These are all valid objectives, of course. But we take things one step further. We believe that a sales process should create a framework for relating to customers and prospects. Think about it: Many organizations develop reputations and are assigned a personality by their behavior in the marketplace. Companies become known as aggressive (Siebel and Oracle), predatory (Microsoft), arrogant (Accenture), and so on. How does this happen? In part, it happens through corporate policies, public utterances of the CEO, and similar high-level actions. But we believe that the behavior of the company’s representatives in the field deserves at least as much credit (or blame).
By extension, we believe that it is possible to shape the marketplace’s opinion of you by designing a customer-focused sales process that reflects the way you want your customers and prospects to be treated. In other words, the CEO can create a blueprint for customers’ experience that will influence the words that salespeople use when developing buyer needs and setting expectations. We believe with equal or even slightly inferior offerings, companies can make the way their salespeople sell a differentiator. These organizations can win on sales process.