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hello it's Peter French again and here to bring you a discipline that's very close to my heart the profession of sales I call it a profession because there's a vast amount of knowledge on how to be a salesperson and that I'm a student of on the other hand there are ethics and practices that go into this body or knowledge that enabled the practitioner to deliver and I've spent a lifetime in this profession trying to be the best salesmen I can be so the presentation is about what needs to be done and a hard to do that but in the spirit of nature and nurture a mess admit to being almost one hundred percent nurture I was taught and I practice what born to the job salespeople just practice by their very nature most intrapreneurs start off with a great idea great product and a willing market but at some stage they will stop being the owner the bookkeeper the chief engineer and the start star salesperson and look to Bill their company that fulcrum moment is what we call the complexity point at this point they also normally start looking to build a sales capability to grow you require more profitable revenue then you can generate on your own even using your 14 hour day so you need to go out and find and deploy sales people to drive that business revenue growth and release you to operate in other areas of your business there is no growth without hard work and sometimes even some pain then driven or has to get past this complexity point by dedicating themselves their time the energy their money to make the project happen they have two choices to make the commitment to growth or to decide to live in a world that has supported them in the past given them a degree of satisfaction action and dedicate themselves to their passion normally the development and production of a technical widget for which they are famous so the first thing that has to be done is to select the type of person that will replace you may be the only sales results or maybe even your star sales person or start building a team around your current team to keep some Enterprise to be some enterprise growth objective you have a culture in your organization or you striving to create your own identity and culture culture is an outcome of the work you have done in your values your passion and your purpose if you go and hire someone else's star super salesman that what chances do you have of them fitting in or somehow adversely changing your culture hiring that superstar also comes with a price tag and bringing an expensive resource into your possession can have disruptive Enterprise unintended consequences so how do you respect and protect your culture you use the franchise model to inform your approach to hiring and managing the people that you hire and the bedrock of the sales franchise model is a very strong documented and applied systematic culture to remind you of the franchise model let's have a look at these five characteristics they're populated by the lowest level of capable skill it stands out as a place of impeccable order it's documented in an operations manual and it's designed to deliver quality quantity and repeatability and it utilizes a uniform method identity and ethos so let's look at a sales analogy maybe baseball anybody so the full basis of a baseball diamond are simply four points in time in the process which if covered within the rules result in a home run we're looking at a processor that has a beginning and an end and work in between these two begins a sales process could be seen as steps within the process which have milestones which require us to build tasks that move the game from the beginning to the end through the process if you in super super impose your sales process task on this it might look something like this so after all that we have a bit of a process and we use this example in the sales process but the truth is in any process it's not the outcome that's important focusing on the number of orders in our example it's not the input that's important black the number of calls or the proposals will require etc a male example it's all about executing and complete the complete process some salesmen do this automatically and consequently some have no clue but both have to be brought to the process and measured against it to have a repeatable quality and quantity outcome guaranteed by defining that process maybe you do this on autopilot and you've been successful now ever you have to hire others to do this from your own experience or just brainstorming what you do set up your expectations of what a process should contain what steps were tasks what outcomes need to be accomplished to reach the outcome document and implement them and then review review review until it becomes a habit a measurement that you can question if you don't have meet these criteria you have no chance unless your salesperson lockhart of closing the deal that is under review let's have a look at some of those qualitative steps they need our offering they have a reason a compelling reason to buy it they have that we have the ability to differentiate ourselves from others will they have identified the cost of fixing that and I'll spend that money to fix it they have a deadline to fix it and they have very defined steps from now until the deciding moment a hierarchical organization plan shows the positions on the field a standard operating procedure or sub or outcomes agreement defines the art comes from each of the processes or systems are defined process populated with culturally relevant people enlivens your enterprise consequently delivering your vision and purpose to your customers this work is your legacy to your enterprise and defines a huge asset value the most important and valued item in the intrinsic wealth of your enterprise it is such a cornerstone of asset that it is defined written down in an operations manual those portions that affect each person in organizational color structure defining the position outcomes are signed off an attached to that employees contact that is what I want you to do and this is how I want you to do it these are the outcomes both defined and measured and undefined but recognized through peer review measurements from the employee contract signed off and agreed use to guide the engagement and access compliance the last thought on your role in defining the process documenting and the expected outcomes and implementing a sub when you buy a company or create it from scratch they are two costs which you as an intrapreneur have to pay the cost of deploying a resource sometimes called fixed cost and the cost of that Russell's doing their job called variable cost which is offset by the revenue they produce a direct and a consequential cost obviously we all hope that they're consequential crust and the revenue will balance out in our favor but there is a huge hidden costs which becomes the lust review or the lust access to clients that are turned off by customer facing people that are still finding their feet doing their own thing or building their ability in your enterprise to you as they go along that is why designing a process documenting a behavior in that process that meets your expectation and helping them build Ewings to engage with customers before they become operational has a reward which far outweighs the cost of taking the scare where this comes through in our presentation turn to others that may be able to help you with this outcome but be very serious about creating a franchise model