I’m about to break the first law of content creation, and admit I am stealing from one client to give to another. Although, in this instance, I can probably be forgiven seeing as it’s a sister company to Dan Bradbury Ltd… the APCTC (the Association of Professional Coaches, Trainers and Consultants)
Why am I sharing this particular article with you? Well, despite the fact it was created with the business of coaching in mind, it’s actually something that is relevant to every business. Not only relevant, but necessary. I also ran out of time this week due to our two-day quarterly planning meeting at DB HQ, and figured now would be the best time to crack out an oldie… but a goldie.
I have a terrible sense of direction. Like… appallingly bad. I can get lost in my own house… and it’s a pretty standard semi-detached. If I want to get anywhere (and I often do) I need to be pretty clear on:
a) Specifically where I want to go
b) Where I’m starting from
c) How I plan on getting there
I love London for many reasons, but one of those reasons is I find it very easy to navigate. And when you’re me, that’s a serious bonus! Just head underground, top up your Oyster, consult one of the maps on the wall, hop on the tube and away you go. When I’m in London I rarely travel any other way. When I’m anywhere but London, I tend to drive everywhere with the aid of satellite navigation.
If I have to be somewhere but don’t know where I’m going (i.e. I don’t know the physical address), then there’s no way I’ll be able to work out how, nor when to leave and the various steps I’ll have to take along the way.
Now, let’s apply this to sales. A sale is the destination. It’s where you want to go, or more specifically, where you want your customers to go. It never fails to baffle me when I stumble across well-versed coaches, trainers and consultants who somehow just bustle their way through life, taking money here and there and never really making the destination (re: outcome) of what they wish to achieve clear.
It’s like me, the forever lost little soul that I am, waking up one day in my house (only partially sure about the exact location) and saying: “I want to go to London today.”
Well, that’s great. But London is a big place – as is a sale – and without knowing the exact initial destination it will be impossible to actually work out how to get there. Once I am there I can jump on the tube and travel around as aimlessly as I please, but I have to get to the first point first.
The same goes for sales. In order to work out how you’re going to sell something to someone, you have to first work out exactly what you want them to buy from you. More crucially, you have to work out the outcome, and then work backwards to where you’re starting from.
You need a Sales Map.
The content of your map is entirely up to you, and very much dependent on your business. It can be online, it can be offline, it can be both. The only things you need to get straight are…
a) Specifically where you want your customer to go
b) Where they’re starting from
c) How you plan on getting them there
Assume, for now, that they have no idea who you are, and you want them to become a raving fan of yours owning your highest tier of coaching package. The latter is the outcome, and the former is your starting point. The stuff in between, is how you get them there. Step-by-step.
At this point it helps to write this stuff down. Here’s one we made earlier…
If you’d like to download this, print it off, and fill in your own, click here: Sample Sales Map [BLANK].
The detailed steps of the various, wonderful ways you can indoctrinate and engage your potential customers are another blog for another time. For now, here is one I’ve filled in with one of our own sales road maps:
But for now, think: how can I apply this to my business? The outcome can be different, the steps can be different, even the starting point can be different. The crucial thing you need to do right now is picture your sales process as a journey that each of your leads must embark upon before they reach their destination as your customer.
I’m not saying there won’t be the occasional ‘wild card’, as there often are. But once you get clear on your map, your sales process will be ripe and ready for measuring, tweaking and improving. Then, and only then, can you start to make some real changes to the kind of numbers you’re bringing in. Your sales map should be the bare bones of your business strategy, to be filled out gradually.
If you liked this and you’d like to see what else we have to teach you in terms of sales and business development, why not take a free trial Success Club? Click the banner below (or here, if you fancy!) and we’ll get you set up.
And yes, I write for Success Club too. I write for everyone. It’s what I do.