An example of a sales funnel of an IT service company with a design structure of production

    Thanks to the spammers-landing pagers: now statistically everyone knows the term "sales funnel." True, it is mainly used when it is necessary to bring the client to contact. But for real, you need to bring it to the deal .

    However, a sales funnel is not a tool at all for carrying out a brain to a customer. As it turned out, and more than once it turns out, the critical problem of almost any IT business is the transformation of salespeople from kicking organisms into self-propelled combat robots.

    Still, I really want (for business owners) that the processing of potential customers ’appeals does not turn into a swamp that sucks potential deals as soon as possible.

    A sales funnel is something like a map of a path through such a swamp. From hummock to hummock. And at each point in time for each transaction, the seller has only one task: to jump with a potential client to another bump. Not one giant leap, but gradually, small and quite feasible.

    And then it comes down to the feasibility of these small jumps.

    In other words, to the breakdown of the entire sale process into stages.

    On each of which it is clear what to do and not to do. And it is clear what we want to achieve in order to move to the next level.

    The thing is that the first sales funnel (from books, from the ceiling or from the default settings of your CRM system) that your sellers are likely to drown. Too big and unusual jumps.

    So, you have to independently break your sales process into stages. And this, of course, is a bit of an ambush.

    Why? Because (ts-s, just don’t tell anyone) there are two worlds, two Shapiro.
    1. Sales people rarely - insanely rare - have enough systemic thinking to fix the funnel on their own. They need to sell, and not restore order.
    2. System-minded employees are just as insane and just as rarely at least know something about the nuances of sales. And if they do, they underestimate the complexity of the process.

    We, probably, are not eager to save the world and tell everyone around, How It Is Right. Just show which sales funnel we recorded.

    Perhaps it is not ideal even for our service and design company . There are probably bugs in it, you know. And here your feedback is very intriguing to us - what do you think, where can we refine this wonderful scheme?

    1. We collect introductory

    We call up or meet with the customer, listen, roughly formulate the scope of the proposal, agree in principle on the preparation of a commercial proposal (KP).
    Why stage: in order to close a deal, it must be opened :) Focus on the task of selling something specific that meets the needs of the client, fits into his budget and meets our professional standards. Otherwise, talking with the client “in general” can be endless, but we can’t talk about it.
    Output: input data for the compilation of KP.

    2. Cooking KP

    We discuss the introductory, collect the budget plan and presentation, discuss within ourselves, adjust, comb and send it to the client.
    Why the stage: an expensive resource is involved in the preparation of the KP - an expert who knows everything about production. The greatest value for this expert is the focus of his attention. And he wants to dispose of it at his discretion, and not react to the derg-derg from the side. Therefore, it’s easier for an expert to ask the seller a question “What exactly can I help with such a deal?” - than to wait for the seller to come to him. Well, salespeople also need to understand that at a certain point in time they very much have the right to attract experts. In general, both banquet participants need to know when they can and should interact tightly.
    At the exit: the client who received our KP.

    3. We discuss KP

    We receive a response to the CP from the customer, make adjustments, and clarify details.
    Why stage: there is usually a lot of work. And any work must be paid. Why at least taken into account. People often think that it is possible to discuss KP until they turn blue, and it’s free. So no, not for free. And you need to be able to identify and cut off customers who are inclined to spend hours talking about a penny contract. And by the way, it’s better not to provide services that attract such customers.
    At the exit: KP in final form.

    4. Make a decision

    We are waiting for the customer to say “yep” to the compread, and if necessary, we finish.
    Why stage: bets are made, there are no more bets, we are waiting for the results. But wait passively - lose the deal. It is necessary to remind, kick, specify, influence, and this is work.
    At the exit: the customer’s willingness to sign an agreement and make an advance payment.

    5. We sign documents

    We draw up a contract and add. agreement, sign the NDA, issue the first invoice. We press the client to sign the contract.
    Why stage: lawyers usually jump out of their pants to prove their worth to the company. So you need to prepare for their exhibitionist performances. It would be nice to also manage them. In general, a rather laborious march-throw against these madmen is inevitable. And in any case, a mountain of papers will be required, and this is the work and costs of couriers.
    At the exit: signed papers.

    6. We are waiting for prepayment

    We press the client to pay the first bill.
    Why stage: we don’t start without prepayment. We do not start without prepayment. Even if you really want to believe in the decency of the client. After all, the representative of the counterparty does not want to pay you - he wants you to work. Just try to start without money - and knocking them out right away will be ten times harder. So it’s better to first and consciously resolve this sensitive issue.
    At the exit: go-ahead chefs to start production.

    7. We start

    We transfer the project to production. We are convinced that the production has correctly understood the boundaries of the project and has established contact with the customer.
    Why the stage: the deal does not in itself turn into a project, it is a rather complicated communication process. The seller passed the post, the manager accepted the post. Until the manager is ready to continue to serve the client, the seller cannot exhale. And it is impossible to begin the active phase of production without really understanding what to do.
    On the way out: the manager’s story about how he understood the project and what he will do, + a go-ahead for the chiefs of production.

    8. Production

    We are working on the project. We take into account the time. Sometimes invoicing.
    Why stage: the administration needs some gestures: coordination, work with accounts, correction of the manager’s actions, clarification of the boundaries of the project. Our managers do not deal with organizational issues, they have something more meaningful to do.
    On the way out: the client accepted everything, is satisfied and is ready to pay the last bill.

    9. Close

    We issue the last bill. We collect and sign the final documents. We get the last money.
    Why stage: if you let the project close on its own, quickly comes a mess with documents and blurring customer expectations. The point must be set explicitly for all participants.
    At the exit: last money and closed documents.

    10. Waiting for feedback

    Request feedback. Boost. We make out the case. We get all the "yep" on all publications.
    Why stage: with our specifics, projects should expand the portfolio, this works for the following sales and general capitalization. There is simply no sense in projects made purely for money without improving the quality-quantity of the portfolio. So for the company the work does not end at the moment when the client leaves satisfied with the results under his arm.
    At the exit: marketing exhaust for the transaction (quote, case, samples of project documents, etc.).

    So it goes. It was just an example, no swings at universal truth.

    It is clear that our option is not suitable for everyone. For example, tendering companies almost certainly live differently. Those who practice “cold” sales will also add at the beginning three or four stages of customer warm-up. Product and service companies will be great different from each other.

    But it's not that. And the fact that let's share the experience.

    So if you write in the comments how and why your sales funnel is arranged, it will be nice and useful to everyone.

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