Improve Cross-team Communications and Sales Performance



 

As we are experiencing a historical market correction in real estate there is increased emphasis for new construction sales and marketing plans to be more cost effective and accountable.  Budgets are being reduced to be more in line with current market conditions; expenditures are more strategic and marketing costs are being correlated with new metrics such as increased web traffic, registrations, personalized interactions, etcetera, in addition to the traditional sales center traffic counts and sales.  At the forefront of the movement to increase efficiency and track effectiveness are Web 2.0 technologies.

In simple terms Web 2.0 is the transformation of the web from primarily an information and presentation source of “one-to-many” to a communications vehicle that supports dialogue of “many-to-many”.  According to Wikipedia, “Web 2.0 refers to what was perceived as a second generation of web development and web design. It is characterized as facilitating communication, information sharing, interoperability, and collaboration on the World Wide Web.”  Some familiar examples are social-networking sites like MySpace, Facebook, and Twitter, plus blogs, and video sharing sites to name a few.

There is no question that social technologies will continue to grow as an important part of our marketing strategies.  According to a recent Forrester Research report titled, “The Growth of Social Technology Adoption”, in 2008 “three in four US online adults use social media tools to connect with each other compared to 56% in 2007.  In a recent posting on the AdAge “Digital Next” blog, another Forrester report, “Social Media Playtime is Over”, states that fifty percent of corporations surveyed are increasing social media spending in the face of the recession.  Adopting Web 2.0 applications into sales and marketing plans will facilitate more engagement with prospects, add layers of communications, and increase the collection of meaningful consumer data that will improve the efficiency and effectiveness of sales and marketing, if properly managed.

Transforming the benefits of Web 2.0 into improved sales performance requires a fresh look at the entire sales and marketing process.  It all starts with a plan.

Like Dennis Hopper says in one of his commercials for Ameristar, “You can’t start this journey without knowin where you’re goin.  You my friend need a plan”. 

Sales Process Mapping

We now have the ability to learn much more about our prospects than simple demographics and product preferences typically collected from most registration forms.  For example, we can automatically identify which search engine the prospect used to find our website; where they spend most of their time on our website; and our sales teams are using Customer Relationship Management (CRM) applications to record more personal information through their ongoing dialogue with prospects.  More information can have a direct impact on sales performance, but it will provide little competitive advantage if not organized, analyzed, managed and distributed across communication channels to all project stakeholders.  To accomplish these management objectives we need to use a multi-dimensional flow chart to orchestrate internal and external communications and sales activities, which is the outcome of sales process mapping.  To illustrate the importance of process mapping, which is in essence thinking through the entire sales process and exchange of information, we’ll examine a very basic part of the sales and marketing process; the lead source.

Let’s assume that a visit to the project website is the first point of contact.  Where did the web visitor come from; was it Google, another search engine, the project website, or another source?  Will the first reply to a lead from Google be different than if the source is your website?  Is a lead that comes directly from your website better quality then a lead through Google?  Is your data organized to identify correlations and trends that can answer this question? Who in the organization receives data analytics and how are they used to improve relevant engagement between the sales organization (not just the sales agent) and the lead?    Is the website lead registration process designed to optimize the conversion ratio of visitors to registrants or is it designed to learn as much from the new registrant as possible?  How many visitors exit the website in the process of completing the registration form?  Clearly each decision, or often non decision, affects the sales process and subsequently sales performance.    If we do not have a clear plan to manage today’s multi-dimensional sales process we will not effectively leverage the benefits of Web 2.0 technologies and CRM.   

There is much written about incorporating business process mapping principles into sales and marketing process management; however, I think the following excerpt from an article written by the authors of “Business Process Mapping – Improving Customer Satisfaction”, by J. Mike Jacka and Paulette J. Keller, is an ideal introduction to the topic and offers an easy to follow guide to map your sales and marketing process.

The Four Steps of Business Process Mapping

1. Process Identification – attaining a full understanding of all the steps of the process

2. Information Gathering – identifying objectives, risks, and key controls in the process

3. Interviewing and Mapping – Understanding the point of view of each person in the process and designing actual maps

4. Analysis – using tools and approaches to make the process run more effectively and efficiently

 In order to effectively analyze business processes, reviewers need a tool that takes into account the objectives of the business, the actual work being accomplished, and, most importantly, the impact of processes on customers. Business process mapping is just that tool. In a four-step process, analysis can be performed that accomplishes this holistic approach. At the same time, business process mapping also helps gain employees’ buy-in and can result in an increased sense of pride for employees.

The first step is process identification.  Many companies think they know their processes — manufacturing, sales, accounting, building services. But it is just this silo mentality that causes processes to lose their customer-centric approach. Instead of defining processes based on the company’s understanding, they must be defined by the customer’s understanding. Walking through customer experiences helps the reviewer identify those trigger points that can make or break success. These then form the basis for process identification.

Once the processes are identified, the second step begins — information gathering. There is a large volume of information that should be obtained before trying to learn the intricacies of a process. Primary among these is identifying who the true process owners are — the ones who can effect change. Their buy-in and agreement throughout the analysis is paramount. Additional information that should be obtained includes the objectives of the process, risks to the process, key controls over those risks, and measures of success for the process.

In order to effectively record and maintain this information, some important worksheets have been developed. Two of the most important are the Process Profile Work Sheet, and Work Flow Surveys. The Process Profile Work Sheet includes such information as the process owner, the trigger events (beginning and ending), inputs, outputs, and, as mentioned above the objectives, risks, key controls, and measures of success. Work Flow Surveys are completed by individuals actually working on the process and request from them a list of tasks — including inputs and outputs — which they perform in support of the process.

Only after all this is done is actual “Process Mapping” completed. This involves sitting with each employee and having him or her describe what it is they do. This information is recorded using a sticky-note method. Each step in the process is recorded on a sticky-note and built in front of the individual completing the work. This allows them to interactively ensure the final map matches their understanding of their work. The final process maps are developed using flowcharting software. Time flows down the page, and each individual involved is represented by a separate column. In this manner, a simple map can result from a complicated process.

While Analysis is considered the fourth step, analysis must really occur throughout the review. While defining the processes, the reviewer may determine that objectives are not in line with the processes in place. In gathering information, it may become apparent that measures of success do not correspond to department objectives. These are just some of the examples of ongoing analysis.



3 Responses to “Improve Cross-team Communications and Sales Performance”

1. Dave Clements says:

   June 5, 2009 at 1:40 pm

   Tom, excellent post! And this process can be done faster than most people may think. We try to focus on what is the ideal state going forward or ‘how should the sales process be done’ rather than too much on the past. Another thought in mapping is what are the steps & activities n the typcical home buyers buying process. Dave.
2. Mike Lyon says:

   June 6, 2009 at 3:11 pm

   Tom – I agree- you have to have a plan. The hard part is changing the behaviors of company execs and sales staff. Great article.
3. S.Robert August says:

   June 15, 2009 at 7:52 am

   Dear Tom:
   Once again you are on target in your assesment to develop more skill sets for our sales teams throughout the globe to become more proficient in tandem with their respective marketing teams.
   It is always time to improve what we are doing in order to be a step ahead of our competition!
   Excellent points of interest from an excellent marketeer!