When it comes to improving your selling process, implementing the right tools and technology goes a long way in improving sales results in the remodeling industry. Sales leaders have many options to find the tools that will best benefit their organization. Sales presentation and product configuration tools, in particular, can help improve existing in-home selling processes, accelerate the closing process, and increase revenues. But, to benefit from these tools, they must first be embraced and adopted by the sales team. If management cannot get their teams to adopt the new tools, they’ll die a slow death, wasting the entire software development spend. To avoid this, it is crucial to take proactive steps to aid in the adoption of new tools.
Since end-user adoption is one of the major problems faced when getting sales teams, distributors, and franchisees to use new tools, here are seven tips to improve the chance of your new tools being adopted.
Sales enablement and product configuration tools can help improve existing in-home selling processes, accelerate the closing process, and increase revenues. But they must be embraced by end-users. If management can’t get their teams to adopt the new tools, they’ll die a slow death, wasting the entire development spend .
Since end-user adoption is one of the major problems faced when getting sales teams, distributors, and franchisees to use new tools, here are seven tips to improve the chance of new tools being adopted.
Having the right sales and product configuration tools can make or break companies in the home-improvement industry. These tools are often relegated to the sales team as part of an organization’s sales enablement efforts. However, for tools to be successfully adopted by the end-users, all departments in the revenue process should be on board. These tips can help improve your organization’s chances of seeing the benefit of implementing a new selling tool.
One of the challenges of revenue enablement is getting the various departments involved in the revenue process to work together seamlessly. Successful revenue enablement requires endorsement from upper-level management. The same is true when implementing a new sales or product configuration tool with non-employees. When management willingly adopts a new system, others take this as an example and follow suit. This also helps show a united front which can be especially helpful in ensuring the successful adoption of a new system. Not only should management endorse the new tools, but they should also focus on encouraging adoption and celebrating those who do. An executive sponsor should be accountable for the entire process.
Adopting a new tool or technology can seem superfluous when there is an existing system in place unless users understand how they will benefit from making the change. This can be especially important in organizations transitioning from just sales enablement to revenue enablement where new tools are being implemented across numerous departments. The best thing you can do in implementing the new system is to communicate and highlight the tools’ benefits to everyone involved. While focusing on the big picture is important, it is equally important to drill down and address the benefits that will impact individual users, such as helping in meeting quotas, improving efficiency, and accelerating revenues.
It can also be helpful to highlight the consequences of not using the new system. These consequences could be painted with a broad brush, such as loss of revenues or competitive advantage, but can also include personal consequences like failing to meet tight deadlines or increased quotas (which would otherwise be possible with the new system). When users understand how they will personally benefit, adoption rates will likely increase.
While return on investment is important for new technology and tools, sometimes the best way to succeed is to start small. Rather than rolling out the new tools to everyone involved in the revenue process, focus on having a single department or a group use the tools to start. By starting small, you get the opportunity to iron out issues before rolling the tools out to other departments and franchises. Doing this will help the large-scale rollout go smoother. Make sure your pilot group achieves quick wins with the tools. These early successes build confidence in your solution and then are advertised to the entire end-user population. Once other sales teams, distributors, and franchisees see the tools’ value, they are often more willing to adopt the new system.
Integrating new tools into the selling process can be time-consuming and often feels like it’s not worth the effort. A large part of this feeling is simply not understanding how to use the new tools to their full advantage. Typically when a new tool or technology is introduced, there is some initial training for those using the new systems. However, it is common for there to be questions or confusion even after this initial training. To fully get everyone on board with these new tools, training should be customized and readily available at all times. Offering training in different forms, such as in-person and online, can help users feel more comfortable adopting the new tools, especially if training focuses on individual features and their actual benefits.
Every organization has employees at every level that other employees look up to or admire. While efforts should be made to train the entire staff on the new system, these influential employees should be identified and engaged in sending positive messages about the new system and the benefits of using it. It’s important to realize that these influencers don’t have to be managerial. Your influencers may simply be the employee who knows many people within the organization, someone who’s always in high spirits, individuals who work across or collaborate with different teams, or even the individual who is always against change. By focusing on these individuals and getting them on board, they can sway the overall opinion of other employees, improving adoption rates.
While it is essential to track progress towards goals, it’s equally important to monitor the new software or tool’s level of user engagement. Checking in regularly on employee and non-employees attitudes and perceptions of the new tool allows you to make adjustments. You can immediately address concerns by monitoring engagement using behavior analytics and interviewing users directly. This could mean implementing additional training, finding or expanding the group of “influencers” to work with, eliminating new bottlenecks, etc. Addressing these issues early on keeps them from intensifying and disrupting the adoption process.
The initial success of a new tool can have a ripple effect throughout the entire user base. Once users begin to see the benefits of the implemented tools, make a conscious effort to focus on realizing success. For example, highlight teams that have exceeded quotas after implementing new visual CPQ tools, recognize departments that have improved their revenue contributions, etc. By focusing on success, users can see how others put the tools to use and be inspired to do the same.
Sales enablement tools such as Visual CPQ, sales presentation tools, and other tech are designed to help you achieve revenue goals by improving productivity, increasing efficiency, and growing revenues. But, it often requires these tools to be adopted by several departments in the revenue process. Rather than simply introducing a new tool and hoping it sticks, the 7 tips discussed here can be utilized to drive adoption throughout your organization amongst employees and non-employees alike. Reach out to set up a time to chat with one of our strategists today to see how transitioning to revenue enablement can aid in the process of getting new tools adopted throughout your entire revenue process.