To win more customers and grow, every business needs to focus on getting the sales team selling, they need to get sold on sales actions and sales time not just the company’s sales process. One question any salesperson needs clarification on is “what do you want me to do”. Seems like a easy question for a sales leader to answer,”Go sell”. So what does selling actually mean in your business?, is it revenue, margin, revenue by product line, number of new deals?. Once upon a time selling was easily quantified. In the day of the door to door sales, all a sales person needed was the product to demo and enough streets with enough door bells to ring. Simple numbers game, keep knocking until someone opens, give the sales pitch and close.
Today in the digital era, sales has moved inside, online, blended, push,pull, hunter,miner, gatherer and the systems supporting the sales process have gotten more complicated. First we had contact management with software programs like Goldmine, then came CRM and now Sales Force Automation.Which makes me wonder, has actual selling time got second billing to the sales process?, are sales people more engaged in the sales process and systems than the actual selling itself?. Maybe its time to spend longer fighting for more sales!
Sales models for many companies have become more complex and less efficient in the quest for data, putting pressure on the rate they can acquire customers, productivity and even shifting the focus point from selling time to process time.
The guiding principle of all sales and marketing teams is to maximise selling time, lead generation and relationship building. That may sound obvious to any sales leader, but it is important to remember that the drive for data and sales insights can collide with the forces of rising complexity in the sales process. In fact, sales teams can over time slip comfortable into being sales processors against being sales winners. Companies must understand and clarify the scope of their sales teams while promoting efficiency throughout the sales process.
There are thousands of ways to kill a sale but only a few ways to win them. Some ways to kill a sale are obvious like not showing up to a meeting prepared, not following up, not listening, not establishing a realtionship, going to proposal too early, not speaking to decision makers… the list goes on. These can be easy to identify and with some training and practice can be overcome.
Then there are the sales killers that hide beneath the surface that many companies and sales managers do not even know exist. These are the sales weaknesses in the sales process (over reporting anyone?) which when combined with a salesperson’s own make-up can act like weights pulling down the sales efforts and results.
Aligning your selling efforts with sales process takes work. Sometimes companies can be cautious about meddling with the sales force—directors and even owners need to overcome the common fear that disrupting it will hamper revenue or market intelligence. Then, other stake holders from not only sales, marketing and sales support but also other functions, such as finance, must work together to identify and prioritise the expected outputs from the sales engine. Next, successful sales teams transformations require support from the very top: someone has to take the lead, get the senior people from across the company to sit down, share data, and be willing to talk about what’s not working. This leader must override internal concerns, see the big picture, and focus on the best solutions to boost the time spent selling regardless of past practices.
Changing the sales focus and sales teams activities may mean changing the sales talent as successful sales teams refocusing may change how people carry out their roles and the ways other stakeholders interact, from customers to marketing and back offices.
Finally, winning back and protecting selling time for sales people to sell requires vigilance. The growth of multi channels marketing and sales channels in the B2B and B2C markets can demand non-selling activities into the sales teams day. In addition, old habits chip away at selling time: a salespersons ingrained response when a customer needs a quick answer to something is to drop everything and dive in, even when a well mapped out sales support or customer support mechanism is in place to handle any issue faster and better. The new mantra has to be “A sales teams time is better used to sell.”
An example of refocusing the sales team selling time, was an Internet company who set aggressive targets for sales metrics such as the number of new customer interactions per week. Giving the sales people goals they could not meet without changing their behavior forced them to adopt to the change in sales focus. Success became self-reinforcing: the more they stayed in the business of selling the better they performed.
Get the right sales people and channel in front of the customer at the right time.
It may not be enough to transform the sales teams by hiring people with the skills and capabilities to sell solutions to target sectors. Companies might have to restructure their sales coverage model, which means defining the sales roles differently. The questions to ask, include how much hunting versus gathering capacity to employ; what the role of sales specialists should be; whether to use one or multiple sales people to serve a segment or customers across different geographies.
When to hunt for new customers and when to mine deeper within current customers is one of the answers that needs to be made explicit to any sales team. Too many sales people often get comfortable serving their current customers, so an obvious initial step is to charge them with becoming more aggressive about mining the largest customers to their full potential. At the same time, however, the life blood of any business is acquiring new customers.
That’s why an effective coverage model needs to be deliberate about who should be hunting and where. Sales managers should meet regularly with hunting sales people to understand and actively refine their target prospects and beach-head plans. Given the degree of sales difficulty and the strategic value of acquiring new customers, sellers should receive a compensation recognition for breaking into new accounts.
Whether hunting,farming or mining, it’s critical to get the mix and sequence of sales skills, sales training and specialists right. Do not ignore a sales stream because there’s no sales expert in-house to cover the area with the skills the target customers considers crucial.
Sales people need to learn and be taught how to orchestrate effective teaming. Like musicians who seamlessly improvise back and forth after they have played together several times, salespeople who get to know and trust one another tend to sell together more effectively.
Sales people need to get sold on selling again,
They need to understand that new customer conversations are a priority, building and expanding relationships is more important that a spreadsheet and get the answer to “what do you want me to do?.
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