When Sales Teams Come Together ? How to ... - Rewiring Business

In recent months we have seen a large swing in the amount of large deal mergers and acquisitions (M&A) that have been occurring. Some of the more famous ones include Microsoft?s purchase of Skype and more recently Sony?s acquisition of US firm Micronics.

Bearing this in mind and looking back at previous M&A?s, this series will be looking at some of the critical success factors one must take into consideration when combining two companies from a sales standpoint. We will touch on a series of points, aimed at all readers, to begin to understand to some level the challenges and partial solutions to bringing together a sales team.

The Discovery State Analysis

Once you have your two teams in front of you, it is vital to get deep under the skin of these two teams and understand the various cultures, processes, methodologies, market approaches, behaviours and skills that each team has. These will be the aspects that seperate the two teams and finding some common ground must be the first step in creating a uniformed sales processes that both teams can relate to.

To in this, we should look at the following criteria to get the best understanding:

Identify
Identifying the key stakeholders within both teams and bringing them together to begin to understand the processes of each team.

Understand
Once we have the key parties together, we must then understand the current processes that each?team uses. this can be gained from a variety of sources varying from documented processes, automated systems, interviews with the key stakeholders etc?.

Interview
This includes various questionnaires and interviews with the respected sales teams to understand their processes, gaps and problems to really get under the skin of the sales?processes to help understand the?new directions that must?be taken for success. ?

Optimize
Once we have this information, we must then build the correct and best sales process possible incorporating elements from both teams and other sources.

Roadmap
This is the roadmap that the company will take to implement the new process. it should be well documented with all critical players identified to ensure success of the project.

Trial
The project can be trialed with a few select members of each sales team to test is viability and success before it is rolle out to the full sales teams.

Review and Refine
The sales process can then be refined if anything pops up during the trial stage to ensure it is fully complete and ready to action

Roll-Out
The new process has been finalised and is ready to be rolled out across all the sales team. This can be delivered during a sales kickoff or conference to ensure that the vision is shared and understood. Relevant trainings can also be given here and the team can leave the conference ready to implement the new processes fully.

Consistent Review
It is vital to look back on regular intervals to ensure that the process is working and that it is utilised to ensure maximum sales productivity and performance

After doing this, you should have a good roadmap on where you should be taking this new sales team and you can then look at the practical application of this new approach.

Next week we will be looking at some of the key aspects of identifying the right processes and management tools to roll out and build your new sales organisation ready for aligned and collective success.

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As well as being the founder and MD of Rewiring Business, Umar Gill is a sales and business development professional working within the FTSE 100, Fortune 500, CAC40 and the Private Equity Market. His sales blog is called Rewiring Sales and can be found here at Rewiring Business and various articles are available at the CGC. He can be contacted on u.gill@rewiringbusiness.com.

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Source: http://www.rewiringbusiness.co.uk/when-sales-teams-come-together-part-one/

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