It’s good to have you here. Let’s take sales to another level with Gamification!
Do you Qualify for this knowledge?
But before we start, I have to urge you, through the power of Gamification, this is not for everyone. So let us see if you qualify. Therefore you find the Manipulation Matrix or rather the Ethical Matrix of Nir Eyal down below.
Ask yourself the following questions if you want to level up the sales of your product:
- Do you use your product yourself?
- Does your product improve the user’s life?
If you fall in the two categories at the bottom. Move away from this post:)
If you fall into the Facilitator category, you are good to go! Keep up the work and spread your product 🙂
If you fall into the Peddler category, why don’t you use it for yourself? So if you just can’t use it for yourself, because for example:
- You made an app for kids and you are no kid anymore, or
- your service is for pregnant woman and you’re neither pregnant nor a woman
In these cases where you even though you can’t use it, if the product really brings value into the lives of others, go below and see what I have to offer. Otherwise as with the Dealers and Entertainers, sorry it’s best for all if you leave.
Gamifying your sales
Allright, my heroes, true of heart and true of mission. To gamify your sales, we have to get a hang on the following things:
- What are your business metrics?
- What motivates your employees?
- What motivates your customers?
After considering these points we will create a strong experience for engaging your salespeople and customers with these steps:
- What are the actions to undertake by the persons?
- Brainstorming on ideas to engage
- Create an hollistic experience.
Having this said, let us start with the first consideration.
Know your metrics
Knowing your metrics is a crucial point. How do you measure your success? In this case this is in regards to your sales process.
Make them as quanitifable as possible.
These could be things like:
- Conversion Rate
- Customer satisfaction of the sales process on a scale of (0 to 10)
- # of sold products
- # of sold products per person
- The average revenue per customer
Prioritze your metrics and ask yourself the following questions to validate them:
- If your Nr. 1 business metrics is doing very well, but the ones in the middle are only performing mediocre, would you still consider this successful? If you’re getting high revenue but your customers are not really satisfied could be one case where overall it does not count as successful.
- Are any of the metrics only means to achieve others? For example, is the number of customers only a mean to achieve more revenue?
- Are there any unwanted consequences to the definition of my business metrics? (Revenue vs. Recurring Revenue, # Customers vs # of Customers coming back, etc.). So you could drive your customers up, but if they are not coming back to you, because you burned them during the process, then this might have a backlash in the long run.
- Can I add conditions to better target my business metrics? (for example how many sold products per person or how high should the average customer satisfaction be)
- Are their any fuzzy business metrics on my list? Quantify them (Customer satisfaction -> Customer satisfaction on a scale from 0 to 10, where 0 means x and 10 means y)
Know your employees
Now that we’ve stated the business metics the next step is to take a look at your employees, especially your employees engaged in the sales-process at this point. Take the Octalysis framework and tool as a guideline if you wish, this would be my preferred way. Before analyzing, is there a way to separate different groups of your employees? If you only have one or two people you can make it specific to them, else try to think in groups, stereotypes as a guideline as many will have overlapping motivations.
So what motivates them, do they really believe in your product and its higher value, are they motivated to develop themselves and create a strong network of people? Let’s take a look at an example group the Advocate.
The graph shows that the Advocate is strongly motivated by Meaning, Accomplishment and Social Influence. Another motivator to keep in mind is the Empowerment motivator, the sales-person likes to strategize and try novel things in sales to challenge themselves and create new ways to sell.
After we have defined our employees in Part 2 we will take a look at your customers and then consider which actions each group should undertake in your sales-experience!
Know when it’s time to dangle another post
That is it now. I hope you enjoyed this first part of this series. Stay tuned for the upcoming parts. And yes this is some CD6 Scarcity and Impatience I’m making use of at this point 🙂
Part 1: Qualify, Business Metrics and Employees
Until then, I’m out my heroes!