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- Herausgeber: John Wiley & Sons
- Kategorie: Fachliteratur
- Sprache: Englisch
Transform your sales process through effective collaboration between sales leadership and front-line sales staff In Revenue Revolution: Designing and Building a High-Performing Sales Team, the Co-Founder and CEO of Triple Session, Matt Doyon, delivers an insightful and practical discussion of how to maximize sales success by encouraging collaboration between sales leadership and front-line sales personnel. In the book, you'll learn how to utilize a design-build model to create a fully integrated sales organization made up of six interlocking systems. The author explains why the commonly espoused, executive-driven, top-down approach is incomplete, and why it's so necessary to include the bottom-up point of view of front-line sales technique specialists. You'll also discover: * Strategies for implementing a design-build model that work for both brand-new sales teams at recently launched companies and mature sales teams * Rebooting an existing sales team's processes to incorporate the design-build model * Ways to both effectively plan and execute a system that scales with the growth of your firm An indispensable resource for sales professionals and sales team leaders, Revenue Revolution will also earn a place in the libraries of managers, executives, and other business leaders with an interest or stake in the success of their company's sales processes.
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Table of Contents
Cover
Table of Contents
Title Page
Copyright
Dedication
1 Introduction to Design‐Build Modeling
The Case of Virginia Greiman – Boston's Central Artery Tunnel Project
The Six Systems of a Sales Organization as a Design‐Build Model
Note
2 The Process System
The Case of Ignaz Semmelweis – Vienna General Hospital
First Principles of the Process System
Elements of the Sales Process System
Health Check Reporting Inside the Sales Process System
Sales Process System Rituals
Mistakes I've Made When Constructing the Sales Process System
Checkpoint – System 1
Notes
3 The Demand‐Generation System
The Case of Cate Castillo – Neivor
First Principles of the Demand‐Generation System
Elements of the Demand‐Generation System
Health Check Reporting Inside the Demand‐Generation System
Demand‐Generation System Rituals
Mistakes I've Made When Constructing the Demand‐Generation System
Checkpoint – System 2
Notes
4 The People System
The Case of Arthur T. Demoulas – Market Basket
First Principles of the People System
Elements of the People System
Health Check Reporting Inside the People System
The People System Rituals
Mistakes I've Made When Constructing the Salespeople System
Checkpoint – System 3
Notes
5 The New‐Hire Onboarding System
The Case of Andy Stumpf – Navy SEAL Training
First Principles of the New‐Hire Onboarding System
Elements of the New‐Hire Onboarding System
Health Check Reporting Inside the New‐Hire Onboarding System
New‐Hire Onboarding System Rituals
Mistakes I've Made When Constructing the New‐Hire Onboarding System
Checkpoint – System 4
Notes
6 The Ongoing Improvement System
The Case of Tom Brady and the TB12 Method
First Principles of the Ongoing Improvement System
Elements of the Ongoing Improvement System
Health Check Reporting Inside the Ongoing Improvement System
Ongoing Improvement System Rituals
Mistakes I've Made When Constructing the Ongoing Improvement System
Checkpoint – System 5
Notes
7 The Internal Alignment System
The Case of Tyler Dvorak, Fifth Season Co‐Op
First Principles of Internal Alignment
Elements of the Internal Alignment System
Health Check Reporting Inside the Internal Alignment System
Internal Alignment System Rituals
Mistakes I've Made When Constructing the Internal Alignment System
Checkpoint – System 6
Notes
Conclusion: Takeaways from Design‐Building Sales Systems
About the Author
Index
End User License Agreement
List of Illustrations
Chapter 1
Figure 1.1 Design‐Bid‐Build vs. Design‐Build
Chapter 2
Figure 2.1 The Flywheel
Figure 2.2 The Process System Stack
Figure 2.3 The Logic Tree
Chapter 3
Figure 3.1 Skok Analysis #1
Figure 3.2 The GTM Sweet Spot
Figure 3.3 Skok Analysis #3
Figure 3.4 The Demand‐Gen Productivity Calculator
Figure 3.5 Closed‐Lost Deal Analysis
Chapter 4
Figure 4.1 Sales Hiring Scorecard
Figure 4.2 Role Play Scorecard, Mike Jones
Figure 4.3 Skok Analysis, Enterprise AE
Figure 4.4 Skok Analysis, Enterprise AE #2
Chapter 5
Figure 5.1 New‐Hire Month 1 Calendar
Figure 5.2 Demand‐Gen Productivity by Channel
Chapter 6
Figure 6.1 Individual Rep vs. Team Performance
Figure 6.2 Coaching Tracker Template
Guide
Cover
Title Page
Copyright
Dedication
Table of Contents
Begin Reading
Conclusion: Takeaways from Design‐Building Sales Systems
About the Author
Index
Wiley End User License Agreement
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MATT DOYON
REVENUE REVOLUTION
DESIGNING AND BUILDING A HIGH‐PERFORMING SALES SYSTEM
Copyright © 2024 by John Wiley & Sons, Inc. All rights reserved.
Published by John Wiley & Sons, Inc., Hoboken, New Jersey.
Published simultaneously in Canada.
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To my mother, Rose Sergi, who taught me the incalculable power of the written word.
1Introduction to Design‐Build Modeling
The Case of Virginia Greiman – Boston's Central Artery Tunnel Project
The Central Artery Tunnel Project, known more commonly as “The Big Dig,” broke ground on September 1, 1991. An elevated, six‐lane highway standing on sun‐faded, green, steel girders cut through the heart of downtown Boston, cluttering the cityscape and clogging up traffic. The idea was to bury the highway underneath the tract of land it currently ran on while at the same time expanding traffic lanes, adding new tunnels, and reducing the number of exits to clean up the congestion.
In 1991 The Big Dig was estimated to finish in seven years, in late 1998, at a total cost of $2.8 billion. The project was completed on December 31, 2007, nine years late. The total cost, $14.8 billion. I was starting my freshman year in high school when the first of more than 100 Big Dig job sites got started. I was 30 years old, had been out of college for seven years, and owned my own home in South Boston by the time the last trucks moved out.
Living in and around the city for the entire 16‐year era of the central artery tunnel construction, I had a front‐row seat to its “evolution.” Conversations over Big Dig mishaps were as common and as frustrating as its traffic detours. Neighborhoods were constantly under siege from construction crews. Suspicions of graft or flat‐out incompetence filled the air.
So, what the hell happened here? How could the biggest highway project in United States history have been so mismanaged that it took more than twice as long as expected and cost five times as much as its original estimate?
The long answer involves an elaborate decomposition of each of The Big Dig's 118 individual construction sites. A detailed root‐cause analysis would investigate all possible contributors that may have caused the overages in time, labor, and material costs. The short answer – poor project management.
Virginia Greiman is the former deputy counsel and risk manager of Boston's Central Artery Tunnel Project. When claims were filed against the project, it was her job to handle them. If a resident filed a complaint because a crane was blocking access to his driveway, Greiman would hear about it. A business owner reporting damages incurred from traffic rerouting would go to Greiman. When an indigenous tribe would ask that a job site be relocated due to the cultural significance of an ancient burial ground, it was Greiman who had to sort it all out. She sat at the intersection of the Big Dig's complications and resolutions for more than seven years. It was her job to know each situation from all angles.
When the dust settled and the people demanded answers for the $12 billion overage, it was Greiman who had the most tangible information on what had gone wrong. As she put it, “Our research on the Big Dig has shown us that no single catastrophic event or small number of contracts caused costs to escalate. Multiple decisions by project management across all contracts contributed to the increases.”1 It was a systems issue at the very heart of how the project was managed across all job sites.
Greiman went on to state: “The most difficult problems on the Big Dig involved the means and methods used to address issues raised in the project's design and drawings, and the failure to properly account for subsurface conditions during the construction process.” Failure to properly account for subsurface conditions. The planning and execution were quite literally too superficial.
In defense of those who planned and executed The Big Dig, many of the overruns were due to unforeseeable contingencies which no amount of planning would have taken into consideration: the discovery of uncharted utilities and the unearthing of significant archeological discoveries to name just two. But could they have better planned for the unknown in general? Should they have better expected the unexpected?
Greiman seems to think so. As she wrote years after the completion of the project, “If there is a single cause for the massive cost escalation on the Big Dig, it probably involves the management of the project's complex integration. True integration calls for a design‐build model from the beginning of the project. Because contracts were negotiated separately with designers and contractors, there was little room for collaboration among the project's most important stakeholders.”
The design‐build model Greiman refers to is an alternative to the design‐bid‐build model that dominated project management at the time. (See Figure 1.1.) In design‐bid‐build, the blueprinting of the project is done by one team. Once complete, the work is then put out to bid to find a “build” team to do the construction.
Figure 1.1 Design‐Bid‐Build vs. Design‐Build
Design‐build modeling puts the two teams of “planners” and “doers” together from the onset. Want to see around corners? Talk to someone who's been around the block and back. Want to project what might be underground? Talk to someone who works underground all day and can share details about knowns and unknowns.
Ultimately, once construction began on The Big Dig, there was no turning back. As soon as you've gone ahead and ripped a hole through one of the biggest cities in the country, there's no stopping until the job is done, regardless of time or money. Not so in the business world. In the business world, money runs out. The time clock expires.
Miss your delivery time by more than 2× and construction estimates by 5× cost and you're likely not just out of a job, but your business goes under too. Budgets and timelines are far less patient in the private sector versus the public. Rip a hole through the middle of your business, and consequences will be felt.
The Six Systems of a Sales Organization as a Design‐Build Model
The Six Systems of a Sales Organization is meant to provide a design‐build model for business. After 20 years of working inside the sales teams of small and mid‐sized companies, what I've discovered is the same lack of design‐build integration that caused massive slowdowns and expenditures during The Big Dig, also plagues the construction of sales organizations today. The failure of leaders to look holistically at the interconnected systems of a revenue structure at the planning stage is causing massive inefficiencies, slowdowns, budget overruns, and project failures.
These failures are costly. Good‐fit customers who would have benefited from working with your company never buy. Even worse, they buy, but the experience is so bad that they cancel service shortly afterward, return products, ask for their money back, and complain about your business in the public square of social media and open‐source review sites.
And there are high internal tariffs as well. Good‐fit employees who would have added to your company are never hired. Worst still, they are hired, but due to misalignment and mismanagement, they fail at their jobs and are fired or quit. The employee public square of Glassdoor tells this story to the candidate market, keeping great talent at arm's length.
Applying the design‐build model to business construction diminishes the costs of both the external and internal costs of poor project management. Revenue Revolution aims to help business and sales leaders achieve several broader objectives:
Build a team with a culture of collaboration where employees are aligned with company goals and are encouraged to work as a team in order to achieve them.
Build a growing base of customers who are delighted by your company, will continue to come back and work with you, and will refer others to do the same.
Build a business model with consistent and controllable economics, providing predictable security and growth for employees, customers, and owners.
Build integrated systems with enough sturdiness to withstand the pressures of a scaling business and enough plasticity to flex to an ever‐changing world.
To effectively use the design‐build model, it's critical to consider the whole before and during the building of the parts. Every sales organization is unique; its own mosaic is made up of individual people and customized processes selling proprietary products and services to a specific market. Taking account of the entire organization at a distance brings the mosaic into focus.
To achieve the broader company‐wide objectives, the organization should be examined in six individual yet interconnected subsystems, each one broken down into smaller elements, but constructed with the final organizational picture in mind.
The Process System
The Demand‐Generation System
The People System
The New‐Hire Onboarding System
The Ongoing Improvement System
The Internal Alignment System
Note that these systems are numbered, not bulleted. There is an order of operations to design‐building the six systems of a sales organization. In order to build each system on a solid foundation, the supporting infrastructure of the underlying systems must first be in place.
The Process System is centered around the customer, the problem you solve, and why your business exists. The bedrock of a healthy sales organization is a clear and common understanding of the ideal customer profile, the customer journey, and the appropriate sales motion needed to meet them where they are in their evaluation of market offers. This perspective and focus on the customer informs the documented steps of the sales process, which is then built into customer relationship management (CRM). And from CRM the performance metrics, reporting, and general governance of your revenue organization can be tied together in a single source of truth.
The Demand‐Generation System is built on top of the Process System. The Process System informs who your customer is, how they make decisions, and where to find them. The unit economics and sales motion that are determined in the Process System drive the volume and go‐to‐market choices for sales. Decisions on how to maintain operational efficiency at scale, where new customers will come from, and whose job it is to bring them in are set down and put into motion.
The People System relies on the intelligence provided by the Process and Demand‐Generation Systems. Recruiting, hiring, and maintaining a great team requires seller–sales org fit. You need to get process and demand mostly figured out in order to set the sales org expectations and clearly communicate expectations with the team. If you do not know who your customer is and how they buy (the Process System) or how to predictably initiate the conversations to buy balancing volume and efficiency (the Demand‐Generation System), you cannot truly understand the right‐fit salespeople you need for your team.
The New‐Hire Onboarding System pulls together the core knowledge documented in the Process and Demand Systems and delivers it to the People just hired. Process provides the “what, why, and how.” Demand‐Generation the “where,” and People the “who” needed to effectively onboard newly hired sales team personnel.
The Ongoing Improvement System aims to look internally at the Process, Demand‐Generation, People, and New‐Hire Onboarding Systems with the goal of optimizing performance. As the name indicates, the work of the Ongoing Improvement System is never done. Through effective use of root‐cause analysis, group training, team‐call review, one‐on‐one coaching, and an ongoing practice system, performance is measured, analyzed, and iterated upon. Action plans are created to optimize key performance, outcomes are measured against previous performance, and the cycle repeats.
The Internal Alignment System aims to clarify and operationalize the integration of people within the sales team and the sales team with other functional area’s teams. This is of particular importance where nodes, communication points, and interdependencies form. Here is where rules of engagement are sorted out, service‐level agreements are made and documented, cross‐functional collaboration is reinforced, and bottlenecks are addressed. Expectation and communication are paramount when working cross‐functionally as a team.
To effectively design‐build a sales organization at scale, each of these systems must be created with context. The implications each system has on the other five must be taken into consideration. It's only with this balance of deep work within a system and broad perspective on the impacts of the other core systems – a consciousness of the entire systems blueprint – that you can bring the design‐build model of project management into the construction of your sales organization.
There's an old saying every contractor knows: “Measure twice, cut once.” The following chapters are intended to help you size up the scope of work inside your company, double‐check the plans, and provide you with the best chances of making the right cuts the first time. Bringing designers and builders together early is in effect, measuring twice.
Before diving into procedural details, each system section of the book starts with a principle story. While not every story is derived from sales, or even from business, they are all grounded in the fundamental logic needed to effectively design‐build and more importantly execute each system. These vignettes portray extraordinary people working through extreme situations. It's with the backdrop of the extreme that we can see more clearly the basic truths of the system integrity brought out by the character of these systems builders. And from them, and their often‐heroic stories of adversity and achievement, are the rest of us able to learn.
Note
1
Virginia Greiman, “The Big Dig: Learning from a Mega Project,”
ASK
, Appel Knowledge Services, NASA,
https://appel.nasa.gov/2010/07/15/the-big-dig-learning-from-a-mega-project/
.
2The Process System
The Case of Ignaz Semmelweis – Vienna General Hospital
Of the young, healthy women entering the hospital to give birth, nearly 1 in 5 were dying within days of delivery. Each time, there was a last moment to save the girl's life. One final opportunity for the doctor to reconsider. One last moment where he could take the single precaution needed to keep his patient safe. Each time the advice was ignored.
Dr. Ignaz Semmelweis had the cure. Yet, in spite of his pleading, his evidence, and finally his outright demand for change, his colleagues went on as they always had. And the deaths kept piling up. The cure was found, tested, proven, presented, and summarily dismissed. To understand how it came to this we need to examine the situation Semmelweis walked into months earlier.
In the summer of 1846, Ignaz Semmelweis, fresh out of medical school, accepted the position of Assistant Obstetrician in the maternity clinic at Vienna General Hospital. At just 29, his experience was limited to post‐grad teaching. But when taking on his role at the maternity clinic he would immediately be confronted with young mothers, in his care, dying every day. New to the hospital, his eyes hadn't adjusted to the sight of death in such regularity. He was outraged.
To get a sense of the sheer scale of the problem, today in the United States, a woman will die as a result of childbirth at a rate of about 1 in every 5,000 births.1 In Vienna General in the mid‐1840s the rate was 1 death in every 12 deliveries. In 1846, the worst year, 4,010 women delivered in the physician's clinic at Vienna General; 459 would die before leaving the hospital.2 That year new mothers died at a rate of 1 or 2 per day, every day, in a maternity clinic with just 40 beds. Cause of death was known. Puerperal fever, better known as childbed fever, a bacterial infection of the blood.
The physician's clinic represented only half of the hospital's births at Vienna General. The other half took place in a separate ward where only midwives attended to patients. In the midwives' clinic the mortality rate of childbed fever was less than 2%. At Vienna General, you were 8× more likely to die if you were attended by physicians instead of by midwives. And the expectant mothers of Vienna knew it.
Semmelweis wrote in his memoirs recalling patients in labor at the admissions desk, falling to their knees, begging not to be placed in the doctor's clinic. Some opted to deliver in the street, only dragging themselves to the hospital for treatment afterward.
Upon learning of the mortality gap between the two clinics, Semmelweis became obsessed with finding out why patients in the physicians' clinics were dying in such greater numbers than in the midwives'. After only weeks on the job, he went to work aiming to solve the mystery and save the young mothers.
Functional decomposition, simply put, is the process of undoing process. If an auto manufacturing line works through the process of functional composition while assembling your car, the mechanic you go to when the thing won't start is the functional decomposition doctor. Your engine is spread out in 73 pieces on his garage floor like intestines in a hernia surgery.
Childbirth is a process. A step‐by‐step, documented sequence of events working to yield a specific outcome. Semmelweis pulled apart the physicians' and midwives' processes to see where the breakdown might be hidden. What was the hidden difference that was killing the young mothers in one clinic but not in the other?
He examined the procedures followed at the moment of delivery and found them to be the same. The instruments used – the same. He looked at the logistics and capacity data recorded from both delivery wards and found, oddly, that the midwives' clinic had more instances of overcrowding than the physicians. He examined patient records, even considered different religious practices observed by the patients as a possible root cause. It wasn't until he turned his attention to the delivery staff itself that he found the answer.
Both the doctors and the midwives spent their afternoons in their respective clinics attending to patients and delivering babies. In the mornings, however, the doctors were busy in the hospital morgue performing autopsies on the most recent victims of childbed fever. Midwives never worked with the dead. That was the deviation.
It wasn't the sight of the physicians working in the morgue that tipped off Semmelweis to the cause of the problem. It was the smell. When the doctors arrived on the floor of the clinic for their afternoon rounds of patient exams and new deliveries, the doctors' hands still carried the smell of the dead they had handled, bare‐handed, early that morning. Semmelweis was the first to pose the idea that dirty hands were in some way responsible for transmitting disease.
In the twenty‐first century, it's hard to envision a world where doctors would perform an autopsy bare‐handed and immediately go to work on patients without thoroughly cleaning up. But in 1846 germ theory was still viewed as superstition. The prevailing belief of the day was that miasma or “bad air” was what caused diseases to spread.
Semmelweis himself had been brought up and educated in the era of miasma. Even when he did come to realize there was a connection between a doctor's unwashed hands and a sick patient, he didn't point to germs or bacteria by name. He cited the root cause of the childbed fever epidemic as the transmission of “cadaverous particles.” It was particles – evident in the deadly odor the doctors carried with them – that he claimed to be the source of the spreading disease.
His cadaverous particle theory was met with immediate skepticism. His requests for doctors to begin a regimented process of hand washing and instrument cleansing were rejected with hostility. His accusation that a doctor's hands were dirty and infectious was viewed as an insult to the profession.
It wasn't until April 1847, some 10 months and hundreds of deaths after he joined the obstetrics clinic, that Semmelweis's theory received approval to be tested. The previous month, a colleague had suffered a cut on his hand from a scalpel while performing an autopsy on one of the recently deceased mothers. Days later that same doctor died from childbed fever. Hospital administrators caved, and Semmelweis got to test his hand‐washing experiment.
Of the 312 women who gave birth at the physician's clinic at Vienna General Hospital in April 1846, 57 died from childbed fever. Nearly 1 in 5. By mid‐May, Semmelweis had implemented his process change, requiring doctors to wash up in a choline‐lime solution prior to treating live patients. The following month, 268 women delivered at the physician's clinic. Just 6 were lost to childbed fever, 1 in 50. In July just 3 of 250 births. The success was seen, literally, overnight.
The hand‐washing process was set and stayed firmly in place for all of 1847. From January to April of 1846 the fewest deaths recorded in a single month was 27. From May of that year through December of 1847 the worst month the hospital saw recorded 12 deaths. The worst month after hand washing had fewer than half the deaths of the best month prior to hand washing.
Semmelweis had done it. He had rooted out the cause of childbed fever transmission, isolated the process flaw, and implemented an action plan to correct it. The desired result was realized almost immediately. And then it all fell apart.
In 1848 doctors began resisting the oversight. Semmelweis became emphatic, sharing his data with them on the declining death rates. The doctors saw it differently, reverting back to the idea of miasma. They claimed that upgrades in the clinic's ventilation system, which took place around the same time that the hand washing started, were just as likely the cause of the drop in the death rate.
Hospital administrators reportedly resented the accusation Semmelweis was claiming. Doctors were the professional aristocracy of European society. They attended the best schools, belonged to the most exclusive clubs, lectured at the most prestigious institutions. To confront them as dirty‐handed disease carriers was inconsistent with their status as “gentlemen.”
Conceptual conservatism is the tendency to hang on to beliefs in spite of new evidence to the contrary. It holds the answer to how educated people like physicians can reject seemingly obvious truths, like the fact that hand washing reduces disease transmission.
One study that detailed how deep conceptual conservatism can run in a person's belief system examined the “Doomsday Cult” of 1954. This group believed that the end of the world was destined to occur on December 21 of that year. In spite of the prophecy not coming to fruition, the group overwhelmingly maintained their belief system.
That's right. The cult continued to maintain their faith even after the seminal event in their belief system failed to occur. When dawn broke on December 22 and the world was still there, cult members began using a series of angles, circular explanations, and mental gymnastics to explain away the absence of Armageddon. Conceptual conservatism can be far more powerful than the conscientious deliberation of facts and truths.
The driving force behind conceptual conservatism is the psychological phenomenon known as cognitive dissonance – the stress people feel when their perception of who they are is contradicted by whom they believe they are. In a state of conceptual conservatism, the person's self‐perception overpowers any evidence to the contrary, and the reaction is extreme defensiveness.
Compared to the doomsday cult, the evidence Semmelweis's doctors had to grapple with was insignificant. Semmelweis was alone, presenting a newly tested theory without the benefit of a completely controlled experiment. There were a number of variables, like the ventilation system, for example, which changed at the same time, effectively giving the doctors an easy out to preserve their belief system and subsequently their self‐images.
The physicians quickly disregarded the hand‐washing mandate altogether. As Semmelweis predicted, childbed fever began to reemerge. He became even more determined that the process be reinstituted immediately. Hospital administration responded by reprimanding him, demanding that he fall in line with the miasma doctrine. He refused. The doctors and administrators held their ground firmly. Young mothers continued to die at astonishing rates.
Death from childbed fever was painful and prolonged. Within 24 hours of delivering her baby, the woman would begin to feel the effects of the infection taking hold. Her body, exhausted from the natural birthing process, would be overcome with sore muscles, stiff joints, and a spiking fever.
Two days after delivery, rather than breastfeeding her newborn, the young mother would be consumed with pain. A heavy, pounding headache and piercing pains throughout her abdomen and pelvis. Her uterus would become swollen and covered with abscesses, bursting into open sores.
On the third day, the medical staff, desperate to treat an unrelenting fever and alleviate the woman's agony, would commonly administer the treatment of the day. Bloodletting. If miasma was thought to let the disease in through the air, opening the veins was the means by which to drain it back out. Most of the patients would be dead by Day 4.
Furious at his colleagues, Semmelweis accused them of ignorance, later negligence, and finally homicide. He accused them quite literally of premeditated murder. The doctors dug in, refusing to yield. Desperate, Semmelweis went on a grassroots campaign. He took to the streets, seeking out pregnant women, whom he would stop and insist that they require their doctor to wash his hands when they go to deliver. Hospital administrators retaliated. In March 1849, Ignaz Semmelweis was removed from his position at Vienna General, forced out of Vienna, and made to leave Austria altogether.
He spent the next 15 years fighting with the European medical community to implement hand and instrument cleansing as a critical process step inside every patient care facility. He published papers, wrote letters, and submitted data from his repeated trials. His claims continued to be ignored, and deaths piled up.
In 1865 Semmelweis was lured back to Vienna and committed to a psychiatric clinic. According to the medical community, he was insane and had to be put away. Shortly after his admittance, he suffered a cut on his hand wrestling with the guards. He was not permitted to wash his hand or clean the wound. A severe infection took hold. A fever set in, his abdomen became wracked with pain. His own dirty hand had caused a bacterial infection. Within days, Semmelweis was dead.
First Principles of the Process System
Functional Decomposition
Isolation and examination of each element of a process are critical in uncovering the root‐cause influencers of a problem. As Semmelweis did with the process of childbirth when design‐building and implementing a sales process, it is critical to consider the components at the most granular level. Playbooks, operating manuals, qualification criteria, service‐level agreements, tagging, and sorting measures all need to be taken into account. This involves considering the smallest of components that may need to someday be examined, altered, or removed to improve process performance is vital.
A/B Testing
Also, the Semmelweis story underscores the value of science‐based trial and error. Key to his ability to act so quickly on his theories to solve the outbreak was in no small part the natural A/B test, which already existed at Vienna General. Having access to two functioning clinics with the same general processes, same patient profiles, and same equipment inside the same hospital at the same time, but with very different results made it possible for the process of elimination to quickly yield findings. It was the perfect side‐by‐side experiment and a critical aspect of the rapid process improvement he was able to put in place in May 1847. When running revenue experiments, A/B testing with just one variable change to measure impact allows for objective analysis of successes and failures.
Fresh Perspective
We cannot overlook Semmelweis's newness to the process as a clear advantage. Thrust into the hellish situation of the physicians' clinic was a shock to his system. His eyes hadn't the time to adjust to a 1‐in‐5 mortality rate as “normal.” And he had no personal stake in the systems currently in place. He hadn't implemented the existing process or performed the deliveries. His lack of experience freed him from insider biases.
Open‐mindedness to challenge any assumptions and a willingness to use positive skepticism in an effort to find objective truth are of the highest order when evaluating processes. Bringing in a fresh pair of eyes from the outside to critique what's working and what isn't helps in the search for truth and offers an example for us to follow when assembling design‐build revenue teams.
Data‐Driven Analysis
Meticulous data capture is another fundamental takeaway from the Semmelweis case. To the credit of the administrators at Vienna General, they kept detailed records on their patients dating back years, not the least of which was documentation on mortality rates from childbed fever tracked separately in each of their two clinics. As the old adage goes, we cannot improve that which we do not measure.
If Semmelweis had not been furnished with clear data from each clinic, which objectively told the story of two very similar processes with two very different outcomes, if all patient data had been grouped into a single clinic data set, it's hard to see how the process issue would have been discovered. Further, had he not continued this documentation after implementing the hand‐washing change protocol, Semmelweis would have been left without the evidence needed to mount such a passionate argument for sweeping change.
Process Buy‐In
The change Semmelweis proposed, or rather, his inability to enact it, offers us the greatest learning from this case. Where a process requires people to act out specific tasks, the rational explanation of the necessity of those tasks is by itself insufficient. Fundamentally, people are driven more by emotion than by rational thought.
Semmelweis teaches us that we must take into consideration the more powerful emotional perceptions of those who are asked to carry out a process. Belief in a process and the way a group feels are far more influential to success than any rational justification offers. We must not rest alone on the mere explanation of a critical process, but also get buy‐in on the feeling that each step in the process is the right thing to do to achieve effective implementation.
The story of Ignaz Semmelweis is tragic, not because he was a bad scientist or inept physician, but because he was a poor salesman. He failed not due to a lapse in his intelligence, but rather to a lapse in his emotional intelligence. Even a seemingly insignificant change like hand washing with a low cost and high potential return might not be adopted if there is a failure to take into account the emotional impact on those asked to enact it. It is a high EQ, not IQ that's needed to win people over.
Through his pioneering work in the field, psychologist and author Dan Goleman breaks down emotional intelligence into four key skills: self‐awareness, self‐management, social awareness, and social management.3 It was Dr. Semmelweis's failure in this last area, social management, where the process change he so passionately fought for failed to be realized.
Social management requires empathy, persuasion, conflict resolution, and tact. Semmelweis, by all accounts, used none of these when working to persuade his colleagues at Vienna General. Had he done so, his efforts might have won them over, saving countless lives.
Tactically speaking, a process, especially a sales process, works best when it is engineered with small, measured elements, and is examined regularly with open‐minded objectivity. But none of that matters without also considering the psychological buy‐in of the people we rely on as operators. Semmelweis teaches us that we cannot merely implement a process. We need to sell a process.
How does the team feel about what's being asked of them? Do they understand and agree on the value of each task being asked of them? Will there be any resistance, not only to performing the tasks of a process but also to performing them with quality and the intent to make them work? How will even the smallest change to process impact them emotionally as well as practically?
Failure to consider the emotional aspects of the team who operate a process is failure to execute the process itself. So, as we examine the design and implementation of the Sales Process System, let's also consider both the rational and emotional elements necessary for sound process implementation, execution, and iteration over time.
Elements of the Sales Process System
The Buyer Persona and Ideal Customer Profile (ICP)
Everything starts with the customer. Process is the foundation on which a stable sales organization is design‐built. A deep understanding of the customer is Job 1 in laying the process foundation. A clear, detailed, and documented description of who your customer is (buyer persona) and the type of businesses that have the best fit for your product or service (ideal customer profile) are the two cornerstones of this foundation.
The buyer persona is a semifictional biographical summary of the best audience for your business. What audience do you want to find you, to engage with you, to buy from you, and ultimately to advocate for you? A well‐crafted buyer persona is complete, not just with demographic details, but also with interests, experiences, background, and even an avatar or photograph of someone who looks like your typical buyer.
Design‐Building Buyer Persona
The goal when creating a buyer persona is to get your entire customer‐facing team – especially marketing, sales, and support – familiar with whom they are aiming to engage, sell, and service. Involving these various teams is key, not only in creating a full, rich picture of your customer persona but also in getting team buy‐in on who the audience of the business really is.
When creating the buyer persona, the design‐build team should consider:
A real name for the persona
Age
Marital status
Education level
Social style
Hobbies, interests, pastimes
Motivations
Pain points
How you can help
Common objections
Start by bringing the select sales, marketing, and customer support project members together. Marketing typically leads this design‐build project. Define the objective with templated examples of customer persona to create the framework.
Next, have each member build their own customer persona independently, from their own perspective. This allows for contributions from a diverse cross‐section of possible persona information. At Rock Content we created a free online tool you can access to help guide your design‐build project team through the creation of your buyer persona: https://interactive.rockcontent.com/en/buyer-persona-generator.
The final step is for the design‐build project leader (again, typically represented by marketing) to pull together the contributions from each team's representative, reviewing and selecting the elements that depict the clearest picture of the customer. For example, marketing, sales, and support may each have different items on their list of persona pain points. This is a good thing. Talk through them to decide which should be kept in the final copy and which (if any) omitted.
Ideal Customer Profile
Similar in some ways to the buyer persona, the ideal customer profile (ICP) helps salespeople identify and get acquainted with targeted, “good‐fit” buyers in the market. Where the buyer persona leans mostly on qualitative information focused on the individual profile that represents your general audience, the ICP layers in more quantitative data. It seeks to nail down the exact type of buyer with whom salespeople should be spending their time.
Where persona answers “who” a potential buyer is in the market, ICP helps to answer “where” they are. ICP criteria are the guideposts salespeople follow for identifying good‐fit vs. bad‐fit prospects.
Design‐Building ICP
When creating an ideal customer profile consider zeroing in on the perfect‐fit customers based on criteria such as:
Company headcount
Company revenue
Industry
Location
Team structure/roles
Presence of competitors
Presence of complementary products/services
Likely challenges/pain points
It's natural for the design‐build team that is assembled for the customer persona project to move directly into the ICP work. Information is gathered through general surveys, one‐on‐one interviews, and market research – once again led by marketing. Rather than guessing, go right to the audience, pick up the phone and have the conversations.
The final product should be a bulleted‐out, organized summary of ICP criteria, all fitting on a single page for easy access and consumption. Salespeople should have persona and ICP intel as an easy‐to‐use reference guide, not an elaborate operating manual.
The Customer Journey
If the buyer persona is the “who” your business is focused on and the ICP is the “where” you specifically should focus your efforts, the customer journey is the “what” – more specifically, “what” this person needs in order to effectively educate and feel comfortable believing your product or service is the best solution to help them advance. When design‐built at the highest level, the customer journey takes into account four sequential steps – awareness, education, action, evangelism.
Design‐Building the Customer Journey
Awareness, the first step of the customer journey, is the “why” behind the buy. At the root of any purchase, there is a need for which we are willing to exchange money to solve a problem or capitalize on an opportunity. This is a simple point, but one that is often lost or skipped over too quickly by many sales teams. All purchases are built on the customer's awareness of a problem or opportunity. Understanding and oftentimes creating customer awareness of problems and opportunities is the key first step. The design‐build committee must start here.
Once a problem or opportunity has been firmly established, the second step customers take is education. They seek to understand available options to solve a realized problem or capitalize on the newly found opportunity. How and where do your customers commonly educate themselves on their solution options is key. Are they mostly offline or online? If online, are they researching on social media, specific publications, review apps, referrals from trusted advisors or existing partners?
In order to effectively meet ideal customers where they are, find out where they tend to gravitate while researching market opportunities. Each design‐build committee member should submit their lists for consideration. This helps in zeroing in on where your customers are gathering.
Action is the third step of the customer journey, when they decide to move out of their current situation and implement a specific solution. By this step, problems and opportunities have surfaced, and the buyer has educated herself regarding solution options to the point where she is comfortable in her market knowledge to make a purchase.
When satisfied with the research done in the first two steps of the customer journey, the third step of actually buying can be made with confidence. The design‐build project team should have a refined list of these education points documented as key learning criteria that clients typically have checked off in order to enter this phase. If the value that the purchased product or service delivers ends at the moment of purchase, the journey stops. But that’s seldom the case.
When a buyer continues to derive some benefit from a purchase, whether physical or emotional, the journey can continue to the fourth, ongoing step of evangelism. In the age where buyers have more control and influence over brands than ever before, the savviest businesses will continue to enrich customer experience long after purchase. This can yield a lifelong relationship between a buyer and a business, resulting in grassroots, customer‐based advocacy for the brand.
Customer‐Journey Usage and Upkeep
Joining these four steps of the customer journey lifecycle creates what's commonly referred to as the customer flywheel. (See Figure 2.1.) Proactively putting positive energy into and removing friction from the flywheel is the goal of an integrated design‐build revenue organization. Marketing, sales, customer support, and, more than ever today, product teams work to maintain their momentum.
Figure 2.1 The Flywheel
These four teams collaborate to energize prospect awareness, education, engagement, and advocacy, working as a team to get the flywheel spinning faster and faster. Action is taken to make the purchase and the service delivery experience so delightful that customers openly advocate for your business. They volunteer for case studies, introduce you to new potential clients, help raise awareness, and the educate, act and evangelize cycle begins anew, with the next generation of future customers (Figure 2.1).
