Read chapters from the machine on
The death
of field sales
And other provocative ideas that challenge the
status quo of traditional sales.
Recommended reading before the workshop.
The Machine: A Radical Approach To The
Design Of The Sales Function
Hardcover & Kindle by Justin Roff-Marsh
What readers say
What’s inside the book?
Request the Sampler and we will give you the first 4 chapters of The Machine in hard copy plus a heap of bonus content.
Introduction
- The Titanic is sinking
- Quiet revolutionaries
- Are things really that bad?
- A new assumption
Chapter 1: After the revolution
- Four appointments a day, five days a week
- Management by numbers
- Arresting the decline
- Theory into practice
Chapter 2: Four key principles (and how to win a boat race)
- Why do we persist?
- How did we get here?
- Directions of the solution
- Putting division of labor to work: four key principles
Chapter 3: Re-envisioning the sales function
- Principle 1: Centralize scheduling
- Principle 2: Standardized workflows
- Principle 3: Specialize resources
- Principle 4: Formalize management
Chapter 4: The death of field sales
- The modern field salesperson is a misnomer
- Why customers postpone interaction with salespeople
- The inside-out approach to sales
- The economics of inside sales
Is your sales process broken?
Read The Machine Sampler and attend our Prescription for
Growth workshop to find out
Why the traditional approach to sales no longer works
Let’s be honest…
Sales in a typical organization (most organizations in fact), is seriously broken. But rather than focusing on the obvious dysfunction, management is busy with incremental improvement initiatives:
- Sales training
- Sales force automation (technology of various types)
- Sales force automation (technology of various types)
- New commission structures and incentives
Trouble is…
None of these activities actually address the root cause of the dysfunction. Sure, they may offer a temporary lift but things always go back to the way they were.
- Salespeople go back to spending most of their time chasing production and meeting the various non-selling demands on their time AND little of their time selling.
- New markets and business opportunities get ignored in the chase for quick sales and low hanging fruit.
- Sales and the other departments (particularly fulfilment) regularly erupt to conflict.
- And the silo between marketing and sales is so huge that you’d be forgiven for thinking they worked for different companies.
A new, better alternative to sales
The Prescription for Growth workshop presents a radically different approach to the design and management of the sales function. It challenges the standard sales models and presents a radically new environment where salespeople just sell (day in, day out).
And an environment where all other activities are performed by a tightly synchronized, head-office-based, sales-support team. We call this new way of thinking Sales Process Engineering (SPE). Those organizations (and there are many) that apply SPE discover the following benefits:
A huge increase in the volume of sales conversations (on a per-person basis).
A significant increase in the territory that can be covered by the existing sales team.
A dramatic improvement in customer-service quality.
NO increase in operating expenses.
Want more content?
Watch our three most watched webinars
Death of Field Sales
Justin argues that sales should essentially be an inside sales function and prescribes a 12-step action plan to rid yourself of the field sales addiction.
Your Salespeople: four appointments a day; five days a week
Justin presents the most typical application of Sales Process Engineering (SPE). SPE is a radical approach to the design and management of field-sales environments. This is particularly appropriate for complex sales or engineer-to-order environments.
Why CRM Sucks
Justin presents a comprehensive and practical approach to the automation of sales and marketing (with real-world examples and specific technology recommendations).
