When I first found myself in sales, like many of you, I was put through "product training" courses by the dozen. We were tested on the ins and outs of a specific product. Contests were held to see who knew about the product intently and expertly. And merit was based on superior product knowledge. Product managers fed sales forces with detailed descriptions of feature after feature. Creating that compelling feeling that we needed to espouse every feature in detail to our "prospect" because it meant a sale was going to be made.
The buyer was always thought of as the "target" and was a "customer" after the sale. One to be cajoled into "doing business" over the other company. Our presentations, well darn it, was going to beat anybody else's presentation and the buyer was going to be "won" over. Let's face it, if you are still directing a sales force in this manner, you may be asking why you haven't been as successful lately.
Recently, I was advising for one of the largest document management systems in the country. I was struck by how product-centric every phase of their sales and marketing operations truly were. As I inquired, I found little evidence or documentation about who their buyers were. There was no mention of how their systems were of benefit to the customer. Yes, there were the standard lines of reducing costs per page and improving productivity. But, where was the knowledge about how these systems were to help companies to resolve issues, meet goals, solve problems, and address pressing needs?
Without empirical data or evidence to back me up, I do dare say that based on observations, many sales forces continue to operate in the same way. In B2B sales in particular, this may be more prominent than we wish. So herein lays a few reasons why sales forces must change today:
- Buyers research more than ever today. The Internet has made most of the information a buyer needs to know available at their finger tips.
- Product comparisons are like splitting hairs. The differences between products have become so marginal that if a company is truly product-centric only - well - they are playing in the margins.
- Buyers expect you to be not only knowledgeable about products, but knowledgeable about their business, its many functions, and how is it that you will affect their top line revenues and bottom-line profits.
- Buyers want to engage in the buying cycle on their own terms. Therefore, companies must be in synch with the buying cycles and processes of the markets they serve.
How should sales forces today respond? What changes do they make? These are just a few:
- Sales forces must become persona centric. Meaning that sales forces must have an in-depth understanding of who their buyer personas are and which user personas are being served.
- Sales forces must get out of the margins of product comparisons and get into the arena of advising how a company can improve its business operations, branding, and connection with its own customers.
- Sales forces must be armed with knowledgeable information that is in synch with the buying cycles of their marketplace. And, this does not mean product information only but market information that can be utilized by the buyer to craft solutions and plans to resolve issues or meet goals.
- Sales forces must change their perspective on what "relationships" mean. If relationship means golf and lunch only, then you will be surprised when you lose sales. Relationships today mean the equitable sharing of knowledge.
Sales forces today find themselves at the crossroads of a major transition. Adapting to the changing world of buyers and technology means survival. It will be incumbent upon sales forces today to change from the older mentality of "win/lose" to the equitable sharing and advisory capacity that buyers expect today.
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