Under the name Tromp Group, they brought the various companies under one umbrella. They developed and produced machines for the food processing industry. After ten years, they received an 'offer they couldn't refuse' from an American company. The company was sold. Richard remained active for a few more years as President and Director of Sales & Marketing. During that period, he saw in America how companies structurally and continuously improve their processes.
In 2018, he left and started at Kenneth Smit as a Business Improver. He was already familiar with Kenneth Smit thanks to a number of successful commercial training courses. Richard's mission as a Business Improver? To let SMEs experience that the sales process, too, can be continuously improved. Since then, he has demonstrated at various companies that tackling, improving, streamlining, and making sales measurable is entirely possible and yields significant results.
Sales plan
Although it is certainly addressed, improving the primary skills of salespeople is not the first priority. Matters such as conversation techniques, building trust, asking impactful questions, and handling objections are enormously important, but follow later in the process. This approach primarily provides the building blocks for a well-thought-out, organization-supported, and actionable strategic sales plan. That is where the power lies!
The base
Step 1 is always establishing shared ambitions and support within the sales team. For example, a company wants to achieve 40% growth within a period of 3 years. The first step is to determine what the growth would be if the team continued as before. The existing sales process is mapped out jointly, meticulously, step by step. The difference between the desired goal and the reality of the current working method is called 'the gap'.
Whether Sales can bridge that gap does not depend solely on that department. Other departments will also contribute their share. After all, selling is part of a larger process involving many people. Every step in that sales process is critically analyzed, and the team collectively examines what can be improved and how. The result is the answer to the question:
'How do we bridge the gap, how do we close 'the gap'?' In practice, it turns out that working together on improvement gives a tremendous boost to everyone involved. The impossible turns out to be possible after all.
Measure and share
To make this entire process transparent and measurable, KPIs (key performance indicators) are established and a dashboard is developed where everyone can see whether the course is being stayed. Measuring and sharing the results is one of the basic principles of this approach.
The components of the reporting system turn green when the goals have been achieved and red when scaling up is still required. Naturally, the results are a constant topic of discussion within the sales department, and other involved departments are also included in this process. Although salespeople are often individualistic, the beauty of this working method is that everyone helps each other achieve the objectives. After all, these were set together, and achieving them is a joint effort.
In summary, the approach looks like this:
- The ambitious objectives are determined jointly.
- The sales process is mapped out in detail, and bottlenecks and areas for improvement are identified.
- The KPIs are established.
- A dashboard is being designed.
- If desired, a Daily Management Board is established to provide daily insight.
- Agreements are made regarding the safeguarding of the processes through coaching and training.
Whoever continuously improves their processes sets a change in the right direction in motion. In sales too!
