CARD

Summarizing Baria Planning Solutions, Inc.'s diagram, the company is losing customers as a result of missing forecast sales production targets and declining renewal rates. Sales support are not meeting their deadlines and customers are unwilling to negotiate their timelines. Baria Planning Solutions, Inc. went on an acquisition spree which placed the sales support team in a position where they could not keep up with the workload. Sales were trying to keep up with developing proposals for new customers while their existing customers projects were suffering (Wheelwright & Schmidt, 2011). Due to the organization structure of the sales support team, which was industry oriented, the team felt no ownership or urgency.

 

Baria Planning Solutions, Inc. should aim to get back to the basics that made them successful in the beginning and meet the needs of its customers. As seen in the casual loop diagram if BPS does not get back to basics and secure new customers and acquire renewals, they will fail.

 

References:

Wheelwright, S. C. & Schmidt, W. (2011). Baria Planning Solutions, Inc.: Fixing the sales process [Case study]. HBS Case 4568. Boston, MA: Harvard Business School.

10 days ago

Merawit Tesfaw 

RE: Week 3 Assignment

COLLAPSE

Hi Michelle, great post. You stated, “the company is losing customers as a result of missing forecast sales production targets and declining renewal rates”. The sales team’s behaviors are reflecting on the projects to be delayed because of a large workload. Don’t you think the basic sales strategy that made the company successful previously is the same system strategy that’s failing them? My recommendation is that by using the Feedback analysis will assist BPS to increase sales team productivity and bring out areas of developments (Senge, 2006). I believe the diagrams you created effectively document the case study of Baria Planning Solutions, Inc. I would recommend changing the APA formatting to a single space and 12 fonts since the assignment instructed us to do a single space.

 

Reference

 

Senge, P. M. (2006). The fifth discipline: The art & practice of the learning organization. New York, NY: Doubleday.

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 9 days ago

Michelle Miller 

RE: Week 3 Assignment

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Merawit, 

Thank you for your feedback, I appreciate the second set of eyes to help me improve.

Michelle

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 10 days ago

DETRICIA JOHNSON 

RE: Week 3 Assignment

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Hi Michelle you did a great job with your diagram lining up with your summary. I did however notice that your summary lacked specfic recommendations .

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 9 days ago

Michelle Miller 

RE: Week 3 Assignment

COLLAPSE

Hello Detricia,

Thank you for your feedback.  I appreciate you taking a look at my work to help me improve.  I added improvement specifics to my presentation that I feel could help Baria Planning Solutions, Inc. based off of your recommendations.

Thank you,

Michelle

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 5 days ago

John Ezomo 

RE: Week 3 Assignment

COLLAPSE

Hello Michelle,

Thank you for sharing your Week 3 Assignment with us. Please permit me to provide constructive, substantial, and meaningful input that is specifics in fixing the sales process. I have highlighted two areas I think will help the sales process:

Closing

This is where prospects commit to purchase or to stop the process. It is just one step in what may be a very long sales cycle. While this may seem like the most important step, it is only successful when all the previous steps have been completed properly and in order. There are hundreds of different closing techniques, tips and tricks, but the most important thing to remember is that it is not a standalone event. When the sale is made, prospects agree on your terms and price or negotiate for mutually beneficial ones. All objections have been addressed and all details are finalized for delivery, fulfillment or related actions. This may also involve introductions to others in your company who will be handling these next steps. As Kozlowski and Bell (2003) observe, “the process of team and sales development, and its resulting quality, is largely taken as a matter of faith leaders and teams are expected to muddle through and figure it out. From an applied perspective, one can't help but marvel at the magnitude of the lost opportunity to influence long-term team effectiveness” (p. 345). a

Following Up, Repeat Business & Referrals

Happy customers make excellent candidates for your other services. By nurturing an ongoing relationship with them, they’re often receptive to purchasing additional products or services and repeat business. Plus, they are terrific source of referrals! A great way to continue these relationships is through marketing communications such as updates about new offerings, industry news, an e-newsletter or some sort of interactive rewards program.  This way, your customers will always think of your company first when they have a related requirement or a friend who has one.

 

Reference

Kozlowski, S.W.J., Bell, B.S. (2003). Work groups and teams in organizations. In Borman, W.C., Ilgen, D.R., Klimoski, R.J. (Eds.), Handbook of psychology: Vol. 12. Industrial and organizational psychology (pp. 333–375). London: Wiley.Qualifying questions are typically related to budget, authority, need and timeline. When the lead is a qualified prospect, your rep may proceed with a needs assessment. Depending on your product or service, this may be conducted during a separate interaction, by phone or in person, and scheduled at the close of the qualifying call.

 

Reference

Kozlowski, S.W.J., Gully, S.M., Nason, E.R., Smith, E.M. (1999). Developing adaptive teams: A theory of compilation and performance across levels and time. In Ilgen, D.R., Pulakos, E.D. (Eds.), The changing nature of work performance: Implications for staffing, personnel actions, and development (pp. 240–292). San Francisco: Jossey-Bass.