How do you identify gaps in sales operations?

Digitalization of account plans and sales data management support can in the best case provide transparency and easy access to customer history and future plans. Organisations thriving to predict and model future sales results often rely on cloud based CRM utilised by full sales organisation, developed by sales operations.

There can exist a huge gap between what Sales Managers believe they are communicating and what Sales is hearing, particularly in regard to goals. I learned the hard way that a good Manager/Sales Force relationship that establishes trust and a sense of confidence, starts with a Manager being open to hearing the concerns of the Sales Force and assuring them that you (the Manager) can and will address the need with expertise and empathy. A relationship that lacks those essentials can be stressful and makes it harder to hit the goals the full team needs. The team must trust that the Manager/Management has both the acumen and compassion to lead.

A gap I see in sales operations is when a CRM or pipeline system is not helping salespeople sell more. For a CRM to be effective, it needs to prioritize its role as a sales tool first and a reporting tool second. Salespeople should view the CRM as a tool that helps them sell more effectively. If the CRM is solely seen as an administrative tool for generating reports, it can lead to a lack of engagement from salespeople and hinder their productivity. Salespeople might perceive it as a burden or a distraction from their core selling activities. To address this issue, management must involve top sales individuals in the CRM selection and implementation process from the beginning.

Identifying gaps in sales operations involves analyzing performance data and processes. Regularly review sales metrics like conversion rates, cycle times, and customer feedback to spot areas falling short of targets. Conduct process audits to uncover inefficiencies in sales workflows. Compare current practices with industry benchmarks or best practices. Solicit feedback from the sales team about challenges and bottlenecks in their routine. Observe customer interactions and feedback for insights into potential shortcomings. Use this comprehensive analysis to pinpoint specific areas needing improvement.

Sales Operations gap roote cause is the misalignment/desynchronization of Sales Operations team and direct Sales Force. Its crucial to be on a single page by Sales Operations team and direct Sales Force.

My view - too many people take a 'data only' approach here rather than taking the time to talk with and listen to the business. If you were to ask every sales person what they struggle with, where they spend their time, how they prospect, how they identify target accounts, etc. You'd walk away with a list that you could then go validate from a data-oriented approach. Many companies have gaps in whitespace planning, transitioning leads from marketing to sales, or very tactical things like having a CRM that is not built to be seller-centric. If you take the time to listen to your team(s) early and often... you'll find the right things to tackle here in my experience.

The only way Sales Ops can truly identify gaps: 1. Analyze quantitative data 2. Deep-dive into metrics, listen to actual calls 3. Make calls with potential customers yourself Many in leadership roles—Heads of Sales, Sales Leads, Sales Ops—veer towards strategy and lose touch with customers. Strategy is meaningless without the ability to make a call and pinpoint gaps. Clear your schedule, and start dialling!

Ask your customers, both internal and external, where frustrations and failures occur. Continually vet communication structures.

Observing the entire process, analyzing data and scrutinizing discrepancies. Moreover, avoiding the command-and-control management approach, by fostering the two way communication-and-collaboration to gain feedback on where the process can be Improved and optimized; KAIZEN

Identifying sales operations gaps involves a systematic approach to analyzing your sales processes, systems, and strategies to uncover areas where improvements are needed. These gaps can relate to inefficiencies, missed opportunities, or areas where the sales team is not meeting its full potential : Set clear goals and objectives - What do you want to achieve with your sales operations? Do you want to increase sales, improve lead conversion rates, or reduce sales cycle times? Once you know your goals, you can start to identify the gaps that are preventing you from achieving them. Communicate with sales reps and stakeholders - Talk to your sales reps and other stakeholders to get their insights on your sales operations.

From the RCA, the Pareto principle can be implemented to resolve the problem to gain efficiency that can bridge the gap. Lean methodology can be used to reengineer the business process to achieve uninterrupted operations.

Data-Driven Analysis: Use metrics to pinpoint root causes. Process Refinement: Streamline stages, reduce bottlenecks. Tech Enhancement: Upgrade tools to match needs. Innovation Embrace: Adopt new tech for efficiency. Documentation: Detail updated processes for clarity. Continuous Monitoring: Regularly reassess and adjust.

One of the most important factors in Sales Operations is Customer Feedback. We should gather feedback from customers to understand their experience with the sales process. Identify pain points, concerns, or areas where they felt the process could be improved.

In my experience as the developer & market-launcher of 5 worldwide #1-selling high-tech sports products — including Tubbs high-tech snowshoes; CycleBinding, the 1st hands-off clipless / clip-on bicycle pedals; & game changing alpine ski-bindings — key gaps in sales can be identified, punitively, through the variance between a sales-person’s self-forecasted draw compared with that same sales-person’s actual commission. If the draw exceeds the commission — the agreement between the company and the commissioned sales-rep requires the sales-rep to re-pay the company. This variance formally accrues, quarterly. If the rep then downgrades future-forecasted draws to avert adverse variances — it’s time to hire a new rep for the given territory.

To address sales operations gaps effectively, start by prioritizing the most critical gaps and creating a clear action plan with defined timelines and responsibilities. Allocate the necessary resources, such as training and technology upgrades, to support these initiatives. Optimize sales processes, establish performance metrics, and gather continuous feedback to ensure progress. Regularly review and refine your approach, closing gaps as they arise and maintaining a commitment to ongoing improvement. By taking a systematic and proactive approach, you can enhance your sales operations and drive better results while staying agile in a competitive marketplace.

Over the last few months, I have detailed every Sales Operations process within a business, from HR to Finance, Promotions to New Clients. The mapping out of these processes wasn't done overnight, but now that business is in a much stronger position because tasks are completed fully and to a much higher standard. Every process is clearly laid out in a template format alongside video tutorials so the Sales Operations team and others involved know exactly what process to follow. My advice is, to make sure you map out the process in a way that works for the people following the process, otherwise it just won't work! There are great free project management tools out there to help with this!

Create an effective customer journey map, to help spot on operational inefficiencies and work on corrective actions to streamline the entire process.

In addition to the core steps, consider these key factors: Customer Focus: Always prioritize understanding your customers and their evolving needs to align your operations accordingly. Market Awareness: Stay informed about market trends through ongoing research to anticipate and address gaps proactively. Cross-Functional Collaboration: Foster cooperation between departments, maintain a motivated sales team, and uphold ethical practices while keeping data security in mind. Scalability and Competitiveness: Ensure your solutions are scalable and that you continuously monitor competitors to adapt and innovate. Feedback and Crisis Preparedness: Establish effective feedback channels and be prepared for unforeseen disruptions or crises.

Sales Operations and developing a sound sales strategy is definitely important. However no matter how sound your strategy is or how brilliant this is, there is one fundamental wheel in the cog that everyone forgets and that is your actual sales team members. I can have the right product, at the right price, marketed in the right way, and generate the best number of leads but if I don't have the right people selling and closing the deals then that strategy is pointless. In the end people buy from people. Put as much if not more effort into hiring the right people as you do developing the right Ops strategy.

Having alignment between sales and marketing helps to reduce/avoid gaps in sales operations. Too often both functions don't have the same definition of what is a qualified lead, who does what at each stage of the sales pipeline. Also sales operations fail when there is no clear KPIs (leading and lagging) and miss to conduct regular reviews during the year between the sales manager and the sales person they manage.