Viewing Posts for: Andrea R. Grodnitzky
As my colleague, Henri, shared in the previous blog, building trust with customers is critical in today’s selling environment. Building and maintaining trust across the full lifespan of a customer relationship takes attention and focus in the following areas:
1. Prepare with the customer in mind.
If, when you prepare, you find yourself spending more time preparing your solution or positioning points than you spend thinking about your customer and their issues and challenges, then you need to rethink your preparation strategy. You should begin and end with your customer in mind. If you prepare for your meeting by thinking about what they might want to get out of your time together, then not only will you build trust, you will also create more value in the meeting.
2. Ask great questions, not bad ones.
There is no such thing as a bad question, right? Wrong. We’ve seen bad questions asked time and time again. A bad question is one you should already know the answer to if you have done just a little bit of homework. Not doing your homework and asking questions about something you should already know not only destroys your credibility, but it also signals to the customer that they aren’t worth your effort in being well prepared to meet with them. If, as your potential customer, I am not worth your preparation, then why would I trust you to act » Continue Reading.
Many sales leaders have told us they are expanding their inside sales channel strategy to take advantage of shifts in buyer behavior (see Don’t overlook competencies when expanding inside sales). In doing so, they also need to take advantage of their sales talent, both in hiring and in developing the skills of current employees.
The hiring process itself should provide ample opportunities for candidates to demonstrate how they would sell to customers. While this holds true for any sales position, it is even more important for inside sales, where sellers never meet customers face to face. There are three relatively simple ways to test a candidate’s skills in action: video, role play, and voicemail.
Skype and other video chat services allow sales leaders to see how candidates would interact with prospects and customers. Sellers can no longer shy away from video; it has become an accepted, and even expected, communication channel. Everyone in sales should get themselves comfortable with video chats. There are a few tactical issues with a video call versus a phone call – such as removing distracting backgrounds, paying attention to posture, and making eye contact – but video can be the next best thing to meeting in person. You can also use a Skype call to role play with a candidate. They should be able to handle the pressure and give you a sense of how articulate, composed, and compelling they are.
Cold » Continue Reading.
One thing we at Richardson are hearing from many of our customers in sales leadership roles is that they are, or are considering, expanding their inside sales channel strategy. They see the shift in buyer behavior, with more customers conducting research online before engaging salespeople. They also see that an increasing number of customers are willing to interact with sales organizations, and even willing to make buying decisions, over the telephone. As a result, they are moving beyond utilizing inside sales for just their small-size customers and simple sales and including mid-tier customers that might also be serviced well by inside selling teams.
There are certainly cost benefits with this strategy, as well as the potential to reach more customers more quickly. In making this shift and adding greater demands for productivity from inside sellers, sales leaders need to consider and train for specific competencies. They need to think about how they develop an inside sales organization differently than field sales.
Obviously, many of the same selling skills are used in telesales as in the field. All sellers need to build rapport, ask great questions, listen actively, share insights, and articulate value. They need to position their solutions persuasively and close the deal. But when selling over the phone rather than face to face, sellers face higher barriers to engaging prospects and building credibility.
It’s that time of year when many sales organizations are either planning or organizing the last-minute details of a sales kickoff meeting.
Sales kickoffs are great opportunities to energize a sales team, ensure they are clear on the strategy and direction for the year, and cover some important operational and product updates. They’re also opportunities to train or introduce a training initiative.
There are a few considerations for sales and learning leaders who are thinking about including a training element as part of their kickoff.
1. The Sales Kickoff Meeting Agenda
Let’s face it, there are times where you can be very proactive, thoughtful, and strategic in planning the launch of a training initiative and carve out dedicated time at a sales kickoff meeting for a focus on upskilling. And then, there are times where you are just trying to fill a slot of time and take advantage of the rare opportunity of having all of the salespeople in person.
In the latter, the key is to just be realistic about the outcomes you can expect. If you only have 90 minutes, it will be very difficult to expect that your teams will walk out of that session ready to change their behavior. It might be possible if you are hyper-focused on one skill or topic and be very practical and hands on in your approach. Ensuring you break out in small groups is critical if you take this approach.
Part 1 of my series on insight selling reviewed the importance of maintaining a focus on the rest of the pursuit, while part 2 took a quick look at the traps of insight selling. Today, I close out my 3 part series on the risks of insight selling with a post that discusses the value of not only focusing on the dynamics of the new selling environment, but also making sure that you focus on what has worked in that past.
What hasn’t changed in the buying and selling landscape is just as important as what has changed. While buyers are savvy, busy, pressured, risk-averse, and more demanding, they still need guidance to make the best business and personal decisions. Even though customers have unprecedented access to knowledge, they face the difficulty of sorting through what matters most and finding the value among all of the options. More information doesn’t always translate into accurate, clearer understanding; they still need sellers to accurately diagnose their unique situation and identify the best solution to make an informed buying decision that drives the results that they need.
While sellers also have access to more information on the Internet, they still need the information gained through dialogue with the buyer to tailor their solution to differentiate themselves and win business on something other than price. Trust is still the number-one factor in making a buying decision. Sales Professionals must still connect with the customer on » Continue Reading.