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<title>Sales process engineering</title>

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<span id="openzim-page-title" class="mw-page-title-main"><span class="mw-page-title-main">Sales process engineering</span></span>

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</style><div role="note" class="hatnote navigation-not-searchable">Not to be confused with <a href="Sales_engineering" title="Sales engineering">sales engineering</a>.</div>

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<p><b>Sales process engineering</b> is the systematic design of sales processes done in order to make sales more effective and efficient.<sup id="cite_ref-Selden1997p23_1-0" class="reference"><a href="#cite_note-Selden1997p23-1"><span class="cite-bracket">[</span>1<span class="cite-bracket">]</span></a></sup>

</p><p>It can be applied in functions including <a href="Sales" title="Sales">sales</a>, <a href="Marketing" title="Marketing">marketing</a>, and <a href="Customer_service" title="Customer service">customer service</a>.<sup id="cite_ref-Selden1997p23_1-1" class="reference"><a href="#cite_note-Selden1997p23-1"><span class="cite-bracket">[</span>1<span class="cite-bracket">]</span></a></sup>

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<div class="mw-heading mw-heading2"><h2 id="History">History</h2></div>

<p>As early as 1900–1915, advocates of <a href="Scientific_management" title="Scientific management">scientific management</a>, such as <a href="Frederick_Winslow_Taylor" title="Frederick Winslow Taylor">Frederick Winslow Taylor</a> and Harlow Stafford Person, recognized that their ideas could be applied not only to <a href="Manual_labour" title="Manual labour">manual labour</a> and <a href="Tradesman" class="mw-redirect" title="Tradesman">skilled trades</a> but also to management, professions, and sales. Person promoted an early form of sales process engineering. At the time, postwar senses of the terms <i>sales process engineering</i> and <i>sales engineering</i> did not yet exist; Person called his efforts "sales engineering".<sup id="cite_ref-Dawson2005_2-0" class="reference"><a href="#cite_note-Dawson2005-2"><span class="cite-bracket">[</span>2<span class="cite-bracket">]</span></a></sup>

</p><p>Corporations the 1920s through 1960s sought to apply analysis and synthesis to improve business functions. After the publication of the paper "<a href="If_Japan_Can..._Why_Can't_We%3F" title="If Japan Can... Why Can't We?">If Japan Can... Why Can't We?</a>", the 1980s and 1990s saw the emergence of a variety of approaches, such as <a href="Business_process_reengineering" class="mw-redirect" title="Business process reengineering">business process reengineering</a>, <a href="Total_quality_management" title="Total quality management">Total Quality Management</a>, <a href="Six_Sigma" title="Six Sigma">Six Sigma</a>, and <a href="Lean_manufacturing" title="Lean manufacturing">Lean Manufacturing</a>.

</p><p>James Cortada was one of IBM's management consultants on market-driven quality. His book <i>TQM for Sales and Marketing Management</i><sup id="cite_ref-3" class="reference"><a href="#cite_note-3"><span class="cite-bracket">[</span>3<span class="cite-bracket">]</span></a></sup> was the first attempt to explain the theory of <a href="Total_quality_management" title="Total quality management">TQM</a> in a sales and marketing context. Todd Youngblood, another ex-IBMer, in his book <i>The Dolphin and the Cow</i> (2004)<sup id="cite_ref-Youngblood2004_4-0" class="reference"><a href="#cite_note-Youngblood2004-4"><span class="cite-bracket">[</span>4<span class="cite-bracket">]</span></a></sup> emphasized "three core principles": <a href="Continual_improvement_process" title="Continual improvement process">continuous improvement</a> of the sales process, <a href="Performance_metric" class="mw-redirect" title="Performance metric">metrics</a> to quantitatively judge the rate and degree of improvement, and a well-defined sales process.<sup id="cite_ref-Youngblood2004_4-1" class="reference"><a href="#cite_note-Youngblood2004-4"><span class="cite-bracket">[</span>4<span class="cite-bracket">]</span></a></sup> Meanwhile, another executive from IBM, Daniel Stowell, had participated in IBM's project known as the "Alternate Channels Marketing Test." The idea was to incorporate direct response marketing techniques to accomplish the job of direct salespeople, and the initiative was quite successful.<sup id="cite_ref-5" class="reference"><a href="#cite_note-5"><span class="cite-bracket">[</span>5<span class="cite-bracket">]</span></a></sup>

</p><p>Paul Selden's "<i>Sales Process Engineering, A Personal Workshop</i>"<sup id="cite_ref-FOOTNOTESelden1997_6-0" class="reference"><a href="#cite_note-FOOTNOTESelden1997-6"><span class="cite-bracket">[</span>6<span class="cite-bracket">]</span></a></sup> was a further attempt to demonstrate the applicability of the theory and tools of quality management to the sales function.

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<div class="mw-heading mw-heading2"><h2 id="Rationale">Rationale</h2></div>

<p>The <a href="Sales_decision_process" title="Sales decision process">sales decision process</a> is a formalized sales process companies use to manage the <a href="Decision_process" class="mw-redirect" title="Decision process">decision process</a> behind a sale. SDP "is a defined series of steps you follow as you guide prospects from initial contact to purchase."<sup id="cite_ref-7" class="reference"><a href="#cite_note-7"><span class="cite-bracket">[</span>7<span class="cite-bracket">]</span></a></sup>

</p><p>Reasons for having a well-thought-out sales process include seller and buyer risk management, standardized customer interaction during sales, and scalable revenue generation. Approaching the subject from a "process" point of view offers an opportunity to use design and improvement tools from other disciplines and process-oriented industries.<sup id="cite_ref-McNeese_8-0" class="reference"><a href="#cite_note-McNeese-8"><span class="cite-bracket">[</span>8<span class="cite-bracket">]</span></a></sup>

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<ul><li><a href="Sales_management" title="Sales management">Sales management</a></li>

<li><a href="Theory_of_constraints" title="Theory of constraints">Theory of constraints</a></li></ul>

<div class="mw-heading mw-heading2"><h2 id="References">References</h2></div>

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<li id="cite_note-Selden1997p23-1"><span class="mw-cite-backlink">^ <a href="#cite_ref-Selden1997p23_1-0"><sup><i><b>a</b></i></sup></a> <a href="#cite_ref-Selden1997p23_1-1"><sup><i><b>b</b></i></sup></a></span> <span class="reference-text"><a href="#CITEREFSelden1997">Selden 1997</a>, p. 23.</span>

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<li id="cite_note-Dawson2005-2"><span class="mw-cite-backlink"><b><a href="#cite_ref-Dawson2005_2-0">^</a></b></span> <span class="reference-text"><a href="#CITEREFDawson2005">Dawson 2005</a>.</span>

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</style><cite id="CITEREFCortada1993" class="citation book cs1">Cortada, James (1993). <span class="id-lock-registration" title="Free registration required"><a rel="nofollow" class="external text" href="https://archive.org/details/tqmforsalesmarke0000cort"><i>TQM for Sales and Marketing Management</i></a></span>. McGraw-Hill. <a href="ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <bdi>0-07-023752-2</bdi>.</cite></span>

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<li id="cite_note-Youngblood2004-4"><span class="mw-cite-backlink">^ <a href="#cite_ref-Youngblood2004_4-0"><sup><i><b>a</b></i></sup></a> <a href="#cite_ref-Youngblood2004_4-1"><sup><i><b>b</b></i></sup></a></span> <span class="reference-text"><a href="#CITEREFYoungblood2004">Youngblood 2004</a>.</span>

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<li id="cite_note-5"><span class="mw-cite-backlink"><b><a href="#cite_ref-5">^</a></b></span> <span class="reference-text"><cite id="CITEREFStowell1997" class="citation book cs1">Stowell, Daniel (1997). <i>Sales, Marketing, and Continuous Improvement</i>. Jossey-Bass. pp. X. <a href="ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <bdi>0-7879-0857-6</bdi>.</cite></span>

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<li id="cite_note-FOOTNOTESelden1997-6"><span class="mw-cite-backlink"><b><a href="#cite_ref-FOOTNOTESelden1997_6-0">^</a></b></span> <span class="reference-text"><a href="#CITEREFSelden1997">Selden 1997</a>.</span>

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<li id="cite_note-7"><span class="mw-cite-backlink"><b><a href="#cite_ref-7">^</a></b></span> <span class="reference-text">Marketing [m.o.] Strategic Marketing Process eBook. Moderandi Inc., 2009</span>

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<li id="cite_note-McNeese-8"><span class="mw-cite-backlink"><b><a href="#cite_ref-McNeese_8-0">^</a></b></span> <span class="reference-text"><cite id="CITEREFWilliam_H._McNeese_and_Robert_A._Klein1991" class="citation book cs1">William H. McNeese and Robert A. Klein (1991). <span class="id-lock-registration" title="Free registration required"><a rel="nofollow" class="external text" href="https://archive.org/details/statisticalmetho00mcne"><i>Statistical Methods For The Process Industries</i></a></span>. Milwaukee, WI: ASQC Quality Press. <a href="ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <bdi>0-8247-8524-X</bdi>.</cite></span>

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<div class="mw-heading mw-heading2"><h2 id="Bibliography">Bibliography</h2></div>

<ul><li><cite id="CITEREFDawson2005" class="citation cs2">Dawson, Michael (2005), <span class="id-lock-registration" title="Free registration required"><a rel="nofollow" class="external text" href="https://archive.org/details/consumertrapbigb00daws"><i>The Consumer Trap: Big Business Marketing in American Life</i></a></span>, Urbana, Illinois, USA: University of Illinois Press, <a href="ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <bdi>0-252-07264-2</bdi>.</cite></li>

<li><cite id="CITEREFSelden1997" class="citation cs2">Selden, Paul H. (1997), <i>Sales Process Engineering: A Personal Workshop</i>, Milwaukee, Wisconsin, USA: ASQ Quality Press, p. 23, <a href="ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <bdi>0-87389-418-9</bdi>.</cite></li>

<li><cite id="CITEREFYoungblood2004" class="citation cs2">Youngblood, Todd (2004), <i>The Dolphin And The Cow: How To Sell More Faster With Sales Process Engineering</i>, YPS Group.</cite></li>

<li><cite id="CITEREFKreindler2016" class="citation cs2">Kreindler, Phil (2016), <i>Customerized Selling®: Learn How Customers Want You To Sell</i>, Infoteam Sales Process Consulting AG, <a href="ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <bdi>978-3-033-05471-4</bdi>.</cite></li>

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