Sales Audit Sales organization development
This consulting process is for the management of sales organizations that want to develop the organization's capabilities beyond day-to-day results. We start with the Sales Audit and design the development around the potential it uncovers.
GROW 5C Model
GROW's own methodologyThe sales process step by step: where the greatest value is created and where things get stuck.
- We walk through the steps of the sales process and look at where we lose the customer
- We separate where skills need developing from where the system needs to change
- Not every performance problem is a training issue, and the model makes this visible
GROW's 5C model breaks the sales process down into steps and asks the same two questions at each one: where is the greatest value created for the customer, and where does the process get stuck? The model starts from the premise that not every performance problem is a training issue: in some cases the salesperson's skills need developing, in others the system, the process or management practice needs to change. The diagnosis therefore always looks at the whole process, from first contact to follow-up, and only then decides on the form of intervention. In training, the model provides a shared framework for preparation, attentive listening, building rapport and customer-tailored conversation management; in consulting work, it is the backbone of Sales Audit and Sales Organization Development.
Related programs: Sales Readiness Program – A Survival Kit for Salespeople · Sales Tuning – Coaching-Based Selling · Sales Tuning – Tune In to Selling through Coaching · Sales Audit and Sales Organization Development
What is the program about?
A comprehensive organizational assessment and a development program built on it, along six factors; the scope depends on the project.
In today's accelerated market environment, current sales results are an ever weaker predictor of an organization's long-term success, and ever less suitable as the yardstick for the sales organization. In our approach, what is needed are sales organizations that respond flexibly to market changes, can let go of familiar routines, are well integrated into how the organization works, and effectively relay the market trends they perceive to the rest of the organization.
What the organization gets: a comprehensive picture of the sales organization's capabilities and its untapped potential; development proposals and a development plan tailored to the organization's situation; support in developing the selected areas, from cascading the strategy, through the leadership toolkit and support systems, to developing employees' skills.
Who is the program for?
For the management of sales organizations, sales managers and managing directors. It is especially timely when there is no reliable picture of the organizational capabilities behind the sales results, or when the sales organization struggles to adapt to market changes and clings to established routines.
When is it worth starting?
- collaboration between sales and other functions is faltering
- clear priorities, goals and resource-conscious ways of working are missing
- development needs to be launched at the system level, not with a single training.
How we work
The Sales Audit is step zero: a comprehensive assessment of the organization's capabilities and operations, identifying its potential and formulating development proposals. After that, we work along six factors, from cascading the strategy, through the sales management toolkit and support systems, to everyday sales routines.
The six factors
0. Sales Audit. A comprehensive assessment of organizational capabilities and operations, identifying the potential within the organization and formulating development proposals.
1. Sales strategy and cascading it to the day-to-day level. How we achieve what we have set out to do.
2. Sales management. Building a development toolkit for leaders; leadership development; sales leadership skills development; on-the-job development programs; developing how the leadership team works and collaborates.
3. Systems and processes that support sales. Compensation system; competency framework; effective use of IT, sales data and support systems.
4. Everyday routines, sales methodology. Sales handbook; sales management handbook for managers; customer targeting, visit frequency and intensity.
5. Employees. Sales competency framework; designing and introducing systems that support development; sales skills development; online selling; programs that build motivation and engagement.
6. Links to other areas of the organization. Collaboration development.
Four principles for the development
Tailoring. Every industry, every market and every organizational strategy calls for a unique sales approach; we help you shape it and translate it into day-to-day practice.
Focus on results and impact. Investment in development pays off when its impact shows up first in the organization's day-to-day operations and then in its results. Everything we do is aimed at helping someone in the organization do something better and more effectively.
Involvement. Development can only succeed by drawing on the knowledge and experience accumulated within the organization; in our work, we complement these with good practices proven elsewhere.
Multiplier mindset. Developing a single element rarely brings a breakthrough on its own, so whichever element is in focus, we always look at the others too and formulate the recommendations that can further strengthen the impact of that development.
