fighting

What Factors Make Sales People Successful?

I recently shared a Linked In comment, and in my keynote presentations and workshops discuss, a large & intense formal commercial study of selling skills, that showed only two significantly important factors determine a sales person’s success…

  1. How hard salespeople work (calls, preparation, & face-to-face time in front of a prospect or customer, no ‘brass-plating’, procrastination, or poor time-management), and…
  2. The distribution of speaking time between seller & buyer (the greater the percentage of time the buyer spends speaking, the greater the salesperson’s sales success, relative to team peers’ success).

As a throw-away I mentioned that increased average productivity across the whole team of salespeople occurs if they have access to, and understand, properly identified market segments but I probably DDN’T emphasize the point enough that If a company really understands its market segments and responds accordingly, then all the salesperson really has to do is take orders… the selling is already done before the sales meeting.

What Factors Interfere with Sales People being Successful?

Multi-national corporations, in the main, already know a about the world-wide crisis in employee engagement: With only 24% of Australian workers engaged, and with 202% productivity gains to be had from the 76% unengaged, employee engagement & organisational alignment has become TOP priority, particularly in the wake of Millennials displaying even greater need for engagement, than generations past.

An issue that doesn’t receive enough attention is that 18% of any workforce is made up of “disengaged” employees – ones that deliberately want to “sink the ship”. and THAT is seriously lose sales and detrimental to future opportunity!

If silos are known to exist, any decent leader should be tearing them down, YESTERDAY!

But how often do we hear about disconnects between Sales & Marketing teams?

I’m betting silos between research and other departments even interfere with distribution of segment identification and recognition… that information isn’t shared, synergy is lost, and sales results end up being suboptimal across hundreds of industries.

It is an easy bet for me, I have uncovered plenty of situations just like this over my consulting career, from doing marketing audits, deficiency analysis and even in competition analysis… through to ‘war-stories’ from delegates to my workshops who confess this goes on far too often.

Often the problem stems from CEO’s who are too busy with distractions… too complacent towards improving productivity, too cynical to believe that a small investment in correction will deliver a significant ROI, or just fearful that they might be “exposed” as less than 100% competent.

How Badly Do YOU think Silos Interfere with Sales People being Successful?

I’d be interested in any comments, observations, cases in hand, or thoughts readers have as to silos, sales productivity and leadership, relevant to these thoughts.

By the way, I use an approach that has helped FMCG, transport & big pharma grow corporate profits by as much as $250M p.a. that can be used to help all sorts of businesses… If you want to have a peek, check out: http://bit.ly/OpAudit

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So many businesses could boom beyond all expectations…
… If ONLY they knew how much they don’t know, when it comes to ‘marketing’.

So many still think that “marketing” is “promotion”. Others perceive it as simply ‘selling’. Dangerous CEO’s think marketing is just ‘fluff’.

Companies that have leaders with this perception are ultimately doomed… proven infinitely, too often, by companies, businesses, brands and products that ‘fail’.
In fact, companies, businesses, brands and products do NOT fail, management does!

But try telling the naïve, the ignorant and the uninformed: They don’t know how, if they’d only opened their minds, the bulletproof armour that ‘true’ marketing provides.

The complexity of this problem is exacerbated by the fact that too few senior executives were exposed to advanced marketing study at tertiary level, and that TOO MANY were so badly taught by so many inept academics, that the power of marketing methods was never revealed, ad that many students at University were so focussed on finishing their full-time degree and getting a job that they too quickly forgot the advanced skills they were taught much sooner in their careers than when they were called upon to use these skills.

When you cross-pollinate the additional issue of operational knowledge vs. academic knowledge (industry specific knowledge vs. strategic theory) the issue of corporate (and personal) arrogance raises its ugly head.

A common example of this is strategy problems that could easily be solved by product typing.

Take, for example, the B2C model of product type.
If you are selling guttering, time-share, insurance, or any other unsought good, the ‘rules’ say awareness is key. Too many guttering, all time-share and struggling insurance businesses don’t even grasp this!

Then, those that do don’t understand segmentation must be bought to turn this knowledge into profitable strategy development. Then, those that can, don’t have the acumen to brief, commission, or recognise good marketing research in terms of a segmentation study… and THAT’S assuming their management will empower them with enough funding to acquire this knowledge.

Then the organisation may not have adequately skilled people to interpret the research, brief and control the creative development in marketing communications, exercise scientific management of media variables (weight, reach, timing, competitive response, etc.) or the management of channels, production, product portfolio, pricing, people, processes, positioning, etc.

What happens in almost every industry is the LEAST WORSE battle for major market share, the completely devoid of know-how battle for crumbs.

IF a company flukes or actually plans using advanced, integrated strategic marketing, they end up with ‘unnatural’ marketing share levels of 80% plus… long term!
Look at Coke, Mars, McDonalds, and P&G: Companies embracing marketing scientists & enjoying the benefits.

Look at Ansett, FAI, thousands of SME’s that collapse annually… victims of their own refusal to believe they need marketing science.

Imagine a world where businesses, NFP’s and government bodies actually were truly marketing led and managed… utopia!

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Begin your trip towards explosive growth in sales and profits, by starting at:
http://bit.ly/MktgDef

Entering my local Coles store, recently, a young woman manning a Wholesale Kitchens promotional booth approached, promoting kitchen sales.
Rewarded for the number of leads she generated, she was thrilled I was ready to upgrade my kitchen. I filled out a lengthy details form, requesting an appointment time of 8:30am Monday morning, to allow the kitchen sales person undivided attention.
A few days later another person called back, confirmed the appointment, and why it had to be at that particular time and day.
The next day the “Sales Manager” called back and said “we can’t see you – that’s when we have our weekly sales meeting”.
Despite my circumstances and other commitments, he would not allow hs sales meeting 8:30 am Monday morning appointment.
The kitchen budget was $25,000. He refused to allow his salesman to attend their appointment with me.
Curious, I telephoned the sales company at 8:35 am that Monday morning… and the telephone rang off… too committed to a sales meeting to answer the phone?
So I called their national head office, a 1800 number, and a automated message said… “our office hours are from 8:30 am please ring back or leave a message”… it was 8:45 am when I rang.
Business MUST be great for Wholesale Kitchens – imagine if SERVICE entered the vocabulary of their management team or if they employed a professional marketing executive!