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Semiconductor Sales & Marketing
 
A New Solution to Semiconductor Sales Management
Published on: March 2007 Published by: Michael A. Hopwood - CEO, Platte River Systems, Inc.
Length: 5 pages  

Overview
Semiconductor companies of all sizes are faced with a massive problem which is the ever increasing pace of business on a global basis. A typical mid-size company has many parts, hundreds of direct and indirect sales people, thousands of customers with hundreds of different design and manufacturing locations, all interacting across geographic and company boundaries.

Integration, management and visibility of information throughout the entire revenue cycle pose a major problem for semiconductor companies of all sizes. Public and pre-IPO high tech companies, with complex sales channels, find it especially difficult. There must be solid processes in place to handle the complexity. Many generic CRM companies are trying to solve this problem but have failed to do so. There is a solution.

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Managing Sales in Tough Times!
Published on: Release 3.8 Published by: Peter Michie - Managing Director, Performax
Length: 10 pages  

Overview
PRS partner and Sales Management Specialist, Performax, defines the critical questions and answers that needs to be addressed when managing a sales team in difficult economic or market trends. This article is based on the personal experience of the founder and Managing Director of Performax, who has spent many years as a VP of Sales for several companies and has helped numerous others turn the tide on difficult times.

Situation Summary

-  You have a Revenue and Profit predicted on sales growth through the year
-  The economy or your market is in the dumper, and many of your customers are hurting.
-  Confirmed orders are being delayed
-  New sales are not closing
-  Your sales force is throwing up its hands saying "What can I do?"
-  Your revenue forecasts keep slipping: and the Board wants to know "Why? And what are you doing about it?"

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Sales Management Fallacies -  Parts 1 and 2 - Forecasting
Published on: Release 1.5 Published by: Peter Michie - Managing Director, Performax
Length: 10 pages  


Background

This Debunking Report is the first in a series on how to improve the sales effectiveness. It is

based on my own professional experience working as a Sales Manager and then as VP Sales for

several organizations. After which, as a consultant I have worked with over 4,000 Sales Managers

around the world to address their roles, skills and processes, a key one of which is Sales

Forecasting.

 

In most of my client companies, the sales force is using, or has been provided and directed to use,

some kind of forecasting system—either a homegrown system based on their specific business

needs or some form of an “off the shelf (COTS)” Sales Forecasting System (SFS) or Customer

Relationship Management System (CRM). I will refer to these as SFS/CRM systems throughout

this report.

 

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Sales Management Fallacies -  Parts 3 - Can Sales Training Solve Critical Sales Problems?
Published on: Release 1.1 Published by: Peter Michie - Managing Director, Performax
Length: 5 pages  

Background
This debunking report, based on my experience as a Sales Manager and VP Sales, plus that from working with many companies around the world including several that were "over the cliff" in terms of their sales effectiveness, is aimed at sales teams who are significantly behind on their sales results versus their planned results.

Not to disparage the importance of training, but time after time, I have seen VP Sales try to "fix" their sales problem with an expensive skills training program, when the real problem is not lack of skills.....

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Sales Management Fallacies -  Part 4 - Can Sales Training Solve Critical Sales Problems?
Published on: Release 2.1 Published by: Peter Michie - Managing Director, Performax
Length: 4 pages  

Background
After surveying approximately 3,000 sales people and training over 4000 sales managers in five countries, amongst the many excellent sales managers, I have also found a high percentage do not even understand the difference between their new management role and their former sales position, from which most were promoted, except that their main $ Goals are larger.

So to sales managers reading this article before youyou take offense at my provocative title, consider the following.....

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Sales Management Fallacies -  Part 6 - Bottom of the Funnel Feeding Frenzy
Published on: Release 2.0 Published by: Peter Michie - Managing Director, Performax
Length: 4 pages  

Introduction: What is this?
In case you are wondering what on earth this article is about here it is in a nutshell...

Every company that I worked for as a salesman or as a sales manager had this annual (sometimes quarterly) Bottom of the Funnel Feeding Frenzy,  where, to make the main Sales Goals, the word came from on high to do whatever you need to do to close everything possible.

As a result, sales managers would sit down with their sales people and go through a rigorous funnel review to try to spot the sales opportunities that were large and, hopefully, close enough to closing, i.e.: close to the "bottom of the sales funnel", e.g.: opportunities that were developed enough to have a possibility of closing, for example, where a proposal had already been made.

Once identified, often with a very unscientific qualification by the manager, tactics to close these "bottom of the funnel" opportunities would be identified.  The most common tactics for which would be:......

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Sales Management Fallacies -  Part 7 - Pipeline or Funnel?
Published on: Release 2.0 Published by: Peter Michie - Managing Director, Performax
Length: 3 pages  

Background
For years sales people and sales managers of all kinds have often used the terms Sales Funnel or Sales Pipeline interchangeably.

So, at the risk of sounding "pick", I believe that the title Pipeline & Pipeline Managements is wrong and is misleading, and it should be Funnel Management, and here's why?

It is all to do with Win Ratios.......

 

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The Integrated Sales and Sales Management Process
Published on: Release 2.1 Published by: Peter Michie - Managing Director, Performax
Length: 8 pages  

Background
For several years, a number of companies have been teaching and helping to implement some kind of process for sales forces.

Typical examples would include:

  • Miller Heiman's Strategic Selling Process, which is quite specific to analyzing a single sales opportunity (normally a large deal) and developing a winning strategy & action plan for that deal.
  • Holden Corporation's Account Planning Methodology, aimed at developing a winning strategy & plan at the Account Level (normally a very large account)
  • At a more tactical level, some companies spend quite a bit of time and money ensuring their sales people know how to use a Call Planner, which is used for each and every sales call (or at least the larger, more critical ones).
  • Also, a number of companies have developed a Selling Process which prescribes a number of stages that can be worked through and tracked for every sales opportunity.  this last process has been supported by several CRMs and for many people, this is what they mean when they use the words, Sales Process

Because of all the above, most companies end up with a higgly piggly set of unrelated processes and tools, taught at different times to different sets of people.  Also, most times, sales managers are not taught how to review and add-value to these tools and processes.  Hence their overall effectiveness is low......

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