Much has been written about changing buyer behaviors, the automation of transactional sales and the sales profession’s continuing march towards increased irrelevance and inevitable extinction.
A friend called me for advice today. He’s a great sales person, a big deal hunter. He wanted to review a deal strategy and call plan he was making on a CTO at a very large, fast growing prospect. His colleagues had been working with the CTO’s team. By far, they were the front runners for their first piece of business with this customer. By itself, it was a big order, but his colleagues saw a lot more potential in the account.
Let me be the 2,366,714th person to point this out: sales coaching is really important. Unfortunately, it is something we continuously talk about doing, but never get around to actually implementing. We’re busy, right? There are meetings to be had, calls to make, forecasts to produce.
You’re probably very familiar with the difference between open and closed questions, and how and where they can be most effectively used in the sales process. At the most basic level, closed questions allow the person asking the question to retain control of the conversation, whilst open questions hand control of the conversation to the person answering the question.
So sales are sluggish, the sales reps have been struggling to retire quota for the past three quarters, and if things don’t turn around there’s going to be a workforce reduction to try and slow the bleeding.
B2B reps are asked to wear many hats - they need to research, pitch, present, project manage, create urgency, negotiate, close, and deliver on promises made. It is the type of occupation that requires a wide range of skills and responsibilities. However, to get the most out of your sales force, one must actively work to remove obstacles rather than keep adding more and more responsibilities to an already full plate.
From north to south, east to west, Membrain has thousands of happy clients all over the world.