Merge Sales Teams

Enable your sales team and managers to execute with precision – – effectively, efficiently & predictably

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Common Causes of Failure When You Merge Sales Teams

#1 Management Is Distracted by meetings on merger integration teams which create distractions for salespeople who are concerned about losing their jobs

#2 Management Lacks Experience Merging one or more of the required sales processes i.e. sales call approach, sales management practices, sales strategy and forecasting, sales organization design

#3 Unrealistic Expectations have been set for sales managers from both companies i.e. make sales calls, manage salespeople, learn new products and pricing, focus cross-selling efforts

#4 Time Pressure to shorten sales cycle time and generate immediate cross-selling revenue results to cover the cost of the M&A

We Use The Chief Sales Leader Framework™

To avoid wasting time, money & morale when merging the three (3) strategic and twelve (12) operating sales processes that enable a sales team to execute with precision – – effectively, efficiently, & predictably

The Chief Sales Leader Framework™
The Chief Sales Leader Road Map™

Steps To Merge Sales Teams

How To Merge Sales Teams

Step 1 – We Start At The Sales Call and Work Backwards Because:

  1. That is where the buyer resides and we can learn about our combined messaging for cross-selling both companies products and services
  2. The cash register rings – – to generate short-term revenue from cross-selling
  3. Time-saving lessons are learned for merging the (3) strategic and twelve (12) sales operating processes that are required for a sales team to execute with precision – – effectively, efficiently and predictably

Step 2 – Understand The Buyer Decision Process

  1. What answers do buyers need in order to make a purchase?
  2. What questions do buyers not know to ask about your offering?
  3. What is the right sequence of questions and answers to engage?
  4. What are you asking them to start and stop doing?
  5. What are the ten reasons why they will so “no” to purchase?

Step 3 – Update Value Prop & Sales Call Guide

  1. Open the sales conversation
  2. Investigate buyer needs and qualify them
  3. Demonstration your solution
  4. Present pricing options
  5. Negotiate and close the deal
  6. Handle objections at any point during the conversation

Step 4 – Train Sales People In Both Companies To Cross-sell Using The New Approach

  1. Design training materials
  2. Craft training scripts
  3. Conduct training webinars and workshops
  4. Measure training performance

Step 5 – Conduct Assessment of Both Sales Teams To Pinpoint Problems and Prioritize Improvements

We recommend using The Chief Sales Leader Framework™ because it provides a comprehensive framework that covers the three (3) strategic and twelve (12) operating processes that are required for a sales team to execute with precision – – effectively, efficiently and predictably.

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Part 1 – Sales Strategy

  1. Sales forecasting for revenue, sales pipeline activities, sales productivity, staffing requirements and selling expenses
  2. Sales and market planning by industry, geography, buy-point, product, and service, buy point, etc.
  3. Sales organization design to get the right salespeople to the right place at the right time
  4. Sales culture to ensure that sales call execution is being reinforced

Part 2 – Sales Execution

  1. Sales procedures for lead generation, appointment setting, new customer acquisition, customer onboarding, customer service, account management renewals, cross-selling, and win-backs
  2. Sales technology including CRM, marketing automation, customer service, phone, auto-dialer, sales library, productivity, project management, territory mapping and routing, and human resources
  3. Sales content for awareness building, purchase evaluation, company information, product and service information, pricing and proposals, promotional materials, contacts and customer service help desk
  4. Sales people for hiring, onboarding, coaching, compensating, rewarding, evaluating, training, developing future sales leaders, and succession planning

Part 3 – Sales Evaluation

  1. Sales measurement for tracking sales activities, sales opportunities, and contact history
  2. Sales analysis for internal activities, results, and trends; as well as external events and trends
  3. Sales reporting for industries, buyer companies, sales activities, revenue, sales regions, and salespeople
  4. Sales process improvement for gap analysis, problem identification and prioritization, improvement planning, and improvement reporting

Step 6 – Create Current State Process Maps For Both Companies, including:

  1. Procedures – – indicating known problem areas
  2. Policies
  3. Measures
  4. Employee Training Manuals i.e. Wikis, Sales Playbooks
  5. Reporting

Step 7 – Create Future State Process Map To Be Used By Both Sales Teams, including:

  1. Procedures
  2. Policies
  3. Measures
  4. Employee Training Manuals i.e. Wikis, Sales Playbooks
  5. Reporting

Step 8 – Train Sales People In Both Companies In New Sales Processes

  1. Design training materials
  2. Craft training scripts
  3. Conduct training webinars and workshops
  4. Measure training performance
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