The model below is a high level example of ‘Buying Conversation Map’ which is utilized to map out sales enablement requirements based on the customer buying process. Here is an example application of the model: If the ‘Who’ is a CFO and the ‘When’ is an Early Stage Discovery meeting, what might be the CFO’s purpose for that meeting? What would be the ideal outcome? Does the CFO sponsor our assessment process? The salesperson will need insight into industry trends to reframe that conversation and a whiteboard model that can be used to drive a business dialogue vs. presenting a PowerPoint deck or just asking lots of questions.
The Customer Buying Process can be a bridge that connects the marketing process to the selling process. At its core, the customer buying process is all about anticipating buying conversations and answering 4 questions for each conversation: WHO…the person that you are having a conversation with, their level in the organization, role, and specific responsibilities. Every conversation is unique. For example, a CIO conversation is nothing like a meeting with a CFO, which is completely different from a dialogue with a Line of Business Executive
Alignment between sales and marketing – elusive, but many organizations are successfully bridging the divide. We often hear comments from marketing leaders, such as: “We don’t know for sure what salespeople are actually showing customers.” “We don’t know whether sales people are actually using the corporate deck.” “We see sales presentations and cringe.” “We waste time producing materials that get ignored.”
When companies fail to build a bridge from their “big idea” strategy to the sales conversation, there’s a negative business impact. Not giving adequate attention to connecting strategy and branding to sales messaging results in a mix of these unpleasant results: "The divide can look like a lot of finger pointing. Sales, marketing, and product teams believe they are delivering, but the reality is that they are not on the same page and haven’t agreed on a common approach on how we go to market in an integrated way. I think that kind of misalignment is not uncommon, and it certainly isn’t healthy for a business." Dawn McPhail Sr. Director, Integrated Marketing, Brightspace by D2L
We’re proud to announce that Training Industry included DSG in their 2015 Watchlist of movers and shakers in the sales training industry. “The closer you are to the company’s revenue, the more critical the investment in training is,” said Doug Harward, chief executive officer, Training Industry, Inc. “The watch list companies have embraced the opportunity to improve their company’s sales teams and sustain the impact of the change.”