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Will You Add? - Consultative Sales Professionals Need To Fulfil Three Basic Roles
Forget "bang for your buck." You can market yourself and your services for free with these easy self-promotion tips:1. Create a signature line and append it to all outgoing e-mail messages. Include your name, the name of your business or something to identify your services, your website address, and contact information. Make it very easy for potential clients to contact you and pass your name along to others.2. Participate actively in free e-mail discussion lists and online forums related to your target market or area of expertise. Asking questions makes you approachable, answering them gives you credibility, and reading others' comments is like a dozen free marketing and business courses rolled into one. Include your signature in every post.3. Submit your website to the major search engines and indexes: Google, MSN, Yahoo!, Open Directory, Looksmart, and othe
This increased confidence can lead to faster buying decisions, increased repeat business and strengthened links between customer and supplier organisations. Working as Strategic Orchestrators, salespeople are also able to develop their organisation’s capacity for team selling.
Long Term Ally:
Since the key to differentiation is in forging closer links with clients, the role of Long Term Ally is a crucial one. Once the salesperson has earned the right, it is important to develop and maintain the relationship.
As the term suggests, acting as a Long Term Ally, involves maintaining contact with the client even when there is no immediate prospect for a sale. It also suggests that the salesperson needs to be committed to the long-term development of the relationship. Our research shows that top salespeople demonstrate this commitment by continuously looking for ways to:
• Build interpersonal trust
• Create and maintain a posi
There has been the coolest conversation going on across the blogosphere and I decided it was time for me to jump on board. Char at Essential Keystrokes, a fellow Gack Inker and great blogger, started it with her post about how to explain blogging to your mom, a brilliant post that compared blogging to a Farmer’s Market and prompted others to describe what metaphor fit blogging for them.Though there are a lot more really good metaphors, in fact, too many too list here by now, I really like what Liz at Successful Blogger, who honored me several months back by naming me an official SOB, had to say about bloggers being learners and teachers and how she has pumped the volume way up on this deal and turned it into a group writing project with ten bloggers who post their metaphors receiving a copy of a book called “What Bloggers Won’t Tell You About Blogging.”Sooo, I though
So what does this new breed of salesperson look like? For a start he or she has progressed from the more traditional, ‘lone ranger’ approach of selling to a more team-based consultative style. Our research shows that a consultative salesperson needs to fulfil three basic roles, that of Business Consultant, Long Term Ally and Strategic Orchestrator.
By combining all three roles salespeople are more able to develop and maintain long-term relationships with clients. At the same time, organisations need to ensure that they provide their salespeople with the vital support systems and training that enable them to make the most of their knowledge and skills
Business Consultant:
Gone are the days in which a salesperson could simply walk into an office, establish a good rapport with the client, show he/she had thorough knowledge of their products and services and clinch the sale. Nowadays, the emphasis is on establishing long-term, mutually beneficial relationships and in order to achieve this, the salesperson needs to earn the right to continue discussions with his/her client. Before they can proceed to sell their products or services, the salesperson needs to reassure the client of their integrity, reliability and ability to understand and recommend the appropriate solution. They can do this by demonstrating;
• Up-to-date knowledge of business news and current affairs Best practices include - reading newspapers, magazines, journals, trade publications and other sources of business information; maintaining membership of appropriate professional organisations; acknowledging gaps in knowledge and taking steps to fill them; locating or developing databases with information on customers, their industries and their own customers.
• An in-depth understanding of the customer’s industry, company and strategies as well as an appreciation of “the big picture”. Best practices include - gaining an understanding of the issues at all levels of the customer’s organisation including strategic, departmental and individual needs; seeking to understand the customer’s perceptions of market trends, company direction, plus potential product and service needs.
• A readiness to exchange information and ideas between the supplier and client organisation. Best practices include - familiarising the customer with your own industry and companies; sharing useful business information even if it does not directly impact on the sales effort; demonstrating the cost-cutting or revenue producing benefits of your products and services.
• The ability to listen and absorb information. Best practices include - refining the way you identify customer’s needs by asking the right questions and listening actively to customer comments; speaking at the listener’s level of knowledge; using stories and analogies effectively; asking for feedback on the clarity of your message. By demonstrating comprehensive knowledge, outstanding communication skills and the proper attitude, the salesperson earns the right to move beyond the role of supplier to that of a valued business consultant
Strategic Orchestrator:
To fulfil this role, the salesperson needs to be seen as the key person responsible for engineering the appropriate solution. This involves co-ordinating all of the information, resources and activities needed to support customers before, during and after the sale. It means enlisting support from specialist colleagues and hence the move away from the “lone ranger” approach.
According to our research, effective Strategic Orchestrators have mastered the following competencies:
• Knowledge of their own company’s structure
• Expertise in developing and managing a team
• Ability to manage priorities and performance
• Ability to co-ordinate delivery and service to customers
• Efficiency
• Flexibility
Customers of Strategic Orchestrators express a high level of confidence in the salesperson and his or her organisation:
This increased confidence can lead to faster buying decisions, increased repeat business and strengthened links between customer and supplier organisations. Working as Strategic Orchestrators, salespeople are also able to develop their organisation’s capacity for team selling.
Long Term Ally:
Since the key to differentiation is in forging closer links with clients, the role of Long Term Ally is a crucial one. Once the salesperson has earned the right, it is important to develop and maintain the relationship.
As the term suggests, acting as a Long Term Ally, involves maintaining contact with the client even when there is no immediate prospect for a sale. It also suggests that the salesperson needs to be committed to the long-term development of the relationship. Our research shows that top salespeople demonstrate this commitment by continuously looking for ways to:
• Build interpersonal trust
• Create and maintain a posit
If you’re like most small business owners you are running a mile a minute and someone says ‘planning’ to you and you’re sure they don’t know what they’re talking about. Right? You don’t have time for all that fluff. You’re a busy person … and of course you are. But if you want your business to perform better then you better read on.As the owner of your own small business you are ‘it’. You want it to grow beyond you and eventually be self sufficient and give you the life you dream about. Then you better find ways to be more productive and here are a few.1. Write down clear goals: What do you want to accomplish … in your life and your business. They must be clear, specific and have a time limit. Be honest with yourself. Where are you right now; and where are you going? If you don’t know … who does?2. Write a clear plan of action to get you there: You know in one
• Up-to-date knowledge of business news and current affairs Best practices include - reading newspapers, magazines, journals, trade publications and other sources of business information; maintaining membership of appropriate professional organisations; acknowledging gaps in knowledge and taking steps to fill them; locating or developing databases with information on customers, their industries and their own customers.
• An in-depth understanding of the customer’s industry, company and strategies as well as an appreciation of “the big picture”. Best practices include - gaining an understanding of the issues at all levels of the customer’s organisation including strategic, departmental and individual needs; seeking to understand the customer’s perceptions of market trends, company direction, plus potential product and service needs.
• A readiness to exchange information and ideas between the supplier and client organisation. Best practices include - familiarising the customer with your own industry and companies; sharing useful business information even if it does not directly impact on the sales effort; demonstrating the cost-cutting or revenue producing benefits of your products and services.
• The ability to listen and absorb information. Best practices include - refining the way you identify customer’s needs by asking the right questions and listening actively to customer comments; speaking at the listener’s level of knowledge; using stories and analogies effectively; asking for feedback on the clarity of your message. By demonstrating comprehensive knowledge, outstanding communication skills and the proper attitude, the salesperson earns the right to move beyond the role of supplier to that of a valued business consultant
Strategic Orchestrator:
To fulfil this role, the salesperson needs to be seen as the key person responsible for engineering the appropriate solution. This involves co-ordinating all of the information, resources and activities needed to support customers before, during and after the sale. It means enlisting support from specialist colleagues and hence the move away from the “lone ranger” approach.
According to our research, effective Strategic Orchestrators have mastered the following competencies:
• Knowledge of their own company’s structure
• Expertise in developing and managing a team
• Ability to manage priorities and performance
• Ability to co-ordinate delivery and service to customers
• Efficiency
• Flexibility
Customers of Strategic Orchestrators express a high level of confidence in the salesperson and his or her organisation:
This increased confidence can lead to faster buying decisions, increased repeat business and strengthened links between customer and supplier organisations. Working as Strategic Orchestrators, salespeople are also able to develop their organisation’s capacity for team selling.
Long Term Ally:
Since the key to differentiation is in forging closer links with clients, the role of Long Term Ally is a crucial one. Once the salesperson has earned the right, it is important to develop and maintain the relationship.
As the term suggests, acting as a Long Term Ally, involves maintaining contact with the client even when there is no immediate prospect for a sale. It also suggests that the salesperson needs to be committed to the long-term development of the relationship. Our research shows that top salespeople demonstrate this commitment by continuously looking for ways to:
• Build interpersonal trust
• Create and maintain a posi
In today's economy, job seekers need an edge beyond their experience, education and specific industry and job-related skills, in order to find and secure a position. Regardless if you are looking for an opportunity as CEO, Vice President, IT Manager or Customer Service Representative, you need effective tools to compete within a market that is job-poor and candidate rich.Hundreds of articles and seminars have been offered describing the value of networking as being the most effective tool for finding your next position. Networking isn't new, we all network to some extent to find a new doctor, meet new people socially, to expand business contacts and many other aspects of our everyday life. The question is – can networking really help you find a job?As a young man just out of the Navy, my experience networking began without really understanding that I had begun to use
• A readiness to exchange information and ideas between the supplier and client organisation. Best practices include - familiarising the customer with your own industry and companies; sharing useful business information even if it does not directly impact on the sales effort; demonstrating the cost-cutting or revenue producing benefits of your products and services.
• The ability to listen and absorb information. Best practices include - refining the way you identify customer’s needs by asking the right questions and listening actively to customer comments; speaking at the listener’s level of knowledge; using stories and analogies effectively; asking for feedback on the clarity of your message. By demonstrating comprehensive knowledge, outstanding communication skills and the proper attitude, the salesperson earns the right to move beyond the role of supplier to that of a valued business consultant
Strategic Orchestrator:
To fulfil this role, the salesperson needs to be seen as the key person responsible for engineering the appropriate solution. This involves co-ordinating all of the information, resources and activities needed to support customers before, during and after the sale. It means enlisting support from specialist colleagues and hence the move away from the “lone ranger” approach.
According to our research, effective Strategic Orchestrators have mastered the following competencies:
• Knowledge of their own company’s structure
• Expertise in developing and managing a team
• Ability to manage priorities and performance
• Ability to co-ordinate delivery and service to customers
• Efficiency
• Flexibility
Customers of Strategic Orchestrators express a high level of confidence in the salesperson and his or her organisation:
This increased confidence can lead to faster buying decisions, increased repeat business and strengthened links between customer and supplier organisations. Working as Strategic Orchestrators, salespeople are also able to develop their organisation’s capacity for team selling.
Long Term Ally:
Since the key to differentiation is in forging closer links with clients, the role of Long Term Ally is a crucial one. Once the salesperson has earned the right, it is important to develop and maintain the relationship.
As the term suggests, acting as a Long Term Ally, involves maintaining contact with the client even when there is no immediate prospect for a sale. It also suggests that the salesperson needs to be committed to the long-term development of the relationship. Our research shows that top salespeople demonstrate this commitment by continuously looking for ways to:
• Build interpersonal trust
• Create and maintain a posi
The age of the 30-second TV commercial is over.There’s a lot of hand wringing on Madison Avenue these days. Companies like Virgin Atlantic are concluding that advertising on TV is too pricey and the effects too difficult to measure.The industry must adapt to a coming world where consumers enjoy total control and will no longer tolerate tedious commercials that hold them hostage to messages they care nothing about.There are still a lot of people in the business that don’t accept what is about to happen. That is myopic. Perhaps it is time for the advertising and TV industries to get contact lenses, because the latest research suggests that trouble lies ahead.However it is what was not said in the article that confirms the impression that most people in the industry(s) still do not understand what the process of communication is all about.To sta
Strategic Orchestrator:
To fulfil this role, the salesperson needs to be seen as the key person responsible for engineering the appropriate solution. This involves co-ordinating all of the information, resources and activities needed to support customers before, during and after the sale. It means enlisting support from specialist colleagues and hence the move away from the “lone ranger” approach.
According to our research, effective Strategic Orchestrators have mastered the following competencies:
• Knowledge of their own company’s structure
• Expertise in developing and managing a team
• Ability to manage priorities and performance
• Ability to co-ordinate delivery and service to customers
• Efficiency
• Flexibility
Customers of Strategic Orchestrators express a high level of confidence in the salesperson and his or her organisation:
This increased confidence can lead to faster buying decisions, increased repeat business and strengthened links between customer and supplier organisations. Working as Strategic Orchestrators, salespeople are also able to develop their organisation’s capacity for team selling.
Long Term Ally:
Since the key to differentiation is in forging closer links with clients, the role of Long Term Ally is a crucial one. Once the salesperson has earned the right, it is important to develop and maintain the relationship.
As the term suggests, acting as a Long Term Ally, involves maintaining contact with the client even when there is no immediate prospect for a sale. It also suggests that the salesperson needs to be committed to the long-term development of the relationship. Our research shows that top salespeople demonstrate this commitment by continuously looking for ways to:
• Build interpersonal trust
• Create and maintain a posi
Those of you familiar with my personal history know that I have a strong background in, and affinity for, digital marketing. Now that my bias is fully disclosed, I’m going to tell you what most traditional ad agencies will not…that the digital medium is far and away the most powerful, cost effective and measurable form of media available today. Advertising and MarComm budgets can no longer focus solely on traditional communications mediums; rather budgets must be spread across a broader spectrum inclusive of digital mediums.Digital content is diverse. Like print advertising and direct mail, the content of the Internet is largely based on the written word. As with printed media, much of Internet related media relies on graphic images to support marketing messages. However, unlike print and direct mail, the Web enables moving graphics and sound to be conveyed to the prospect
This increased confidence can lead to faster buying decisions, increased repeat business and strengthened links between customer and supplier organisations. Working as Strategic Orchestrators, salespeople are also able to develop their organisation’s capacity for team selling.
Long Term Ally:
Since the key to differentiation is in forging closer links with clients, the role of Long Term Ally is a crucial one. Once the salesperson has earned the right, it is important to develop and maintain the relationship.
As the term suggests, acting as a Long Term Ally, involves maintaining contact with the client even when there is no immediate prospect for a sale. It also suggests that the salesperson needs to be committed to the long-term development of the relationship. Our research shows that top salespeople demonstrate this commitment by continuously looking for ways to:
• Build interpersonal trust
• Create and maintain a positive image of the sales organisation
• Inspire respect for their company
• Show genuine concern for their customers’ short and long-term interest
• Identify ways to strengthen the quality of their business relationship
• Help the customer meet needs within his or her organisation
• Deal with issues openly and honestly
• Deliver on promises
It is also crucial for the salesperson to ensure that the relationship between the organisations is mutually beneficial. In other words, it is essential to build and honour the expectation that reaching agreements will mean good business for both parties.
At the end of the day, taking a long-term approach proves more profitable since the customer will recognise that the salesperson is taking a committed interest and in so doing is giving honest and open advice. This inevitably encourages the customer to trust the salesperson and to view him or her as a colleague rather than an opponent
In Summary: Long Term Allies and Mutually Beneficial Agreements.
Supplier Organisations Must Be Willing To
• Elicit feedback from customers regarding overall satisfaction with the products / services delivered.
• Maintain regular contact with current and prospective customers
• Alert customers to new developments in own organisation
• Review the business relationship underlying each account on a regular basis
Buyer Organisation Must Be Willing To
• Keep suppliers “in the loop” regarding the company’s strategic direction and needs
• Value the record of service provided by supplier organisations above lower cost competitors
• Grant access and information about their customers to the supplier organisations
Copyright © 2006 Jonathan Farrington. All rights reserved
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