Now is the Time for Business Process Improvement and Optimization

Blog
Jul 06, 2020
4 min read
Discover why now is the time to use business process improvement to examine your sales planning and prepare your team for any situation.

In the world of business process improvement and optimization, one of the most common objectives is that “it isn’t a priority right now,” closely followed by “it seems to work well enough.” This push-back can be anything from shifting to digital signature, improving your marketing automation, or automating your sales incentive processes with Xactly.

The initial objections are all around this perception is that the investment to make it better is not worth the return since nothing seems to be broken. And I get it. It’s something we’re all guilty of as leaders. It is easy to push anything that seems to be a lot of work to the bottom of your priority list, especially when your desk is covered in sticky notes from different areas—and every single one of them is supposedly an emergency.

But is there really a time when it’s ideal to slow down and take a hard look at all of your business processes? Yes. It’s right now. We’re no longer adjusting to a new normal as a response to the COVID-19 pandemic. By now, we’re looking to see when things are going to start ramping back up as the world slowly reopens. 

And no, it’s not just because things are slower than you should dive into business process improvements. You need to invest in business process optimization now so you’re prepared when the next disruption comes around.

Resources

Being a Sales Disruptor Amidst Disruption

Why bother with business process improvement?

Think of your sales planning and business processes like your car. You respond to the squeak in the door and procrastinate on the bigger issue of the engine oil that needs changing. I get the desire to delay. I used to have to change the oil on a Nissan Z-24 engine where the oil filter was horizontally placed in the middle of the block. It was inconvenient, hard to get a grip to remove, and no matter what dumped some oil on the engine block providing a delightful burning smell the next time you started driving.

I never wanted to make the change, I just knew the price if I didn’t. In high school, I was a passenger in a car driving through the streets of Tulsa, OK. We were simply cruising around when all of a sudden the driver commented that the engine seemed to be heating up. Heating up FAST. Then a loud metallic CLANG, we started dumping smoke like a getaway vehicle from a James Bond movie, and he slowly coasted to a stop on the side of the road.

He had driven his car without ever once changing the oil, replacing oil, or even checking the dipstick. The result? Overheating, carbon deposits, and finally a thrown rod. It was new engine time. I learned, however, to never, ever go without checking and maintaining the oil, or you will find yourself buying a new engine instead of 5 quarts and a filter. 

This brings me back to the world of keeping the engines of commerce running smoothly.

Business Process Optimization: Do you need an oil change or a new engine?

Too many companies lack a proper dashboard to know when they need to make changes. They might look at the revenue model and note if deals aren’t coming in with the same growth that they desire, but instead of checking the entire operation they just focus on yelling at the sales team to close more, and marketing to dump more leads on the table.

That is ignoring the underlying need to have a well functioning sales enablement tech stack. But fixing that tech stack is work while yelling at reps and lead gen activities is much, much easier.

The problem is, however, that if you don’t make some changes, your revenue engine is going to throw a rod. So how do you check the oil at your company, and how do you know if it needs changing? Let’s start with just looking at company history:

  • Has sales turnover increased, decreased, or stayed the same?
  • What is happening with your cost of revenue? Is the incentive cost of revenue changing?
  • How long is it taking you to replace reps, and how long does it take for them to become productive? Is this better or worse than before?
  • How are your sales contests performing? Did your last SPIF make any impact on the sales team, or was it just money tossed into the wind?
  • Is your commission plan full of rules that have no value? Do you have accelerators that nobody hits, caps that are never reached, or add-ons that are never sold?

These can all be easy indicators of potential problems – purely based on comparing to your own historical data. To get an even better perspective, however, you need to know more about what things COULD look like. One of the challenges is that if you don’t a good set of market data, you don’t know what dirty or low oil even looks like.

  • Check sales turnover, and compare it to the market. How many reps are leaving, and what does that cost you?
  • Do your top-performing reps get top pay? i.e. if a rep is at the 75th percentile of their company peers, do they receive 75th percentile payouts compared to the market?
  • Are you keeping too many low performing reps? What does your overall quota attainment curve look like vs. your peers?

Why invest in business process improvement now?

Reading these reports is your personal engine check. Think of it like taking your car in every few thousand miles. Are you burning oil? Has your mileage changed? Is anything worn out, dirty, or running hot? Reviewing these reports will let you know that you might have a problem and where business processes can be improved.

Ignoring business process improvement (or worse, not even looking) means that you have decided, through inaction, that you would rather wait until the engine throws a rod. Instead of cleaning up your sales operations, you might be cleaning up your LinkedIn profile, or worse watching your organization die when the next unexpected disruption comes. You need to make the investment in continuous sales planning tools to measure, track, and respond to problems in your revenue engine.

We all want to bounce back and recover quickly, but those that take this time to improve and prepare their organization for future disruptions will really be bouncing forward. Don’t find yourself at the side of the road while the competition passes you by.

See how continuous sales planning improves your agility and ability to adapt plans more strategically in the face of disruption in Forrester Consulting’s latest research, “Unleash Your Growth Potential With Continuous Planning.”

  • Sales Performance Management
  • Sales Planning
Author
Erik Charles
Erik W. Charles
,
VP, Solutions Evangelist

Erik W. Charles is an accomplished professional with more than two decades of experience in Marketing, Consulting, and Product Evangelization.