Successfully reaching the commercial top:
Furthermore, when you see successful salespeople at work, what they do often sounds very natural and selling seems so easy. In practice, however, it turns out to be more difficult for many salespeople than it seems. Why is that? What causes things not to always run so smoothly?
Moreover, where do things go wrong and what can be done about it immediately? I will take you through some pitfalls from daily practice. Pitfalls that, starting today, will be a thing of the past within your company.
There is a lot of knowledge within our company:
Furthermore, within most companies, there are quite a few people walking around who possess 'knowledge'. Knowledge of the product/service, knowledge of the application possibilities, knowledge of the service, knowledge of the product range, knowledge of the production capabilities, and knowledge of the company's R&D capabilities.
Moreover, not just any knowledge, but truly a great deal of knowledge. If you look at it objectively, these people are simply authorities in their field and therefore of great value to the company.
That is why many entrepreneurs often worry about how to retain these people (I have tools for that too, but that is not what this blog is about).
As a result, they possess the important knowledge that the organization needs with love and in all sincerity to convince, satisfy, and retain customers.
That vacancy was filled surprisingly quickly:
Then, if a vacancy arises in the sales department and 'knowledge' of the product or service is a requirement, the connection is quickly made to get one of the top knowledge workers excited about the sales position (with, of course, that nice company car, plenty of freedom, and the promise that he or she will be helped from all sides), and thus the knowledge worker accidentally rolls into the sales profession.
So this is also mistake number 1, because they usually start completely unprepared, without a sales assessment and training.
In short, it is essentially a matter of 'luck,' whereas the investment in an assessment, for example, pays for itself handsomely within a quarter. The reason is simple: you gain clarity in advance on whether the person is suitable and where the gap in potential sales skills lies.
Additionally, for example, it prevents a lot of trouble and is therefore always recommended anyway (Nb. For more info see: https://trainingkennethsmit.com/en/training/sales-assessment/ or feel free to contact me).
I am the new seller in your area:
After all, he or she is suddenly a 'salesperson', 'account manager', or gets another nice title on the business card.
Moreover, he/she knows the company, 'therefore' needs little onboarding time and (believe it or not) in many cases starts working untrained (encouraged by catchphrases such as: 'anyone can sell' or 'it's just like swimming').
If they can, they will rise to the top).
In short, unarmed with any sales knowledge or experience, they make appointments with the introduction, "I'm the new salesperson in your area and I'd like to meet you" (sounds odd, but it's amazing how often someone manages to get that first appointment just based on the salesperson's enthusiasm and the customer's curiosity).
Moreover, they (the new salespeople) set out full of energy and demonstrate their full knowledge of the product, service, or support to the best of their ability during the first meeting, in order to position themselves and convince the customers.
Selling is like walking a tightrope uphill:
Moreover, all by themselves, they have never learned that it makes absolutely no sense to offer someone an aspirin if they don't have a headache. Now I hear you saying that it doesn't work that way with you, that it is different.
In the end, then, I have good news for you; fortunately, you work at one of those companies that understands that you have to prepare people for the job before they can become successful at it.
Furthermore, in this way, first determine if someone has the capacity to fly, then fit wings, teach them to flutter, and subsequently carefully take them out of the nest to fly.
Gaining experience nonetheless, encountering obstacles, overcoming them, and discovering in practice that you need stamina to climb up. Selling is often like tightrope walking uphill. Selling is a profession for true professionals.
How much disappointment can a person endure:
So when results fail to materialize, you see the 'budding salespeople' go at it even more fanatically, partly because the organization slowly starts tightening the screws. A select few succeed, because they turn out to be natural talents.
In fact, some do so because they work out of pure perseverance and tenacity, including a thick skull, employing a 'fake it till you make it' strategy, and claiming that if you just hear a lot of 'NO', a 'YES' will automatically follow (great if it works, but just ask yourself how happy customers are with such constantly and emphatically pushing salespeople).
Consequently, disappointment inevitably sets in for many a 'budding salesperson' sooner or later. They become cautious, their enthusiasm fades, and even the dreaded burnout monster lurks. Doubt sets in.
Furthermore, how do you move forward? How much disappointment is a person willing and able to endure? In many cases, this is the moment when the sales profession is left behind, often by changing jobs with the stated reason of 'having learned a lot and now wanting to give the career a different direction'.
Moreover, as a company, you then actually have multiple problems:
-You lose a 'once' good employee.
-You had to fill all his/her previous position.
Furthermore, you lose a seller who has not yet generated any money.
Furthermore, you need to hire another salesperson (before you know it, you're easily 3-4 months down the line).
Therefore, you need to onboard this new salesperson, get them involved, and keep them engaged, which takes time—time you often don't have, making the temptation great to revert to old habits and throw someone in at the deep end again.
As a result, your customers will once again have to get used to a new face (and in the meantime, they will also be talking to the competitor who finally sees his opportunity).
Next—you’ll easily be a year down the line before this new man/woman really starts generating money.
Even taking all of the above into consideration, how often has this happened within your company? What do such pranks cost?
In short, how much energy does it demand from the other colleagues who are 'temporarily' given some extra work? What does it cost if a region cannot be worked efficiently for a while?
Furthermore, for example, I personally find it regrettable to hear this every time, especially because it is often completely unnecessary. Moreover, in most cases, someone is harmed unintentionally, whereas you could do something about it successfully at an early stage.
Then what is the secret?
After all, the secret lies in the combination of “Knowledge” and “Skills”. In fact, I believe there is a direct connection. For 10 (knowledge) x 0 (skill) = 0, but 8 x 8 = 64. In short, no matter how extensive your Knowledge may be, if Skills do not support it, the result will always be disappointing.
Moreover, especially when dealing with clients, this combination is of extreme importance and is unfortunately underestimated too often. This is particularly true now that clients nowadays increasingly seek information in advance via the internet and advisors, and have thus already formed an opinion for themselves before you even sit down at the table.
In addition, decisions are increasingly made by several people as a team (people who also have their own opinions), which adds another dimension to the sales profession as manager of the process.
Theory and reality:
Incidentally, when I discuss the 'Knowledge and Skills' aspects with a potential client, I invariably hear: “That's logical; my people are fine with that.”
Incidentally, when I ask when they last went out with their salesperson(s) themselves, it turns out that unfortunately there is too little time for that, let alone time to coach people.
However, whenever we decide to conduct a thorough field analysis and I travel along for a day as part of that to attend 'real' client meetings, you regularly see the following happen: the conversation is opened politely, pleasantries are exchanged properly, and a few questions are asked without going into depth.
As a result, many assumptions are made by the seller, who then quickly thinks he knows what is good for the customer.
Therefore, ultimately, the customer is not ready yet, does not have a headache yet, or has been walking around with it for so long that he or she has gotten used to it in the meantime. He or she is not yet open to hearing what the salesperson can do.
However, the seller does not see this, does not hear this, does not feel this and, in his/her enthusiasm, continues selling.
After all, that is the argument I hear: “After all, we are not here for nothing, the client’s time and our time are precious, we need to keep it professional, and the client understands perfectly well that I am here to sell.”
In short, however: after a few minutes, the laptop is opened and the brochure or sample model is placed on the table to explain to the client what they can achieve with it.
Nevertheless, in the meantime, the customer raises some objections and remarks that the salesperson will repeat, downplay, completely ignore, or nip in the bud with a technique (if they can even apply an objection technique).
So the salesperson starts “pressing” harder towards the customer, who then slowly disengages or starts pushing back.
On the other hand, or rather, should you actually be allowed to make an offer, realize that it will often be used to subsequently reject your proposal. After all, it was an excuse to get rid of you and end the conversation.
Meanwhile, unfortunately, many salespeople get into their cars like a 'happy camper' after such a conversation because they get to prepare a quote. If you are a salesperson yourself and get to prepare many quotes, read on.
How do you avoid the 'just make a quote' pitfall?
Additionally, TIP 1: If you are asked to prepare a quote, ask the client what they intend to do with it. Listen carefully; it often provides additional information to help you determine whether the quote is useful or simply a way to get rid of you.
Furthermore, TIP 2: Make the follow-up appointment immediately on the spot to discuss the quote; it will increase your chances.
Furthermore, tip 3: Do not send the quote, but deliver it in person, explain it, and engage in a dialogue.
Finally, as an excuse for why it didn't become a deal, I hear: “If I could negotiate a bit better, things would really go better…”. However: you only negotiate when both parties have found common ground, but still disagree on serious details.
Therefore, realize that in many sales conversations, things don't go wrong at the end, but already at the beginning.
Therefore, the right option is not a “negotiation training,” but rather a training as an “Expert in Sales” to learn the finer points of the sales profession. You can find more information on our website, or feel free to contact me or my colleagues directly if I can help you and your team.
If you want to learn to swim, take swimming lessons:
Then, at the beginning, I wrote that quite a few companies adopt the motto: 'If they can swim, they will float to the surface on their own.' I prefer to use the motto: 'If you want them to learn to swim quickly, send them to swimming lessons. After all, you wouldn't just throw your children into the deep end!'
Want to know more? On our revamped website, you can navigate through the information easily and intuitively with, among other things,
In short, what we stand for: the many ways Kenneth Smit can help on your journey to commercial success. We enjoy training, but always based on the practical objectives of our clients.
For example, it becomes a tailored approach so that both the individual and the organization grow step by step. We achieve this by consistently creating a safe environment for our participants and collaborating intensively with the client. After all: without ambition, there is no goal.
Still, without a compass there is no direction. Without action, there is no result.
Koos Minnema
[email protected]
06 - 51965959
#Sales #Selling #Salestraining #Salesmanagement #Negotiation