What your CRM usage reveals about your sales practice

In business, unlike some sports, there is no such thing as a silver or bronze medal.

The rule is that only one company (with some exceptions) wins the contract at the expense of the other potential suppliers.

Therefore, no sales team has the ambition to come second.

The sales team must put forth all its assets to obtain this gold medal, synonymous with winning the deal.

In fact, according to the formula known to all salespeople, their mission is to optimize both aspects of sales: the “art” and the “science” sides.

In this context, the use of a CRM is an essential part of commercial excellence because it contributes significantly to bringing “science” to commercial practices.

Because, in the sales field, “if it is worth doing, it is worth doing well”.

The CRM facilitates and optimizes your sales approach, and supports structural improvement of the visibility of your sales activity and its efficiency, and consequently the quality of your forecasts.

But a CRM is only a facilitator, in the same way that, while the right shoes are a plus (if not a minimum) for a sprint, they will not replace the preparation, nor the initial capacities, of the runner.

Indeed, the tool “is not the practice” and the CRM will not compensate for blatant shortcomings in your business practice.

On the contrary, the CRM can be a “revelator” of the latter and it will bring the necessary areas of improvement to light.

Let’s go through a series of minimum requirements that are asked of your salespeople and their managers in order to verify if they are supported by the continuous use of the CRM and its numerous functionalities by your teams.

# 1 – Know your customer

What is happening in my client’s industry? What is going on with my client? Mapping the players: have I approached the right people and understood the decision criteria?

What is the impact of all this on account plan?

# 2 – An ambition, a strategy, a plan

As a sales rep, you’re expected to have an ambition for your market and for each client for which you are responsible, materialized by a strategy that is regularly challenged and materialized by an action plan.

# 3 – Reliable projections

To be able to reliably estimate the projections on your market at any time implies that you’re in the “driver’s seat” at all times, and able to “steer your boat” according to the opportunities and risks you identify.

# 4 – Collaborate

Internally, to strengthen your proposal to the client.

Externally, with the client, its ecosystem and potential partners.

Share in order to optimize results.

And finally

# 5 – Leadership

The primary role of the business leader is to create the conditions for success.

To demonstrate the ability to transform a group of individuals into a real team, to create synergies and to develop skills in order to transform potential (human and business) into results.

Knowing that CRM is an ideal platform to ensure an optimal foundation on which to base the requirements detailed above, not using CRM for these purposes implies that alternatives have been found.

If this is the case, what are these alternatives? Are they more effective than a well-operated CRM?

Are these activities even being undertaken?

You have a CRM? Use it!

It won’t be long before your teams reap the benefits.

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