Is the sales funnel dead?

We've all heard it before.

It's a numbers game! Salespeople just have to keep at it! They should be making at least 50 calls a day and scheduling 10 appointments a week! Those new hires just have to keep filling that funnel to be successful!

The problem with this type of sales strategy is that it assumes that if the salesperson makes enough calls, talk to enough people and go to enough networking events that everything will magically fall into place and their numbers will go through the roof. The sales funnel actually supports a mindset that is quickly becoming obsolete with the both new salespeople and the world's most tenured sales professionals.

Think about it. If only it was as easy as "filling a funnel" and having sales fall through the other end... Then, salespeople would just have to make 200 calls a day. PROBLEM! Just pounding phone lines and telling the company story isn't selling. Or better yet, when they get the check (at the bottom of the funnel) what about implementation or customer service?

Now don't me wrong, having a good prospecting plan is probably the hardest thing about maintaining a sales career; especially in today's selling environment. With shrinking budgets and more scrutiny over purchases, what salespeople need is a system that relies less on the law of averages and more on helping the customer make the most of every contact they have. The key is to have a complete understanding the entire customer experience and "synchronize" to that buyer throughout-they're the boss when it comes to the "sales funnel" not the salesperson. What do you do to help that process?

To truly understand the customer's buying cycle and where they are along that cycle will result in a sales process that builds trust and respect, and allows the sales team member to become a trusted advisor -that's the magic recipe for success.

As an example, put yourself in your buyer's shoes. Or better yet, think about the last time YOU bought something. Remember the earliest stages of need definition? Remember how you progressed throughout the search and selection process? Did that experience end after you wrote the check? I'm sure it continued on into full integration of the product or service into your daily life. What I have done is break down buying behavior into 9 distinct phases outlined below starting from the beginning to the end and this allows the salesperson (a great salesperson) synchronize with their processes.

1. Plan - The buying organization outlines a plan for its business, such as its strategic plan, realignment of the organization, the acquisition of new capabilities, or define a new vision.

2. Recognize - The buying organization realizes they have a need (based on what happened in phase 1) and seeks to satisfy that need. They begin to take action towards buying (as opposed to making their own solution or product). They act accordingly by setting forth goals, objectives, targets, and budgets. They may appoint a team of people to evaluate potential vendors in this phase.

3. Search - The buying organization engages in activities to find a vendor, partner, or supplier. They begin reviewing capabilities of selling organization(s) to see which competitor can meet their needs and with whom they would like to have a relationship.

4. Assess - The buying organization requests proposals, conducts more in-depth meetings, requests more detailed information, has more "serious" dialogue, conducts an analysis of risk.

5. Choose - The buying organization has narrowed the choices down to one organization, begins "testing water" to gauge the organization's ability to fulfill. Has decided that benefits outweigh risks, begins talking about implementation.

6. Obligate - The buying organization writes the check or signs the proposal. Key decision-makers have their reputation on the line, the budget is set aside, and the entire affected organization has begun moving in a new direction.

7. Implement - The buying organization is now a "customer or client" and begins implementing the selected solution. They re-align organizational resources as necessary. They put long-term plans together.

8. Track - The customer formally or informally begins documenting the selling organization's ability to fulfill the solution.

9. Integrate - Once the purchase is complete and the product/service is implemented, the final step of the buying organization's buying cycle is obtaining maximum use of the product/service in the buying organization. This is sometime referred to as return-on-investment (ROI) in pre- and post- sales processes, and return-on-assets (ROA) once the purchase is capitalized. The product or service must be fully integrated, leveraged, and justified. From a relationship perspective, the buying and selling organization begin to work with a more trust-based bond. The buying organization begins to include the selling organization in appropriate strategic discussions.

For every buying phase, there is a equal and opposite selling phase. Sounds simple and it is!

Ask yourself what you (or your company) does to help salespeople "line up the phases." Undoubtedly the unique mix of strategy, processes, training, coaching, and goals setting must be tailored to each person. This helps you approach the sales team the right way at the right time, in support of the buyer's decision making process.

Salespeople are their greatest when they realize that it isn't their job to push their sales funnel onto their prospects (and hope they fall out the bottom). They are their best when they are able to help the buyer make the best possible decision (phase 6). Or, better yet, even help identify if the future customer is months away from a decision (because they were bogged down in phase 3, and they can use their time more wisely in steps closer to the close.)

Aside from a better understanding of the customers buying methods, the greatest advantage salespeople can notice derive from implementing this system is the reduction of the adversarial mindset towards sales people. As soon as the clients recognize that the process is designed to assist them in making the best decision for their business, even if that means helping them decide on a competitor's product, the salesperson has created a new relationship that will eventually lead to more business for me. He or she can even pull this blog posting out and ask they buyer what phase they're in, and offer help to move them through each one.

Here are a few things you can do help your sales team implement a similar approach.

1. Give up the idea that all salespeople need to do is make more calls. Sure, have them keep making calls but create a system to support the madness and find out what "phase" their prospects are in. Focus on helping salespeople identify and advance them through each phase, or letting them sit while you focus on others.

2. Use or develop a system that addresses the buyer's needs. The United Professional Sales Association system is my choice, but others exist as well.

3. Make sure salespeople lose the sales pitch. Ride along with salespeople or listen to them on the phone as they work. Help them develop a series of questions that will help you what phase your customer is in and where they are in their process.

No system can guarantee success, but given today's business climate, and the challenges of selling today, it's about time you put a cork in the funnel and developed a better approach.