Building a More Agile Sales Organisation
Today “about two-thirds of companies have a strategy horizon of four years or less,” according to ATKearney.
The reason: products and services are no longer a durable competitive advantage.
As a result, companies are discovering that their people, their skills, and how they engage customers will differentiate them in a noisy marketplace. Developing skills that can track the customer’s needs in a constantly changing environment means becoming agile.
“Agile” is a buzzword, but what does it really mean? More importantly, what does it mean for sales leaders trying to adapt to a rapidly changing world? The answer begins in the mountains of Utah.
Where Did Agile Come From?
Software engineers Martin Fowler and Bob Martin invited a handful of industry experts to a snowy retreat at the Snowbird Ski Resort in Utah in 2001.
They all agreed that they needed to find a better way to develop software. At the time, designers built new programmes by exhaustively documenting every feature the client wanted the software to include. Then, they would begin coding. The project would move from one team to another like a baton passed in a race. A long race.
This linear approach presented a problem: by the time the programme was complete, the scope of needs was different. Software designers needed a new process that accounted for this constant change. They needed an agile approach.
By the end of the Utah retreat, the group drafted The Agile Manifesto. One participant later reflected, “I could tell that something profound had happened.” The document outlined a new approach in which designers would seek continual feedback from customers to keep pace with their changing needs.
The manifesto included four core values:
- Individuals and interactions over processes and tools
- Working software over comprehensive documentation
- Customer collaboration over contract negotiation
- Responding to change over following a plan
Perhaps the most important of the 12 principles is the idea that “we welcome changing requirements, even late in the process. Agile processes harness change for the company’s competitive advantage.” This single statement fully captures the mindset underpinning the Momentum Methodology. Changing requirements are not something to be feared. Instead, they are accepted as an inherent part of the process.
An Approach to Selling with Agility
What’s powerful about selling with agility is that it’s not just a method of working — it’s a mindset and set of best practises that have transformed software development and are starting to be applied to the broader business context in a practise called Enterprise Agility.
So, if businesses can apply agile principles and methods to everything from Finance to Product Development, why can’t they be applied to sales to make our approach to understanding customer requirements more iterative and responsive?
Our team set out to build a new selling methodology. We wanted to give sales professionals the benefits of taking an agile approach, which puts their customer’s buying requirement at the centre of an iterative approach. As a result, sales professionals remain close to changes in the customer’s world and move opportunities through the pipeline with momentum.
Our Momentum Methodology consists of four parts, each aiming to answer a key question:
- Assess: What is the strength of the opportunity, and does the solution fit?
- Strategize: Is there is a clear and compelling connection to the customer’s strategy?
- Prepare: Which stakeholder can serve as a customer coach, and how do we engage them?
- Engage: How do we communicate our solution’s connection to the customer’s unique needs?
Developing a consistent flow through this four-part cycle means transitioning seamlessly from one skill to another. Doing so is important because the buyer’s journey stops, starts, loops and even reverses at times. These frequent changes are common as business solutions become complex, transformative, and holistic. An agile sales professional understands that success lies in adopting practises, not processes.
The practises behind the Momentum Methodology are built for customer-centricity. Why does that matter? Because customer-centricity is a key advantage in a world where products and service differentiators are less durable. Consider research from the International Journal of Research in Marketing, which analysed 141 companies across ten industries and learnt that when commoditization increases, “customer intimacy becomes a more vital performance driver.” The Momentum Methodology acknowledges this finding by achieving a closeness to the customer as the sales professional discovers and rediscovers their underlying needs. Put simply, customer experience is a sustainable competitive advantage.
The four components of Assess, Strategize, Prepare, and Engage have generated results for countless sales organisations because they form a repeatable approach. They are clear and actionable. However, sustaining this approach requires commitment from sales professionals. They must buy-in to the methodology.
Making the Momentum Methodology Work for Your Team
At its core, the Momentum Methodology is about thinking and doing, in that order. The Assess and Strategize components represent thinking. The Prepare and Engage components represent doing. With Richardson Sales Performance’s Connected Selling Curriculum™, we offer sales professionals the range of skills needed to execute effective thinking and doing during the sale with customer accounts and competitive pursuits. With digital learning tools and instructor-led classroom training, we show sales professionals how to develop, measure, and sustain the selling behaviours that compel the customer to buy.
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