Ask most people if they know how to cook, and they will generally know their ability level. They’ll say things like “I can’t cook!” “I can handle the basics,” or “I can give a chef a run for their money.” Sure, one person’s “intermediate” may be another person’s “I’m really good,” but individual assessments seem to adhere to surprisingly similar understandings of cooking skill levels.

Not so with selling! 

For one thing, sales ability tends to be judged by sales results. That may not seem like a silly measure, but it is. A company may introduce an exciting new product that meets a glaring consumer or industrial need, leading to a period of incredible sales success, regardless of their selling capabilities. But once the hole where that need used to be is partially filled, pent-up demand won’t carry the company further. Many industry stars strike out on their own as consultants, and can run for several years just on reputation. But eventually, selling disciplines are needed to keep up (or restart) the momentum. Sales results should not be trusted as a barometer of selling skill.

Many people — even seasoned business professionals — don’t understand that there are varying levels of selling skills,  because they don’t understand all the tools that make up the selling skills toolbox. This is unfortunate, because the one thing that will most reliably contribute to business success is a strong sales organization.

Sales Operations Framework

Here is a framework you might find useful to envision these levels and analyze your own sales organization’s maturity:

Level 1: Relationship-Focused (Networking)

• Primary Focus: Building and maintaining relationships. Relies heavily on personal connections and referrals.
• Tools & Technology: Minimal. May use basic contact management tools (spreadsheets, phone contacts) and email.
• Processes: Informal and ad-hoc. Sales cycles tend to be unpredictable.
• Metrics: Limited tracking. Focus is on revenue generated, with little analysis of underlying activities.
• Strengths: Excellent for building trust and loyalty. Thrives in industries where relationships are paramount.
• Weaknesses: Can be inefficient and inconsistent. Struggles to scale or accurately forecast sales.

Level 2: Process-Oriented (Basic CRM)

• Primary Focus: Implementing standardized sales processes and improving efficiency.
• Tools & Technology: CRM system for contact management, tracking interactions, and basic reporting. May use email templates.
• Processes: Defined sales stages and some level of sales methodology adopted (e.g., solution selling, consultative selling).
  • Basic Pipeline Management (visualizing sales process in distinct stages)
  • Basic Lead Qualification
  • Rudimentary Lead Scoring (typically based on simple factors like engagement with emails or website visits)
• Metrics: Tracks key performance indicators (KPIs) like number of calls, emails, meetings, and conversion rates.
• Strengths: Provides more structure and predictability. Enables better tracking of sales activities and performance.
• Weaknesses: Can be rigid and may not adapt well to complex sales cycles. Limited use of data for decision-making.

Level 3: Data-Driven (Sales Automation)

• Primary Focus: Leveraging data to optimize sales performance and drive revenue growth.
• Tools & Technology: CRM, sales automation tools (for email sequences, lead nurturing), and possibly marketing automation platforms.
• Processes: Well-defined and data-backed sales processes. Sales activities are tracked and analyzed to identify areas for improvement.
  • Advanced Pipeline Management. Pipeline management is more data-driven, with detailed reporting and analytics on conversion rates, deal velocity, and individual rep performance.
  • Formalized Lead Qualification. Clearer and more objective lead qualification processes are established, often using frameworks like BANT (Budget, Authority, Need, Timeline) or MEDDIC (Metrics, Economic buyer, Decision criteria, Decision process, Identify pain, Champion).
  • Predictive Lead Scoring. Sophisticated lead scoring models are used, incorporating a wider range of data points (e.g., demographics, firmographics, behavioral data, engagement patterns).
• Metrics: Comprehensive tracking of KPIs, including lead source, conversion rates, deal size, and sales cycle length. Focus on data analysis and reporting.
• Strengths: Highly efficient and scalable. Data-driven insights enable better targeting, personalized messaging, and improved forecasting.
• Weaknesses: Requires investment in technology and training. Over-reliance on automation can lead to impersonal interactions if not implemented carefully.

Level 4: Revenue Operations (RevOps)

• Primary Focus: Aligning sales, marketing, and customer success teams to optimize revenue generation across the entire customer lifecycle.
• Tools & Technology: Integrated suite of tools including CRM, sales automation, marketing automation, customer success platforms, and advanced analytics.
• Processes: Highly refined and optimized processes across all revenue-generating functions. Emphasis on collaboration and data sharing.
  • Integrated Pipeline Management: The sales pipeline is tightly integrated with marketing and customer success efforts, creating a seamless flow of information and handoffs between teams.
  • Account-Based Lead Qualification: Lead qualification shifts towards an account-based approach, focusing on identifying and prioritizing key accounts that align with the ideal customer profile.
  • AI-Powered Lead Scoring: Lead scoring models may leverage artificial intelligence and machine learning to continuously learn and improve accuracy.
• Metrics: Focus on revenue-based metrics, such as customer lifetime value (CLTV), customer acquisition cost (CAC), and churn rate.
• Strengths: Creates a unified revenue engine that drives predictable growth and maximizes customer value.
• Weaknesses: Requires significant investment in technology, people, and process change. Implementation can be complex and time-consuming.

This framework provides a general guideline. The specific characteristics of each level can vary depending on the industry, company size, and target market.

Here’s a 9-question quiz to help you assess your current sales organization level:

Take the Quiz! 

Why Sales Operations Matter

I could be glib and tell you that effective sales operations matter because they add up to more sales … and they do! … but let’s take a look at why and how focusing on this aspect of your business will increase your sales.

Sales Productivity

One problem all companies face today is recruiting sufficient, and sufficiently capable, sales staff. Sometimes it seems like there are two sales generations out there … an old guard that wants to function like lone wolves, in opacity, checking in only when it’s time to hand in an order, and a new guard that wants a guaranteed salary and is good at the administrative and communications aspects of sales, but not the work of moving a prospect through the pipeline. Of course that’s an oversimplification, but there’s a nugget of truth in it.

Today we have to grow and train our sales force, and to do that we need clear, non-negotiable processes, sales automation, sales pipeline transparency, and reporting insights to help make better decisions. When we have the right tools and (and the sales team is using them) everyone stays on the same playbook (or playbooks), gets the tasks done that lead to sales, and do all of it efficiently and consistently, we close more deals and shorten the sales cycle.

Increased Deal Sizes

Selling is all about positioning, and positioning is all about understanding customer needs and pain points and unerringly communicating your answers to those needs and pain points. Mature sales organizations use ICPs, customer and buying group profiles, and customer journeys to position their offering in a way that resonates with prospects and clients. This kind of selling leads to selling more and being able to charge higher prices.

Better Forecasting

From cash flow planning to resource management, companies that are adept at sales forecasting do a better job at everything from delivery times to quality to customer support.

Reduced Customer Acquisition Costs (CAC)

From better qualifying processes through shorter sales cycles, mature sales organizations also have lower CAC than less formal selling teams. Of course, the benefits of a lower CAC start with higher ROI on marketing spend and extend to far more efficient selling activities while requiring fewer overall sales staff.

I often tell our clients First you solve the process, then you solve the people. Good sales process can turn average performers into stars, and strong performers into superstars. If you’re going to cultivate superstars in any part of your organization, your sales team is a pretty smart place to begin.

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Need some help building a superstar sales team? StrategyWerx helps you bring the sales process, sales training, technology, and motivation together to help you hit your strategic and revenue goals. Click the link below to set up a free consultation and learn how we can help you hit your sales and strategic goals.