Uncertain Outlook: Managing The Sales Management Process with Vulnerabilities and Opportunities
In this environment, predicting what the business will look like in two or three years’ time is more difficult but more important than ever. A robust Integrated Business Planning (IBP) process is non-negotiable and this stands or falls by the accuracy of the demand plan.
Effective demand management is increasingly the fundamental component of modern business planning. These are challenging times – the ever-changing demands of customers, transient fashions, fast moving technology, increasingly sophisticated competition in a continuingly uncertain market, new opportunities introduced instantly by social media and business reputations at its mercy, 24 hours a day.
In this environment, predicting what the business will look like in two or three years time is more difficult but more important than ever. A robust Integrated Business Planning (IBP) process is non-negotiable and this stands or falls by the accuracy of the demand plan. Management of the sales pipeline is key, as is identifying opportunities and vulnerabilities and managing the variability around them through to fruition or otherwise.
In many organisations, and certainly high performing ones, the sales role has undergone tremendous transformation in recent years: formerly, the sales team was often isolated within the business, and it was a matter of ‘go out and sell everything’, leaving the rest of the organisation in the dark until the ‘kill’ was made. Contemporary sales management demands visibility and transparency of process, a targeted approach – planning the sale, and then selling the plan.
Planning, visibility and rigour are the watchwords and these will be determined by the quality of the processes in place, the tools at hand and above all, the behaviour of people. Best practice requires clear ownership with sales and marketing, a formal sales planning process supported by disciplined use of a Customer Relationship Management (CRM) system and a sales team that provides accurate and timely information. Any failure at this level runs right through the business and disrupts the entire IBP process; possibly even the business itself.
Andy Walker has over 25 years of experience in a diverse range of business disciplines. With a background in finance, demand, and supply chain management, he has delivered substantial gains for clients in efficiency, cost reduction, and customer service.
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