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06 Jun, 2019

Event Recap: Unlock the Revenue-Generating Potential of Your Seller-Doers

Read time: 1 minute, 52 seconds

Mr. Wally Hise, Vice President of Marketing and Business Development at HDR, conducted a workshop for SMPS DC dedicated to the seller-doer business model many of our firms utilize. Although he started as an engineer, Wally has spent the last 15 years of his career as a business developer for HDR’s federal programs initiatives. This first-hand experience splitting his time between billable and non-billable initiatives when he was an up-and-coming engineer provided great insight to the group.

The workshop began with an overview of what a successful seller-doer program should accomplish – increased sales, better time management for managers, and an attributable ROI for seller-doer professionals. Many of the group’s participants volunteered that their firms have current seller-doer programs in place – Wally reiterated that the most common model for professional services firms today is to couple a seller-doer initiative with that of business development.

He urged us to “begin with the end in mind,” that knowing what we wanted to get out of our seller-doer and sales processes was important to determine before program development.

So, what qualities does a successful seller-doer have? What goals should they strive to accomplish? What day-to-day activities should our seller-doers be doing? How can they effectively be measured? We worked together as groups to answer these four key elements of our seller-doer programs. Some of the goals of the ideal seller-doer plan mentioned were employee retention, increase sales, and to develop the next level of principals. Some metrics included increased hit rates, increased sales, and increased pipeline. Ideas for discrete activities included proposals, presentations, speaking at conferences, and face-to-face client meetings.

Wally provided the group with worksheets to help us guide the discussion and to serve as a toolkit for implementation. We identified four roles critical to a seller-doer program’s success – the owner, approver, enforcer, and coach(es). We also were tasked with giving thought to our own sales process – how can we define/refine our own program? Does our team understand the sales cycle, process, and ho to convert leads into sales?

Knowing that each firm’s sales process and seller-doer model is unique, Wally urged us to be flexible and creative in our plan’s development. It is paramount to receive mutual buy-in from the plan owner/creator and the seller-doer themselves. So, what’s next? How do we get started?

  • Analyze recent wins/losses as a group
  • Be transparent!
  • Have more junior staff observe interview rehearsals
  • Bring seller-doers to your next client meetings
  • Help seller-doers plan their week’s sales activities
  • Conduct a strategy session
  • Host Lunch & Learns
  • Share client meeting notes
  • Share sales figures in staff meetings
  • Publicly celebrate progress!

Sales should be viewed as a team activity – all have critical roles to play! Identifying your seller-doers and having a process in plan to convert leads is just one of the many ways to increase sales.

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