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Increase Conversions 

Throughout the

Sales Process

Courtesy of TopOPPS

Jim Eberlin, Founder & CEO

The recipe to ensure a consistent and 

rigorous sales process that dramatically 

improves sales performance.

HOW TO


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Do you remember the pressures to maximize value as you were 
growing up?  I had an awesome dad, and one of the many things I 
admired about him was his ability to maximize the value of anything we 
bought, acquired, or were given.  He’d always instruct me when I left 
money on the table, paid too much or didn’t get enough value out of 
something.  He would never just throw something out or let it 
deteriorate, he would fix it and enhance it so that it worked as 
advertised or better.  

Now, I apply those same principals to our sales organization.  
Everything we have in our sales organization has to be working “better” 
than advertised.  And of course that applies to our sales process, which 
I believe many companies neglect without knowing there’s a better 
way.  

So, in the same spirit of good ol’ dad, I’m going to first tell you how 
much money you could be losing by not having a formal, rigorous 
sales process supported by the right kind of automation.  Then I will 
give you a recipe for maximizing the value of your sales process that is 
proven by research and actual customer use cases.  So, you’ll have a 
better and more organized sales organization and you’ll grow 
revenue!!! 

2

INTRODUCTION

 I had an awesome dad, and one of the 

many things I admired about him was his 

ability to maximize the value of anything 

we bought, acquired, or were given. 


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RESEARCH

According to the research study of 9,000 companies by CSO Insights, 
only 48% of sales reps hit quota due to an informal sales process.  Now, 
let’s translate that into dollars.  If only half of your team is hitting quota, 
and let’s use a quota of $800,000 per rep per year for perspective, that 
means you’re losing $400,000 per rep. So, if you have 10 reps, that 
means a loss of $4 million.  Do your own math – but any way you look at 
it, an informal sales process is costing you a lot of money.  By 
implementing a formal process, quota achievement increases to over 
60% of the team, and if you add supporting automation on top of that, it 
will increase an additional 10% or higher and save a ton of time.  

So, what does an informal sales process look like?  Here’s how you can 
tell if you have one.


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If you have a report that you use for your 
pipeline reviews or 1:1s that looks like this, 
chances are that you have an informal process.  
Even if you have that powerpoint slide with 
stage descriptions pinned to your cubicle wall, 
it’s still pretty informal.  Having stages with 
weighted percentages is not formal – it’s a 
subjective status of opportunities that could be 
all over the place.  The conservative reps 
(sand-baggers) will have everything in stage 
one, if they recorded it at all, until their gut 
says they can put it in commit.   The overly 
positive reps (happy ears) will have a lot of 
opportunities in later stage that don’t belong.  

With this inconsistent sales process, you don’t 
have a good definition that’s clear, where 
everyone from management to sales rep 
knows where a deal belongs.  This makes it 
impossible for management to use data to 
help develop reps or to get a grasp on whether 
the number is going to be met. 

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Hopefully I’ve proven that you need a formal sales process – so what 
does that look like?  Overall you need consistency so that everyone is 
doing the same thing, everyone knows where deals belong.  From this, 
deal conversions, advancements and regressions can be measured 
while pipeline and forecasts will be accurate and useful.  

A formal and rigorous sales process will make this happen.  You’ll need 
the following recipe that we will describe more fully in this article:

1.

Methodology - A structured plan to educate a qualified prospect 
on the problems, priorities, reasons for change and guidance to 
help their selling activities.

2.

Buyer/Seller Journey - Listing all stages and activities that need 
to occur, and naturally occur, that fit the buyers and the sellers.

3.

Automation – Additional CRM automation that “intelligently 
reminds” sales reps for sales process enforcement and hygiene - 
so the reps have an easier way to update the CRM through 
advanced automation, rather than the traditional way.  

Additionally you’ll need the proper analytics that help predict, 
forecast and coach. 

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THE RECIPE


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The first of the 3 criteria in a formal process is methodology.  At 
TopOPPS we inject a lot of the Challenger Sale and Challenger Customer 
methodology into the process.  We like the teaching and guidance of 
the first book so that our prospects understand the value TopOPPS 
provides of artificial intelligence for sales forecasting, pipeline 
management and sales process enforcement along with simplified CRM 
updates.  You can’t just “lead with” these benefits, you have to “lead to” 
these benefits.  Otherwise, the prospect may not see the problem as 
worth changing.  So, in order to break the framework of their current way 
of thinking, you have to prove that you are a pain-killer to a prioritized 
problem and not just a vitamin.  Sell change, then solution.  

The next part of the Challenger Customer methodology that we 
incorporate into our process is finding and identifying the buying team.  
CEB says that there is an average of 5.4 members to every buying team 
that are required to make a decision.  We need to find these members, 
identify them and win over the mobilizers (especially the teachers) to 
promote the product within the group.  

And finally, we utilize these mobilizers to build consensus within the 
group, arming them with enough information to overcome objections 
and guide the group with “what to do” instead of just selecting the best 
vendor on price.  These mobilizers are better at winning consensus and 
circumventing dysfunction with the group than the sales rep.

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Methodology

1


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Stages are created based on both how the buyer buys and how the 
seller guides. Research from the CEB shows that buying groups typically 
reach out to a vendor after 57% of their evaluation process is complete 
or later.  If the group is left on their own, there is a high probability that 
they end up in a stalemate or select a vendor based on price.  

The process is tailored based on the mobilizer (the book calls them 
teachers, skeptics, and the go-getter) and arming them with the ability to 
overcome objections and win consensus.  There must be a convergence 
of the buying group and the change is driven by the mobilizer.  

Below is the sales process TopOPPS follows.  Milestones and activities 
within these stages are designed to change the mental model, build 
consensus, tailor for a convergence of the buying team to make a 
decision – driven by the mobilizer.  We map out the activities of the 
seller and what the buyer does in each stage.  

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Buyer/Seller Journey

2


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Without good data, there’s no direction.  No good information for 
conversations between a manager and a sales rep.  Forecasts become 
more of a gut feel – and no one can predict accurately or get early 
warnings from a lack of pipeline.  Teams can’t develop, processes can’t 
improve – and there’s a lack of visibility.   

Just having a CRM is not going to provide the fullness of a predictive 
forecast and insights into the pipeline and analytics.  Automation has to 
go beyond standard CRM features and provide the following:

1.

Predictive sales forecast

2.

Predictive pipeline insights and ease of visibility 

3.

Sales process enforcement – so all leads and opportunities adhere 
to the proper stage

4.

Pipeline hygiene for clean and accurate data

5.

Simplified CRM updates – so reps don’t have to spend much time 
in the CRM

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Automation

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Analytics must include conversion rate 
information so that stages can be identified 
where deals fall out and sales reps can be 
coached on how to better advance deals - 
increasing the conversion win rate.  See 
example below that shows a sales funnel with 
stages of leads and opportunities.  The 
example shows stages starting with Sales 
Qualified Leads (SQL), Sales Accepted Leads 
(SAL), where a rep will accept a lead, then it 
advances to Qualification to Compelling Need 
and so on.  

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For more information on how TopOPPS provides 
accurate sales forecasts, pipeline and opportunity 
management, sales process enforcement, CRM 
hygiene and simplified pipeline updates, please 

request a demo.

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SUMMARY

All of this can be provided by adding TopOPPS to 
your CRM. By following this recipe for a formal and 
rigorous process, you can maximize the value of your 
sales process, making it consistent and predictive, 
while ramping reps sooner and plugging the holes 
where you are losing millions of dollars.  This will 
make good ol’ dad proud of you!!