According to Objective Management Group’s statistics from evaluating more than 850,000 salespeople in 10,000 companies, 91 per cent of salespeople still don’t have, or don’t follow a formal, customised sales process.
Salespeople love to complain about sales process. It limits their creativity, ties them down to reporting activities, and serves as yet another way for management to judge them. In short, they think, it’s a painful waste of their time.
Sales Process is a topic that I have chosen to write about around 25 times over the past 10 years. Lately, we are finally beginning to see some improvements being made in this area.
A few weeks ago, when I wrote about the purported “death of solution selling,” reader response was tremendous. In the blog comments and on LinkedIn, readers shared a wealth of insights, discussion, and challenges to the article’s assumptions, all of which got me thinking more deeply about the Challenger vs. solution selling debate.
If you’ve been following me for long, you know I talk a lot about the importance of sales process. So, you may be surprised to hear me say that sometimes the sales process is the very thing that kills the sales organization.
Even companies that enjoy the luxury of clearly superior products, realise that those products will not sell themselves. As a minimum, companies need a sales force comprised of skilled professionals who understand the application of the product range, have an in-depth knowledge of their customer base, market sector and of course the competition. But even all these elements together are not sufficient to ensure optimum performance levels and profitable sales.
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