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Motivating Change: Maintaining the Sales Advantage
August 21, 2008
Changing the behavior and productivity of your reps starts with you
By Joyce Harper
Many years ago, I attended an eight-week training course designed to teach salespeople how to become more effective at the sales process. Although the course did not unveil any hidden secrets to successful selling, it did reinforce the importance of understanding that selling is a process, and that the process does not end when the sale is closed.
The difference in the sales process between a salesperson that likes to add value through their product or service and the salesperson that prefers to get to the close is evident, almost from the first meeting. The former builds personable relationships and uses their product or service to solve a problem. The latter sells the benefits of the product or service with less time spent trying to understand a particular problem the client is facing.
Sales professionals who focus solely on closing the sale are typically not as good at managing the client relationship. These talented people are driven by the close and are judged by the numbers. Repeat business or renewals add little to the achievement of their overall goals. Salespeople who focus on relationship building spend time cultivating clients and developing long term associations. These gifted individuals are driven by their ability to gain more and more of their client’s business as the relationship progresses.
With such stark contrasts in the sales process, sales managers often find themselves balancing the differences and similarities of these sales techniques in an effort to satisfy customer expectations while bringing out the best in their staff. This is especially true when a company has a large sales force that may employ both types of salespeople. The key to balancing different sales strategies within one organization is a companywide sales process.
A well developed sales process gives salespeople the flexibility they need to close the sale while providing the structure necessary to ensure every client receives the care and service they deserve. When developing or revising the companywide sales process, here are a few things to remember:
• Volume vs. Substance: Realistically, no salesperson can achieve large volumes of new sales while building substantial relationships with existing clients. Determine how the company expects the salespeople to meet their goals and communicate that expectation. For example, certain media outlets require their sales reps to secure a certain number of new clients every month. These reps are evaluated by the volume of new business. Yet, other media salespeople are expected to spend months getting to know the client, and the client's business, before making the first sale. These reps are evaluated by the size, or substance, of the sale. In either case, make sure the sales staff is clear on the company's expectations for job performance.
• Shorten the Trail: If the sales staff is pounding the pavement during business hours, as they should be, the only time to they have to complete paperwork is between bites of their hastily eaten lunch, or after the kids are in bed for the night. However, when the paper trail required to process or track orders is lengthy and cumbersome, it dampens morale and costs the organization selling time. Make a financial investment in an efficient order taking and tracking system that is user friendly and that goes where the salesperson goes. Then empower the sales staff to spend less time during the business day completing administrative duties and more time doing what they do best—selling.
• Support the Troops: The sales process is challenging enough without adding the difficulty of pushing orders through the company fulfillment chain. Adequately staff the sales support positions with competent people who understand the demands and temperament of outside sales professionals. The support staff should consist of self motivated problem solvers who can think on their feet and who can assist with client follow up. Again, this frees the sales staff to do what they were hired to do.
• Assess the Situation: The world is full of great salespeople, yet none of them are perfect. Engage in an independent audit of the sales department on a regular basis to measure the effectiveness of the sales process and to determine opportunities to streamline or improve the company’s sales and fulfillment procedures. This exercise ensures a level of equality among salespeople, as they are all expected to complete the same tasks during the sales process. Additionally, an operational audit ensures continued customer satisfaction as it examines all aspects of the sales process and uncovers current or potential pitfalls in fulfillment. Truly successful companies are proactive in their pursuit of a better, faster or cheaper way to perform a job, and an operational audit provides that type of insight.
• Invest Wisely: Whenever possible, promote from within; which allows the sales team to grow from inside the organization. It's more cost effective to invest in existing staff than to hire and train new salespeople every year. The more a company invests in the skill development, sales training or communication techniques of its staff, the more the staff will invest in the company. Never stop investing.
Organizations that utilize a staff of full time salespeople will benefit from the development and enforcement a firm, albeit adaptable, sales process to which all salespeople can adhere. The process should allow for individuality and personalization, but also provide the support and assistance required for sales professionals to flourish.
Joyce Harper is an online columnist for Sales & Marketing Management. She is the Founder/CEO of Sharper Solutions, LLC, a management consulting firm specializing in organizational development and strategic management. She works with companies nationwide helping them create organizational effectiveness and increase their revenue building potential. Joyce is a sought after speaker, trainer and business consultant. Contact her through the company Web site at www.sharpersol.com.
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