Toyota, McDonald’s, Apple, Amazon, Google… these companies have been profitable in the market for decades.

How do they manage to survive for so long with incredible results?

According to Bain & Company, the best companies organize their processes in order to obtain 40% more productivity, and consequently have profit margins 30% to 50% higher than the average.

In this content Blue world City will talk about processes and how production lines in sales can help you sell more.

Have you ever imagined achieving this in your company?

And what is the relationship with sales teams?

Many companies create processes for software development, product development, management – ​​which are essential – but neglect the importance of scaling and repeating a process for the sales team.

Also, many companies structure the process in a unidimensional way, making the work of the SDR/Seller difficult.

A well-structured sales process like Capital Smart City is critical to having scalable and predictable revenue. Also, it is important that this process makes the team itself see it running long enough.

And in an increasingly competitive market, being more efficient will determine the vitality of your company and building a long-lasting team allows for greater return on the development and training of members.

If you want to scale your sales and dominate your market, it is important that you know the idea of ​​the production line in sales. It is the starting point for a path of improvement with no return in sales.

Selling is what keeps the company alive, it is the source of revenue. So how does the production line in sales help with this?

Well, I usually make analogies to learn better and explain my thinking.

Although Ford was the first to install an industrial production line, I believe that the main evolution to explain about structuring and improving sales processes came from Toyotism.

The principle “Kaizen” and “Genchi Genbutsu”, respectively “continuous improvement” and “go and see” are essential to build a production line in sales.

And that’s why I chose Toyota because it influenced the others and revolutionized the production process in the world.

And I’ll tell you how she did it and what you can learn to scale your results.

And how did Toyota do it?

Imagine a Toyota car production line where there are several workers who assemble the Corolla. Have you ever wondered what would happen if each Corolla were assembled in a different way?

How would Toyota replicate and scale the production process? How would management know where the car’s success factor or defect is to improve? What would be the waste of time on the production line? How to know the number of cars that must be produced to make a profit?

These are some questions that we will start to answer now.

Let’s assume the following scenario a car might follow in its construction process:

  • Process 1: Parts -> Ideal Production Line -> Ideal Corolla;
  • Process 2: Pieces -> Random Production Line -> Defective or Ideal Corolla;

It’s easy to recognize that it’s much harder for a random process to build the same consistent result so that if Toyota had a random production line, it would likely have already gone bankrupt.

Instead, Toyota has created a lean, standardized production system that increases productivity and efficiency, with no waste and fluidity.

The efficiency of the Toyota Production System is so impressive that it influenced agile methodologies like SCRUM and Steve Jobs himself visited Japan to bring best practices to Apple.

And what does this have to do with sales?

Production Lines in Sales: Theory

Let’s think of the sales process as if it were a production line…

What if a salesperson chooses to only exchange emails with leads and never make phone contact? How could you compare it to one that only uses links? How do you know what works best?

Imagine the following situation, with each salesperson doing a process:

  • Salesperson 1: Create activities in CRM and do few follow-ups with the lead;
  • Seller 2: Makes a lot of calls and adds people on LinkedIn;
  • Seller 3: makes automatic emails in CRM and sends messages in WhatsApp;
  • Seller 4: Builds a mixed cadence with links, emails, and LinkedIn messages, ensuring lead engagement.

It will depend on how each seller did the process, right? And if the salesperson who does the best process leaves, what are you going to do?

To make a decision, you would need to know your team’s productivity, wouldn’t you agree? So you need to have a standard process in order to know the highest productivity.

Otherwise you will always depend on your salesperson and you will not be able to scale your sales results.

The seller is gone, the process goes with him. And you get into the vicious cycle of many companies that fail to scale and start hiring a new salesperson every month.

As there is no process in the company, the new salesperson will do it his way and, once again, you will be counting on the luck of the salesperson getting the process right and being able to sell.

Does this happen in your company?

What I want to show you is that it’s not the amount of people that makes your business operation more effective and efficient, it’s the well-defined processes.

The salesperson shouldn’t be wasting time thinking about the next activity to do with the lead. You must arrive at the company and follow the process so that you spend most of your time doing what you do best: selling.

Today 64% of salespeople’s time is wasted on non-sales activities. Every hour that passes, the salesperson spends 38 minutes thinking about what to do.

Not to mention that CRM is still a mess because each one does it differently. That’s why 95% of sales managers don’t believe in the data they have at hand.

And the dream of the best managers is to have visibility in metrics and control in the predictability of revenue, working on optimization to be consistent in achieving goals.

Analogously to Toyota, we would have a scenario like this:

  • Process 1: Lead -> Production Line in Ideal Sales -> Customer Conquered;
  • Process 2: Lead -> Production Line in Nonexistent/Random Sales -> Sell, Loss or Churn Potential

What happens in this scenario?

If you don’t have a production line in sales, you don’t have visibility of what happens in your company. You don’t know where the sales funnel bottleneck is.

So it’s hard to predict your revenue and scale your sales.

There is a phrase by William Edwards Deming that applies a lot in this scenario:

You don’t manage what you don’t measure, you don’t measure what you don’t define, you don’t define what you don’t understand, and there is no success in what you don’t manage.

So if you don’t have a process yet, you’re wasting your valuable time on something you don’t control and manage. Nor will it control until it builds.

Going back to Toyota history, I want you to imagine your sales funnel as if it were the automaker’s factory. And its processes – its cadence flows – are the production lines in sales.

If you haven’t structured the best processes, with optimized cadence flows, at the end of your sales production line, you’re going to have an inefficient process. Why?

Because you don’t know your sales success factor. You will be dealing with random facts. If it sells, you don’t know why; if it doesn’t sell, you don’t know why either.

This is up to the seller. But how to solve this?

To have an efficient process, you must know how your lead wants to buy. What are the ways your lead prefers to be contacted? How long does your lead take to make the decision.

That is, you must know your lead’s buying journey.

Only after knowing your lead, you can set up your sales process – your production line – because your cadence flow will depend on your lead’s purchase journey.

Only then will your production line generate sales at full speed. Your factory, your sales funnel, will guide your lead through the best shopping experience in the ideal cadence flow.

In addition to ensuring more sales, you don’t burn leads.

Remember that a bad shopping experience can make the lead never come back.

And that’s what happens when you depend on the seller’s process and you don’t have your production line well done.

The Y Sales Funnel is a great example of a sales production line that integrates into the MQL (Qualified Lead by Profile) step.

We can work with the segmentation of our process, whether inbound or outbound.

Diagnosing Production Lines in Sales

So how do you know your process is efficient? I would advise you to ask yourself the following questions:

  • How does my lead buy? What is the ideal buying journey for my lead?
  • What activities in my process will bring the best shopping experience to my lead?
  • What should each activity in my process look like?
  • How many contacts should I make with my lead via email, phone, WhatsApp and LinkedIn to provide a great buying experience and sell more?
  • How long should there be between each activity on my production line in sales?
  • What should I measure for each activity in my process?
  • How many leads should be delivered to each salesperson on the production line in sales?
  • How many activities will my sales production lines have?

If you know how to answer these questions, you have a well-structured sales line. You’ll know what to optimize, when to optimize, how to improve, and how much you need to improve.

You standardize the sales process as if it were what Toyota did, revolutionizing your market. You get to control every step in your process – cadence flows and seller activities.

You can even review your production line for what’s wrong and optimize each part. You can invite all your salespeople and ask them for feedback about your production line.

You can ask them to “stop the production line” when there’s a problem and review the flows, creating continuous improvement throughout your process.

Knowing your production line’s sales efficiency – your conversion rate – will define how many leads you need to place in your factory, in your sales funnel, to meet the goal.

That’s your deal flow. With it, you will have visibility and predictability.

You will be able to scale the process and will stop depending on the salesperson, guaranteeing a performance floor for your entire team. And you’ll still be able to repeat the process for each new salesperson and with revenue forecast.

Your process should be fluid, not plastered. You must be in control of the activities your team is doing, but the sale must always be consultative.

You create the process for your salesperson to complete the tasks, but the customer experience must always be personalized and your salesperson must use the best techniques to accomplish these activities.

And do you know that time that you spend today watching and charging your team and that your salespeople spend thinking about tasks?

It will be enough for you to sell more and better, bringing the best experience to the lead – and it will still give everyone time to have a cold beer with the goals constantly met.

You will be able to scale and repeat your success and predict your sales.