6 Reasons You Are Not Making Up To Business Sales
Entrepreneurship
is essential for the development of your sales force.
Companies
that are doing well right now have a winning scenario, a code, a
mind, a precise way of working with their customers.
Entrepreneurship
is above all, including when choosing your salespeople. A lack of
definition of your codes and your commercial approaches is tantamount
to failures in recruitment.
A
commercial approach can not be improvised.
To
sell, you need a mix of selling techniques and commercial qualities
of the seller: enthusiasm, situational intelligence, persuasion, etc.
The
fact remains that the ecommerce
development
or Magento
development
is better placed to get recommendations and advices.
Have
you prospected and targeted your potential customers upstream?
Most
companies face the same issues in the field of sales.
-
Sales growth is sluggish
-
Most sales and margin are based on a small number of sales people
-
Not enough new business
-
Difficulty selling value against aggressive competition
-
Longer sales cycles,
-
Concretion rate at half-mast, etc.
These
topics are universal and companies fall into four categories.
-
They identify the cause and correct it:
"Yes,
sales and margins are on the rise!"
-
They do not identify the cause, but try to find a solution by trial and error.
"Well,
it did not work, we lost another year ..."
-
They identify the cause, but do not correct it.
"We
can do it ourselves." Of course, you can.
-
They do not identify the cause and do not correct it.
"Pfff,
everyone has these problems!"
While
most companies have similar problems, the causes are usually
different.
There
may be a number of difficulties that contribute to observable
problems.
Here
are 6 reasons why you do not face commercial sales
-
All customers do not like the same style of commercial
40%
of buyers surveyed want a priority commercial that listens to them,
understands their problems and offers them a solution that addresses
their specific problems.
30%
expect a salesperson to earn their trust by putting them at ease and
meeting their needs over the long term. Finally, the remaining 30%
want to be jostled: the salesperson must be able to change their
ideas and present a solution they did not think.
The
seller must be able to play the chameleon and adapt his personality
to the expectations of his customers.
-
Do not convince a decision committee, but only one person
In
complex sales, the purchase decision is made by a team. But their
relations, the tensions, the strategies of each one will influence
the result.
"Tension,
drama and conflict are an integral part of group dynamics, as
purchasing decisions are rarely made unanimously," notes Steve W
Martin.
However,
his study confirms that in 90% of the cases, only one person of the
committee influences the other members so that the decision meets his
own expectations.
Knowing
this, the commercial therefore has every interest in identifying this
person capable of influencing the rest of the team to convince him of
the merits of his solution.
-
Market leaders are not all-powerful
In
most industries, a company is in a dominant position, whether in
terms of market share, quality of products, marketing budget or
attractiveness to consumers.
Businesses
from competing companies are therefore a priori with a handicap, but
the Harvard Business Review study reveals that not all customers are
hypnotized by the market leader: only one-third prefer the most
famous brand with better features.
63%
of the people questioned are ready to choose a little less known
product with a few less features, the price of which would be 80% of
the leader.
However,
only 5% would choose an unknown brand offering only three quarters of
the features of the leader, even for 60% of its price.
In
fashion and finance, customers choose the most reputable company more
often, while in industry and health this criterion is much more
anecdotal.
-
Some buyers are insensitive to the price
The
cost of a solution is a frequent subject in customer appointments,
and the commercial can become obsessed with it and believe that it
must offer the lowest price at all costs. In reality, buyers fall
into three categories:
-
For some, price is an essential criterion of decision. This profile
is found in manufacturing, human resources or accounting departments,
and in government enterprises.
-
Others are price sensitive, but this is secondary to criteria such as
the functionality and capabilities of the seller. This is the case of
marketing and sales departments, banking and new technologies.
-
Finally, some buyers are downright insensitive to price, which
becomes a problem only when it is well above that of competitors. The
engineering department is often insensitive to price, as are public
administrations.
-
It is possible to override the bureaucracy
One
of the worst enemies of today's commercial is the inability of the
buyer to make a decision.
Indeed,
all the expenses are in competition, and the potential buyer must
face the bureaucratic procedures of his company which slow down the
purchases.
The
good news of the study for salespeople is that some departments have
more weight in front of the administration to carry out their
purchase project: sales, IT, engineering.
It
is therefore more interesting for a salesperson to sell solutions to
these services in particular.
-
In some industries, the sale is done thanks to the charisma
The
qualities of a salesperson expected during a demonstration differ
from one industry to another.
In
most cases, buyers are looking for a kind and knowledgeable
salesperson on their product, but the manufacturing industry and
health prefer a salesman who knows his product at his fingertips,
even if he is not very friendly.
As
for the media and fashion sector, they turn to charismatic
personalities, even if their knowledge of the product is not perfect.
Conclusion
We
can now ask ourselves some questions about whether members are able
to train and / or coach.
-
Are sales managers able to coach sales people and hold them accountable for change?
-
How can the sales culture be improved to become a sales coaching culture?
-
Is management able to separate from hermetic salespeople?
-
What skills and skills need to be developed?
-
How do you deal with weaknesses in the sales DNA of sales people?
-
How can recruitment be improved?
-
How do you integrate the best sales practices into a fuzzy process and a poor methodology?
The problem with improving sales performance is that the more you know, the more questions there are.
That's
why so many leaders ignore the problem, claim they know what to do
about it and do not appeal outside...
Until
time and money run out...
It
is easy to blame the sales force but it is not recruited alone, it is
not formed alone and does not set unreasonable goals alone.
Blame
is to be worn higher where a false sense of hope and optimism lives.
