Sandler Sales and Six Sigma

Have you ever noticed the similarities between the Sandler sales process and six Sigma process analyses?

In Sandler sales, you:

• Establish rapport
• Uncover the need
• Establish the terms
• Discover the prospect's process
• Present a solution
• and reinforce the transaction

In Six Sigma methodologies, you:

• Define the Project Goals
• Measure the Process.
• Analyze the process for root defects.
• Improve the process by eliminating root defects.
• Control future process performance.

In both programs, you must first establish rapport and define the process by measuring its level of success. In the sales world, your focus might be too close a transaction that would be beneficial to your customer and to your company while maintaining an adequate margin. This could not be accomplished if you are not aware of the customer’s needs, your product offerings or your margin requirements. In Six Sigma language, this would be defining the project goals, and validating the project need.

In Six Sigma, you then measure the process. 

If you do not know where you are you will never know how to get where you're going.

This is especially true in sales. If you do not take the time to qualify your prospect or listen to their need, you will not be able to adequately ease their business pain. To do that you qualify your customer and throughout the process you continually verify the customer synergies. In management, this is called measuring the process. In sales, it is generally called benchmarking your prospect.

In sales you then present your solution to your prospect and begin the negotiation process, determining where exactly your needs, do not match with your customer's expectations. Again, in Six Sigma there is a similar process called analyzing for root defects. The point of which is to determine where the process is failing. In sales, you then work with your client to determine how to best meet their needs. In Six Sigma, This is called eliminating root defects.

Both programs focus very heavily on future performance. Many of you know, in sales, if you do not have a good pool of repeat business or have a strong referral base, that your job of promoting your company becomes far more challenging.

 This is true when managing a process as well.

In sales, you do not leave your customer hanging after the sale. A customer should be nurtured so that you develop a true sense of partnership. In process management, it is the same. You must continually reanalyze your processes to make sure that they are functioning as intended and that the outcome desirable.

There always tends to be friction between a sales force and management. Frankly, I don't understand why. If a sales rep is truly focused on the customer and the sales process; they should be perfectly aligned with the management team who is focused on a positive outcome to their process.

There should be a perfect alignment.

I am willing to bet that this misalignment comes from either side, trying to shortcut the process, which in turn creates a mutual level of tension and frustration and damages both parties and the efficiency of your organization.

I hope that you are enjoying this blog.

John

www.SpotlightFinancial.net