I often get asked by my clients to help write their sales strategy.
There’s a problem with this.
The problem is not in the writing. The problem is in me doing all the writing.
Most clients want a document handed to them on a silver platter with minimal to no involvement.
This, of course is a recipe for disaster.
The ‘strategy’ ends up on a sales managers desk where it normally stays, gathering dust.
I walk off with some money and the company … well, the company is left with nothing of real value, except a lifeless document.
Rider – I did this (wrote strategy) when I was younger and dumber. Now, no involvement from everyone, no strategy … not from me at least.
A sales strategy is almost a living, breathing animal. It needs input and buy-in from all the role-players – from sales director down to sales assistant. It needs to be nurtured and grown into something that can help produce results.
What should typically be in a sales strategy?
A sales strategy in a nutshell is really just a roadmap for the sales team to follow. It gives them direction and purpose.
Although every company is unique and has different goals when it comes to driving sales, here are 3 broad-stroke areas that should be covered:
- Opportunity – finding the right solutions for the right customers at the right time
- Go-To-Market – finding the right channels with the right skills in the right places
- Sales growth – leading, enabling and activating sales channels
Because the strategy is a ‘living’ entity, it should be implemented and used so that it can work out its muscles and grow into something worthwhile. If it is just sitting on a desk, gathering dust, it will atrophy.
Life is not smooth. It can be quite ugly, rough and trying whilst we are trying to figure out a path. A sales strategy is the same and needs to be tested, tweaked, nurtured and improved upon in the rough and tumble that is the reality of sales.