Having Baditude Sales Professionals
As a group of professional sales students took a break from our workshop in the sale, the anguish they felt was clearly evident in their intense debates. It was obvious from his unrestricted conversations that software installed to monitor professional performance in sales was the reason for his anxiety. It was also evident from their negative comments, many of these students had already given up on selling their services and that no company amount of sales training can help sell your business services.
The client, a large service company in the Midwest, was prepared to pay generous incentives for customer service personnel to sell up to additional services. However, most participants in this training session felt, for a variety of reasons, that obtaining additional professional sales was impossible.
Jenny, a customer service representative of the offices the center of the city of the company, was typical of his feelings about being asked to sell. She talked about how difficult it was to achieve professional success of sales due to its location and unique customer base, working daily. She said it would be impossible to achieve professional success in sales of sites employees -richest suburbs, "so why even try?"
Jenny specifically spoke of a colleague by the name of Arlene, which had been exceptionally productive in the production of sales in the last three months. Arlene worked at a branch in a suburban upper-middle class. She had won more than half of the incentive pool for sales professional success, doubling its revenue. Jenny told the group that she was sure he could do the same, if she could work in the suburbs as Arlene.
In Arlene meeting for the first time, we may assume that its warm and friendly nature led to their continued success professional sales. She has a great personality. As Jenny deducted, you may feel after visiting your office location assisted in his phenomenal bestseller. Your customers will certainly have the money to invest in their products and services.
However, to know exactly what was behind the success of Arlene, regional manager Sales of the company had "bought" (had someone act as a client to test operation.) They also had their local manager observed work for a few days to see if they could learn more about your success. A closer examination, the sales manager Arlene learned that consistently used the sales process she taught in the workshops. Along with the heat of Arlene, friendly personality and favorable location, it was considered that the use of the sales process was the main factor in its success consistent professional sales.
As there were so many complaints about unfair incentive and monitoring system implemented by the company, the manager Regional Sales decided to conduct a test of its staff. Jenny wanted to see if it was correct in his assessment. Is the location of a branch dramatically impact the ability employee to sell and earn extra income? Is it true that one place determined the amount of incentive bonus paid? At night, the manager reassigned Arlene The location of the center of Jenny.
Jenny ensued, Arlene in the suburbs.
The first week after the transfer, sales plummeted, Arlene, possibly giving some credence to the theory of Jenny. What few sales had been doing Jenny also decreased its first week in the suburbs. Since neither the employees were familiar with their new customer base, these reductions in professional sales seemed in order. However, to test the success of sales two representative once a week, the sales manager quickly learned that the location had little to do with sales professionals or lack of success. As the week progressed, Arlene sales began to climb steadily. After a month and a half inside city location, level of professional success sales was back up their production levels before being transferred to the inner city. Jenny, on the other hand, during the trial period, was never able to move their sales beyond what I had been doing before his transfer. Of course, she had an excuse for not doing well. Jenny said all sales were low because had not had time to meet clients in their new location.
Although Jenny had a pleasant personality and seemed to get along with people, his new manager noted that it seemed not to want to learn and then use any of the professional sales techniques taught in the workshops. When she was "bought" during the trial period, it was obvious that Jenny tried to use her personality to persuade customers to buy it. Not once did they move from behind his desk to greet customers, or that move the hand.
Immediately he set to and do not establish a relationship with the people it served. She preferred to be efficient and in turn was not at all effective in selling their company's products and services. In short, Jenny did nothing of the things that will help build the kind of relationships with our customers regularly produce additional sales.
As a manager evaluated the test results, it became clear that the bad attitude of Jenny on inn in the heart of his poor sales record. Also, learning and use of professional sales tools that had been given was the deciding factor in their lack sales success.
Arlene, however, had shown that an office location was not an important factor in the professional sales process for this company.
On closer examination, the regional sales manager found that a bad attitude about sales permeate all staff from the city center. To a person, they felt they could not sell to customers they served, so stop trying. While in the suburban location, everyone was optimistic about the skills they had acquired new sales of our workshop and the methods used to sell to their customers and consistently earn more money while generating more business for the company.
As regional sales manager considered this attitude problem, it became clear that the contrast of staff feelings about the process of professional consultation Sales had been taught, mostly emanating from their managers. For the most part, Jenny only repeated again what he had heard the city manager say on the internal sales process. Moreover, the attitude of Arlene to sell simply reflects what flowed daily from nearby property managers.
As you take your professional sales team, what message are we sending to them about the sales process? You know that you believe in involving the use of professional sales tools that must master to succeed? " Are they able to use his example as a springboard for successful salespeople? It really is your extended shadow that controls how your staff performed their duties in sales. As the research on the sales process described in this chapter shows clearly professional sales success really is in the extended shadow of the sales manager or supervisor.
About the Author
Virden Thornton is the founder and president of The $elling Edge, Inc., offering professional salesconsultation in sales, customer relations, sales management training and professional sales training coaching. Virden is the author of 101 Sales Myths and Building & Closing the Sale.
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