Viewing Posts for: Andrea R. Grodnitzky
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.
Our first post on the risks of insight selling focused on the importance of not ignoring your traditional sales pursuit process and only focusing on insight development and delivery. In our second post, we review the potential traps you may fall into when you do have the opportunity to provide insights.
Action based on assumptions
Any time you prepare an idea or insight to bring to a customer, you are making assumptions. It doesn’t matter whether your insight is thoroughly researched and its validity fully tested — you are still preparing for the interaction with your customer by making assumptions about how relevant that insight might be to that customer at that time, whether they already thought of the issue themselves, whether that particular business issue is of greater importance than something else going on in their business and, ultimately, how they might react to what you share. Does that mean you shouldn’t do it? Of course not! Rather, you need to be highly skilled in when and how you position an insight, including validating your assumptions first to ensure relevance and engaging the customer in a collaborative discussion that fosters openness to new thinking.
Inability to maintain objectivity to deeply understand needs
Leveraging an insight to generate a need certainly doesn’t replace the critical steps of deeply understanding the customer’s unique situation and current perception of their needs and testing your own assumptions before jumping to pitch your » Continue Reading.
An insight-based selling approached can help a seller differentiate themselves, drive business outcome-based discussions, create a sense of urgency in the buyer, and provide value to a customer or potential customer. But providing insights for the sake of insights can create risks that can have an adverse effect on the potential deal. Today we start a series of blog posts that will review three potential risks of adopting an insight selling approach. In my first post I will look at the importance of staying focused on the pursuit.
There is no doubt that leveraging insights in the sale is important today. You have been living under a rock if you are in sales and haven’t read about or experienced the changes in buyer behavior — they are more informed, have increasing demands, have set higher expectations, etc. The use of insights at the right time and in the right way can truly help a seller. Sellers can encourage customers to think about their business issues and needs in a new way. This includes helping the customer to get past their own misunderstandings and misperceptions in order to make the best decisions for the business. Sellers must bring relevant insights and ideas to create value in the buying experience itself rather than just in the solution that the seller delivers. If sellers themselves do not become a point of differentiation, they will find themselves responding to a set of requirements defined » Continue Reading.
Sales Dialogues – Provoking Needs, Can you do this?
When engaging in a sales dialogue with a prospect or client, it is important to acknowledge their current needs before approaching them with new needs. To provoke a need, sales reps can establish credibility by sharing insights and asking questions to better understand the client.
Richardson’s Six Critical Skills are invaluable at all levels of the sales organization, as they provide a consistent methodology for sales reps. The Six Critical Skills represent the heart of the Richardson sales framework and are the foundation of a client-focused sales process. They allow users to create the building blocks for engaging dialogue, understanding client needs, closing business, and building long-term relationships. The Six Critical Skills are:
In today’s video blog, Richardson’s Andrea Grodnitzky, Senior Vice President, Global Performance Solutions, discusses what is preventing organizations from fully adopting coaching as a universal skill.