Congratulations on asking such a fundamental question to jumpstarting your B2B sales -- you are on the right track. Mapping clearly the steps of the sales and ongoing customer service/support/sales process is fundamental to success.
For every client (and myself) for whom I engage in this essential exercise the uniqueness of the process for distinct target markets, solution/product and customer type always emerges. Every single time we engage in the conversation about whether to "standardize" the process -- or to "customize" it to match the product/market/solution/niche. . .
In almost every single case the end decision is to have one primary pipeline. The reasons are always the same:
- Simplicity
- Accountability
- Quality Standards
When you are looking at things at the level that require that level of customization usually you are looking too close, and need to step back and make the categories and steps a little broader.
There are of course exceptions. But they are usually because there are entirely different business units that are sharing a common CRM platform. In these cases we will develop a unique opportunity module customized to the particularistic variables of that specific business unit. That does not seem to the the case in your situation.
Both prospects and existing clients should open "opportunities" in your sales flow process. An "opportunity" may be associated with "new business" or "existing business." All opportunities should be associated with an account.
Basic "CRM" Steps
- Lead Identification
- Qualification
- Conversion to Contact
- Open Opportunity
- Open Project
The sales process to a "new business" will go through 1 and 2 and 3 before a specific opportunity is opened. Since you have already identified, qualified, and opened an existing customer as a contact/account -- the "existing business" sales opens in 4.
Steps of the Opportunity
I would propose that the steps for the development the opportunity will also be same. You want the same discipline in developing specifications and cost estimating with all your projects. Qualification is always important. A clear process of approval and contract with all new work is always important. The emphasis of time on each of the steps may be different based on the quality of the information you have about the specific opportunity.
Potential steps for you might be:
- Identify
- Qualify
- Scope
- Proposal Presented
- Negotiate
- Close-Won
- Close-Lost
- Close-Defer
Obviously your interpretation of the "deliverable" for each step could be different for inside versus outside sales.
Incorporation of the "Development Sprints" model
In your development sprints model you have a couple choices. I like the overall project to be the opportunity without the need to "re-contract" for every sprint. Depending on your process it might make sense to do an abbreviated opportunity development process for each development sprint or clusters thereof.
Incorporation of the "Evolution model"
We love agreements like this. We make the project the overall goals with the project with the scoped amount of time/money the scope of service within a defined period and this is managed within our project management.
Quality customer service lives within the implementation of the projects that result from "won" opportunities. And the ongoing customer care and communication. It is from the context of this attention that new opportunities will emerge.
Not just with existing clients -- but those they refer to you -- which become your new business and the very best way to build your B2B pipeline.
