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Getting Personal Or Time To Get Personal

December 8, 2011 in Attitudes & Behaviours, Communication, Customer Service, Sales Relationships

‘Getting Personal’ was voted as the Number 12 Sales Trends for 2011. Despite the advances in technology and the rise of the Internet, customers still want personal and single contact satisfaction. Contrary to some pundits who believe the role of salespeople is becoming obsolete with the proliferation of Internet and mobile technology, effective sales professionals and a personal approach to selling remains important to successful business this year and in the years to come.

Smart salespeople are offloading functional and transactional activities to better concentrate on the personal aspects of selling, including understanding the customer’s business and providing more personalised service.  Our client surveys show customers who know their salesperson by name are 90% more likely to stay loyal!

But it’s more than just being ‘nice’ or friendly.  Customers do like “nice” but they want more.  Good salespeople recognise that customers buy from people they TRUST and that TRUST supersedes LIKE.  Sure it helps to be likable but a buyer is looking for someone they can trust and work with over time.

If you think it’s a simple walk in, present your product and walk away…think again.  Companies with a purely transactional mindset “walk-in-walk-out” mentality are finding it harder to sell and stay in business.

turnover of sales people

turnover of sales people

Companies with large turnover or salespeople with short tenures are in a difficult position to achieve customer familiarity and loyalty. One example is the business banking sector, especially in the SME business space. Here, there seems to be a revolving door policy when it comes to business bankers and relationship managers.  The moment you think you have secured a good business banker, they’re gone and replaced with a new one and you find yourself starting over, explaining your business all over again. This presents a real problem for SME’s, especially in big cities.  I hear many complaints from SME business owners about their frustration at the lack of care or interest shown by business banking. The only exception I can see in this are the business bankers living and working in regional and rural Australia.  These guys seem to be more dedicated and committed. Their jobs are entwined with their lifestyle choice and they are genuinely part of the communities they work with. Their relationships extend beyond their jobs and they “get personal” with the people they service.

By contrast business bankers in the capital cities are dime a dozen and don’t have to have interest in you because they can disappear into the crowd never really having to practice what they preach.  In short big city business banking is impersonal and simply not as effective.  This lack of a personal approach means city based SMEs are missing out.

Everybody lives by servicing someone

Everybody lives by servicing someone

The banks and other “transactional” based businesses are missing the fact that the customer wants to work with someone who will add tangible value to their business or life.  These businesses need to start interacting strategically with their customers; offer beneficial solutions based on value and be consultative (listen and assist beyond the product).

Almost every business is now in the service industry.  Consultants, medical practitioners, professional services firms, the list is endless. Any business that sells expertise and time knows the importance of working to maintain healthy relationships with their clients because if they don’t bill anything they don’t earn anything.

Product business, if they are to maintain their margins and build value in their client relationships beyond the product need to develop a ‘service business’ mindset and get personal.

I know what I prefer.  The business bankers I’ve met in regional and rural Australia are by and large decent people, who are genuine and interested in people beyond their jobs.  Personally, I’d love to receive the regional and rural business banker approach in our big cities. What a difference that could make on all levels.

Getting Personal is so much more

Getting Personal is so much more

Getting personal is more than just showing up and being pleasant.  “Getting personal” is about being  personable, substantial, and authentic and applying these traits with your knowledge, experience, skills, creative problem solving and business acumen.

To “get personal”, you need to work with your client with the intention of delivering results and caring about the outcome. Buy in to the possibility of making a difference to your clients’ businesses and personal lives and great things can happen.  Getting personal is not some soppy, ‘wet’ idea, it’s what’s at the heart of all genuine relationships.

 

Remember everybody lives by selling something.

Author: Sue Barrett, MD of www.barrett.com.au

Breast Ain’t Best: Why Sex & Selling Don’t Mix

November 17, 2011 in Attitudes & Behaviours, Culture, Sales Relationships

‘Sex’ as a consumer marketing and sales strategy infiltrates our daily lives via advertising, celebrity endorsements, tabloids, publications and various other means and has done so for as long as we can remember.  Using images of women (more recently men) in a variety of formats is supposed to entice prospective buyers (adults) and sell products and services. The ‘sex sells’ consumer marketing strategy is more recently infiltrating children’s markets creating much angst and debate about its merits and rightly so.

I want to make it clear that I’m not attempting to debate the use of ‘sex’ in consumer marketing here.  Although I would like it on the record that I don’t support the sexualisation of children in any form and abhor using children in such advertising.

Exploitation of Women

Exploitation of Women

This article is about the use and exploitation of women in business, particularly, B2B (business to business) sales environments. Females are mostly great at sales. They usually have the right demeanor and emotional intelligence to do well. Using women to sell is a great idea, using women for their “womanhood”, I believe leads to the trivalisation of good business practices and of women as legitimate business professionals. This type of sales tactic reduces customers to the lowest common denominator and leads us down the slippery slope of the sexual discrimination of women in the workplace. Just look at IBM. A highly successful sales woman is currently suing IBM for sexual harassment by a male senior sales manager.  Sadly the ‘show us your t#ts’ and other less than savoury fair is still making the rounds of some sales teams.

In my many years in business, I’ve heard many stories of people (usually women) being ‘used’ to get sales or increase sales. Often these people were not fully aware until after the fact, as to why they were allocated certain accounts. These people (usually women) soon discover that they are there because of their gender and good looks, not because of their ability to perform as professional business and sales people.   One manager was heard to say to a young up-and-coming and successful sales woman after she questioned why she was being sent to a certain client who was less than professional in his dealings with her, ‘we sent you there because he (the customer) loves looking at good looking women’.

The women I speak to are clearly disappointed and in some cases alarmed at being treated as sexual objects.  I know because as a 21 year old pharmaceutical representative, my manager knowingly sent me to call on a sleezy doctor whose reputation for sexual advances and other dubious practices was well known in the industry. What happened to me was, to say the least, very frightening. Once I entered the doctor’s surgery room he locked the door, offered me a whiskey (which I declined) and tried to sit right beside me.  I was up and out of that chair so quick, standing at the door demanding to be let out.  He tried to coax me back but I told him I would scream if he didn’t let me out.  The door was unlocked and I bolted.  I told my manager about what happened and he said not to worry I didn’t have to back there.  Nothing was done about this doctor and it was all swept under the carpet.  Not what I was hoping for and the cycle still goes on somewhere today. Not good enough.

By contrast there’s no doubting there are women who choose to use their sexuality as their sales strategy, positioning themselves as something other than a professional sales person.  I am no prude but this type of approach leaves me and many other women cold, it is not how we want to be remembered.

Recently, I had the pleasure of speaking to the ‘Women Sourcing Network’;  a group of smart business women specialising in procurement for the IT sector.   We discussed the sales profession and how sales and procurement practices are changing. The topic of ‘sex sells’ was also mentioned. One woman explained how an IT supplier sent in a young woman representative, whose ample cleavage was visible for all to see in her tight low cut business attire, to meet with the ‘procurement person’. The IT supplier had expected the women rep would be meeting with a man. When it was a woman, the shock on the representative’s face was clearly visible.  The meeting was very uncomfortable for both the supplier and the customer as the initial intention of the sales person was to entice the customer for all the wrong reasons.

So how seriously do you want your business, yourself and your team to be taken?

Businesses are now relying heavily on the latest innovation, cutting edge ideas, expert knowledge and the ability of suppliers to help map pathways forward to the future. Surely flashing cleavage and other “bits” is more a distraction than an asset.  It’s a dicey strategy to employ a ‘sex sells’ strategy in B2B sales. I’m not saying that all women are set up. Yes there are some women happily playing along with this game, however, in today’s world business ethics and transparency on all levels are key.  The tactic to entice the male buyer – procurement person with ‘sex’ is wearing thin.

Does it help to look well presented? Yes.  In fact, many sales people could benefit from some lessons in how to put a wardrobe together and lift their game on the presentation stakes.  It’s important to look good, feel good and represent your company well. Taking effort to look good helps portray that you will also take effort with what you’re selling.

Does it help to look sexy in B2B sales? Well it’s all in the eye of the beholder.  You could be well turned out, not overtly exploiting your ‘bits’ and still be deemed sexy by some, however, this is usually a private interpretation from the other person.  The question is are you there to try and look sexy? How you portray yourself and how you are received all depends on your intention.  If you go to market with the intention of being professional, well prepared and well presented then I find you are treated with respect.  If you go to market with the intention of selling yourself through sex then you reap what you sow.

So what are you trying to say?  What are you trying to sell?  As a business woman how do you want to be remembered?

balance between masculine and feminine qualities

balance between masculine and feminine qualities

I fear we may have lost sight of the true value of femininity in business if it is being reduced to just about exposing flesh.  Today’s world of selling requires a balance between masculine and feminine qualities to be really effective. Masculine qualities are about being proactive and focused with a “go-out-into-the-world and find the opportunity approach” (prospecting). Feminine qualities include skills which respond to the subtleties of more complex relationships; genuinely listening and patience, nurturing and dealing with ambiguity. Think of the types of conversations you now need to have with your prospective customers where listening, questioning, resolving problems, collaboration, empathy and understanding are encouraged.  Clouding the issue with blatant sexual overtures is no help to an ever evolving, complex world.

Many say in business and in life it helps to be ‘attractive’ and that beautiful people are more successful. Maybe there’s merit  in this view but intellectual substance needs to  be of any value to your business, your customers and, above all, to yourself.

Remember everybody lives by selling something.

Author: Sue Barrett, MD of www.barrett.com.au

Why B2B Buying Decisions Are Taking Longer Than Ever

November 10, 2011 in Attitudes & Behaviours, Communication, Mindful selling, Sales Coaching, Sales Leadership, Sales Management, Sales Planning, Sales Relationships, Sales Training

Are companies taking longer to make buying decisions or does it come down to impatience on the part of the B2B sales person, in a hurry to reach their sales targets? It seems nowadays buying decisions are taking longer to make than in previous years.  This slow purchasing process isn’t just happening at the enterprise level in large scale businesses, it’s extended right across the board.

Protracted buying is dramatically slowing the sales process. The flow-on effects of such time delays are causing blow-outs in the cost of sale for many sales teams and businesses.  Delayed purchasing results in longer lead times and inconsistent pipeline predictions for sales teams. Of course, this in turn creates panic at the ‘C Suite’ when sales leaders can’t easily predict their forward orders and report on work in progress, thus leading to further indecision and so the cycle goes on….

Extended Pipelines

Extended Pipeline Length

So what’s causing this to happen?

Firstly let’s look at what isn’t the cause. We’ve all known sales people who have ‘prospects’ sitting in their pipelines for months on end going nowhere.  Their ‘prospects in waiting ’ have usually turned out to be nothing more than phantoms put there by the sales person to make up the numbers so their figures look more impressive. This “puffing up the books” is all too common and completely useless to the salesperson, the team and the business. Many sales managers have to conduct a ‘chat’ with the sales person about the validity of these so called prospects to determine their bona fides.

 

However, effective sales people are now finding that the timelines on prospects in their sales pipeline are lengthening and more work needs to be done to get deals over the line. It’s not just happening at the enterprise, large scale clients like government, semi government entities or large public companies.  Dealing with multiple stakeholders was the domain of large scale businesses involved in large scale enterprise/contract  agreements.  Now, the lengthening of the buying process is occurring across the board.

So why are buying decisions becoming protracted? Are products or deals more complicated? It doesn’t seem so.  What then, is causing these delays?

Once upon a time, you could deal with a key decision maker and an influencer or two; now you have to sell to a committee.  It appears that many buying decisions are now being made by committees. No longer content to entrust the purchasing decision to one or two people who represent the whole business or division as the buyer,  many are now roping in people from across the organisation to give their input, ideas and suggestions as well as being involved in the final decision making process.  Buying decisions by consensus results in elongated sales cycles, more people to know and understand, more complication and increased cost of sale for the business doing the selling.

Uncertainty

Uncertainty

It seems that the real culprit is ‘uncertainty’.  The current market conditions are making people reticent; more hesitant to commit and make decisions; they are looking to the opinions of others, seeing what ‘everyone’ is thinking before they make decisions. And even when they think they have made a decision something or someone else comes along and they change their mind again.  Sound familiar?  It’s not just businesses that are stuck in this loop, we see it on the political stage every day in poll driven politics.

Maybe there is some truth in this ancient Jewish prophecy which goes something like this: ‘There will be a time when leaders will act like dogs’.   What does this mean?  In short if your pet dog is at the off lead park and gets ahead of you, notice how often it will turn its head back to you to see where you are and look at what direction it needs to go in.  It takes it lead from you even though it is ahead of you and technically in the lead. That is how our political leaders are operating and perhaps this in now bleeding into our business communities where leaders are afraid to make decisions without excessive deliberation and consensus.

It is understandable that we need to be cautious as markets become less predictable and seeking people’s input to key buying decisions is important, however buying by committee is making selling and buying really challenging and we all know what can happen when a committee gets involved.  If it’s not paralysis by analysis, it’s certainly more protracted.  Here’s a five minute video that gives you some idea of the complications sales people face.  Although produced with large business deals in mind, I believe this video illustrates how this process is being replicated in smaller deals across the board.

So what does a sales person need to do to meet the challenge of protracted buying decisions?

  • Understand the nature of the business you are dealing with
  • Identify how many people need to be involved in the decision making process within the customers business and in your own business and learn how to connect and communicate with different types of people looking for common ground on which to build a case
  • Get agreement on the customer’s vision and consensus on that vision so you know what they are aiming for and where you can work with them
  • Offer to meet with the committee to ask and take questions face-to-face
  • You may have one contact in the group but you need to get to everyone to understand their needs and priorities so that you are in the best position to demonstrate what you’re about and how you can help them
  • Understand and clearly specify all stakeholders’ key priorities and build a business case that addresses them all (if you can)
  • Be explicit about why you do what you do; how you do what you do; what you do; and how you help people achieve results.  No fluff here. Provide your credentials in a professional format that is written for the client in language they understand and can relate to
  • Be prepared to engage in multiple meetings and be very clear on your purpose for each meeting or level of engagement – don’t leave loose ends
  • Account for the time involved in each stage of the sales process and factor this into your planning, forecasting and costs of sale
  • Don’t barrage your prospect with excessive phone calls or emails to try and speed up the buying process
  • Don’t assume to know the reason for their delays
  • Don’t be wishy washy or indecisive yourself as this will just fuel further indecision
  • Feel confident to ask for timeframes
  • Check if your sales cycle is costing you more than it is worth and where it may be eroding margins
  • Rethink your pricing strategies and ensure they cover your cost of sale
  • Manage expectations and be prepared to report accurately on your sales efforts and the pipeline so that Sales Leaders and the ‘C Suite’ can manage their part of the business and make informed decisions
  • Control what you can control

Whether this is temporary or here for the long term, as sales professionals we need to adapt and work with what we have in the most professional manner possible managing expectations both internally and externally.  So hang in there, be persistent and have enough deals in your pipeline so that you have options and are not caught out with all your eggs in one basket.

Remember everybody lives by selling something.

Author: Sue Barrett, MD of www.barrett.com.au

Why selling is now a team sport

March 17, 2011 in Collaboration, Communication, Customer Service, Marketing, Procurement, Sales Relationships, Sales Training, Teamwork

Subjected to marketing and sales monologues for the better part of 40 years in the form of blanket advertising, product brochures and ‘your call is important to us’ busy signals, customers have taken the lead and are way ahead of us when it comes to having sales and marketing dialogues.  Far more informed and sophisticated, and posting blogs, Facebook ‘Likes’, Tweets and reTweets, customers are engaging in their own sales and marketing dialogues about our products, our sales people, our promise, our customer service proposition and our brands, and they are affecting how we are perceived and valued in the market place.

At its very best, customers can be our finest sales team, advocating our products, services, people and brand with their endorsements.  Customers can drive more sales and business to our door or, in this day and age, our online shopping carts.  By contrast, the impact of their disapproval of our brand, products, customer service and sales people can be swift and devastating, sending people away in droves with their digital complaints and jibes in cyberspace.

It is apparent that Marketing is no longer in complete control of the brand and how it is represented in the market place – customers are taking our messages, tuning and translating them to suit their own needs while some tech savvy people are even manipulating brand images, emails, websites, Facebook pages and Tweets to their own advantage to potentially misrepresent companies, brands and products for good or for bad.  Marketing is no longer static, one way or bullet proof.

Coupled with this, Selling has now become a social enterprise where everyone (employees, customers, suppliers, communities, etc.) can be, and often is, involved in the sales and customer service processes, and in some instances, the procurement process.  Smart sales people are using their advocates to engage with their prospects and customers, encouraging and influencing them along the buyer’s journey.  Linkedin in the B2B space, Facebook in the B2C space, and in some instances the B2B space, along with Twitter are rich in group conversations which need to be listened and responded to, monitored and used as signposts for new innovations, satisfaction levels and collaboration.

It’s like the Wild West and this new age of selling and marketing is really challenging the way businesses control and represent their image, values and reputation.  Like pioneers forging new frontiers, Sales and Marketing teams need to rethink their strategies and start working together if they are going to effectively influence and communicate with their valued customers and advocates.  It’s now time for Sales and Marketing to collaborate.  For too long, too many organisations have had a standoff between sales and marketing: an ‘Us versus Them’ finger pointing culture of one-up-man-ship to the detriment of customers and businesses alike.

Sales and marketing need a new partnership.

  • Is everyone in your business on the same page or are your sales and marketing teams still operating in silos?
  • Do you really speak to and actively engage with your customers and relevant communities or is marketing still producing marketing material that is too product centric and the sales team still engaging in product monologues?
  • Are your sales people trained in the fundamentals of marketing skills and strategies?
  • Are your marketing people trained in the fundamentals of selling skills and strategies?

Get everyone in the same room

Why not involve your marketing team in your next sales training program or at the very least get the sales and marketing teams together for 1 day and discuss what needs to happen to ensure you are all on the same team and working for the betterment of all.  Look at your key messages, advertising strategies, discussions groups, websites, social media, product mix, direct and emerging competitors, and your everyday public presence.

Why not go one step further and include all your staff in the discussions: get your customer service, finance, production/operations, IT and procurement teams in the same room and map your customers’ buying journeys.  Explore how everyone in your business can affect your brand, customer experiences, sales results and overall business performance.

One thing is clear: Successful selling now requires new and more meaningful collaboration between sales, marketing, customer service, operations, finance, IT, customers, suppliers and communities. We’re all in it together.

Remember everybody lives by selling something.
Author: Sue Barrett, Sales Training at Barrett at barrett.com.au

Knowing your business

March 10, 2011 in Business Acumen, Communication, Procurement, Sales Relationships, Sales Research, Sales Skills, Sales Training

‘Knowing your business’ was voted as the Number 3 Sales Trends for 2011.  With business becoming more complex it should come as no surprise that clients want to work with business people who can sell, think about possibilities and create a work partnership with their businesses.  However, our studies with hundreds of sales professionals and middle management sales leaders reveal that the level of business knowledge and commercial acumen is poor or non-existent in many cases.  Often trained on product but not on business practices, many sales teams are falling short in delivering value to their clients.

More and more is being asked of sales people and sales managers when it comes to business knowledge and commercial acumen.  Gone are the days of just being a product expert.  Sales people need to be competent business people too.  Being able to understand strategy; how businesses, markets, and communities function; and where we, our products, services and business works in concert with our clients should be on our agenda in 2011.  Today, clients expect to communicate and deal with a real professional who knows how business functions.  They want to have business discussions not product discussions.

Our studies reveal that there is little if any discussion about the big picture or business strategy, or innovation or supplier integration.  At best, supply and distribution are on the agenda along with product.   A surprising finding was the low level of business knowledge and commercial acumen with sales managers in the technical product sectors – very focused on product quality, distribution and service they are not working at the required level to make business decisions and work strategically with clients.

What does business or commercial acumen consist of?

Using the Barrett’s Sales Competency Dictionary, here are some definitions of business competencies relevant to sales people:

Business Acumen: Demonstrates an understanding of how business works; understands the business’ commercial drivers and makes commercially sound decisions.

Financial Awareness: Develops strategies in order to optimise the potential profitability of sales and to measure the financial value of the customer-organisation relationship.

Market and Industry: Keeps up to date with relevant business, technical and professional knowledge and uses this information to understand market trends, customer needs and buying patterns.

Rosenbaum’s 2001 research into elite sales performers reveals that they are focused on the business of business as a key part of their sales strategies.  Here are the key competencies they display that other less effective sale people do not:

  • Listen beyond the obvious product needs
    • Presses for more information to identify the business issues underlying the customer’s needs
    • Creatively draws on the full resources of the firm / business
    • Introduces customers to other suppliers and potentially valuable support resources
  • Orchestrating internal resources
    • Treats company resources with the same degree of importance and creativity as their prospects
    • Invests time building collaborative, customer focused relationships inside their organisation
  • Aligning customer and supplier strategic objectives
    • Looks to further the interests of their customers’ firms as well as their own
    • Keeps current on developments that affect customers’ business strategies including emerging trends and customers’ competitors
    • Welcomes opportunities to customise products or services and has a long-term perspective on the way they do business with customers
  • Establish a vision of a committed customer relationship
    • Expands the customer’s understanding of what a business relationship can be
    • Builds a flexible relationship that is responsive to marketplace changes
    • Communicates achievable objectives for the relationship while challenging the creativity of both organisations
  • Understanding the financial impact of decisions
    • Adept at understanding the financial impact of decisions
    • Uses internal resources in ways that are appropriate to the potential profitability of serving individual customers
    • Looks for ways to contribute to customers’ profitability

So what’s the solution?

How do we ensure that this competency is alive, well and fit in the sales force?  Should everyone have an MBA?  The answer is ‘No’.  Without some domain expertise, MBA’s do not make you a great operator either.  It’s about combining experience, thinking and creativity with theory.  Getting real life hands on experience allows you to see how the real world operates.  An interesting article on Radio National highlights the problem of having an MBA without real life experience and the serious issues this has created in business: MBA – Mot Bloody Awful

The answer lies is giving our sales people access to information or introductory training on the fundamentals in business, and the opportunity to review true-to-life case studies about how their business integrates with customers’ businesses is a good start.  Including sales people in strategy development and business planning is also useful.  Our ’5 Step Sales Planning Process’ that is part of our sales training and Go-to-market training sessions have also proven to be a big hit with sales teams.  It allows them to develop their own sales strategies and do the thinking and analysis on their business and that of their customers and markets.

Having business and commercial acumen is also becoming a prerequisite for Human Resources and Procurement professionals.  We all need to know how businesses work and function.  The warning is if we continue to lead with product, we and our sales teams will be left behind in 2011.  Like anything, it’s about blending theory with practice.  Making sure our sales people can understand businesses’ commercial drivers and make commercially sound decisions in line with ours and our clients’ business strategies is key in 2011.

Remember that everybody lives by selling something.
Author: Sue Barrett, MD of barrett.com.au a Sales Training firm.