Take your customer service team to best-in-class in just 90 days
This book shows how to build a ‘best-in-class' customer service team AND free up your salespeople for 11X more selling conversations.
The Machine: A Radical Approach To The Design Of The Sales Function
Hardcover & Kindle by Justin Roff-Marsh
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See what's inside the book CONTENTS OUTLINE
Stop leaving easy money on the table
Most companies go to extraordinary lengths to generate new business only to leave easy money on the table. Money that requires almost zero additional sales effort to capture.
We know this as we see it in almost every company we work with.
Both the problem and the opportunity lie with customer service. The easier you make it for customers to transact with you, the more frequently they will transact with you.
Take your customer service team
to best-in-class in just 90 days
We know from experience that it can take as little as 90 days to make a customer service team best-in-class. We have found there’s one simple structure—and a small number of critical behaviours—that suits pretty much any organisation.
- Capture, timestamp and queue all inbound enquiries (orders, quote requests and issues).
- Have all operators pull work from a (single) queue on a first-in-first-out basis.
- Visualise work queue along with the rolling-average of “on-time case completion”.
These three simple steps typically see our clients’ on-time case completions (time from customer request to successful fulfillment of that request) go from 40 to 95+ percent.
A new, better alternative to customer service, sales And a whole lot more!
This is just one of the topics covered in The Machine: A Radical Approach to the Design of the Sales Function. The Machine presents a radically different approach to the design and management of the sales function. It challenges the standard sales models and presents a radically new environment where salespeople just sell (up to 30 selling conversations per day).
And an environment where all other activities are performed by a tightly synchronized, head-office-based, sales-support team. We call this new way of thinking Sales Process Engineering (SPE). Those organizations (and there are many) that apply SPE discover the following benefits:
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A huge increase in the volume of sales appointments (on a per-person basis).
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A significant increase in the territory that can be covered by the existing sales team.
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A dramatic improvement in customer-service quality.
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NO increase in operating expenses.
What's inside the book?
Request the Sampler and we will give you the first 4 chapters of The Machine in hard copy plus a heap of bonus content.
Introduction
- The Titanic is sinking
- Quiet revolutionaries
- Are things really that bad?
- A new assumption
Chapter 1:
After the revolution
- Four appointments a day, five days a week
- Management by numbers
- Arresting the decline
- Theory into practice
Chapter 2:
Four key principles
(and how to win a boat race)
- Why do we persist?
- How did we get here?
- Directions of the solution
- Putting division of labor to work: four key principles
Chapter 3:
Re-envisioning the sales function
- Principle 1: Centralize scheduling
- Principle 2: Standardized workflows
- Principle 3: Specialize resources
- Principle 4: Formalize management
Chapter 4:
The death of field sales
- The modern field salesperson is a misnomer
- Why customers postpone interaction with salespeople
- The inside-out approach to sales
- The economics of inside sales
