Optimizing Sales Processes based on Sales Representative Behaviors, Needs, and Challenges
Design Research, Process Mapping, Generative Research
Objectives
A major Fortune 500 company was looking to better understand how Sales Representatives were preparing for their sales calls and drop-in meetings with prospective customers, to inform process and resource improvements and support overall strategic growth initiatives.
The focus areas of research included the following:
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Defining the key stages, goals, tasks, and needs in the prospecting preparation and outreach process
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Process pain points and challenges
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Process tools and resources
“You want information as fast as possible, and for it be basic, [because deep research upfront] can be wasted effort if the prospect isn't interested.”
Research Participant, Enterprise Sales Representative
Duration
6 weeks
Role
Lead Researcher
Stakeholder Management
Stakeholders
Enterprise SVP and VP Strategy and Sales Leadership
Process
Stakeholder and Qualitative Interviews
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Stakeholder Interviews with SVP and VP Strategists and Sales Leaders to align on research objectives and approaches
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Qualitative in-depth interviews with 12 enterprise Sales Representatives, who represented a variation in regional location, tenure, and performance to map their process journeys and identify their digital tool use
Participant Whiteboard Mapping
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Participant virtual whiteboard exercise, using Mural, to collaboratively map and define their unique process(es)
Moderator Guide Outline
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Welcome and Overview | 5min
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Background (e.g., role responsibilities, defining success) | 10min
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Process and Resource Mapping | 30min
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Map Refinement (e.g., highlighting critical process steps and resources and bottlenecks) | 10min
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Wrap Up | 5min
Learnings
Some critical findings from the research included the following:
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Prospective customers were primarily being sourced from referrals and field observation
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Peer-to-peer referrals were the most preferred method of sourcing leads since they created warm entry points
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Digital tools dedicated for prospecting leads were less commonly used for various reasons, despite enterprise investment
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Personal progress trackers were being used in lieu of a CRM and created duplicate documentation
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Sales Representatives were organically using AI tools to save time conducting discovery and planning for their sales calls and meetings, including drafting talking points, planning driving routes for targeted drop-in meetings, and generating leads, even while on the field
“I was kind of AI-opposed. Now I use it all the time.”
Research Participant, Enterprise Sales Representative
Results
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The activation of enterprise-wide Microsoft CoPilot use for Sales Representatives and a training program for best practice and standardized use
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A cost reduction in sunsetting underutilized prospecting tools
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Exploration of streamlining documentation between personal notes and CRM
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A new role and initiative dedicated to AI and process optimization
Deliverables
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Executive summary of key insights and recommendations for stakeholder share-out
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Detailed Findings Report (42-page)
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Process map based on Sales Representative real-world behaviors
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Key stages, goals, tasks, needs, pain points, and challenges
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Opportunities for pain point resolution
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Opportunities for process and resource improvement and next step research