The Sales & Marketing Cycle

A Continuous Improvement Process For Building Profitable and Consistent Sales Growth™

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With the growth of various "Quality Movements" came the recognition that process improvement in business was ongoing, continuous, and never-ending.

Two examples of methodologies used for improving existing business processes are the Deming Cycle (Plan-Do-Check-Act) and Six Sigma (Define-Measure-Analyze-Improve-Control).  Too often, sales and marketing is looked upon as being outside the continuous improvement process, some-how special and exempt.  We believe differently.

We treat Sales and Marketing as a continuous cycle comprised of 6 sequential segments that together define a process for continuous improvement.  This helps to improve the overall sales and marketing process; from the prospecting phase all the way through the building of long-term customer relationships.

Building a world-class Sales and Marketing Strategy is no different than building a world-class manufacturing operation.  Actually, it's hard to have one without the other.  Both are dependent on working together to meet the company's goals.

Why Have Lean and Six-Sigma Been Successful For So Many Companies?  The Answer:

  • It was launched with great excitement throughout the company.
  • Leaders provided major support and participation.
  • Introduction of new improvement ideas and actions were driven by the people.
  • Results were measured and discussed with real accountability.
  • Developed systematic, documented and sustainable ways of approaching and improving operations.

THE RESULTS: It helped companies standardize their work, improve efficiency and reduce cost on the manufacturing floor. But, somehow sales and marketing got left behind. They either didn’t participate or were looked upon as different or maybe even special. That needs to change.  

Why Do Most Sales and Marketing Strategies Run Out Of Steam Long Term?

  • Developed during a one day planning session, a sales meeting or quickly for budgeting only.
  • Rarely re-visited with little time spent correcting strategies and tactics that are not working.
  • Lack understanding of their current sales and marketing process and the resources needed to grow.
  • Lack of focus on their customers, markets and competitors.
  • Slow to react to changes in the marketplace or economy.
  • Develop copycat strategies that look like their competitors.  Nothing new.
  • Companies don’t have the time or the people needed to develop a plan and drive its implementation.
  • Lack of Real Attention: Business owners and leaders said sales growth is their number 1 or 2 priority but in their actual daily actions and activities sales growth showed up number 5 or 6 on their list.
Flint Strategic Partners Developed the Sales & Marketing CycleTM To Help Businesses:
  • Understand their Sales and Marketing current state...What is happening with their business, industry, markets, customers and competitors to determine if their strategy can take the company where it needs to go in an ever changing competitive marketplace.
  • Define where to take the business and what adjustments need to be made in the sales and marketing strategy to support the vision and financial results needed for the business today and for the future. 
  • Focus on the future of the business; where are the industry, markets, customers, competitors and technology going.
  • Reclaim lost customers, grow sales with current customers and target and grow business with new customers, markets and territories.
  • Develop strategies that take advantage of  their competitors’ weaknesses and exploit them where they are vulnerable.
  • Improve sales team productivity and accountability by developing new sales tools, developing training, mentoring programs and new expectations for the results.
  • Develop pricing and marketing strategies as needed by market, territory and customer to produce maximum profitable results.
  • Establish tools, analysis,information and reports to give feedback that will drive maximum results and
    allow changes in the strategy to be made quickly.
  • Maximize profits by not just focusing continuous improvement efforts on manufacturing and quality systems, but by looking at the sales process in the same way.  Continually working the plan, monitoring and expecting improvements day after day. Help the Sales and Marketing strategy to become a journey and not just a once a year planning event and then the plan is placed on a shelf until next year’s budget. HOPE IS NOT A STRATEGY.
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