THE NEW BUYER-SELLER RELATIONSHIP
“Modern sales leaders don’t need to know technology, but they must know how technology has changed selling,” summarizes Nikolaus Kimla, CEO of Pipelinersales.
The big changes happened first to buyers, as they surfed the Web for more information and more offers. But technology has now changed the entire sales process for both buyers and sellers. Kimla says buyers now demand authentic salespeople and real dialogues with them. Salespeople must be especially good at communi- cation when they sell over the Inter- net, because neither party can see each other or read body language. Buyers can learn about features and functions by Web searches, so the need for a consultative approach – how to improve the buyer’s busi- ness – is stronger than ever in the digital world.
“Sellers need emotional intelli- gence, must listen to what buyers say, be very smart, and check the informa- tion,” Kimla stresses. Salespeople must not only persuade better, but protect their companies from deceit by much better-informed buyers. “Some buyers will tell you they have 25 seats, but they really have only two. Buyers sometimes fake now, and you are giving them more knowledge.” Often, faking means buyers win the negotiation. But Kimla says both sides need to win on big deals, so reps must be a little manipulative. For ex- ample, if a buyer wants a good price, reps must ask for referrals. Above all, salespeople must know who they are talking to, do their research, and prepare for calls.
THE SALES FORCE OF THE FUTURE
Unlike other sales observers, Kimla predicts an increase in B2B sales- people. One reason is continued increases in global population, of which a larger share each year is in
the middle class that consumes prod- ucts. But another reason is the need for personal selling. Kimla points to Apple stores with plentiful consulta- tive salespeople. “The Apple store in Santa Monica has 400 employees, all sales reps. Complexity needs human interaction.” And this is in B2C, where the shrinkage of the sales force is supposed to come earlier and sharper than in B2B.
Kimla believes technology will be an important enabler of higher sales to more buyers by more salespeople. For example, he predicts CRM will be completely revolutionized, becoming much more visual. “Reps do not want to become data clerks – they want it easy.” Technology should also support training and coaching in a world where everyone must learn constantly. And digital tools will make collabo- ration – both within companies and between companies – much easier. Kimla expects future sales technol- ogy to have more built-in intelligence, relying on databases and algorithms. Technology will pop up customer information when calls come in and nudge reps to contact leads when ready. And smarter tools will mentor reps when managers are busy. Modern sales reps will have to be much better prepared, by receiving better education even before they get their first sales jobs. “They will need to be product specialists and good communicators, have emo- tional intelligence, and be ready to become good sales managers,” Kimla argues. Better-prepared reps mean much
better-prepared sales leaders, who understand both technology and people. “You can’t let them roll over you,” Kimla says. “You are coaching warriors.”
AVOIDING DEATH BY INFORMATION All these qualities are far more important at Heartland than techni- cal wizardry. In choosing new digital
solutions, Capucille seeks tools that solve his major problems – not tools “that solve problems you didn’t know you had.”
So Heartland looks to technology to make sure it is engaging prospects in the most effective, impressive manner – whether this is email, face-to-face meetings, or formal presentations. Capucille says sales enablement tools like GoToMeeting are essential in modern sales.
The Heartland vice president also believes onboarding of new reps should be done by the most efficient new technologies, not by time- and money-wasting paper. “Onboarding should be automated as much as pos- sible; there is way too much paper.” CRM and other data tools must concentrate on data that is really needed by managers to make deci- sions or by reps who need it to sell. “Focus on the necessary information. Does it increase productivity or is it just noise?” Capucille asks. “Other- wise, it’s death by information.” And sales leaders can choose these essential technologies themselves without a great deal of technical expertise. Capucille says leaders can share technical knowledge between each other, and they can rely on sales operations staff to help as well. “Tell sales operations the problems, and they will find the solutions.” So, let’s give the last word to John Fitzpatrick, CEO of Force Marketing, who argues, “Positive energy is the number-one quality, in my opinion. If you have positive energy, you will succeed. Stuff is going to hit the fan, but, if you can maintain a positive outlook every day, that trumps everything else. You will beat someone who is a little smarter or technically compe- tent. Especially if you are leading a sales team where there is going to be no, no, no all the time.” So maybe saying no to all those noes still matters more than juggling digits.
SELLING POWER JULY 2015 | 33 © 2015 SELLING POWER. CALL 1-800-752-7355 FOR REPRINT PERMISSION.
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