Last month, we talked about a Midwest software company that had to start the sales automation process all over after automating an already flowed process. This month, we examine the methodology the firm used in creating a successful sales automation program on the second go-round.

The first step in the company's process planning was to separate selling from non-selling activities, moving those unproductive tasks to a lower cost resource. The company wanted reps to devote more time to making quality calls. In a more efficient sales process, reps were no longer required to prospect, organize databases, write correspondence, resolve credit issues, or process commissions.

Next, management created specific selling strategies and contact activities that produced a constant stream of communication with prospects until they "buy or die." These activities included sending customized letters/e-mails at predetermined, well- timed intervals to inform prospects of the benefits of the products' unique selling proposition. Although reps were personally relieved of this responsibility, they could count on letters going out and building relationships with their prospects.

The new sales process calls for a person with telemarketing skills to coordinate follow-up activities. The beauty is that even telemarketers aren't cold calling. They speak with previously "warmed up" prospects who have received "personal" letters form reps. Using telemarketing scripts to ensure precise, error-free communication and to give the company a more professional image, telemarketers identify and qualify leads. The SFA system then automatically sets up sales rep appointments and initiates a follow-up program that monitors each sales opportunity. The process is designed to touch prospects before they buy, when they're ready to buy, and after they buy - or don't buy.

To overcome reps' resistance to the new system, communication became a top priority. Reps were kept abreast of installation status, and they consulted on specific features they needed. Since methodology and technology were now working well together, salespeople had to understand both the process and the system, as well as the corporate objectives. Training and management support were provided in formal all-day sessions quarterly.

This implementation program was effective because it was integrated into an aggressive one-year timeline with well-defined milestones. There were target dates to learn new system functions and quarterly goals for numbers of calls/day, visits/week, and proposals/month.

In its second attempt, the company succeeded in automating. It created an infrastructure that uses technology to coordinate various marketing communication modes to identify the highest number and quality of leads at the lowest possible cost. The SFA system frees the sales force from cold calling and prospecting, allowing them more time with better-qualified prospects. Face-to-face selling time increased 20-25 percent. Where once reps spent 29 percent of their time in client activities, now it's more than 50 percent. This has increased the closing rate from 7 to 13 percent. These results provide all the motivation the sales team needs.

Within two years, the software company doubled its leads and increased revenue by 57 percent. Its customer retention rate also improved by 15 percent.