Our Approach Developmental Model
Our developmental model is comprisd of four stages and three solution sets, which are combinations of processes and skills that help you progress from one deveopmental stage to the next. The four developmental stages are:
The three solution sets (Establishment, Alignment, Optimization) are detailed in the next tab. Application of the model to specific functions within the revenue organization (e.g., sales reps, marketing, learning organizations, etc.) are presented in the respective pages of the Services section. These stages are based on existing research, established best practices, our experience working with clients, and discussions with a wide variety of professionals. They are regularly reviewed, and revised as necessary. Contact us if you would like to contribute to our efforts.
This stage can be summed up as constantly "putting out fires"
There is little and inconsistent qualification of prospects
Resources are thrown at almost any opportunity
Data is inconsistently recorded, if at all, and is "siloed" - limiting its availability and usefulness
Interdepartmental activities (sales, marketing, services) are disjointed
This stage can be summed up as "chasing opportunities" because prospects drive the process
There is often a "one size fits all" or "shotgun" approach to sales and marketing
Lead generation is focused on people who are already looking to buy, evidenced in part by blindly responding to unsolicitied RFPs
Account data is collected but is mostly comprised of logging activity - limiting the ability to monitor progress in accounts and provide predictability
This stage can be summed up as "guiding prospects to a buying decision"
Activites are aligned both internally (across departments) and externally (with prospects, partners, etc.)
Marketing campaigns and messaging are tailored to key players within specific target markets
Sales cycles are negotiated with prospects and based on your historical data
Account data documents the status of key milestones - enabling greater forecasting accuracy
This stage can be summed up as "contributing back" (to the organization and customers) beyond your primary function
Key account data is collected to inform and facilitate future marketing and sales efforts
Mentoring and cross-training, both within departmental staff and across departments, occurs both formally and informally
These stages are based on our experience, our clients, and discussions with a wide variety of professionals. They are regularly reviewed, and revised as necessary. Contact us if you would like to contribute to our efforts.
Achieving high levels of performance involves a complex interplay between processes, skills, and supporting tools. Combinations of those factors develop in tandem and build on each other. Those three combinations, termed solution sets, are:
Approaching development in a strategic manner enables you to target and sequence development efforts so they have the greatest impact on performance. Detailed solution sets for each member of the revenue organization are reviewed on our Services page.
As the initial solution set, the focus in the Establishment phase involves creating the fundamentals that will serve as a foundation you can build upon. Some of the key tasks in the solution set are:
Defining and implementing repeatable processes based on best practices that are represented in the in the universal process model.
Developing consistency in execution. For individuals, this involves the assessment and devlopment of skills.
Creating tools and sytems that will facilitate and support the process and its execution.
Implementing ongoing data collection and analysis procedures that will provide visibility into the process and guide further improvement efforts - be they processs enhancenments or skills development. Because those systems may be lacking, in this initial phase, you often have to draw on incomplete internal data, or external data that may have varying degrees of relevance to your situation. As more and better data is collected dorectly from your experiences, you gain greater insight into your specific situation. Key performance indicators for process establishment often involve efficiency measures, such as time and consistency metrics.
Broadly speaking, establishment at each level of the organization involves:
For an individual, the primary focus is how to collect and document key data, and how to use that data for planning and preparation
For managers, the primary focus is on identifying what data needs to be collected, how to audit data collection, and generating reports
At the organizational level, the primary focus is to gain greater visibility into both departmental and individual activities and performance
Once core processes have been established, they can be further refined - often through the addition of sub-processes directed toward more specific or granular targets - and they can be aligned with other processes to increase efectiveness. Alignments can be internal to the department or individual, across departments or functions, or external with the buyer or business partners. Key performance indicators for process alignment often involve effectiveness measures, such as close rates and learning curves for new hires or new products.
Broadly speaking, alignment involves:
For the individual, the primary focus is aligning activities with the buyer
For managers, the primary focus is on coordinating team members, departmental resources, and account information
For the organization, the focus is on the development of a common strategy and language across departments, coordination of enterprise resources, and sharing of data
Reflecting the inter-connected nature of complex systems, better aligned processes can makes it easier to identify inefficiencies, redundancies, and gaps. Data is shared within the system and communication among functions is reciprocal. All of that maximizes the effectiveness of the overall sytem and the individual components. Key performance indicators for process optimization often relate to measures of that reflect system-wide control and predictability, such as cost of sale and forecasting accuracy.
Broadly speaking, optimization involves:
For individuals, the focus is on sharing their expertise with both customers and colleagues
For managers, the focus is on staff development and retention through activities like mentoring and cross-departmental assignments
For the organization, the focus is on standardizing, aggregating, and distributing information throughout all departments
The purpose of any conceptual framework is to provide understanding, which in turn informs planning and execution. The bottom line to a useful model of development is that it should help you achieve the greatest level of performance improvements with the least amount of cost and a minimal amount of wasted efforts. Our developmental model is very powerful in improving performance because it specifically helps with:
By including both processes and skills, our model provides a comprehensive view of performance. Because it considers how processes and skills develop in tandem, it can help you identify any components that may be hindering other areas.
Considering the way in which process and skills build on each other, you can target and strategically sequence development efforts in order to get the greatest return from your development efforts. With a comprehensive view of the entire revenue generating process, development efforts can be planned at the individual, departmental, or organizational level.
Understanding how multiple processes and skills co-develop across departments and functions, as well as within individuals, helps you identify how gaps in one area are impeding development in other areas. Filling such gaps can unleash benefits throughout the entire revenue organization.
Critical to the success of an improvement program is understanding how far you have come. A key reason many people struggle to maintain motivation and focus is that they can't see how specific activities contribute to their ultimate goal. A step-by-step view of your development allows you to see how the incremental improvements you make build to help you improve your overall effectiveness. It also guides you in making modifications to your current efforts and making further development plans.
You can review general descriptions of our developmental model or specific descriptions for each of our constituencies in the respective sections of our Services page. Each of the specific constituency models are based on our experiences and can serve as the basis for your development plan. They are intended as a guide, not a prescription. Every person and organization needs its own assessment to find the best plan for you.
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