Revamp Your Sales Model

By Mike Philie
In June 4, 2014

Your business ebbs and flows. Good months followed by an ‘OK’ or a not so good month. How do these results compare to your plan, what’s working and where is either the plan or the execution falling short. We could be talking about a few of your reps or the entire business.

Too often the plan has not been thought out as well as you’d like it to be and the story is that the outside environment-the clients, the competitors, the ‘markets’ aren’t playing nice or playing fair. Well, that’s the norm for today. Nothing is fair and logic is not what it used to be. Maybe it’s time to revamp the sales model. We see company’s overcoming these obstacles by doing a few things differently.

  • They have gotten closer to their clients and have a better understanding of their updated buying processes. This has enabled them to modify their sales model and increase their sales effectiveness.
  • They have achieved buy-in from their sales department, their senior management team and all client-facing staff to the plan, the company’s plan.
  • They have targeted growth opportunities in vertical markets that they can repeat their sales process to effectively communicate, build trust, present real-world business solutions and earn business from these new clients.
  • They’ve incorporated a suite of metrics to measure and report their successes in achieving the sales goals their going after.
  • Accountability. No plan is perfect, right? When they see elements of their plan not generating the results they need they are not hesitant to tweak the plan and make adjustments (sooner rather than later).

While no plan will cover all the moving parts of an industry that is transforming, without one it becomes increasingly difficult to adapt both the sales effort and the business to opportunities in the marketplace.

Mike Philie

Mike works with printing companies that are not satisfied with their sales and business development performance, and are looking to get objective advice and strategic direction on how to improve the results of their business. His engagements can range from providing input on the overall sales strategy to building business development pipelines while training the processes of “selling” in today’s marketplace. Mike quickly establishes himself as a trusted resource and advisor to the owners and senior staff of his client companies through his personal involvement, and very quietly and effectively becomes an extension of their staff.

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