Organisations struggling to improve Sales Results often invest in ‘quick-fix’ solutions such as ad-hoc marketing campaigns, price discounts or one-off incentives for sales people.

Such strategies typically result in a short-term ‘spike’ in sales at best, and often make no significant long-term difference.  

‘Quick-fix’ solutions can also divert attention and resources away from a more systematic investment in Sales.

It is therefore imperative that time is allocated to researching and strategically planning for appropriate solutions to Sales problems. Solutions that have a long-term application and a solid foundation in the values of your company.

Although traditional organisations may recognise the importance of the Sales Function, and seek to increase sales by paying it due attention, many organisations focus on the wrong elements of the Sales Process when managing staff. The most obvious areas for an organisation to focus on are Sales Activity and Sales Results. An excessive focus on Sales Results is akin to management by fear.

“If you don't hit your Sales targets there will be consequences!”

An unbalanced focus on Sales Activity is akin to management by pressure.

“Just get out there and sell, make appointments, get on the phone and 'cold call'”

Whether they intend to or not, Sales Managers who focus too strongly on Activity and Results create environments where there is a lack of trust and uncertainty about the future.

The tables outlines the consequences of inappropriate focus and management.

As we move towards 2020 some sales approaches and philosophies will no-longer be relevant and therefore deliver value or success to organisations . From our experience these approaches are still being used by organisations engaged in B2B Selling. Although some of these methodologies have delivered success to organisations previously, the current business environment, coupled with trends that are influencing the nature of future business, means they are becoming increasingly irrelevant.

So look out the 'Lone-wolf' Salesperson and those that rely on ‘Blind Faith’.

 Many salespeople are 'individuals' who like to operate independently and drive their own success in Sales. In ensuring they reach or exceed their Sales targets, achieve financial bonuses and build organisational dependence on their success, the 'lone-wolf' salesperson prefers to operate in isolation and do 'whatever it takes' to achieve results and success. Although these salespeople can ensure an organisation meets its revenue targets, they can also create disruption within the organisation and a tension between Sales and Operations.

Furthermore, this type of Salesperson may not 'Sell' with the best, long-term strategic interests of the organisation in mind. The unintended consequences of a reliance upon the 'lone-wolf' include the wrong type of clients working with a business, an organisation competing in the marketplace predominantly on price, and a 'disconnect' between the strategy of the organisation and the nature of the work generated.

The future will require salespeople who intimately understand the strategy and vision of an organisation and work collaboratively to achieve Sales success that builds long-term value for the organisation and the customer. 

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)

The foundational elements of effective Selling

In order for an organisation to perform well and generate strong Sales, it needs a well-documented and understood Sales Process.

The unique nature of most businesses means that the Sales Process should be customised to their organisation.

Some 'constants' however remain in all Sales Processes including

·      identifying prospective clients,

·      understanding customer needs,

·      recognising opportunities,

·      demonstrating capability,

·      submitting customised proposals and

·      negotiating deals.

Documenting and supporting all stages of the Sales Process is critical to efficient and effective Sales. 

Good salespeople are increasingly difficult to identify and recruit using traditional methods.

Although the importance of good salespeople has always been recognised, the methods used to identify, recruit and develop salespeople in the future will need to be increasingly innovative. The traditional approach has often involved recruiting successful salespeople from direct competitors or from other non-competing industries.

We believe that, in the future, organisations will need to find Sales talent from currently untapped sources.

Many salespeople in the future will not see themselves as pursuing a career in Sales. They will, however, possess the skills, capabilities and attitude required for Sales success in the right organisation.

Organisations need to understand what qualities and capabilities are required by staff involved in their sales process and, in turn, they must develop the mechanisms to identify, attract and develop these people.

The challenge is so great that even us, Banjar Group, have taken up the fight – to find and place exceptional sales professionals. Natural Selection is our way of identifying and recruiting exceptional sales people for our clients.

Check out Natural Selection: www.banjargroup.com.au/natural-selection-recruitment

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

Sales and selling is an essential department in any business.

In order to be an effective Sales organisation there needs to be broad recognition throughout the business about the importance of Sales.

This recognition needs to come not only from the Executive levels but also from other functional areas of the business. In businesses where Sales teams are resented or unfairly criticised, an unintended culture can emerge where Selling becomes unappreciated and even subtly discouraged. Organisations that are highly effective in Selling, pride themselves on being a 'Sales- driven' organisation and the culture of the organisation is indicative of this focus.

Without an effective Sales Mechanism, a commercial B2B organisation will fail.

Regardless of how well an organisation embraces innovative technology, lean- manufacturing principles, supply chain optimisation, leader-full cultures or astute financial management principles - Sales remains the key to generating revenue.

A successful Sales Function is the vital platform on which other areas of organisational excellence can be built. 

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.