Sales Roadmap exampleExample of a sales roadmap
Creation of a sales roadmap for a sales force that is on the increase
For several years now, as our sales activities manager here, I have been evangelising the notion that sales Roadmaps are a mighty sales force resource that salespeople need to be able to handle at least one of three use cases: Demonstrate to your clients and interested parties in which way your company and your products should go. Describe the largest deal in your distribution pipelines and how long their sales cycle will be so you can keep an eye on important deadlines, such as when the client is signing or negotiating.
Schedule and visualise the development of a sales representative's professional skills and their sales contributions. However, just like our products and services streetmaps, sales streetmaps develop with your company as it grows. After all, a sales roadmap is also a declaration of intention and not a rigid one. While a sales roadmap could address a particular use case at a particular point in your organization, it may not be useful for the same purposes once your organization matures.
When I was in charge of the sales force, which has grown from me alone to over a dozen of us, I saw how our sales roadmap has evolved each time. So I thought I'd show you how you can anticipate your sales roadmap to develop as your company goes from start-up to SME to SME.
And if your sales force is as responsive as your production force, read our guideline for aggressive streetmaps. If you are a start-up, you do not necessarily need a sales roadmap to track which businesses you are trying to do. While you can set your sales objectives and objectives, what you need more at this point is a sales engine that will get you to "yes" quickly.
Whose roadmap is this at the moment? If you are a start-up, virtually everyone should have easy acces to your sales roadmap. You should have a small number of employees so that everyone can participate in this live paper, as your products and businesses should be consistently across the organization at this time.
Exactly what should be included in this roadmap? Basically, I am thinking of the sales roadmap for a start-up that it is a market-ready roadmap there. This roadmap will cover all your product-related articles for the next few month, quarter or year that you want to divide with your clients.
Keep in mind that your sales roadmap is a sales instrument to drive potential clients through the hopper. Redesign your sales roadmap to complement your own roadmap. The sales roadmap should not only imitate your own roadmap, but also include your customers' wishes and visions. However, the most important thing to keep in minds about the sales roadmap at this point is to make it market-driven.
There is no such thing as complicated slang! In addition, add as much detail as possible to your articles, such as mouse clicks, video linkages, or other appropriate materials that you can access during a roadmap demonstration so you can really talk about the next step of your products (and your company). Create a market-driven sales roadmap by adapting our sales roadmap templates.
It is the phase in which we move from a copy roadmap to a roadmap that represents your biggest sales (not every business, only the one with the biggest impact). SMBs see sales Roadmaps less as a business completion instrument and more as an in-house instrument to orient everyone towards how the sales force is progressing.
As an alternative, this roadmap also shows important logs in the sales strategies. We have, for example, added a "Stage" box that, when you filter us by, shows the status of each client, such as prospect uses, demonstrations or negotiation. When I see that 70% of our potential customers are caught in negotiation and two or three salespeople are in charge of these businesses, I know there's a lot of exposure and I had to give serious consideration to that shortage.
Whose roadmap is this at the moment? In the interim phase of a company, the sales roadmap should be managed almost entirely by your sales director in collaboration with your sales people. That' why I say that is because they will be the ones who will confirm what you can provide your clients when they try to close the deals; they are basically a collateral feature of your sales roadmap.
Exactly what should be included in this roadmap? This is when you picture your biggest dealings and preferred buyers. However, you will want to organise your roadmap on the basis of areas such as the state of the transaction, profit and losses analyses or expected revenues. However, you want to keep it simple, because in an SME not everyone will understand the sales roadmap as intuitive as when you were a start-up and there was a common understanding of every part of the company.
In an SME, being a team means being isolated, so using the roadmap to align with the sales pipeline is even more important. To visualize the traineeships and the expansion of our sales force, we included the owner in the roadmap and grouped the businesses according to their responsibilities. As a result, the sales roadmap was shifted from a pure sales instrument to a responsibility model.
Keeping an overview of these important deal opportunities, create a sales roadmap as described above. If you have never-ending deal and potential customers, you really need to prioritise the large deal and strategy that your teams will implement to ensure more moule. An important development for a sales roadmap in this phase is the allocation of revenues to your most important businesses.
As a sales force, this box really does help us when we are confronted with features queries and feedbacks. You can contact our production teams or senior executives and point out that we have six clients who want this kind of inclusion. As you can see on the roadmap, all of these come under deals that are $100,000 plus.
Incorporating figures into your sales roadmap is a key way to start a substantive dialog with our sales force and C-level executives. Whose roadmap is this at the moment? It is almost entirely your VP of Sales or CRO who has the roadmap. As these are companies, your management has of course also a share in this roadmap.
Don't neglect the item. You will also have half a "veto" on the roadmap - as your largest trades will be affected by your overall production strategies. Exactly what should be included in this roadmap? At the corporate as well, your stakeholder base is most engaged with your top-tier dealers and clients, so you can be sure that your larger clients will be on your sales roadmap and the sales strategies your sales force will implement to maintain their $$, keep them and/or keep them from migrating.
You should rotate your sales roadmap using sales and/or the same areas as in an SME-based sales roadmap such as ownership, tier and profit/loss analyses. However, at this enterprise scale, sales forces can be difficult. If you have different products, what if? An Inside Sales Teams vs. an Outside Sales Staff?
Although there may be an overall sales policy, each of the teams has different opportunities to sell their own particular policies. In this way, each of the teams still has personal responsibility for their own sales policies, but the VP of Sales or your CRO can get an overall look at the key features of each one.
What if your sales force is spread all over the world? Brief answer: The sales roadmap is becoming more and more crucial. Although each of the teams delivers the same products, I have seen that the sales teams in each of the regions - whether in Europe, Central America or Australia - create their own sales roadmap that is linked to supply.
You can then insert them all into a Master Sales Roadmap as described above. Do you need a sales roadmap for your business area? Quite honestly, I think many salespeople see a roadmap as a sales instrument, just like we did initially, rather than a responsibility and resultsument.
However, when your company "blooms" and achieves certain phases, you will recognize this vibrant transformation. Sales roadmap cannot perform exactly the same role in every phase of the lifecycle. As we emphasize that commodity maps are declarations of intention, a sales roadmap also represents this philosphy. Since your sales needs are changing as your company grows, your sales roadmap must also evolve to accommodate these changes.