The Issue With Value – When Less Is More!
Customer value, when less is more. If an immediate challenge should be solved, adding value doesn't lead to a better customer experience.
We serve our board-level leadership and Private Equity clients by auditing the Sales function and delivering a comprehensive report of how prepared they are to meet the company strategic objectives. Whether following a recent acquisition or change in senior leadership, we recommend areas of improvement as a basis for investors, leadership and management to align efforts, benchmark their strategy and monitor ongoing performance.The audit process is more than a leadership initiative; it can serve as catalyst for positive change that gives everybody a platform to share their opinions and drive unity between departments. It can be used to launch or support a robust enablement initiative, as a powerful diagnostic tool for teams suffering from poor performance, identify and fill a talent deficit, optimise the sales process and/or understand the drivers behind excessive employee and customer churn.
Optimising the sales process requires more than consideration of how closely aligned customer-facing teams are with the buyer decision-making cycle. The process must be agile by design, leverage specialisation of internal teams, and answer the question of how to achieve more with fewer resources.
The complexity in sales-process design is further compounded when selling multiple products and services, highly specialised applications that greatly impact the customers business, and in high-growth companies when gaining market share is prioritised over refinement of the internal procedures. These factors can contribute to disjointed or non-existent frameworks upon which to align team efforts, and the resulting lack of clarity and efficiency can detrimentally impact upon team morale, customer experience, and growth.We use several models to highlight areas of improvement in sales-process design and help our to clients reboot, re-engineer and implement scalable enablement frameworks that align customer-facing teams with modern buying patterns. This is the foundation upon which predictable revenue, technology implementation and automation are based.
Non-agile sales teams are being punished in today’s hyper-competitive markets. Leading enablement practitioners are looking beyond content creation, training, and onboarding, and focusing their efforts in aligning internal optimisation with speed-to-market, driving competitive differentiation and market penetration. There are enablement best practices, but with so many moving parts no one-size-fits-all approach exists to give companies a strategic advantage. Instead, effectively aligning and orchestrating these moving parts based on the business strategy is the key to success.
Bartlett Schenk & Co. enablement frameworks, processes and methodologies are derived from years of implementing enterprise transformation initiatives. We help our clients to optimise the interface between the service unit and direct execution functions, and overcome specific enablement challenges that impact revenue and growth.
EaaS is a subscription-based service that can be leveraged in different situations, such as supporting an existing enablement initiative, installing a robust enablement function, optimising enablement technology, or providing ongoing coaching to enablement leaders who are new to the role.
We built our sales training model to suit the modern seller. Our performance improvement methodology follows a bespoke sequence of virtual or in-person workshops, collaborative learning resources and coaching that fits with our clients’ schedule. Emphasis is placed on leveraging the collective intelligence of customer-facing teams and innovating solutions to the company’s unique situation. At the end of the process we highlight areas of improvement and detail an ongoing coaching strategy that aligns sales execution with enablement initiatives.We work with companies who sell complex, enterprise solutions that greatly impact their customers’ business. Our engagements require a substantial commitment from execution teams to learn the material, and from us to understand the products, services, market, and industry. For this reason, we only undertake a small number of performance improvement projects and work closely with highly-motivated clients to drive results.
Building an effective playbook requires careful consideration of customer-specific attributes, domain expertise, systematic understanding of how top producers consistently exceed expectations, and in-depth knowledge of sales execution. These elements bring clarity to a specialised process and present it in a repeatable and coachable format.We help our clients to systemise processes and collate playbooks in the format most likely to be adopted by their teams. This includes a blend of hard copy templates, video tutorials and workbooks to create the foundation upon which to certify employees. Recently, our focus has been on developing a playbook system to help remote workers that is easily referenced and adopted.Our proprietary frameworks, templates and experience in collating playbooks help shortcut the production time and bring clarity to process. Whether launching a new product, onboarding new hires, or formalising best practices, playbooks are the de-facto resource to align and scale enterprise efforts.
Leading companies leverage industry-specific research to align with the latest industry thinking and gain collective insight into potential new challenges. The process requires a large participant pool, extensive planning, and a well-defined timeline.
Bartlett Schenk & Co. conduct sponsored research on behalf of companies seeking to support their thought leadership function. Our 7-step process covers the entire research lifecycle from ideation through to final report, and as an independent party, we do not bend the results to fit a pre-defined narrative. Rather, we tailor our approach to reach the core of modern selling challenges that benefit our clients and their customers.
Our experience of conducting research-based projects include “Annual Sales Enablement Study” 2015-2019, “The Impact of Social Selling on the B2B landscape in the U.K. vs the USA” and other research initiatives. Our thought leadership content creation extends to the Showpad Executive Enablement Series and our Insights blog.
In complex selling situations, the cost of sale is high. Extensive time and resource are spent coordinating customer-facing functions to differentiate the offering and demonstrate a commitment to a potential partnership. Price is seldom the deciding factor and the true reason for winning or losing a mandate is often left unknown.
Independent win:loss analysis gives customers a non-confrontational forum to share insight into their procurement process, how the decision was made and areas for improvement. This brings greater insight into the buyer process and improves the integrity of data upon which internal teams can adapt to similar situations.
We help our clients to conduct and implement a robust win:loss initiative. When done well, win:loss is a critical part of strategic enablement that gives an insight into how well the company approached, communicated and addressed customer objectives from an individual, team and business perspective.