Organisations and individual salespeople need to develop strong networks in order to constantly drive Sales.

Although 'cold calling' may still remain part of some salespeople's repertoire, identifying opportunities through referrals and recommendations, or from people within their 'network', is critical.

Many organisations are recognising the emerging opportunities that Social Networking presents. Although a well-developed Social Networking Strategy is critical to contemporary business development, we still recommend face-to-face networking as the primary mechanism for developing business.

B2B Sales typically involves contracts with substantial dollar values and the vast majority of Buyers or Procurement personnel want to place an order with people they believe they can trust.

Face-to-face relationships are critical to building trust.

With this in mind, below is a list of essential qualities that have always been required of good salespeople and we believe will continue to be required for sustainable success into the future:

·      The ability to develop trust and confidence with other people

·      Personal integrity and honesty

·      An ability to self-promote and articulate the organisation's Value Proposition

·      Confidence and belief (self and organisational)

I couldn’t help but wonder about order taking today as I heard this commentary on the Ross and John show on 3AW radio.

A ‘Rumour File’ respondent was explaining how the coal mine fire currently roaring in the Morwell area could have been put out weeks ago, if they had ‘bought his product’. As he was questioned by the radio jocks he stated, "I don't want this to turn into a sales pitch, but our product does ‘this’, ‘this’ and ‘this’ and would have worked.”

Then Ross asked, "Did they know about your product?"

In an increasingly frustrated voice the caller said, "Yes, my Rep went down and saw them and they ignored him!"

The radio host then asked the killer sales question, " Is your product more expensive than the water they are currently pouring on the fire?"

“Yes”, he replied.

Silly them? Or was it silly rep?

I cannot help thinking about what might have happened here.

Could it be as the clouds of smoke began to rise above Morwell that this Rep raced down to the site with his 'stuff' in hand ready to sell. It’s an obvious opportunity to get a deal and sign an order.

On arriving he probably found that they already had a solution that was far more economical and therefore did not really stack up in the buyers mind.

Should this company have pitched its solution a long time ago to make sure the potential buyer was aware of its benefits before this crisis?

Should this sales Rep have gone down and presented a calm but urgent business case that advised of the significant investment many millions of litres of water would cost over a long fought out fire fight verses their fast acting solution?

Should they have also presented a well-branded and accurate business case supported by testimonials to prove their selling proposition and justifying the premium investment?

At the end of the day, selling is now more than just sending a Rep to meet the seemingly obvious needs of unsuspecting prospects and then expecting them to buy at a higher price. It’s obvious; order taking is finished as a sales method.

Sales now requires skills, technique and advanced business acumen. It requires you to uncover land mines for clients, advise on solutions and keep advising after the sale, supplying ongoing insight and alternatives.

This is probably another great product but I cannot help thinking it will miss its opportunity to make a difference through poor selling techniques, as so many products do today.

What do you think?

Boiler

Once an organisation enters a Sales Process it needs to do more than just outline the features and benefits of its products and/or services.

Highlighting the capability and history of the organisation is also important but these messages alone will not ensure Sales success.

 A deeper Sales Process essentially means an organisation needs to more-thoroughly understand the nature of the prospective client.

A deeper Sales Process will mean that an organisation can intimately understand the complexity of the client's current requirements and offer new insights and intelligence to deal with the challenges they face.

These 'problem solving' qualities will define a deeper Sales Process and will become critically important to an organisation's Sales success.

Successful B2B Selling in 2020 will be characterised by collaboration and 'extended enterprise thinking'. In addition to thinking about their own success, organisations will need to consider how they provide solutions to help their clients achieve long-term sustainable success. 

Salespeople today have less influence in the early part of the Sales Process than they once did. Knocking on the door of a prospective client and outlining the features and benefits of their product is unlikely to generate the necessary results.

B2B Sales organisations need to recognise these changes and adjust their Sales strategy and approach accordingly.

Organisations can still influence prospective clients at the early stages of their Buying Process, however, this challenge is better defined as a 'marketing opportunity' rather than a responsibility of Sales.

A narrower process means that the Selling 'window' for B2B organisations opens and closes far more rapidly.

A narrower process means organisations need to fully understand 'when' and 'how' genuine Sales opportunities emerge.

It is in the 'deeper' part of the Sales Process where the real Selling happens.

Last week I went to the grudge match between old rivals Essendon Grammar School, coached by the great Ken Fletcher, and Assumption College, the Kilmore based private school coached by the legend Ray Carroll (41 years coaching juniors).

At the lunch I heard two wonderful stories:

Firstly, the injured Essendon Football Club midfielder Jason Wunderlich described his amazing journey from Thorpedale to the EFC. In his early years he loved footy, just loved it. He would play under 16's, under 18's and seniors all in one day! In one year he played an amazing 57 games of senior footy. So his talent is footy. His practice was many thousands of hours of practice, training and playing this unique game. His opportunity came playing AFL, of which very few juniors make it to the top. His success, yet to come but who knows?

The second example of this equation working was then hearing Aaron Sayers tell his story (www.essendon.baseball.com.au/?Page=75173). He has been drafted as a 17 year old to the big league in the USA. Here is the equation again. Dad takes him to baseball game and he falls in love, connects to his talent. Practices seven days a week while his mates are getting boozed. Opportunity came through being seen by a talent scout who then signed him up. Success will come having now met this bright young man, wow what a star.

Interestingly when I approached these two young guys and discussed the theory they agreed, however Jason posed a great question. "What about Damien Prevrill?" The 144 game tagger for EFC had no talent he quipped! However, he went on to comment, in the absence of that, the guy did double the amount of practice, much more than any other player according to Jason. Clearly what he lacked in talent he made up in practice but he did have a starting passion.

So what does this all mean for sales people and sales leaders?

If you have the talent or deep passion for the game of sales and you are prepared to work hard at getting better at your skills then opportunity and success should follow. Recognise your skills and your gaps and never stop learning. Only the best get to the top by relentless practice and learning however, what clearly kicks off their journey is the discovery of their raw talent or passion.

Do you know any other Talent + Practice + Opportunity = Success stories?

Let us know.