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In-Depth Review
Landslide
Landslide Technologies Inc.
2000 Cliff Mine Road, Suite 200
Pittsburgh, PA 15275
Telephone:
412-489-1700
FAX:
412-490-9106
Toll Free: 866-450-8522
E-Mail:
inquiries@landslide.com
Web:
http://www.landslide.com/
Landslide Technologies is a pioneer in Sales Workstyle Management. The
company is the first to directly address the software, collaboration and
support needs of individual salespeople. Built for salespeople by
salespeople, Landslide Technologies’s Landslide maximizes a salesperson’s
time, drives them to action and delivers results. The company is privately
held with headquarters in Pittsburgh, PA.
Product: Landslide
Current Version: Summer -
2008
Category: SaaS Mid Market CRM Solution
Sub-Category: Sales Workstyle Management
Client Platform: Web Browser
Server Platform:
Database Platform:
Think about it. A company doesn’t exist to make things. A company exists
to sell things.
Take a look at the term, “Salesperson.” Does it say anything about “data
entry” there? What about “transcriptions” or “accounting?” No, it only says
“sales.” So why burden these people with so many other superfluous
distractions?
Salespeople want to sell. That’s why they get hired, that’s what they’re
good at, that’s what will move an entire organization forward. Salespeople
don’t want to have to file endless and time-consuming reports. They’re ready
to drive a speedboat, not a barge loaded with paperwork.
Salespeople will embrace and utilize a system and tools that actually help
them to sell, by respecting the unique workstyle of the salesperson. If the
choices are to lead, follow, or get out of the way, would you settle for two
out of three? Lead – by truly empowering salespeople with a workable, easy
to understand software system that they’ll actually use, then get out of the
way and let them do what you hired them to do in the first place...Sell!
The world has changed, but not all sales strategies have. Achieving higher
sales on a consistent basis may be easier said than done for companies these
days, thanks to myriad global, industry-specific, and internal factors
converging for the first time. Obviously, companies operate today in a more
competitive sales environment, as fueled by increased globalization of
markets and higher Internet-driven commerce. A recent national study of
sales organizations
conducted by Forum cited “an overarching need to build more value into
customer transactions and create strong, resilient relationships with
existing customers” as companies’ main requirement to increase sales.
Targeting new customer segments and weeding out the underperformers must be
done to increase overall profitability, as well.
Sales Workstyle Management (SWM: The first approach using salesperson’s
workstyle as its foundation.
SWM represents just what it says – a focus on the workstyles of salespeople
to support them and help them in closing more business. Salespeople like
interacting with prospects, figuring out how best to relate and communicate
with their buyers. And they absolutely, positively, indisputably, and
unmistakably do not like entering data.
The salesperson’s life encompasses traveling, managing the expectations of
customers and the company, accountability to stark metrics of performance,
confidently forecasting sales, a lot of talking, and deriving
enjoyment from time spent with prospects and customers to help solve their
problems.
Just as a person’s lifestyle defines the way he or she likes to live,
salespeople have a workstyle – the way they like to work. It’s unique to
each salesperson, but always grounded in a single-minded focus on achieving
sales results. Broadly speaking, the workstyle of today’s salespeople
focuses on the following activities:
- Strategic Selling – understanding their prospects’
needs, establishing value for multiple buyers, beating competition, and
closing deals to meet ever increasing targets.
- Prospecting – finding and qualifying a growing
number of leads to decide which hold the most promise for actual sales.
- Communicating – externally with buyers to
differentiate products and offerings and win deals; internally with
various departments such as engineering, marketing, accounting etc. to
help bring competitive products to market.
- Networking – building relationships to prospect as
well as service clients.
- Reporting – providing updates on sales and
progress.
With such a full plate, salespeople need tools that help them manage
their high-stress workstyles more easily. They readily adopt technologies
that help them accomplish these tasks – witness cell phones, Blackberrys,
Excel, PowerPoint – by helping them communicate better with prospects and
customers. They actually help salespeople make sales. Keeping the focus on
helping salespeople sell more, the SWM approach leads to products and
services that provide direct assistance to salespeople. SWM includes any
offering that helps salespeople do one or more of the following critical
sales activities:
- Objectively map and measure buyer’s interest levels...
- Identify “invisible” buyers who influence purchasing decisions
within organizations.
- Outline questions for more effective conversations with senior
executives.
- Define a proven and consistent selling process complete with what to
do and how.
- Provide the ability to collaborate with buyers or prospects in a
unique manner.
- And most important, increases selling time and effectiveness by
reducing or eliminating data-entry requirements.
This represents the key difference and most striking point of appeal
among salespeople for SWM – it does not burden them with extra data entry
just for providing their managers with forecasts, activity monitoring, or
visibility into the sales pipeline. The reduction in data entry can result
from using an SWM technology that automatically updates a salesperson’s
selling progress on individual deals, or from off-loading data to an
assistant for entry into the system.
Salespeople want to have as much time at their disposal as possible to sell.
SWM gives them that time.
SWM improves salesperson effectiveness as well as the sales manager’s
results.
By leveraging SWM, organizations can elevate the performance of their sales
teams dramatically. While SWM also helps top sellers do better, it
positively affects the performance of average salespeople the most, thus
reducing the gap between the top performers and the rest of the sales force.
Increasing the selling effectiveness and productivity of the existing
sales teams helps companies scale and grow revenues without needing to hire
more reps.
- Salespeople are not the only ones that win by adopting SWM. Sales
managers and senior executives do too. Using SWM, the role of sales
managers changes from that of ‘big brother’ to a guide and partner.
- Conversations in sales meetings change from status updates to
strategic discussions about moving deals forward.
- Managers have complete visibility into the status of deals and know
exactly where in the selling cycle a prospect is. This helps them guide
the salesperson better as well as forecast with more accuracy.
In addition, because SWM focuses on defining and implementing common
selling processes across sales teams:
- Companies can ensure consistency in messages being conveyed by their
salespeople to prospects and customers.
- Senior management can operate with greater confidence in setting
milestones and recommending activities to shorten the sales cycle and
achieve results.
- New hires have complete clarity about the proven selling processes
for the company leading to significantly shorter ramp-up times.
CRM and SFA don’t work in generating higher sales because they’re just
not used by salespeople. And they’re not used because they’re not developed
from the salesperson’s perspective.
As a result, salespeople operate independently from each other – even within
the same organization – and with mixed results. At the same time, though,
salespeople are held to the same rigid metrics of performance and success.
Reach your quota, period, in other words.
Wouldn’t it be better to arm salespeople with software and tools that have
actually been developed to help achieve higher sales, instead of compiling
pre-sale planning and post-sale analysis reports for managers?
Wouldn’t it be better to respect the unique workstyle of salespeople and the
inherently subjective nature of the sales process?
Wouldn’t it be better to give salespeople a workable, flexible,
easy-to-grasp, and simple-to-implement tool that they will actually use?
The SWM approach believes so, and offers all of these features to
salespeople, their managers, and their organizations – enabling increased
sales across the board!
For pricing details, please contact the company directly.
A fully updated review of this product will be available real soon now!
Strategic Vision
Tactical Execution
Technological Foundation
Core Capabilities
Total Customer Life-Cycle Management
Total Cost of Ownership
Looking Forward
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